Module 2: Human Resource Management

Week 2 Day 2
Employee Resourcing: Selection and Induction
 Classroom Rules

Be on time and be
always prepared for Keep your mobile Ask only relevant
your class. Bring your phone switched off questions
laptop in class. or in a silent during teaching
mode. time.

Be polite and
Do not interfere with
respectful of the
the teaching and
teacher, yourself, Always do your best.
learning of your
your classmates and
colleagues.
your institution.
 Learning Outcome

By the end of this session, learners should be able to:

 Define selection

 Describe different selection methods and identify when it is appropriate to

use them.

 Develop selection criteria and shortlist candidate applications for interview

for an identified role.

 Explain the purpose, importance and benefits of induction to individuals and

organisations.

 Identify areas to be covered by induction.

 Introduction
 Selection is the process of choosing the individual best suited or most
competent for a particular position and organisation from a pool of applicants
(Wilton, 2022, p. 162).

 The goal is to properly match people with jobs, organisation and team.

 Selecting wrong person for any job can be costly.

 Practices need to be well validated to meet legal requirements.

• Selecting candidates involves two main processes:

Shortlisting those with the necessary skills to proceed to assessment stage.

Assessing those candidates to find out who is most suitable for the role.
 Activity 1 - Group work

In group research and identify at least three (3) methods of selecting a job applicant for a

job?

Discuss and state at least two advantages and two disadvantages of the methods of

selection identified

Present your findings to the class.

 The Selection Process
External or Internal Environment
Recruited Candidate

Preliminary Screening

Rejected Applicants
Review of Applications and Resumes

Selection Tests

Employment Interviews

Pre-Employment Screening:
Background and Reference Checks

Selection Decision

Health Examination (Not in all cases)

New Employee
(Dessler, 2012)
 Selection Criteria and the Person
Specification

 Criteria = Standards/Measures/Conditions/Benchmarks
 Three standpoints can be used to determine the selection
criteria:

Organisational Team/functional
Job fit
fit fit

 Always ensure that you measure each candidate against the selection criteria
defined in the person specification.

(Dessler 2012, and Torrington, Taylor, Hall and Atkinson 2011)

Example of Organisation fit: Working Arrangements

• Given that most tourism businesses are a 24-hour facility

• Flexible working times to cover the day

• Part time work
• Shifts variable of fixed.
• Annual hours

• Seasonal working for peak periods

• Span of control

• Close contact with customers

• Variety of work performed

 Validation of Selection Procedures

The critical information for determining validity

includes:
 Selection criteria used
 Selection processes used

 Evaluation of individuals at the time of selection

 Current performance of the individual

(Taylor and Woodham, 2022)

 Selection Methods
 The search for the perfect selection method continues until
found, a variety of imperfect methods is used to predict
which applicant will be most successful.
The importance of selecting
the right employees

Costs and time of

Organisational Legal obligations
recruiting and
performance and liability
hiring
(Dessler 2012)
 Factors in choosing selection methods

Selection Acceptability & Ability of staff

criteria for the appropriateness involved in the
post to be filled of methods process

Factors

Administrative Time factors Cost

ease

(Wilton, 2022, pp.176 – 177)

 Range of Selection Methods
Assessment
Application Centre
form

Interview Test Self or Peer

Assessment

Portfolio/Role
play

References, etc.
 Class Activity 2

 Devise a set of questions that you might ask if you were advertising for a
replacement for your own job.

 What are the key things you would want to find out about the person in
terms of skills and experience?
 Interview

 Goal-oriented conversation that the interviewer and applicant exchange

information.

 A selection procedure designed to predict future job performance on the

basis of applicants' oral responses to oral inquiries.

 Continues to be primary method used to evaluate applicants.

 However, historically interview has been more vulnerable to charges of

discrimination than any other tool used in selection process.
Unconscious bias:
Stereotypical hiring
practices. | Gail Tolstoi-
Miller | TEDxLincolnSquar
 Content of the Interview
 Seek additional job-related information and examples of
past job-related behaviours:
Occupational experience
Academic achievement
Interpersonal skills
Personal qualities

 Provide information about:

 Company, Job and Expectations
 Organisational Fit

 Management’s perception of degree to which prospective employee

will fit firm’s culture or value system.

 Statements such as “the chemistry wasn’t right” are often used to

describe a poor fit situation.

Note: Using fit as a criterion may raise legal and diversity questions.
Be careful!

 Applicants should also consider organisational fit.

