Staffing Process & Recruitment

Significance of Staffing
Staffing positions in organization may well represent one of the most important HRM functions. Who is hired into the job from outside the organization as well as who is moved to another job internally (e.g., through a promotion decision), or who is moved out of the organization, ideally reflect job-relevant decisions and the maximizing of critical knowledge, skills, and abilities which contribute to an organization's overall effectiveness and its competitive advantage.

LG's HR Values
Philosop hy Creating Value to Customers through Management based on Human Dignity Creativity and Autonomy Emphasis on Competence Equal opportunity Performance Based Rewards Long-term Perspective

Source of Value Creation System

Foundation

Policies

5 different field of HR Policies Organization Development Recruitment Evaluation Compensation

Source: http://www.lge.com/about/career/html/hrsystem_hrvalue.jsp

At NTPC
Value development Model New Entrant Mentee HR Support Value anchors Mentoring Value enablers HR support

Mentor Senior Executive

NTPC Values
Vision: To be the world's largest and best power utilities powering India's growth. Values: COMIT

Customer Focus Organizational Pride Mutual Respect and Trust Initiative and Speed Total Quality

What is Staffing?
Staffing process is more broad than external selection. Human resource staffing entails internal staffing (i.e., promotion as well as demotion and termination decisions) in addition to external staffing. It is about managing HR flows - into, through and out of an organization to balance the HR inputs, outputs and throughputs.

What is Staffing? (Cont.)

Staffing Process (in flows, through flows, and out flows) - are not independent.

For example, the quantity and quality of external hires (in flows) affects performance evaluations, promotions, and developmental mobility of employees (through flows), as well as the desirability and necessity of terminating existing employees (out flows).

Similarly, the quantity and quality of existing employees may necessitate external hiring or termination of existing employees.

Traditional Model of Staffing

External Environmental Influence

Inflow Staffing Decisions

Through flow Staffing Decisions

Outflow Staffing Decisions

Internal Organizational Influence

Notion of fit
It will give a fit to Organization.

In early stage, CEO at Sears believed that height (i.e., at least six feet two inches) was an important staffing criterion leading to effectiveness in these top-level jobs. General Motors (GM), which witnessed in 1979 succession/promotion candidates trying to fit with not only the GM stereotype, but also the expectations of their superiors who controlled such decisions. Thus, success in the succession/promotion process was determined less by objective credentials and more by how skillful one was at flattering his superior and doing the things that made one appear to fit.

Notion fit at HP's selection Process

Hewlett-Packard (HP) demonstrated how the notion of fit manifested itself throughout HR decision at HP. In particular, rather than use statistical test to predict narrow dimensions of job performance, HP relies on the interview to assess cultural fit. At HP, the overriding question in the selection process is not, "Does this person have the necessary specific skills?", but rather, "Will this person fit in our culture?" In the eyes of David Packard, focusing on this latter question in the staffing process better enables HP to meet its strategic imperatives such as technological innovation and Leadership. AT British Airways job candidates are asked to come with a set of questions that should be perceptive, and help candidates to assess whether the role, and company, is right for you. (visit www.britishairwaysjobs.com for more info)

HR Competencies

Knowledge of Business Delivery of HR Practices Management of Change Process

Recruitment - Definition
According to Barber (1998), recruitment includes those practices and activities carried on by the organization with the primary purpose of identifying and attracting potential employees. It is a positive process

An organizing framework of Recruitment Process

Many research has focused on the effects of: recruitment sources

e.g., Do individuals referred by current employees have a lower turnover rate than persons recruited via newspaper ads?

Recruiters

e.g., Do recruiters who offer more information about a job make a better impression on job applicants?

realistic job previews

e.g., Does providing accurate job information result in a higher level of job satisfaction for new employees?

Recruitment Process
Three phases:

Generating applicants, Maintaining applicant status, And, influencing job choice decisions.

In planning a strategy for generating applicants, a fundamental question that should be addressed is,

What type of individual does the organization want to recruit (e.g., What knowledge, skills, and abilities are important?

Recruitment Process
Until an employer determines the type of applicants it seeks, it is difficulty for it to address several other strategy-related questions:

Where should the organization recruit (e.g., colleges versus state employment offices)? What recruitment sources should it use to reach the desired applicant population (e.g., the Web versus newspapers)? When should the employer begin recruiting (e.g., at the start of a college student's senior year versus during the second semester)?

Recruitment Strategy
The strategy should be framed based on the pre-hire outcomes with the view of posthire outcomes It should not be overly concerned with prehire outcomes Strategy development should be focused on how to accomplish both of them.

A Model of the Organizational Recruitment Process

Recruitment Objectives: Retention Rate Job Performance Psychological Contract Job Satisfaction Cost of filling jobs Speed of filling jobs Number of position filled Diversity of Hires Number of Applicants Quality of Applicants Diversity of Applicants Ratio of offers to acceptances

Process Variables Strategy Development? Whom to recruit? Where to recruit? Recruitment Sources? When to recruit? What message? Applicant Attention Applicant Comprehension Applicant Interest Job & Organizational Attractiveness Expectancy of Job offer Accuracy of applicant's expectations Self-insight Knowledge, Skills Abilities, Needs

Recruitment Results Compare outcomes to objectives