Organizational Selection ADMN 3220H Winter 2025 Professor Lisa Ruston, BSP, MBA. Introductions & Course Overview • Who am I? • Who are you? • Expectations of Students – Keep up with readings and course materials – Stay attuned to current events – Participate in class – contribute to discussions – Use this as a safe place to experiment – to apply knowledge & question the status quo – High level of written & verbal communication skills – Textbook – buy it, use it, responsible for material from it! • My Promise to you – be available to answer questions in a timely manner: BY EMAIL!!!!! – Phone and in-person meetings can be arranged – Give you exposure to real world applications of learnings – Provide a safe learning environment – Consider all points of view – Return assignments in a timely manner with constructive feedback Course Requirements • Participation 15% - attendance & punctuality • 6 weekly quizzes worth 7% each = 42% • Group Assignment 23% • Final Exam 20%; IN PERSON During formal University Exam period How will this class work? • Weekly Synchronous sessions in person for about 90 minutes • I can guarantee you’ll get a higher mark if you join in to these sessions • Expectations for you to read chapters and review slides weekly • Assignments are to ensure you can apply the materials we are studying • Office hours by appointment • lisaruston@trentu.ca Group Work • Very important #therealworld • Introducing groups today • Another good reason to come to class; work time on topics we are discussing Textbook information Electronic Version Recommended Recruitment and Selection in Canada, 8th Edition By Victor M. Catano, Willi H Wiesner, Rick D. Hackett The 8th edition is recommended, although in most instances the 7th edition would suffice. 7 Important Textbook Information We will be using Top Hat to access the course textbook: Recruitment and Selection in Canada, 8e If you already have a Top Hat account, you can go to https://app.tophat.com/e/076801 to be taken directly to our course digital textbook. If you are new to Top Hat: Go to https://app.tophat.com/register/student Search for our course textbook with the following join code: 076801 Join the course and register for an account You can purchase access to the content directly through the website, or with an access key from the bookstore. Your Top Hat textbook is not only easy to use, it is fully mobile too! For more information about the interactive features in the textbook, click here: https://success.tophat.com/s/article/Student-Using-YourTextbook Should you require assistance with Top Hat at any time please contact their Support Team directly by way of email (support@tophat.com), the in-app support button, or by calling 1-888-663-5491. Specific user information may be required by their technical support team when troubleshooting issues. Tour of the Blackboard Site Think about this…… • Think about a time you applied for a job....maybe got an interview...or maybe not....had an interview that was really good or really bad.....or got the job or didn't.....or maybe after you applied you never even heard from the organization.... • How did going through that whole process make you feel? Describe some of the positive aspects for you as a candidate? Describe some of the negative aspects for you as the candidate. • What do you think the organization could have done better? Chapter 1 An Introduction to Recruitment and Selection Learning Outcomes • After reading this chapter, you should be able to: – recognize the importance of recruitment and selection to Canadian organizations; – describe where recruitment and selection fit into the organization as a whole and the human resources management system in particular; – discuss strategic planning as applied to recruitment and selection; – explain how changes in both the external and internal environments have an impact on recruitment and selection; – identify which professional associations and groups in Canada have a stake in recruitment and selection; and – outline basic ethical and professional issues in recruitment and selection. What Are Recruitment and Selection? • Recruitment – the generation of an applicant pool to provide the required number of candidates for selection or promotion • Selection – the choice of job candidates from previously generated applicant pool in a way that meets management objectives and legal requirements of the jurisdiction Why Do Recruitment and Selection Matter? • Recruitment and selection identify best practices. – They are valid, reliable, and legally defensible. – They are not derived from “gut feelings” but rather from empirical studies. – They inform standards and principles of professional associations. – They do not have to be perfect and are always evolving. – As shown by research, they can improve the performance of individuals and organizations. Where Do Recruitment and Selection Fit in the HR System? (cont.) • Two basic principles underlie Figure 1.1 – HR management (HRM) must carefully coordinate its activities with those of the other organizational units. – HRM must think in systems terms and have the welfare of the entire organization in mind. Where Do Recruitment and Selection Fit in the HR System? Where Do Recruitment and Selection Fit in the HR System? (cont.) • Talent management – is an organization’s efforts to recruit, retain, and develop its most promising employees and – reflects an organization’s commitment to aligning its processes to attracting and developing a superior workforce. Where Do Recruitment and Selection Fit in the HR System? (cont.) Where Do Recruitment and Selection Fit in the HR System? (cont.) • Talent management – Talent is often managed using Human Resources Information Systems (HRIS), which are computerbased systems that track employee data, the needs of HR, and the requirements and competencies needed for different positions and jobs. – HRIS are especially popular in large organizations. Recruitment and Selection as Strategic Objectives • Vision, mission, and values statements – Vision statements present an organization’s future aspirations (e.g., “Building tomorrow’s public service today”). – Mission statements explain why an organization exists and what it hopes to achieve in the future (e.g., “To enrich the lives of everyone in our world”). – Values statements express the company’s core beliefs (e.g., “We value high quality, honesty, and integrity). Recruitment and Selection as Strategic Objectives (cont.) • Strategic objectives – more focused than vision/mission statements – help formulate organizational objectives, competitive scopes, and action plans (i.e., strategy) – guide the recruitment/selection