1

Review of Last Session

• HR Manpower Planning & Development of Job
Analysis / Job Description
• Project Human Resource Management
Processes(PMBOK)

• Basic HRM Functions (Obtain , Develop, Utilize, Retain)

• Planning Project Teams

• HR Forecasting, Shortages, Supplies etc

• Job Analysis

• Information required for developing a JD

 PROJECT RESOURCE MANAGEMENT
PROCESSES

 9.1 Plan Resource Management

 9.2 Estimate Activity Resources
 9.3 Acquire Resources
 9.4 Develop Team
 9.5 Manage Team
 9.6 Control Resources
 JOB ANALYSIS

 Job Analysis
The procedure for determining the duties and
skill requirements of a job and the kind of person
who should be hired for it
 Job Description
A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and
supervisory responsibilities—one product of a
job analysis
 Job Specifications
A list of a job’s “human requirements,” that is,
the requisite education, skills, personality, and
so on—another product of a job analysis
 Job Enlargement
Job enlargement involves expanding an
employee's job horizontally by adding tasks at
the same skill level.

 Job Enrichment
Job enrichment involves redesigning a job
vertically by adding tasks that require more skill,
responsibility, and autonomy.
 PROJECT
RECRUITMENT & SELECTION
 “The secret of my success is that we have
gone to exceptional lengths to hire the
best people in the world.” – Steve Jobs

5–7
 OUTCOME
 Be aware of the most important aspects of
HRM i.e Recruitment & Selection process
 Understanding of various steps in
Recruitment & Selection
 Measures required for effective recruitment
 Understanding of Recruiting yield pyramid
 Sources of recruitment (Internal/external)
 Understanding of employee testing and
selection methods and techniques
WHAT IS THE ROLE OF HR?
FIRST UNDERSTAND THE
DIFFERENCE IN BETWEEN

RECRUITMENT

&

SELECTION
 RECRUITMENT

Recruitment refers to the process where potential

applicants are searched for, and then encouraged
to apply for an actual or anticipated vacancy

SELECTION

Selection is the process of hiring employees among

the shortlisted candidates and providing them a job
in the organization (Selecting Right person for
Right Job)
 RECRUITMENT

Specific tasks involved in the process

of recruitment include:

*Analyzing job requirements

*Advertising the vacancy
*Attracting candidates to apply for the job
*Managing response
*Scrutinizing applications
*Shortlisting candidates
SELECTION

Some activities include:

*Screening
*Eliminating unsuitable candidates
*Conducting an examination (aptitude test,
intelligence test, performance test, personality
test, etc.)
*Interviews
*Checking references
*Appointment Procedure
*Medical tests
The Recruitment and Selection process is a
series of activities aimed at selecting the
best candidate for the job.
Steps in Recruitment and Selection
Process
 Recruitment and Selection
Process
• Decide what positions you’ll have to fill through
personnel planning and forecasting.
• Build a pool of candidates for these jobs by
recruiting internal or external candidates.
• Have candidates complete application forms and
perhaps undergo an initial screening interview.
• Use selection techniques like tests, background
investigations, and physical exams to get the best.
• Decide an offer to the candidate.
• Joining, onboarding etc.
 Recruiting
 External factors affecting recruiting:
– Looming/imminent undersupply of workers
– Increasingly fewer “qualified” candidates
– Candidates not available as per Project
requirement
 Internal factors affecting recruiting:
– The consistency of the firm’s recruitment
efforts with its strategic goals
– The available resources, types of jobs to be
recruited and choice of recruiting methods
– Non-recruitment HR issues and policies
– Line and staff coordination and cooperation
 Recruiting
 Centralized Recruitment
– Strengthens employment brand
– Ease in applying strategic principles
– Reduces duplication of HR activities
– Reduces the cost of new HR
technologies
– Builds teams of HR experts
– Provides for better measurement of HR
performance
– Allows for the sharing of applicant
pools
 Measuring Recruiting
Effectiveness
 What to measure and how to measure
– How many qualified applicants were
attracted from each recruitment source?
• Assessing both the quantity and the quality of the
applicants produced by a source.