 Some Types of Interview

Unstructured: Structured: Ask Behavioural:

Asks different closed end - prompt applicants
probing, open - standardized to relate actual
ended questions questions incidents – score
grid used

Comprehensive Situational Oral Interview

Structured Interview - Ask Boards - Panel
Interviews – Ask questions about ask interviewee
job-related actions applicants question and
situations, would take in rates answers
knowledge, worker various job-related
requirements situations
 Methods of Interviewing
 One-on-one/face to face interview: Applicant meets one-on-one with
interviewer(s).

 Multiple interviews: Applicants typically interviewed one-on-one by peers,

subordinates, and supervisors

 Telephone interview: Conducted via telephones

 Video Interview: Via a web cam, e.g., Skype, Zoom, Microsoft Teams, etc.

 Board/panel interview: Several firm representatives interview candidate at

same time

 Stress interview: Interviewer intentionally creates anxiety e.g., uninterested or

hostile manner – pick call during interview.
 Advantages and Disadvantages Interview
Advantages Disadvantages
 Useful for determining if the applicant has Premature judgment/Stereotyping -
essential communicative/social skills for the
job subjective evaluations could be made
 Interviewer can obtain supplementary Decisions tend to be made within the first
information few minutes of the interview
 Can assess the applicant's job knowledge
Interviewer might domination
 Can be used for selection among equally
qualified applicants Personal liking might set in
 Can be used to determine if there is Permitting non-job-related information
compatibility between the applicant and the
employees Candidate’s deceptive appearance or
 Allows the applicant to ask questions that impression
may reveal additional information useful for Validity and reliability is low
making a selection decision
 The interview may be modified as needed Prone to politics in the selection process
to gather important information. (ACASInterview
2018) procedure not usually
 Psychometric testing
 Psychometric tests are tests which can be systematically scored and
administered.

 They are supported by a body of evidence and statistical data which

demonstrates their validity.

 They are used in an occupational setting to measure individual

differences (for example in ability, aptitude, attainment, intelligence or
personality).
 Types of test

General
intelligence
Cognitive
Aptitude Special Trainability
aptitude

Personality Achievement
 Cognitive Aptitude Tests

 Cognitive measures individual’s ability to learn, as well as

to perform a job.

 It include tests of general reasoning ability (intelligence)

and tests of specific mental abilities like memory and

inductive reasoning.
 Cognitive Aptitude/Ability Tests
 Cognitive measures individual’s ability to learn, as well as to perform a job.
 It include tests of general reasoning ability (intelligence) and tests of specific
mental abilities like memory and inductive reasoning.
Advantages: Disadvantages:

highly reliable  non-minorities typically score one standard

verbal reasoning and numerical tests have deviation above minorities which may result in
shown high validity for a wide range of jobs adverse impact.

combinations of aptitude tests have higher  differences between males and females in
validities than individual tests alone
abilities (e.g., knowledge of mathematics) may

may be administered in group settings where
many applicants can be tested at the same time negatively impact the scores of female applicants.

scoring of the tests may be completed by
computer scanning equipment
(HR Guide 2015)

lower cost than personality tests.
 Personality Tests
 It is a selection method that measure the
 Traits
personality characteristics of applicants
that are related to future job performance.  Temperaments
 Personality tests typically measure one or
 Dispositions - qualities of
more of five personality dimensions:
extroversion, emotional stability, mind and character.
agreeableness, conscientiousness, and
openness to experience (HR Guide
2015).
 Personality test cont.
Advantages: Disadvantages
 To check applicants’ personality, ability, stamina  Difficult to measure personality traits that may not
and make predictions about future behaviour.
be well defined
 Proven reliable and valid If job involves practical,
 responses by applicant may be altered by
technical or specialist skills.
applicant's desire to respond in a way they feel
 Proven reliable and valid If job requires working
would result in their selection
with numbers, words, IT, other technology, logic
 lack of diversity if all selected applicants have
and accuracy (ACAS 2018).
same personality traits
 Gives credibility to the selection process.
 Can lower turnover if applicants are selected for  cost may be prohibitive for both the test and

traits and is highly linked with employees who interpretation of results

have high longevity within the organisation.
 Assessment centre
Incorporate multiple selection techniques

 Assess in depth broadly similar applicants.

 Use competences and behavioural statements.

 Require lengthy design to be effective.

 Matrix developed to show how competences link

Costly and time-consuming. (Torrington, Taylor, Hall, and Atkinson, 2011)

 Usually last half day to two days.

Example of an Assessment Centre Matrix

Figure . The scheduling of events –

based on an assessment centre for
a professional post

(Torrington, Taylor, Hall, and

Atkinson, 2011)
 When it is appropriate to use
Assessment Centre
 To observe and assess applicants’ knowledge, skills and behaviour in a

number of different situations that provide a more comprehensive and

rounded picture of the individuals concerned.

