PPD - Recruitment & Resourcing

• = Human Resource Management
• Beyond Personnel Management
• HRM = People orientated organisational activities
• HRM seeks to make explicit link between strategy/structure/people  (Bratton & Gold 2012)

• Route to competitive advantage achieved through people (Gratton 2000) 
• Resource Based View (RBV) stated an organisation can derive competitive advantage from its resources through the development of HRM. (Barney et al 2001) 
• "Combined Knowledge & Experience of an organisations staff is a highly significant source of competitive advantage" (Torrington et al 2009) 

• Resourcing = how to get right people in right place/ how to keep them
• 1/2 Recruitment/resourcing, 1/2 retention 
• Selection = 2 way process 

Matching HR to strategic/operational needs

• Concerned w/ obtaining & keeping a number of quality people
• Selecting/promoting people who fit culture
• Avoid staffing organisation w/ conformist clones
• Mindful of creating dysfunctional culture
• Organisations need mavericks who push boundaries

Fundamental Resourcing Questions

• What kind of people do we need to compete effectively in future?
• What do we need to attract/develop/keep them?

• Global events make planning for recruitment/deployment of a workforce increasingly uncertain
• "Workforce planning is the process of forecasting the supply & demand of skills against the requirements of future production & services delivery in a situation of uncertainty & change" (Bratton & Gold 2012) 

"Includes those practices and activities carried out by the organisation with the primary purpose of identifying & attracting potential employees"                                                                                       (Breaugh & Starke 2000) 

• important social and legal implications in recruitement
• Critical/expensive process - needs to be done right 
• Avoid hiring wrong people!!! 
• Avoid discrimination - all applicants have same questions

• Costs 1 - 1.5 x annual salary to train/recruit new employee
• "process of attracting the interest of a pool of capable people who will apply for jobs within an organisation"     (Bratton & Gold 2012) 
• Competencies need to be matched by employees
• Costs include; Cost of selection process, future costs of induction/training new staff, labour turnover is staff leave

• Interview oldest/most used method
• Classic trio = application form, interview, references

Can also use: 

• Aptitude tests
• General intelligence tests
• Trainability tests
• Atttainment tests
• Personality tests

• Recruitment - increase thorough selection 
• Avoid unstructured interviews
• Specify business capabilities 
• Quality testing techniques
• Include range of activities that allow candidate to show capability 

Activities looking for 

• Ability to work under pressure
• Behaviour when interacting with others
• Preferred work styles
• Ability to think quickly
• Ability to make quick/accutrate numerical estimates
• Experience/ability for customer service

Indicates how much candidate matches business' cultures

Gives candidate a feel for the business

Achieve better forecast of future performance

Observe individ/group behaviour

Able to explore candidate through tests/interviews

Conditional - can be because

• Need to get satisfactory references
• Pass DBS
• Medical questionnaire to complete
• Proof of residency/right to work
• Proof of qualifications