Human Resource Management (HRM) for International Entrepreneurs . Recruitment & Selection (Talent Acquisition)

Human Resource Management (HRM) for International Entrepreneurs Recruitment & Selection (Talent Acquisition) Dr Brigid M. Milner, Chartered FCIPD SETTING THE CONTEXT Risk in Recruitment & Selection The Recruitment and Selection Process • Pre-Recruitment – Job Analysis • Recruitment • Selection Diversity Management • HR Planning DIVERSITY MANAGEMENT Defining Diversity & Diversity Management “[Diversity is] All the ways in which we differ…These life experiences and personal perspectives make us react and think differently, approach challenges and solve problems differently, make suggestions differently, and see different opportunities. Diversity, then, is also about diversity of thought” Carbery & Cross (2013, pp. 92-93) Human Resource Management “Diversity management can be described as the systematic and planned commitment by organizations to recruit, select, retain, reward and promote a heterogeneous mix of employees” Carbery & Cross (2013, p.93) Human Resource Management Defining Diversity & Diversity Management As the SE develops and internationalises managing diversity is likely to become even more significant -> multi-cultural workforce and customer base Entrepreneurs need to be ‘open’ to the idea of diversity and recognise the business benefits of a diverse workforce Group Discussion Question! What are the potential benefits of, and challenges associated with, diversity management for a SE? Diversity Management https://www.cipd.ie/knowledge/hr-fundamentals/organisationaldevelopment/building-best-team-podcast PRE-RECRUITMENT: JOB ANALYSIS Defining the Role Starting point for the Entrepreneur -> scoping and defining the [new] role “Job analysis is used to gather information about a job in order to determine the key tasks and role requirements and so specify the kind of person most likely to be successful in that job”. Redman and Wilkinson (2006): Contemporary HRM Defining the Role What do you want success look like in this [new] role? Needs to be viewed with a strategic perspective -> aligning the requirements of the job with the strategy of the organisation Likely to be a new role – no other reference points -> look for examples of documentation and adapt as appropriate to reflect requirements, organisation structure and culture Use network Flexibility likely to be important! Defining the Role - Outputs Job Description & Person Specification As the SE develops roles are likely to become more defined and hence the need to formalise these documents but also recognise that they need to be ‘dynamic’ Defining the Role - Outputs Defining the Role - Outputs Job Description Important document with multiple uses! “A written job description or job summary is the main output from the job analysis process….in the staffing field, where, once completed and filed, it is used in five specific ways: 1. As a tool in recruitment 2. As a tool in selection 3. As the basis for employment contracts 4. As part of an employer’s defense in cases of unfair discrimination 5. As a means by which the employer’s expectations, priorities and values are communicated to new members of staff”. Taylor (2014 pp.120-121) Resourcing & Talent Management Defining the Role - Outputs Job Description Frameworks Framework 1 Framework 2 Job title Job Title Department Location Location Responsible to Reports to Responsible for Purpose Main purpose of the job Main tasks Responsibilities/duties Liaison and main contacts Working conditions Staff responsibilities Other matters (e.g. mobility, performance standards) Special features Any other duties Rewards and conditions Defining the Role - Outputs Job Description Example Defining the Role - Outputs Person Specification “Person specifications outline the human attributes seen as necessary to do the job” Marchington & Wilkinson (2008 ) HRM at Work Describes the ideal person Helps in deciding where to concentrate search & advertising Can facilitate short-listing (should differentiate between essential & desirable characteristics, etc.) Defining the Role - Outputs Person Specification Frameworks Framework 1 – Rodgers 7 Point Framework Framework 2 – Munro-Fraser 5 Point Framework Physical makeup: physique, health, appearance, speech Impact on others: impressions, appearance, verbal ability Attainments: education, training, experience Qualifications: education, training, experience General intelligence: intellectual capacity Innate abilities: comprehension and capacity, conceptual ability, aptitude, intelligence Special aptitudes: dexterity, numeracy, verbal, other Motivation: objectives, commitment, ambition, initiative Interests: leisure, intellectual, physical, social, artistic Emotional adjustment: coping with stress, working with others Disposition: interaction, impact on others Circumstances: domestic, mobility, flexibility Defining the Role - Outputs Person Specification Example Division/Section: Maths, English & ICT Criteria Qualifications and Training  5 GCSE Grade C or equivalent (including English & Maths)  A level 3 qualification in English and Maths  Teaching Qualified ie Certificate of Education or equivalent  A level 5 subject specialist qualification in Maths / English  TDLB D32/33/34 with evidence of CPD or A and V units x x x Skills, Knowledge & Abilities  An ability to confidently deliver to and support learners in both English and Maths Levels Entry 1 to Level 2.  