 When you want to assess people’s skills and personal attributes in terms of

leadership, analysis, working under pressure, teamwork, communication

skills and numeracy, etc. (ACAS 2018)

 Self-Assessment and Peer Assessment

• Getting applicants to assess their own suitability

• Can be done by sending out more information about the job or having
informal discussions with applicants – realistic job preview
• Pre-work – asking questions regarding previous work experiences
relating to the job they are applying for.
 References
 Increasing as organisations seek to protect themselves against
rogue candidates
 Factual check – confirmation of facts presented by the candidate
 Character check – requesting opinions about the candidate
 Professional check – confirmation of previous work experience and
ability to function effectively in the role.
 Qualification check – confirmation of qualifications
 The ‘classic trio’
Most commonly used selection methods:

1. Application

2. Interviews − popular but not always good predictors:

structured

unstructured

3. References
(CIPD, 2022)
Background Investigations and
Reference Checks

Former Employers

Current Supervisors

Sources of Credit
Information Rating Companies

Written References

Social Networking
Sites
(Dessler 2012)
 Inclusive Recruitment
 The CIPD’s (2022b) Resourcing and talent planning report, has shown that just 28% of employers train all interviewers on legal
obligations and objective interview practice. Less than a fifth make efforts to remove bias through testing the words of job adverts
(18%) or checking that tests are valid, reliable and objective (17%).

 Equality, diversity and inclusion go hand in hand, but the concepts have important differences.
 Equality ensures that every individual has equal opportunities, regardless of their background, identity or experience.
 Diversity refers to the representation and recognition of people with different characteristics. In the UK, it is against the law to
discriminate against someone with a ‘protected characteristic’. These include:
 Age
 Disability
 Gender reassignment
 Marriage and civil partnership
 Pregnancy and maternity
 Race
 Religion or belief
 Sex
 Sexual orientation.
Recruiting with
conscience when
hiring diverse
talent | Nikky Lyle |
TEDxFolkestone
 Inclusive Recruitment
• In addition to protected characteristics, employers may also wish to consider diversity of
other characteristics, such as socioeconomic background, as well as considering
intersectionality, wherein people may have multiple, overlapping identities that can
impact their experiences.

• Inclusion is about going beyond representation and recognition, to valuing these

differences and enabling everyone to thrive during the recruitment and selection process
as well as at work.

• An inclusive workplace is one where people feel they can perform to their full potential,
and that they belong in the organisation without needing to conform or mask their
identities.

(CIPD, 2022b)
 Induction - Definition

 ‘Induction is used as a general term describing the whole process

whereby new employees adjust or acclimatise to their jobs and
working environment’ (CIPD 2022c).

 The process of familiarisation with the organisation, colleagues and

settling into the job.
 Class Activity 3

 In group of 3 or 4:

i. Discuss and identify the benefits of induction to your organisation (or an

organisation you are familiar with).

ii. Discuss and identify the benefits of induction to a new employee at

your organisation (or an organisation you are familiar with).
 The Purpose of Induction
Armstrong (2017) proposes that induction serves four purposes:

 to smooth the preliminary stages when everything is strange and

unfamiliar with the new starter;

 to establish quickly a favourable attitude to the company in the

mind of the new employee so that he or she is more likely to stay;

 to obtain effective output from the employee in shortest possible

time; and

 to reduce the likelihood of the employee leaving quickly.

 Purpose according to CIPD…
For employers include: For employees, starting a new role in a
1. Improving the person-job fit, new organisation can be an anxious

2. Reducing turnover and time and an induction programme

absenteeism, enables them to:

1. Understand more about the
3. Increasing employee organisation
2. To have more understanding of
commitment, and
their role and ways of working,
4. Job satisfaction (CIPD and
3. To meet colleagues (CIPD 2022c).
2022c). 
 Importance of induction – Torrington
et al. (2011)

• Helps starters to adjust emotionally to new role.

• Understand where things are, and who to ask when unsure about
what to do.
• Provides a forum for information giving.
• Suitable occasion to discuss health and safety regulations,
organisational policies etc.
 Weekly Formative Activity

In group research and discuss any of the questions below and present your
answer to the class:

• Explain how HRM function can manage employee recruitment. Define recruitment, explain the recruitment
process, discussion different types of recruitment methods, and give an example of a job advertisement for
a role within the tourism industry.

