最佳人力资源教案Recruitment and Selection.pptVIP

A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment. How will you specify the quality of recruitment services. What issues, procedures and practices will you research? What problems will you encounter in specifying recruitment service quality? How can service quality be defined in terms of functions and activities to be carried out and the potential strategic contribution of recruitment to organisational success and changing culture? Descriptive-Functional View “Im from recruitment ....... Here’s what I can do for you” How we recruit and select reflects organisational culture? Presentation of organisational FACE orientation to competitive forces hire and fire versus “we value our staff” the lean, flexible firm - out-sourcing and sub-contracting our “core staff” and our core competencies Focus on actual recruitment experience/behaviour of personnel specialists and line managers Behaviour in front of audiences - on-stage, back stage, off stage Critical Evaluative How does behaviour compare with textbook normative rhetoric? Are the techniques reliable, valid, cost effective? Is the process objective or prone to subjective bias? Why? Decision-making processes Psychometric-objective versus Subjective, social action process Vacancy Processing involves intra-organisational bargaining Job/role and competence analysis observation, interviews, knowledge of roles, skills, imperatives Title, reports to, tenure, compensation package, scope of responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile. copy writing and internal/external advertising Recruitment assumptions Job description - what use? how can the manager operate effectively if he/she does not understand cannot