An awareness of equality and diversity issues in a training/educational environment  An awareness of the Dearne Valley Communities  Good communication, interpersonal, time management and organisational skills  Proactive and enthusiastic with a positive flexible approach to problem solving  Ability to work as a member of a team and under own initiative  Awareness of current developments within FE  Good IT Skills  The ability to support and motivate students  Achievement of a T&L Observation grade ‘2’ or higher within past academic year at Other  No health problem or disability that is likely to impact or impair job performance (that cannot be accommodated by reasonable adjustments) and a good sickness/absence record in current employment (excluding absence resulting from disability)  Flexible as role may involve working some evenings/weekends/summer period.  Committed to inclusive learning and widening participation AF = Application Form OT = Occupational Testing CQ = Certificate of Qualification CRB = Criminal Records Bureau How Identified AF/I/CQ AF/I/CQ x x Experience  Planning & Delivering Functional Skills English & Maths at levels Entry 1 to Level 2  Teaching GCSE English / Maths (Foundation & Higher Tier)  Experience of delivering to both 16-18 and 19+ age groups.  Experience of working within the FE sector  Recent experience of liaising with appropriate agencies and awarding bodies  Experience of teaching in schools  Experience of Contextualising English and Maths provision within a range of Vocational Subjects  Experience of delivering to learners upon a workshop basis. Key Desirable English & Maths W orkshop Tutor Minimum Post Title: x AF/I/CQ x x x AF/I/R AF/I/R AF/I/R AF/I/R AF/I/R AF/I/R AF/I/R x AF/I/R x x x x x I/OT I/OT x x X X I/OT I/R/OT I/R/OT I/R AF/I AF/I/OT AF/I AF/I/R/OT x AF/R x x I I/OT x x x x R = References I = Interview Group Discussion Exercise! Develop an outline job description and person specification for the mini-bus driver role with the Comeragh Country House Hotel. RECRUITMENT Defining Recruitment “The terms ‘recruitment’ and ‘selection’ are often considered together, but they are in fact distinct human resource activities. While recruitment involves soliciting applications from potential employees, selection techniques are used to decide which of the applicants is best suited to fill the vacancy in question” Taylor (2008) People Resourcing The Goals of Recruitment To attract a pool of suitable applicants for the vacancy -> support organisational strategy -> job description supports this To deter unsuitable candidates from applying -> person specification criteria need to be clearly stated To create a positive image of the organisation (Employer Brand) To be legally compliant with reference to jurisdiction The Recruitment Dilemma! Question! What factors would influence an entrepreneur as to whether they ‘make’ or ‘buy’ to fill a role? Internal Sources External Sources ‘Make’ ‘Buy’ The Recruitment Dilemma! Each has strengths and weaknesses and may be used in combination Ultimate goal is to ensure that the appointee fits with the job, organisation and environment (refer to the HBR - Fermandez- Araoz, (2014) article) Grit and hiring https://www.ted.com/speakers/regina_hartley Internal Recruitment For an SE -> is this an option????? Is it desirable????? May arise from internal promotion; lateral transfers; job rotation; rehiring former staff -> linked to talent pipelines and succession planning May be quicker and cheaper than going to ‘the market’ -> also know the candidate Good for morale and employee motivation Trade-offs may be made and can be contentious External Recruitment May need to get external advice and support Refer to previous lecture notes External Recruitment - Advertising Advertising-> consider design and media Consider the objectives of recruitment -> attracting, deterring, creating a positive impression of the organisation Use ‘AIDA’ to draft the job advert: Attention, Interest, Desire & Action Integrate elements of both the job description and person specification to achieve this External Recruitment - Advertising Baum & Kabst (2014) research describe recruitment sources (press advertising and websites in particular) in terms of ‘low media richness’ and ‘high media richness’ Press advertising tends to be characterised by low media richness -> more limited information Websites -> high media richness -> more detailed and comprehensive information External Recruitment - Advertising Baum & Kabst (2014) research -> represented by the following model: Recruitment Practices Low Media Richness (Print) High Media Richness (Website) Hybrid Media Richness (Print & website) Employer Knowledge Employer Familiarity Employer Reputation Job Information Applicant Attraction External Recruitment - Advertising Baum & Kabst (2014) research -> study looked at combining low and high media practices Websites have a stronger impact on employer knowledge than print advertisements, the latter also supplement the positive effects of websites Simultaneous use of multiple recruitment practices -> impacts on applicant attraction when practices are seen as providing significant amounts of information and supporting the employer brand External Recruitment - Agencies Agencies Vary in terms of role -> need to understand their client’s ‘world’ Government job centres; recruitment consultants (10-15% of gross starting salary); ‘head-hunters’ External Recruitment – Other Sources Other sources -> personal network; previous and unsolicited