process by homing in on the type of employee the company needs to hire, including their fit, capabilities, and KSAOs (knowledge, skills, abilities, and other attributes) Recruitment and Selection as Strategic Objectives (cont.) • External environment – To accomplish their strategic objectives, HR managers must be aware of and analyze the threats and opportunities they face in their company’s external environments. • laws and regulations • global competition • economic climate • technology • changing work force demographics • organization type (e.g., private or public) • job definitions/scope • unionization Recruitment and Selection as Strategic Objectives (cont.) • Environment: Laws and regulations – Human rights and Legal rights – The Canadian Constitution is the “supreme law” guiding the treatment of workers. – The following are protected groups under federal legislation: • Women, visible minorities, persons with disabilities, Aboriginal peoples – Diversity improves organizational performance. – Strong strategic planning allows effective decisionmaking that is legally defensible Recruitment and Selection as Strategic Objectives (cont.) • Environment: Global competition – More than half of what is produced in Canada is exported. – Global competition is high, and it increases when new players enter the market. – Global competition increases organizational costs. – It makes HR key in finding new ways to be efficient in hiring and retaining employees. Recruitment and Selection as Strategic Objectives (cont.) • Environment: Economic climate – The economy has a major impact on staffing. – Booms bring skilled-labour shortages, during which • HR places more emphasis on recruitment, • companies may become less selective, and • HR may rely on outsourcing and temporary workers. – Slowdowns lead to cutbacks, wage freezes, and so on. • More emphasis on selection if hiring Recruitment and Selection as Strategic Objectives (cont.) • Environment: Technology – Smartphones have changed the way we do business in the past 10 years, including recruitment and selection. – Apps can be used for job searches and making employment applications; they can also track performance. – Employees are expected to be computer-literate, including use of Internet and social media. – Increased use of the Internet also leads to increased privacy and security breach concerns. Recruitment and Selection as Strategic Objectives (cont.) • Environment: Changing work force demographics – The Canadian working population is getting older, with fewer younger workers available to join the work force. – How does that affect our recruitment process? – Mandatory retirement age legislation has been abolished in most Canadian provinces and territories, meaning that the work force will continue to get older for the foreseeable future. – What challenges does this create for Organizations? – The modern Canadian work force is becoming increasingly diverse and more highly educated than work forces of the past. – How will be manage these challenges? Recruitment and Selection as Strategic Objectives (cont.) • Environment: type of Organization – Public vs Private sector – Large vs Small family businesses – What are our HR challenges in these situations? • Environment: Organizational Restructuring • Environment: Redefining Jobs • Environment: Unionized work environments – How do CA’s affect recruitment and selection? Recruitment and Selection as Strategic Objectives (cont.) • Identify the competitive edge. – This is achieved by identifying target applicants via an environment scan and tailoring recruitment and selection efforts toward them. • Determine the competitive position. – Who are the employees you want? What KSAOs should they have to do the job effectively? How will you test for these KSAOs? • The answers to these questions will formulate your hiring practices compared with those of your competitors. Recruitment and Selection as Strategic Objectives (cont.) • Strategies can be implemented via recruitment and selection action plans. • These are the processes by which strategies are turned into action, shaped by best practices. – Develop recruitment strategy. – Develop applicant pool. – Screen applicant pool. – Select job recipients. – Evaluate. In a nutshell…… Recruitment and Selection and the HR Profession • There are many paths to a career in HR. – HR professionals come from a variety of academic backgrounds, including business, psychology, and sociology (there is no one “right” path). • Professional designations – In Canada, the most prominent is the Chartered Professional in Human Resources (CPHR) designation. – CPHR sets standard for qualifications, which vary by province and territory (see Recruitment and Selection Notebook 1.2). – In Ontario its still called CHRP (Certified HRP) Recruitment and Selection and the HR Profession (cont.) Ethical Issues in Recruitment and Selection • Ethics – the determination of right and wrong and moral or immoral; determines the standards of appropriate conduct for professionals in terms of what they may and may not do – Grey area between legal and upright/noble – Key is balance • Professional standards – policies that provide guidance on how professionals should behave in certain work-related situations Ethical Issues in Recruitment and Selection (cont.) • Ethical standards in HRM – regulate and guide the behaviour of HR professionals in terms of professional ethics (e.g., how to ethically deliver an employment test) • Ethical dilemmas are common in recruitment and selection. – Primary concern to protect the welfare and dignity of those being tested • Ethical Dilemmas – lets try a few Human Resources and the Internet • The growth of the Internet and social media has resulted in many online resources for HR professionals. • A complete list wouldn’t fit on this slide. Recruitment and Selection Notebook 1.4 includes a large list of suggested sources from the textbook authors. – Check them out on page 22 of your textbook. Chapter Summary • Effective recruitment and selection are important because they contribute to organizational productivity and worker growth. • Recruitment and selection practices play an essential role in contemporary organizations. • Effective recruitment and selection must be carried out within the context of a strategic plan developed by the organization. Chapter Summary (cont.) • Codes of ethics are important to HR as it continues to develop as a profession. • Professional HR organizations/certifications are becoming more prominent in the HR profession. • There are many online resources for HR professionals to improve their recruitment and selection efforts.
