Instructor Manual Recruitment and Selection A Strategic Approach for Canadian Organizations 2nd Edit

Instructor

CONTENTS Chapter 1

Organizational and Human Resource Management Strategies______ 1

Chapter 2

Reliability, Validity, and Ethics in Recruitment and Selection ______ 12

Chapter 3

The Impact of Legislation on Recruitment and Selection _________ 23

Chapter 4

Job Analysis and Competency Models ________________________ 33

Chapter 5

Employee Recruitment ___________________________________ 45

Chapter 6

Applicant Screening ______________________________________ 58

Chapter 7

Employee Selection Testing ________________________________ 84

Chapter 8

Employee Selection Interviews and Checks ____________________ 90

Chapter 9

Making the Employee Selection Decision _____________________ 99

Chapter 10 Employee Recruitment and Selection Metrics ________________ 108

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Recruitment and Selection: A Strategic Approach for Canadian Organizations, 2Ce Chapter 1: Organizational and Human Resources Management Strategies Preface Chapter 1 introduces students to today’s global business environment and the practice of attracting and retaining high performance employees essential for organizational strategic success. Organizations in Canada—small and large, public and private, for profit and not-for-profit—recognize the importance of human capital in ensuring organizational survival and goal attainment. The development of human capital is one of the most critical factors to organizational success. Therefore, it is essential for all human resources management strategies and practices to align with the broader organizational mission, values, and strategic goals.

This book is centered on the theories and best practices to recruit and select employees or talent acquisition. Students consider each of the theories and applications to design and implement an employee recruitment and selection strategy that is aligned with both the organizational and human resources management strategies. This chapter will introduce students to the organizational and human resources management strategies and the crucial steps required to recruit and select employees.

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Learning Objectives Identify the environmental trends impacting organizational and human resources management strategies Describe organizational strategy and mission statements Analyze human resources management strategies and the essential alignment between organizational and human resources management strategies Articulate employee recruitment and selection practices Describe the key competencies of a recruiter

I. II. III. IV. V. VI. VII. VIII. IX. X.

Outline/Table of Contents Environmental trends Organizational strategies Human resources management strategies Employee recruitment and selection Key competencies of a recruiter Discussion Questions Critical Thinking Questions Vignette Case Simulation

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Lecture Outline/Syllabus I. Environmental trends Through the continuous monitoring of both the external and internal environments including economic, legal, social, and labour market trends, human resources

management professionals and organizational leaders alike can identify environmental threats and opportunities, as well as the organizational strengths and opportunities— this SWOT analysis will then help formulate new strategies and tactics.

Internal Environmental Trends It essential for the human resources management professionals and recruiters to consider each of these internal organization trends when designing a human resources management strategy and employee recruitment and selection plan.

Internal environmental trend 1: Importance of organizational leaders. Business owners, board of directors, and the management team directly impact the organizational and human resources management strategies as these individuals will largely drive the mission, product, organizational structure, policies, and culture.

Further, the organizational leaders will endorse important workplace practices such as diversity and inclusion, flexible work arrangements, and reward desired employee behaviours.

Internal environmental trend 2: Financial performance will determine resources available to be invested to achieve both the organizational and human resources management strategies and practices. For example, a cash sensitive not for profit organization will not likely have ample financial resources available to commit to extensive recruitment methods or selection tools.

Internal environmental trend 3: Physical and material resources such as information technology, organization location, and facilities. Each of these must be reflected in the strategies and recruitment and selection plan. For example, an employer’s physical location may well impact applicants’ interest in the working for the organization.

Internal environmental trend 4: Organizational culture impacts how an organization executes its strategies and day-to-day operations. The human resources management professional and recruiter need to reflect the organizational culture while recruiting and selecting employees. For example, if the organization is a high-performance culture with multiple challenges, fast-paced work with consistent overtime, the recruiter needs to share this information when recruiting and selecting employees.

External Environmental Trends External environmental trend 1: Globalization. International trade has always been critical to Canada’s economic prosperity. Canada exported more than US$446.5 billion in 2019.

External environmental trend 2: The organization as a member of the community.

Increasingly, organizations are expected to be concerned with more than simply their organizational profits. Organizations should strive to be contributing and ethical members

of their broader local and global communities. Pioneered by John Elkington, an organizational metric is the triple bottom line—people, planet, and profit—all contributing to sustainability. Organizations are expected to consider and embody the social, environmental, and economic impacts of their collective organizational strategies and practices.