 High performance recruiting

– Applying best-practices management
techniques to recruiting.
• Using a benchmarks-oriented approach to analyzing
and measuring the effectiveness of recruiting efforts
 Recruiting Yield Pyramid

 Recruiting yield pyramid

– The historical arithmetic relationships between recruitment
leads, candidates invited, interviews, offers made, and
offers accepted.
 Types of Recruitment

 Internal Recruitment
– Is when the business looks to fill the
vacancy from within the existing
workforce

 External Recruitment:
– Is when the business looks to fill the
vacancy from any suitable candidate
outside the business
 Internal Sources of Candidates
 Advantages  Disadvantages
– Foreknowledge of – Failed applicants
candidates’ strengths become
and weaknesses discontented
– More accurate view of – Time wasted
candidate’s skills interviewing inside
– Candidates have a candidates who will
stronger commitment not be considered
to the company – Inbreeding of the
– Increases employee status quo
morale
– Less training and
orientation required
 Finding Internal Candidates
 Job posting
– Publicizing an open job to employees
(often by literally posting it on bulletin
boards) and listing its
attributes/requirements and benefits.

 Rehiring former employees

– Advantages:
• They are known.
• They know the firm and its culture.

– Disadvantages:
• They may have less-than positive attitudes.
• Rehiring may sent the wrong message to current
employees about how to get ahead.
 Finding Internal Candidates
 Succession planning
– The process of ensuring a suitable
supply of successors for current and
future senior or key jobs.

 Succession planning steps:

– Identifying and analyzing key jobs.
– Creating and assessing candidates.
– Selecting those who will fill the key
positions.
 Outside Sources of Candidates
 Advertising
– The Media: selection of the best medium
depends on the positions for which the
firm is recruiting.
• Newspapers (local and specific labor markets)
• Trade and professional journals
• Internet job sites
• Marketing programs

 Constructing an effective ad
– Wording related to job interest factors
should evoke the applicant’s Attention,
Interest, Desire, and Action (AIDA) and
create a positive impression of the firm.
 Outside Sources of Candidates
 Types of employment agencies:
– Public agencies operated by federal,
state, or local governments

– Privately owned agencies

 Outside Sources of Candidates
 Reasons for using a private employment agency:
– When a firm doesn’t have an HR department
and is not geared to doing recruiting and
screening.
– The firm has found it difficult in the past to
generate a pool of qualified applicants.
– The firm must fill a particular opening quickly.
– There is a perceived need to attract a greater
number of different categories of applicants.
– The firm wants to reach currently employed
individuals, who might feel more comfortable
dealing with agencies than with competing
companies.
– The firm wants to cut down on the time it’s
devoting to recruiting.
 Outside Sources of Candidates
 Executive recruiters (headhunters)
– Special employment agencies retained
by employers to seek out top-
management talent for their clients.
• Contingent-based recruiters collect a fee for their
services when a successful hiring is completed.
• Retained executive searchers are paid regardless
of the outcome of the recruitment process.
– Internet technology and specialization
trends are changing how candidates are
attracted and how searches are
conducted.
 Outside Sources of Candidates
 On Demand Recruiting Services (ODRS)

– A service that provides short-term

specialized recruiting to support specific
projects without the expense of
retaining traditional search firms.
 Outside Sources of Candidates
 College/University recruiting
– Recruiting goals
• To determine if the candidate is worthy of further
consideration
• To attract good candidates
– On-site visits
• Invitation letters
• Assigned hosts
• Information package
• Planned interviews
• Timely employment offer
• Follow-up
– Internships
 Outside Sources of Candidates
 Employee referrals
– Applicants who are referred to the
organization by current employees
• Referring employees become stakeholders.
• Referral is a cost-effective recruitment program.
• Referral can speed up diversifying the workforce

 Walk-ins
– Direct applicants who seek
employment with or without
encouragement from other sources.
 Outside Sources of Candidates
 Recruiting via the Internet
– More firms and applicants are utilizing the
Internet in the job search process.