applicants; word of mouth; referrals from current employees; educational links; social media -> Linkedin Receiving Applications Other sources -> Curriculum Vitae vs. application form (hard copy vs. on-line applications) Advantages and disadvantages to each SHORTLISTING Defining Shortlisting “The first stage of the selection process – shortlisting (or deciding who to invite for interview/further assessment) – generally takes place using information provided on the application form or CV. Assessment of the information provided by candidates should be done in line with the requirements of the post as outlined on the job description and person specification, and should be as objective and consistent as possible...Shortlisting also gives the first real indication of the success (or not) of the recruitment and advertising stages of the process” (Martin, Whiting and Jackson (2010) HR Practice) Shortlisting Also referred to as ‘reduction’ via ‘filtering’ -> eliminating unsuitable candidates from the process Needs to be objective, consistent and fair and ensure that candidates are compared against the person specification as opposed to each other Also needs to be cost-effective and efficient Should also allow for candidates to be differentiated against the essential and desirable criteria Can also use psychometrics or other ‘cheap’ selection methods as an initial stage of shortlisting -> relevant to volume recruitment -> ‘funneling’ Shortlisting – sample matrix SELECTION Defining Selection “…a process used to find the candidate who most closely matches the specific requirements of a vacant position” Carbery & Cross (2013, p.41) Human Resource Management Objective of selection -> make a good decision! Good decision is indicated by the successful candidate being able to perform well in the job/role -> PREDICTION! Selection May need to get external advice and support Refer to previous lecture notes Where the entrepreneur is involved -> need to ensure that they are ‘competent’ Selection Recruitment -> attracting the ‘right’ candidates Selection -> decisionmaking process Selection Two key considerations influence the decision-making process by the organisation about individual applicants: 1. Person – organisation fit -> shared values, fit with ‘culture’-> the ‘way we do things around here’ (see RCSI ad) 2. Person – job fit -> between an individual and the demands of the job Both ‘fits’ are very important! Very significantly, applicants are also decision-makers -> selection is a two-way process SELECTION METHODS Selection Methods A number of factors influence the selection methods which support the decision-making process: 1. How good the method is at predicting success in a role (reliability and validity) 2. Appropriateness of method to the job/role that needs to be filled 3. Specific selection criteria for the job/role 4. Time and effort -> cost 5. Skills and abilities of those involved in the selection process 6. Other costs Reliability in Selection In selection -> need to ensure that the methods and data produced generate dependable, consistent and accurate results “In the context of HR selection, when we refer to reliability, we simply mean the degree of dependability, consistency, or stability of scores on a measure used in selection research” (Gatewood, Feild and Barrick (2008) HR Selection) Validity in Selection “Validity refers to the extent to which a selection technique actually measures what it sets out to measure” Bratton and Gold (2007): HRM Selection Information Selection information -> two types -> ‘mechanical’ -> e.g. psychometric assessment scores and ‘judgemental’ e.g. interview assessment -> can be combined to achieve better quality decisions Selection Methods Assessment Centres Interviews Psychometrics References & ‘Other’ Selection Methods PSYCHOMETRICS Defining Psychometric Testing Smith & Smith (2005) – Testing People at Work offer a number of definitions of psychometric testing: “…a standard, portable stimulus situation, containing a standard instruction and mode of response, in which a consenting subject is measured on their response in a predefined way, the measure being designed and used to predict other behaviour elsewhere” “…a systematic procedure for observing behaviour and describing it with the aid of numerical scales or fixed categories” “…essentially an objective and standardised measure of a sample of behaviour” Considerations in Testing Tests need to be carefully chosen and systematic -> need to demonstrate reliability and validity by vendor/suppliers Tests need to follow standardised procedures in their administration -> identical and equivalent tasks; identical instructions; similar or identical settings; responses evaluated in identical or equivalent way Personality Questionnaires Personality Questionnaires -> have the potential to reveal facets of personality which may indicate suitability for roles e.g. introversion/extroversion, team-working, emotional intelligence, approach to handling conflict, conscientiousness, self-esteem Also Values and Integrity questionnaires Personality Questionnaires How well the individual’s personality matches that believed to be ideal for the job How well the individual will fit in with the general organisational culture How well the individual’s personality might complement those of existing team members Whether an individual, otherwise well-qualified, might be unsuitable for a post because they score too high or low in terms of a particular personality trait Even if the