Recruitment–the generation of an applicant pool to provide the required number of candidates for selection or promotion.

Selection- the
choice of job candidates from a previously generated applicant pool in a way that meets management objectives and legal requirements of
the jurisdiction.3. Recruitment and selection need to be carried out within the confines of an organization’s strategic objectives.Bad hires can
cost an organization as much as 30 per cent of a new hire’s salary.Recruitment and selection identify best practices: They are valid, reliable,
and legally defensible, They are not derived from “gut feelings” but rather from empirical studies, they inform standards and principles of
professional associations, They do not have to be perfect and are always evolving, As shown by research, they can improve the performance
of individuals and organizations.Two basic principles underlie: HR management (HRM) must carefully coordinate its activities with those of
the other organizational units. HRM must think in systems terms and have the welfare of the entire organization in mind.Talent management
is an organization’s efforts to recruit, retain, and develop its most promising employees. And reflects an organization’s commitment to
aligning its processes to attract and develop a superior workforce. Talent management is an organization’s efforts to recruit, retain, and
develop its most promising employees. And reflects an organization’s commitment to aligning its processes to attract and develop a superior
workforce. Functions: Strategic HR Planning, training development, Succession Planning, Compensation & Benefits, Performance
Management, Career Management, Recruitment & Selection. Recruitment and Selection as Strategic Objectives: Vision statements present
an organization’s future aspirations. Mission statements explain why an organization exists and what it hopes to achieve in the future. Values
statements express the company’s core beliefs. Strategic objectives more focused than vision/mission statements, help formulate
organizational objectives, competitive scopes, and action plans (i.e., strategy), guide the recruitment/selection process by homing in on the
type of employee the company needs to hire, including the fit, capabilities, and KSAOs.8. External environment: To accomplish their
strategic objectives, HR managers must be aware of and analyze the threats and opportunities they face in their company’s external
environments. laws and regulations, global competition, economic climate, technology, changing workforce demographics, organization
type e.g.,private or public job definitions/scope, unionization. The Canadian Constitution is the “supreme law” guiding the treatment of
workers. Protected groups under federal legislation: women visible minorities, persons with disabilities, Aboriginal peoples. Diversity
improves organizational performance. Environment: Economic climate: The economy has a major impact on staffing.Booms bring skilled-
labour shortages, during which HR places more emphasis on recruitment, companies may become less selective, and HR may rely on
outsourcing and temporary workers. Slowdowns lead to cutbacks, wage freezes, and so on.KSAO’s-knowledge,skills,abilitites&other
attributes aka job, employment, work specification. Competencies- group of related behaviours that are attributed to successful job
performance. Construct refers to ideas or concepts constructed or invoked to explain relationships between observations. For example, the
construct “extraversion” has been invoked to explain the relationship between “social forthrightness” and sales. Reliability-the degree to
which the scores are free from random measurment errors. Measurement error-the hypothetical difference b/w an observed score & true
score;compromises both random & systemic error. Content validity-whether the items on a test appear to match the content or subject
matter they are intended to assess; assessed through judgments of experts in the subject area Criterion-related validity provides evidence
based on relationships to other variables.Construct validity refers to the extent to which a test accurately measures the underlying
theoretical concept it intends to assess. This validity is confirmed through various evidence sources demonstrating that the test measures
what it claims to measure and not unrelated constructs. For instance, an IQ test should measure intelligence and not personality traits.
Concurrent Validation- Strategies in which evidence is obtained about a correlation between predictor and criteria scores from information
that is collected at approximately the same time from a specific group of workers.Measurement error-The reliability of a measure places
an upper limit on validity. Bias-systematic errors in measurement or inferences made from measurements that are related to different
identifiable group membership characteristics, such as age, sex, or race.Validity generalization-the application of validity evidence,
obtained through meta-analysis of data obtained from many situations, to other situations that are similar to those on which the meta-
analysis is based. Fairness in measurement -refers to the value judgments people make about the decisions or outcomes that are based on
measurements and the principle that every test taker should be assessed in an equitable manner. Discrimination-In employment,
discrimination refers to any refusal to employ or to continue to employ any person, or to adversely affect any current employee, on the basis
of that individual’s membership in a protected group.All Canadian jurisdictions prohibit discrimination at least on the basis of race or colour,
religion or creed, age, sex, marital status, and physical or mental disability. Employment equity-the elimination of discriminatory practices
that prevent the entry or retention of members from designated groups in the workplace. Adverse impact-occurs when the selection rate for
a protected group is lower than that for the relevant comparison group. Accommodation-the duty of an employer to put in place
modifications to discriminatory employment practices or procedures to meet the needs of members of a protected group being affected by
the employment practice or procedure.Job description-a written description of what job occupants are required to do, how they are
supposed to do it, and the rationale for any required job procedures. Job specification -the knowledge, skills, abilities, and other attributes
or competencies that are needed by a job incumbent to perform well on the job. Subject-matter experts -people who are most
knowledgeable about a job and how it is currently performed, generally job incumbents and their supervisors normally a component or
member of a job evaluation or job analysis committee. Job Analysis- provides objective evidence of the skills and abilities required for
effective performance in the job, which then can be used to provide evidence of the relevance of the selection procedures measuring those
abilities. Does not refer to a single methodology but rather to a range of techniques.Is a formal, structured process carried out under a set of
guidelines established in advance.Breaks down a job into its constituent parts, rather than looking at the job as a whole.The goal should
always be the description of observable work behaviours and analysis of their products. The results should describe the work behaviour
independent of the personal characteristics of employees who perform the job. Imust be verifiable and replicable. Competencies are groups
of related behaviours that are needed for successful job performance in an organization.used to identify the KSAOs that distinguish superior
performers from others. Competency model-collection of competencies that are relevant to performance in a particular job, job family, or
functional area. Competency framework-broad framework for integrating, organizing, and aligning various competency models that are
based on an organization’s strategy and vision. Core competencies -characteristics that every member of an organization is expected to
possess, regardless of position, function, job, or level of responsibility within the organization.Functional competencies -characteristics
shared by different positions within an organization.Job-specific competencies -characteristics that apply only to specific positions in
organizations. Contextual performance-activities or behaviours that are not part of a worker’s formal job description but that remain
important for organizational effectiveness. Adaptive performance-a worker’s behavioural reactions to changes in a work system or work
role.Counterproductive work behaviours-voluntary behaviours that violate significant organizational norms and in so doing threaten the
well-being of an organization, its members, or both theft, language, behavior. Criterion relevance -the degree to which a criterion captures
behaviours or competencies that constitute job performance.Criterion deficiency-performance behaviours or competencies that are not
measured by the criterion.Criterion contamination-the degree to which the criterion measure is influenced by, or measures, behaviours or
competencies that are not part of job performance.Practicality-the degree to which a criterion measure is available, plausible, and
acceptable to organizational decision makers.The ultimate criterion is the concept that a single criterion measure reflects overall job
success.It implies that job performance is a unitary concept, that one measure could be found that assessed a person’s overall job
performance. Relative Rating Systems-a subjective measurement system that compares the overall performance of one employee to that of
others to establish a rank order of employee performance. Subjective perf measures-ratings/rankimgs-relative ratings system,absolute
rating system, Behaviourally anchored rating scales,Behavior Observation Scale,MBO, Balanced scorecard. Practicality-The degree to
which a criterion measure is available, plausible, and acceptable to organizational decision makers.