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Recruitment, Selection, Promotion

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Here are some key points to consider in this case study situation: - Both candidates seem well-qualified for the position based on their qualifications and interviews. - Making assumptions about Sarah's future availability due to her pregnancy could be considered unfair discrimination. There is no guarantee she would need extensive time off. - Similarly, making assumptions that Jeff would not need time off ignores that family situations can change for any employee. - Providing flexibility for employees' family needs benefits both the individual and overall productivity. Happy, supported employees are likely to be more engaged and committed to their work. - The university could help by offering benefits like paid family leave, backup childcare, flexible work arrangements, etc. This would make

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L E T U S A L L S T A N D F O R T H E P R A Y E R Opening Pr ayer. mp4
Recruitment & Selection and Promotion Compiled & Presented by: MARK LENNON A. SITONES
Objective Discuss the Nature and Importance of HR Recruitment Discuss the Importance of Promotion Discuss the Screening and Selection Process Elicit IDEAS from YOU…INDUSTRY PROFESSIONALS References: www.managementstudyguide.com www.youtube.com www.slideshare.net Martires, C. (2004). Human Resources Management, 3rd ed. Robbins, S. & Judge, T. (2013). Organizational Behavior, 15th ed.
Video to ponder… Click on the video to play it! Recruitment and Selection.mp4
Discussion… Collaborative learning by answering the following questions… • What is Recruitment? • Who will initiate the Recruitment? • Why we need to Recruit? • How do we Recruit?
Points to ponder… Recruitment is the search for potential applicants for actual and anticipated vacant positions in organization (Martires, 2004). • Recruitment: It aims at attracting applicants that match a certain Job Criteria - this involves deciding upon the final candidate who gets the job (managementstudyguide.com). • Let us hear on what an expert will say! Recruitment_Video.wmv
Sources of Applicants 1 I. Internal. The organization itself is the first and easiest source because its first hand knowledge of its workers who have bee tried and tested. Using this source saves recruitment, screening and selection expenses on the part of the organization. II. External. This source is mainly tapped when the positions whose job specifications cannot be met by existing personnel. Commonly used external sources are: 1. Educational Institutions 2. Employment Agencies 3. Recommendations of Present Staff 4. Walk-in Applicants 5. Consulting Firms 6. Professional Associations 7. Other Companies (Competitors) Are there any new in recruiting? Recruitment has Changed - Online Recruitment Software.mp4
How about yours…?
Screening and Selection Process After enough applicants are recruited for a particular position, screening begins.
Screening and Selection Process After enough applicants are recruited for a particular position, screening begins. From the book – Org. Behavior by Robbins & Judge
Your thoughts on hiring people!
On Hiring People
Promotion
CHANGES IN PERSONNEL STATUS
Did You Know? PROMOTION Involves the reassignment of an employee to a higher level job. This also refers to the upward or vertical movement of employees in an organization from lower level jobs to higher level jobs involving increases in duties and responsibility, higher pay and privileges. For additional explanation let us watch this video employee promotion.mp4
Basis or Criteria Used for Promotion 1. Seniority – length of service Straight seniority – the length of service of an employee is the sole basis for determining who gets the promotion. Qualified seniority – the more competent employee as compared to another employee with longer service will be the one promoted. 2. Current and past performance 3. Competency or merit determined by the ratings or evaluations received by the employees.
Unofficial Promotion Criteria
Recruitment, Selection, Promotion
Case Study You have just received your first NIH grant and you need to start producing results. You decide to hire a technician, so you place an ad in Science and in your local job listings and you receive a pile of applications. You settle on two candidates as being the best fit for the job. One, Sarah, worked as an undergraduate in the lab where you were a postdoc and you know her work. She is excellent. The second, Jeff, you have never met, but his recommendations are outstanding. Although he has research experience, it is not quite in your area, but you expect that you will be able to train him quickly in your lab’s techniques. You interview both candidates and you like them both – they seem like conscientious, smart, energetic scientists. Everyone in your group liked them, although they were able to talk more about their science with Sarah because she had worked on a project that was closely related to theirs. You think that either candidate would be great, although Sarah could probably hit the ground running and Jeff would take some time to get going. However, at the interview, from looking at Sarah, you realize that she is pregnant (she looks to you like she is about five months along) and you are concerned that she will need time off and you can’t afford it; you need to be productive if you are to achieve tenure and renew your grant. So you decide to hire Jeff. Questions: 1. Who would you have hired? Why? 2. Are you making any assumptions about Sarah (that she is pregnant, that she will take time off)? 3. Are you making any assumptions about Jeff (that his wife is not pregnant, that he won’t take time off)? (Imagine that you hire Jeff and he announces that his wife is going to have a baby in a few months but can’t get any time off from work, so he wants to work half-time for a few months to take care of the baby. How would you feel?) 4. Are you being fair? Why? 5. Are there benefits for everyone in the lab and for productivity to providing flexibility and supporting the rights of employees to have family lives? 6. What is the responsibility of your university? What could your university do to make it easier for you and your employees to combine family and science?