results are not themselves crucial determinants of the selection decision, they can flag areas to raise and discuss at the interview stage INTERVIEWS Defining Interviewing Interviews (Individual) “The interview is a controlled conversation with a purpose. There are more exchanges in a shorter period related to a specific purpose than in an ordinary conversation. In the selection interview, the purposes are: To collect information in order to predict how well the applicants would perform in the job for which they have applied, by measuring them against predetermined criteria; To provide candidates with full details of the job and organisation to facilitate their decisionmaking; To conduct the interview in such a way that candidates feel that they have been given a fair hearing” Torrington, Hall and Taylor (2014 p.560) HRM Interviews Most frequently used selection method and also most open to error -> lack of training being a significant factor Done badly, little or no predictive validity. Done well, good scope to predict a good hire Interviews The most flexible of all selection methods - > scope to explore and probe within the context of questions Also supports the collection of candidate information that other methods don’t provide e.g. psychometrics Type, sequence, media Cost (opportunity -> time, physical space (overhead or direct cost (off-site)) Interviews – the key decisions Format Sequence Ratio of Interviewers to Interviewees Media Type Strategy Individual Single One-to-one Face-to-face Unstructured Frank and Friendly -> developing and maintaining rapport Group Series One-to-many Telephone Structured Problem-solving -> variation on F & F incorporating behavioural and hypothetical questions Skype Semi-structured Stress strategy -> intention to be aggressive and create a pressurised environment Web-based http://www.sonru.com/ Competency-based Competency-based Interviews - issues Interviewers need to be trained on how to interview -> how to pose questions which actually relate to the role; how to probe; how to listen; how to manage the interview; how to chair an interview (for panel interviews); how to ensure compliance with the relevant legislation Interviewers often don’t take contemporaneous notes -> they are important and necessary ASSESSMENT CENTRES Defining Assessment Centres Often referred to as the ‘Rolls Royce’ of selection methods -> good predictive qualities but can be expensive to administer -> may have some relevance in SEs -> very dependent on ‘view’ of entrepreneur “Assessment centres consist of multi-exercise methods designed to give candidates experience of aspects of the job while testing them on work-related activities as individuals and in groups...an assessment centre is a process” Gilmore and Williams (2009) HRM Assessment Centres incorporate a range of techniques including interviews, psychometrics and work sampling/in-tray exercises, leaderless group discussion, group problem-solving Assessment Centres Used for selection of some staff (mainly management and graduates but can also be used for front-line service staff) The extent of their usage increases steeply with the size of the employer -> resources and expertise The aim is to observe candidate behaviour in a workrelated situation. The focus is therefore on potential rather than on past achievement Common Assessment Centre Activities In-tray exercises – require candidates to demonstrate a number of different competencies Group exercises Presentations Role-playing Report writing Work trial or trainability techniques Psychometrics Interviews Sample Assessment Centre 9.00 a.m. Introductions 10.00 a.m. Personality and psychometric instruments 11.00 a.m. Coffee break 11.30 a.m. Leaderless group exercise 12.30 p.m. Lunch 1.30 p.m. Role-play exercises 2.30 p.m. Individual interviews 3.30 p.m. In-tray exercise 4.15 p.m. Tea and departure of candidates 4.45 p.m. Assessors begin discussion of candidates REFERENCES AND ‘OTHER’ METHODS References and ‘Other’ Methods Problematic and may be of limited value Many organisations do not take them up Criticisms -> highly subjective and open to error Can improve if guidance is given by the employer Some organisations will not provide them for past employees -> confirmation of employment instead Social networking data Vetting ‘Other’ -> graphology and astrology Making the final selection decision Decisions need to be made in advance of the selection process on how to weight each selection method and how to score the candidates to ensure consistency The shortlisting matrix is a useful method of recording information from each selection method as it has identified the key job-related criteria Contracting with the successful candidate Ensure that employment contracts are drafted by lawyers and provide for probation and are appropriate for the country where the employee is employed After the selection decision For positive employer branding it is important all candidates be contacted, be they successful or not in their application Keeping scoring matrices as part of data protection. Also ensure feedback, if requested, is available to unsuccessful candidates Successful candidate(s) who accept the offer must now be monitored in their progress to ensure validity of the selection process and selection decision Data should be collected continuously to assess performance of selection methods and of those hired. This allows an evaluation of the relationship between selection methods, selectors and successful role performance