 Advantages of Internet recruiting

– Cost-effective way to publicize job openings
– More applicants attracted over a longer
period
– Immediate applicant responses
– Online prescreening of applicants
– Links to other job search sites
– Automation of applicant tracking and
evaluation
 Developing and Using Application
Forms
 Application form
– The form that provides information on
education, prior work record, and skills.

 Uses of information from applications

– Judgments about the applicant’s
educational and experience qualifications
– Conclusions about the applicant’s
previous progress and growth
– Indications of the applicant’s
employment stability
– Predictions about which candidate is
likely to succeed on the job
EMPLOYEE TESTING AND SELECTION
 Very Important to Ascertain is

Personality of a Potential Candidate

 Big Five Model of Personality

“OCEAN”
Originally developed in 1949, the big 5 personality traits is a theory
established by D. W. Fiske and later expanded upon by other
researchers including Norman (1967), Smith (1967), Goldberg
(1981), and McCrae & Costa (1987)
 Big Five Model of Personality
 Openness to experience – The disposition to be imaginative,
nonconforming, unconventional, and autonomous.

 Conscientiousness – Is comprised of two related facets:

achievement and dependability

 Extraversion – The tendency to be sociable, assertive,

active, and to experience positive effects, such as energy
and zeal.

 Agreeableness – The tendency to be trusting, compliant,

caring, and gentle.

 Neuroticism – The tendency to exhibit poor emotional

adjustment and experience negative effects, such as
anxiety, insecurity, and hostility.
 Big Five Model of Personality
Openness to Experience
– This trait is often referred to as the depth of someone’s mental
experiences, or imagination.
– Encompasses someone’s desire to try new things, be open
and think creatively.
– People who score high in this area are generally artistic and
curious.
– While those who score low tend to be conventional and stay in
their comfort zones.
Conscientiousness
– This trait measures a person’s reliability and dependability.
– Someone who scores higher in this area is more goal-oriented,
tends to control impulses, and is usually very organized. They
are likely to see success in school and excel as a leader.
– Those who score lower in this area are more likely to be
impulsive and procrastinate on assignments.
 Big Five Model of Personality
Extroversion
– The extroversion trait indicates how social and talkative a
person may be.
– Those scoring high in extroversion are generally more
assertive, socially confident, and recharge from interacting
with people.
– While those who score lower are more likely to seek solitude
and introspection.
Agreeableness
– Agreeableness shows how well someone can get along with
other people.
– People scoring high in this trait are usually well-liked,
sympathetic, and affectionate, and
– Those who score lower are perceived as blunt, rude, and
sarcastic.
 Big Five Model of Personality
Neuroticism
– The last OCEAN trait is also known as emotional stability.

– It measures how well a person can control emotions like

anxiety and sadness.

– Scoring high in this area indicates that someone may be prone

to those emotions and may also have low self-esteem.

– Those receiving a low score are probably more confident and

adventurous.
 Why Big Five Model Important?

Understand employee relationships

More effective team building and management

Understand employee motivations

Build diverse teams

Optimize interactions and communication

 Basic Testing Concepts

 Reliability – The consistency of scores obtained by

the same person when retested with the identical or
equivalent tests – Are the test results stable over
time?

 Test Validity –
-The accuracy with which a test, interview, and so
on measures what it intends to measure or fulfills
the function it was designed to test.