External environmental trend 3: Importance of human capital . Human capital is an organization’s most valued asset in today’s knowledge-based economy. Most progressive employers realize that the depth and breadth of their employees’ education, experience, knowledge, and skills are one of the most important assets of the organization.

External environmental trend 4: Labour market diversity. Major developments in Canada’s labour market are significant when formulating human resources management and in particular recruitment and selection strategies include: 1. Increasing labour market participation by women 2. Coexistence of highly and lower skilled employees 3. Increasing labour market participation by workers with disabilities 4. Workforce diversity 5. Demographic changes 6. Changing priorities of employees External environmental trend 5: Information technology. Technology at work has enable e-commerce, data sharing and mining, artificial intelligence, and robotics.

External environmental trend 6: Changing legal landscape. Today’s human resources management professionals must be familiar and practice within the array of federal, provincial, and territorial laws and city and municipal regulations.

• The Canadian Charter of Rights and Freedoms • The Canadian Human Rights Act • The Canada Labour Code • The Canada Pension Plan • The Truth and Reconciliation Commission: Calls to Action II. Organizational Strategies An organizational level strategy is also referred to as a corporate level strategy.

Corporate strategy identifies and directs all of the organizational decisions and actions.

This strategy is followed by all organizational employees, informs business actions, and a means to measure organizational performance or metrics. A strategy, then, is a comprehensive and integrated plan with relatively long-term implications designed to achieve the basic objectives of an organization.

Organizational Mission Statement

A mission statement specifies the activities the organization intends to pursue and its future course. The mission statement is a concise statement of “who we are, what we do, and where we are headed” and gives an organization its own special identity, character, and path of development.

A thorough organizational analysis, involving a close look at the organization’s overall mission and goals, is another integral aspect of identifying human resources management strategies. All organizations exist to accomplish something in their larger environments.

III. Human Resources Management Strategies (SHRM) SHRM links the human resources management strategy and policies to the strategic needs of an organization and aims to provide the organization with effective human capital.

Human resources management professionals play a key role in formulating organizational strategy if the strategy is to succeed.

• Commitment strategy attempts to strike a common interest between the organization often demonstrated by management and the employees.

• Control strategy focuses on narrowly defined jobs, reduced employee participation in planning activities, low skill jobs, limited employee training, high level of supervisions, and lower employee compensation and benefits.

• Compliance strategy focuses on achieving labour efficiencies through controlling labour costs, employing temporary or contingent workers, and maximizing control over processes and using this control as a key competitive weapon.

The human resources management strategy should impact all human resources functions, be specific, include measurable outcomes, and be reviewed annually.

IV. Employee Recruitment and Selection Employee recruitment refers to the activities to attract people who possess the jobrelated knowledge, skills, abilities, and other attributes or KSAOs to apply for a job opportunity to support the organizational goals. These people or applicants then form an applicant pool. The applicants can be either internal or external to the organization.

The recruitment efforts should be designed to inspire individuals to apply as they possess the KSAOs to do the job. Further, the applicants ideally possess the KSAOs to perform the job, assist the organizational to achieve the organizational strategy, while aligning with the organizational culture. Employee recruitment is generally performed as a human resources management function completed by a recruiter, human resources generalist, or officer. The figure below maps out each of the steps of an employee recruitment strategy.

Employee selection is the process of identifying applicants from the applicant pool who best meet the organizational strategy and possess the KSAOs to perform well on the job. Selection is completed with the aid of selection tools or predictors.

V. Key Competencies of Recruiters Students can be introduced to each of the HRM associations including Chartered Professionals in Human Resources Canada (CPHR), Human Resources Professionals Association (HRPA) Ontario, and the Society of Human Resources Managers (SHRM).

Each association outlines the competencies required to recruit and select employees.

End of the Chapter VI. Discussion Questions and Suggested Answers 1. What are the steps in formulating a human resources management strategy?

First, to be effective, a human resources management strategy must be formulated within an organization’s environment, mission, and organizational strategies or it may fail if human resources management strategies and practices are not aligned. Second, Harvard Framework for HRM illustrates the relationship among human resources management strategy and its internal and external environments. Next, the human resources management strategy must be identified as one of the commitment strategy which attempts to strike a common interest between the organization often demonstrated by management and the employees, to develop that common interest, the organization emphasizes high levels of employee participation, highly skilled workers, training, competitive compensation and benefits or a control strategy which focuses on narrowly defined jobs, reduced employee participation in planning activities, low-skill jobs, limited employee training, high level of supervisions, and lower employee compensation and benefits, or the compliance strategy which focuses on achieving labour efficiencies through controlling labour costs, employing temporary or contingent workers, and maximizing control over processes and using this control as a key

competitive weapon. This strategic choice then drives the human resources management practices.

