Management and Organizational Studies 3384A/B Chapter Notes -Personnel Selection, Professional Certification, Common Hardware Reference Platform

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Published on 14 Apr 2013
School
Western University
Department
Management and Organizational Studies
Course
Management and Organizational Studies 3384A/B
MOS 3384 Textbook Notes
Chapter 1 An Introduction to Recruitment and Selection (R&S)
Why recruitment and selection matter
o Best practices valid, reliable, and legally defensible
o DDI Development Dimensions International global talent management company
o Monster electronic job board that millions of job seekers and companies have used
o Best practices supported by empirical evidence that has been accumulated through accepted scientific
procedures
Ethical treatment of job applicants throughout the recruitment and hiring process
Accepted standards and principles of professional associations
Do not have to be PERFECT practices
Employers must be able to show that their procedures are fair and do not discriminate against
protected groups
Adds value to the organization and contributes to the success
o Example of a Human Resources System DIAGRAM 1 look at paper
o 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
Must meet management goals and objects and also current legal requirements
o Selection the choice job candidates from a previously generated applicant pool in a way that will meet
management goals and objectives as well as current legal requirements
Hiring at any entry level from external applicants
Promotion or lateral transfer of people within the organization
Movement of current employees into training and development programs
o Best practices in R&S:
Reduce employee turnover and increase productivity
Are responsible for up to 15% of the firm’s relative profit
Correlate with an organization’s long term profitability and productivity ratios
Help to establish employee trust
Improve the knowledge, skills, and ability of an organization’s current and future employees,
increase their motivation, and help to retain high qualified employees while encouraging poor
performers to leave
o Progressive HR practices lead to greater organizational commitment and motivate employees to exhibit
proper behaviour lower compensation costs, higher quality work, and higher productivity
Socioeconomic factors affecting R&S
o Global competition
More than half of what is produced in Canada is EXPORTED vulnerable to foreign conditions
Changed the LEVEL OF COMPETITION
Canadian businesses must continually work on improving their competitiveness in providing
goods domestically and internationally
o Rapid advances in technology and the internet
Employees now expect new hires to be computer literate
A lot of recruiting now is done through the internet eg. Most Government jobs
The benefits of e-recruiting are access to a larger pool of candidates, lower recruiting costs,
eliminating print costs and print media deadlines, and capability of tracking results immediately
o Changing workforce demographics
Population of seniors is GROWING and working age is DECREASING
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Biggest change in Canadian workforce the abolition of mandatory retirement at age 65
During recession, the addition of post-65 workers leaves less room for hiring new entry-level
employees
65+ may present a very experiences applicant pool when the number of young workers is
decreasing
HR will have to develop policies that deal with the recruitment, selection, evaluation of older
workers
Workforce is more gender balances
Workforce is more highly educated
Labour force is culturally diverse women and visible minorities make up a significant % of
entrants into an increasingly older workforce oversees experience and natural trade links with
international markets valuable
Growing population of people who have physical or mental challenges
o The economic context
Economic booms skilled labour shortages
Economic slowdowns cutbacks in jobs, pay, benefits, or hiring freezes many qualified people
looking for jobs but a lot more unqualified people as well
Critical labour shortages more focus on recruitment and less on selection
Over-supply of labour less emphasis on recruitment and more selective in hiring
o Type of organization
Public sector formalized R&S systems, highly unionized
Private sector procedures vary by type and size of business or industry
Small or family-run businesses informal, might not have resources to implement
sophisticated hiring systems, tend to rely on family and friends, unstructured interview
o Organizational restructuring
Non-age related layoffs and early-retirement incentive packages
Restructured or downsized
Pyramid structure (large # of employees at the bottom) becoming less, being flattened
Seller’s market emphasis on recruitment b/c more organizations compete to hire fewer
qualified candidates
o Redefining jobs
May face at least 3-4 career changes
Workers must possess the skills and knowledge of at least 2-3 traditional employees may be
asked to rotate positions
o Best practices
Old ways or hiring on the basis of a resume and a brief interview will not work
Must have HR strategies for R&S in place
A systems view of HR
o Two basic principles:
Principle 1: HRM must carefully coordinate its activities with the other organizational units and
people if the larger system is to function properly
Principle 2: HR managers must think in systems terms and have the welfare of the whole
organization in mind
o If R&S are done properly the movement of the worker through the org system is made easier and the
individual makes a long-term positive contribution to org survival and success
R&S and the HR profession
o HR staff must be aware of internal and external influences that affect the working environment
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o HR staff are professions who must keep abreast of developments in their field through continuous
learning know the latest legal and scientific info
Links to professional associations involved in R&S
o Canadian Council of Human Resources Associations (CCHRA)
9 associations collaborated
MISSION establishing national core standards for the HR profession and being the recognized
source on equivalency for HR qualifications across Canada
Membership qualifications completion of education and training as described under their
professional certification requirements; student memberships only for those taking approved
courses in a degree program
Professional certification offered CHRP (certified HR professional) to receive this, may have
to complete accredited courses, have had supervised professional experience in HR
o Canadian Psychological Association (CPA)
Links to provincial associations, regulatory bodies, and psychology programs
Membership qualifications Masters or PhD degree in Psychology
Professional certification offered don’t offer professional designations to receive the
designation “psychologist”, must be registered with a provincial regulatory body after meeting
requirements
o The CHRP edge
6 characteristics that define a profession:
Common body of knowledge
Agreed performance standards
Representative professional organization
External perception as a profession
A code of ethics
Agreed certification procedure
First have to join CHRP provincial association and then pass a knowledge exam
After some HR experience, must do a 2nd exam or have the experience reviews by a panel
CHRP identifies one as possessing the required knowledge and skills and as someone who will
behave ethically
Have an edge in getting jobs, keeping jobs, financial compensation, stakeholders’ perception of
their achievement
An introduction to ethical issues and professional standards
o Ethics the determination of right and wrong; the standards of appropriate conduct of behaviour for
members of a profession: what those member may or may not do
National Code of Ethics of the Canadian Council of HR Associations commit to the values of
respect for human dignity and human rights, and promote human development in the WP, within
the profession and society as a whole
CPA’s Code of Ethics for Psychologists respect for dignity of persons, responsible caring,
integrity in relationships, and responsibility to society
Ethics is a complex matter and has the potential to be a weakness of a promising HR career
o Professional standards provide guidance on how HR professionals should behave in certain situations
including the use of employment tests
Offer advice on things such as appropriate use of employment tests, the standards that different
tests must meet, and qualifications of those using the employment tests
CHRP ethical code:
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Document Summary

Chapter 1 an introduction to recruitment and selection (r&s) Ethical treatment of job applicants throughout the recruitment and hiring process. Accepted standards and principles of professional associations. Do not have to be perfect practices. Employers must be able to show that their procedures are fair and do not discriminate against protected groups. Hiring at any entry level from external applicants. Promotion or lateral transfer of people within the organization. Movement of current employees into training and development programs: best practices in r&s: Are responsible for up to 15% of the firm"s relative profit. Correlate with an organization"s long term profitability and productivity ratios. Socioeconomic factors affecting r&s: global competition. More than half of what is produced in canada is exported vulnerable to foreign conditions. Canadian businesses must continually work on improving their competitiveness in providing goods domestically and internationally: rapid advances in technology and the internet. Employees now expect new hires to be computer literate.

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