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MHR 623 Study Guide - Midterm Guide: Canadian Psychological Association, Common Hardware Reference Platform, Personnel Selection


Department
Human Resources
Course Code
MHR 623
Professor
Genevieve Farrell
Study Guide
Midterm

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MIDTERM NOTES- 25%, 1 hr (ch: 1,2,3,4,6,7,8)
Class 1- Chapter 1,2,3: Introductions, foundations: Measurement & Legal introduction to our
company
Ch1: An introduction to Recruitment & Selection
Why Recruitment & Selection Matter
- Best practices:
o Involve the ethical treatment of job applicants throughout the recruiting and
hiring process
o Result from HR professionals following the accepted standards and principles of
professional associations
o Are legally defensible (e.g., human rights legislation)
o Reduce employee turnover and increase productivity
o Are resposile for a fir’s relatie profit
o Correlate ith a orgaizatio’s log-term profitability and production ratios
o Help to establish employee trust
o Improve the knowledge, skills, abilities, and other attributes (KSAOs) of current
and future employees, increase motivation, and retain high-quality workers
Class Activity
1. What Is your preferred career track in hr?
2. What professional associations would you join and what activities would you engage in?
Talent Management
A orgaizatio’s oitet to reruit, retai, ad deelop the ost taleted ad
superior employees
Ioles deelopig a eploee’s areer aross the orgaizatio ad eig aare of
suitable positions
Human resources information systems (HRIS)
Human Resources Information Systems: computer-based systems that track employee
data, the needs of HR, and the requirements and competencies needed for different
positions, among other functions
Human Resources Information Systems (HRIS) is generally bundled with payroll and
accounting functions. HRIS can be customized to include whatever information the
organization feels is important.
Recruitment and Selection
Recruitment: the generation of an applicant pool for a position or job in order to
provide the required number of candidates for a subsequent selection or promotion
program
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Recruitment is done to meet management goals and objectives for the
organization and must also meet current legal requirements (human rights,
employment equity, labour law, and other legislation).
Selection: the choice of job candidates from a previously generated applicant pool in a
way that will meet management goals and objectives as well as current legal
requirements
Selection can involve any of the following functions: hiring at the entry level
from applicants external to the organization, promotion or lateral transfer of
people within the organization, and movement of current employees into
training and development programs.
Effective recruitment and selection practices can mean the difference between
a orgaizatio’s suess or failure. Hirig people ith the right skills or the
highest levels of those skills leads to positive economic outcomes for the
organization.
Elements of a Recruitment and Selection Action Plan
1. Develop Recruitment Strategy: Identify number of positions to be filled; establish
seletio oittee; reie orgaizatio’s goals ad ojeties ased o strategi HR
plan; establish budget for the recruitment process; establish timelines for recruitment
and selection activities; develop/review job description for positions; develop selection
riteria; deelop profile of ideal appliat; deelop jo adertiseet/reruitig
materials
2. Develop the Applicant Pool: Review state of the labour market; consider employment
equity issues; determine if recruitment will be internal/external; identify any collective
agreement clauses that apply; identify target applicant pool; identify recruitment
methods to be used; place ad/recruiting materials in agreed-on media
3. Screen the Applicant Pool: Determine whether applicant pool is large enough; screen
jo adidates’ appliatio fors ad résumés; conduct short screening interviews;
selet log list of adidates for further reie
4. Review and Selection of Job Applicants: Selection committee develops shortlist of
candidates; arrange visits of short-listed candidates to company; conduct realistic job
preview for candidates; conduct valid and reliable employment tests; conduct
behavioural-based selection interview; identify leading candidate(s) for position;
complete reference and background checks on leading candidates; make hiring
recommendation; contingent on offer of employment, arrange for any required medical
or physical examinations
5. Evaluate the Recruiting and Selection Effort: Review the recruiting and selection
process: what went right? what went wrong?; review the outcomes of the
recruiting/selection process; review the performance of people who were hired
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Figure 1.1 (Examples of a HR System page 4) presents a simplified model of some of the
major HR functions with an organization. Its purpose is to emphasize that recruitment
and selection are but one component of the HR system. The component is a very
important one that helps an organization meet its goals and objectives by producing
competent, committed, and effective personnel.
Social/Economic Affecting Recruiting & Selection
Global Competition
Rapid Advances in Technology and the Internet
Changing Workforce Demographics
The Economic Context
Type of Organization
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