More Related Content

Recruitment, Selection, Promotion

  • 1. L E T U S A L L S T A N D F O R T H E P R A Y E R Opening Pr ayer. mp4
  • 2. Recruitment & Selection and Promotion Compiled & Presented by: MARK LENNON A. SITONES
  • 3. Objective Discuss the Nature and Importance of HR Recruitment Discuss the Importance of Promotion Discuss the Screening and Selection Process Elicit IDEAS from YOU…INDUSTRY PROFESSIONALS References: www.managementstudyguide.com www.youtube.com www.slideshare.net Martires, C. (2004). Human Resources Management, 3rd ed. Robbins, S. & Judge, T. (2013). Organizational Behavior, 15th ed.
  • 4. Video to ponder… Click on the video to play it! Recruitment and Selection.mp4
  • 5. Discussion… Collaborative learning by answering the following questions… • What is Recruitment? • Who will initiate the Recruitment? • Why we need to Recruit? • How do we Recruit?
  • 6. Points to ponder… Recruitment is the search for potential applicants for actual and anticipated vacant positions in organization (Martires, 2004). • Recruitment: It aims at attracting applicants that match a certain Job Criteria - this involves deciding upon the final candidate who gets the job (managementstudyguide.com). • Let us hear on what an expert will say! Recruitment_Video.wmv
  • 7. Sources of Applicants 1 I. Internal. The organization itself is the first and easiest source because its first hand knowledge of its workers who have bee tried and tested. Using this source saves recruitment, screening and selection expenses on the part of the organization. II. External. This source is mainly tapped when the positions whose job specifications cannot be met by existing personnel. Commonly used external sources are: 1. Educational Institutions 2. Employment Agencies 3. Recommendations of Present Staff 4. Walk-in Applicants 5. Consulting Firms 6. Professional Associations 7. Other Companies (Competitors) Are there any new in recruiting? Recruitment has Changed - Online Recruitment Software.mp4
  • 9. Screening and Selection Process After enough applicants are recruited for a particular position, screening begins.
  • 10. Screening and Selection Process After enough applicants are recruited for a particular position, screening begins. From the book – Org. Behavior by Robbins & Judge
  • 15. Did You Know? PROMOTION Involves the reassignment of an employee to a higher level job. This also refers to the upward or vertical movement of employees in an organization from lower level jobs to higher level jobs involving increases in duties and responsibility, higher pay and privileges. For additional explanation let us watch this video employee promotion.mp4
  • 16. Basis or Criteria Used for Promotion 1. Seniority – length of service Straight seniority – the length of service of an employee is the sole basis for determining who gets the promotion. Qualified seniority – the more competent employee as compared to another employee with longer service will be the one promoted. 2. Current and past performance 3. Competency or merit determined by the ratings or evaluations received by the employees.
  • 19. Case Study You have just received your first NIH grant and you need to start producing results. You decide to hire a technician, so you place an ad in Science and in your local job listings and you receive a pile of applications. You settle on two candidates as being the best fit for the job. One, Sarah, worked as an undergraduate in the lab where you were a postdoc and you know her work. She is excellent. The second, Jeff, you have never met, but his recommendations are outstanding. Although he has research experience, it is not quite in your area, but you expect that you will be able to train him quickly in your lab’s techniques. You interview both candidates and you like them both – they seem like conscientious, smart, energetic scientists. Everyone in your group liked them, although they were able to talk more about their science with Sarah because she had worked on a project that was closely related to theirs. You think that either candidate would be great, although Sarah could probably hit the ground running and Jeff would take some time to get going. However, at the interview, from looking at Sarah, you realize that she is pregnant (she looks to you like she is about five months along) and you are concerned that she will need time off and you can’t afford it; you need to be productive if you are to achieve tenure and renew your grant. So you decide to hire Jeff. Questions: 1. Who would you have hired? Why? 2. Are you making any assumptions about Sarah (that she is pregnant, that she will take time off)? 3. Are you making any assumptions about Jeff (that his wife is not pregnant, that he won’t take time off)? (Imagine that you hire Jeff and he announces that his wife is going to have a baby in a few months but can’t get any time off from work, so he wants to work half-time for a few months to take care of the baby. How would you feel?) 4. Are you being fair? Why? 5. Are there benefits for everyone in the lab and for productivity to providing flexibility and supporting the rights of employees to have family lives? 6. What is the responsibility of your university? What could your university do to make it easier for you and your employees to combine family and science?