2. What are the steps in employee recruitment? Select any one organization in an industry. How does that organization recruit employees?

Students should outline the employee recruitment plan as outlined in the figure below. Students can then select any organization online, they are familiar with, or work to explore their employee recruitment strategy.

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What are the steps in employee selection? Think back to one of the organizations that selected you as an employee—what was that process?

Students should outline the employee selection plan as outlined in the figure below. Students can then reflect upon their own selection experience to compare to the strategy outlined in the text.

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If you were entrusted to hire a recruiter for your organization, what knowledge and skills would you focus on?

Students should consider the knowledge, skills, and abilities outlined by the CPHR, HRPA, and SHRM when hiring a recruiter.

VII. Critical Thinking Questions 1. You are human resources management generalist for a small business that employs 20 people. The organization is expected to grow substantially in the near future, and the owner plans to hire a further 10 full-time and 30 part-time employees. Recently, the owner asked you for your advice on implementing an employee recruitment and selection strategy for the business. What would you recommend and why?

Students should recommend studying the organizational mission and strategy. Then recommend aligning the relationship among human resources management strategy and its internal and external environments. Next, the human resources management strategy must be identified as the commitment, control, or compliance strategy. This strategic choice then drives the human resources management practices. Finally, students should recommend the recruitment and selection strategies outlined in the figures below.

2. The dean of your college has invited you to serve on an employee selection committee which has been tasked with hiring a student advisor. While the overall number of applications to your college has shown some growth, other similar colleges have done much better both in terms of the number of applications and the quality of recruits. The committee asked you to provide information on environmental trends that could impact recruitment and selection. What trends would you consider?

Students should consider the following internal trends that could be influencing their recruitment and selection: the management team, financial performance, the available physical and material resources, and organizational culture. Next students should consider the following external trends that could be influencing their recruitment and selection: the college being as a member of the community, the importance of human capital, labour market diversity including women, skill level of applicants, people with disabilities, workforce diversity, demographic changes, the changing priorities of employees, information technology, and the legal landscape.

3. After years of operating a coffee shop that made mediocre profits, the owners decided to change the organizational strategy. The new shop will only sell specialty coffee and high-priced pastries and provide a sit-down dining area with wifi. What changes in recruitment and selection of employees are necessary to be aligned with the new organizational strategy?

As the coffee shop is moving into a specialty shop, the human resources management strategy should be the commitment strategy as it will foster a common interest among the owner and employees, high levels of employee participation, skilled workers, training, competitive compensation and benefits.

VIII. Vignette 1. What could human resources management do in future employment recruitment and selection to ensure another employee like Courtney is not hired?

Human resources management professionals should build their recruitment and selection practices within the organizational and human resources strategy and internal trend of management style and organizational culture. They should also follow the legislation and outlined recruitment and selection strategies to hire the best applicant.

IX. Case This text has a running case at the end of each chapter. Each chapter continues from the previous chapters and requires students individually, in pairs, or in teams to answer the case questions at the end of each chapter.

1. Assume that you are Zhao. What are the human resources management challenges currently facing WRFC? The human resources management challenges currently facing WRFC include the external environmental trends of labour market diversity, specifically demographics of women and younger employees. These impact employee recruitment and selection.

2. Which human resources management strategies would you recommend for each of the three possible organizational strategic plans?

The control strategy should be recommended for all possible strategies as it focuses on narrowly defined jobs, reduced employee participation in planning activities, low-skill jobs, limited employee training, high level of supervisions, and lower employee compensation and benefits which aligns with the organizational strategies.

3. What order would you recommend the changes in human resources management practices be implemented?

First, students should recommend studying the organizational strategy and trends to then implement the control strategy. Once that strategy is selected, students should recommend the recruitment and selection strategies outlined in this chapter.

X. Simulation This text includes an artificial intelligence simulation through the Revel platform. This simulation includes all the organizational information required for students to interact with artificial intelligence avatars either individually, in pairs, or in teams to build an employee recruitment campaign, screening plan and tool, and interview questions and design assignments in the simulation sandbox.

Faculty can elect to allow students to explore the simulation as an applied sandbox, assign the simulation activities as exercises, assign one or more of the assignments, or require students to complete all simulation assignments as a comprehensive suite of assignments assessing all course learning goals.

The simulation is ready to play out of the box, requiring no faculty setup or configuration. Students simply login into the simulation, read instruction and organization files, and begin to interact with the avatars. Throughout the instructors’ manual the simulation will be discussed to support the faculty member.