-Does the test actually measure what we need for it

to measure?
 Types of Validity
 Criterion validity:
• A type of validity based on showing that scores on the
test (predictors) are related to job performance (criterion).
• Are test scores in this class related to students’
knowledge of human resource management?
 Content validity:
• A test that is content valid is one that contains a fair
sample of the tasks and skills actually needed for the job
in question.
• Do the test questions in this course relate to human
resource management topics?
 Types of Tests
 Tests of cognitive abilities:
– Intelligence Tests – Tests of general intellectual
abilities that measure a range of abilities,
including memory, vocabulary, verbal fluency, and
numerical ability.
– Aptitude tests – Tests that measure specific
mental abilities, such as inductive & deductive
reasoning, verbal comprehension, memory &
numerical ability.
 Tests of physical abilities – Tests that measure
motor abilities, such as finger dexterity, manual
dexterity, and reaction time. These also include tests
that measure static strength, dynamic strength, body
coordination, and stamina.
 Types of Tests
 Achievement test – Tests that measure what a
person has already learned – job knowledge in
areas like accounting, marketing, or personnel.
 Personality test – Test that uses projective
techniques and trait inventories to measure basic
aspects of an applicant’s personality, such as
introversion, stability, and motivation.
 Types of Tests
 Work sampling technique – A testing method based
on measuring an applicant’s performance on actual
basic job tasks.
 Management assessment center – A simulation in
which management candidates are asked to perform
realistic tasks in hypothetical situations and are scored
on their performance.
 Paper-and-pencil honesty tests:
• Psychological tests designed to predict job applicants’
proneness to dishonesty and other forms of counter-
productivity.
• Measure attitudes regarding things like tolerance of
others who steal, acceptance of rationalizations for
theft, and admission of theft-related activities.
 Investigations and Checks
 Extent of investigations and checks
– Reference checks
– Background employment checks
– Criminal records
– Driving records
– Credit checks

 Reasons for investigations and checks

– To verify factual information provided by applicants.
– To uncover damaging information.
 Physical Examination
 Reasons for pre-employment medical examinations:
• To verify that the applicant meets the physical
requirements of the position
• To discover any medical limitations you should take
into account in placing the applicant.
• To establish a record and baseline of the applicant’s
health for future insurance or compensation claims.
• To reduce absenteeism and accidents
• To detect communicable diseases that may be
unknown to the applicant.
 Selection Interview
 An interview refers to a procedure designed to
obtain information from a person through oral
responses to oral inquiries.
 A selection interview refers to a selection
procedure designed to predict future job
performance on the basis of applicants’ oral
responses to oral inquiries.
 Unstructured or nondirective interview – An
unstructured conversational-style interview in
which the interviewer pursues points of interest as
they come up in response to questions.
 Structured or directive interview – An interview
following a set sequence of questions.
 Interview Contents
 Situational interview – A series of job-related questions
that focus on how the candidate would behave in a given
situation.
 Behavioral interview – A series of job-related questions
that focus on how they reacted to actual situations in the
past.
 Job-related interview – A series of job-related questions
that focus on relevant past job-related behaviors.
 Stress interview – An interview in which the interviewer
seeks to make the applicant uncomfortable with
occasionally rude questions that supposedly to spot
sensitive applicants and those with low or high stress
tolerance.
 Interview Contents
 Puzzle questions – Recruiters for technical,
finance, and other types of jobs use questions to
pose problems requiring unique (out-of-the-box)
solutions to see how candidates think under
pressure.
 Sequential interview – An interview in which the
applicant is interviewed sequentially by several
persons; each rates the applicant on a standard
form.
 Panel interview – An interview in which a group of
interviewers questions the applicant.
 Mass interview – A panel interviews several
candidates simultaneously.
Thank You
Explanation

Understand employee relationships

– How will people get along? Are you building a team where communication or trust may be
stifled or open? Will you have a member of the team who can relate to others and be
conscientious with others?
More effective team building and management
– High five tendencies in openness, agreeableness and even extroversion can lead to better
team management and team building. Someone who exhibits high agreeableness for
example is capable of being cooperative, trustworthy and straightforward, making them
easy to work with but also, showing the necessary skills for effective team management.
Understand employee motivations
– Low five tendencies in something like extroversion can be difficult for understanding
employee motivations. Whilst having a high-five tendency in agreeableness which
encompasses empathy, makes it easier to get to the root causes of motivations and even
gain a better understanding of people generally.
Build diverse teams
– Something such as high-openness where embracing differences and embracing challenges
can lead to more openness about who is hired, and finding solutions in different ways and
areas. Whilst a team made up of mostly conscientious individuals is a team formation with
the highest chance of being successful.

– These teams will often display a good work ethic, produce high-quality work and be
cooperative. This in return will lead to more solutions being put forward about who is
required and where diverse teams can be built over time to help answer these problems.
Optimize interactions and communication
– Again, something like high extroversion personality traits would be essential in developing
interactions whilst being highly agreeable is better suited to open communications