• Describe how HRM function can manage employee selection and induction. To provide the discussion, you
should: Define selection in employee resourcing, explain the selection process, discuss different types of
selection methods, explain staff induction and why it is important.
5 benefits of an Induction
Program - QuoDeck
 Approaches to induction

In writing Walk ’n’ talk

Induction Coaching and

training - most mentoring -
successful and allocate buddy
effective
Class Activity 4 – Let’s Discussion

 Think back to your first few days at work in current or previous organisation/job.

 Try to recall what happened and how you were treated.

 Which of the approaches, listed in the previous slide, most closely matched your

experience?

 How did you find it:

1. friendly and satisfactory?

2. unfriendly and unsatisfactory?

3. Confusing?
What happens without an effective induction programme?

 New employees get off to a bad start and never really understand the
organisation, itself or their role in it.

 This may lead to:

poor integration into the team

low morale, particularly for the new employee

loss of productivity

failure to work to their highest potential (CIPD 2022c).

 Resignation or dismissal as a result of ineffective induction will amount to:

 additional cost for recruiting a replacement

 wasted time for the recruiter(s) and inductor

 lowering of morale for the remaining staff

 detriment to the leaver's employment record

 having to repeat the unproductive learning curve of the leaver

 damage to the company's reputation (CIPD 2022c).

Indications of a successful induction process

 New employees taking little time to become effective in their jobs.

 An increase in the rate at which employees adapt to their surroundings.

 Good interpersonal relations between new and longer-serving employees.

 A reduction in staff turnover, thus reducing recruitment costs and disruption to

workplace productivity.

 A satisfactory staff retention rate and stability index.

 Activity 5 - Group work

Using a flipchart and marker, in group produce a

list of areas to be covered by induction.
What should be covered in an effective induction
programme.
• Pre-employment

• Health and safety, and compliance

• Facilities and IT

• Organisation information

• Culture and values (mission statement, employer brand, values, etc.)

• Benefits and policies

• Role-specific information

• Learning and development

• Terms and conditions of employment

• The Company/Employee Handbook (CIPD, 2022c)

 Recruitment and Selection
Class Activity 6 - Questionnaire

 Test your knowledge and experience by responding to the

questions on your worksheet.
Any Question
 References
 Beardwell, J and Claydon, T. (2007) Human Resources Management: A Contemporary Approach. 5th ed. Harlow: Pearson Education
 CIPD (2022) Recruitment: An Introduction [online]. Factsheet. London: CIPD. Available at:
https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet#7032 (Accessed 12/05/2023)
 CIPD (2022b) A Guide to Inclusive Recruitment for Employer [online]. London: CIPD. Available at:
https://www.cipd.org/uk/knowledge/guides/inclusive-employers/#what-is-equality-diversity-and-inclusion-edi (Accessed date: 18/05/2023)
 CIPD (2022c) Induction: A look at the induction process, and the purpose of induction for employer and employee [online]. Factsheet. London: CIPD. Available
at: https://www.cipd.org/en/knowledge/factsheets/induction-factsheet/ (Accessed 23/06/2023)
 CIPD and HAYS (2017) Resourcing and Talent Planning Survey Report. London: CIPD. Available at:
https://www.cipd.co.uk/Images/resourcing-talent-planning_2017_tcm18-23747.pdf (Accessed 12/05/2023)
 Dessler, D (2011) Human Resource Management. 12th ed. Harlow: Pearson Education.
 HR Guide (2015) Personnel Selection: Methods: Interviews [online] Sources from: https://hr-guide.com/Selection/Methods_Interviews.htm (Accessed on:
12/05/2023).
 Leatherbarrow, C., Fletcher, J. and Currie, D. (2019) Introduction to human resource management: a guide to HR in practice. 4th ed. London: CIPD.
 Marchington, M and Wilkinson, A (2008) Human Resource Management at Work: People Management and Development. 4th ed. London. CIPD
 Martin, M. and Whiting, F. (2016) Human resource practice. 7th ed. London: CIPD.
 Poulter, D. and Land, C. (2008) ‘Preparing to Work: Dramaturgy, Cynicism and Normative 'Remote' Control in the Socialization of Graduate Recruits in
Management Consulting’, Culture and Organisation, 14(1): 65–78.
 Roberts, G (2005) Recruitment and Selection: Developing Practice. 2nd ed. London: CIPD
 Taylor, S. and Woodham, C. (2022) Studying human resource management. 3rd ed. London: Chartered Institute of Personnel and Development
 Torrington, D., Taylor, S., Hall, L and Atkinson, C. (2011) Human Resource Management 8th .ed. Harlow: Pearson Education Limited
 Wilton, N. (2022) An introduction to human resource management, 5th ed. London: SAGE Publications.