3.1.2 Revisiting Strategy: Selection Criteria

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En provenance du cours de University of Minnesota

Recruiting, Hiring, and Onboarding Employees

835 notes

University of Minnesota

Recruiting, Hiring, and Onboarding Employees

835 notes

Cours 2 sur 5 dans Specialization Human Resource Management: HR for People Managers

Finding and hiring the right people is often cited as the number one concern of businesses today. It seems we are all competing for the best and brightest workers. As you will see in our time together in the second course, a critical component of the People Manager Value Proposition is to hire talented people who enable the organization to achieve its strategic goals. This course is an introduction into the topic of recruitment, selection and onboarding. At the outset of the course we will explore the importance of linking recruitment goals with overall company strategy. We then look at a number of options to recruit and select employees both effectively and legally. Throughout the course we will examine current issues in talent acquisition, such as how companies are now leveraging social media and hiring analytics to ensure better quality hires. At the conclusion of the course, we look at how to onboard employees to promote employee commitment and engagement.

À partir de la leçon

Selection: Choosing the Best Candidates

In this module, we examine the selection process. Like the first two modules, we start from the big picture - what is selection and how do we tie it to strategic goals? We then explore the important legal considerations (U.S. laws) and other best practices in selection, such as avoiding biases and conducting background checks. Next we will see a number of different selection tools you can use to make a better hiring decisions. Lastly, we wrap up the third module by creating and presenting offers to candidates, and analyzing our hiring process for effectiveness.

3.1.1 Selection Process Overview12:53

3.1.2 Revisiting Strategy: Selection Criteria5:25

3.1.3 Selection Interview with Colin Partridge, Senior HR Director at Carlson Wagonlit Travel6:38

Rencontrer les enseignants

Amy Simon
Senior Lecturer
Department of Work and Organizations
Stacy Doepner-Hove
Director, Masters in Human Resources and Industrial Relations program
Carlson School of Management, Department of Work and Organizations

[MUSIC]

I call this segment going with or against the grain.

I'm going to present to you two stories with sort of unique challenges and

as in the world of HR dealing with people there's not

necessarily one right solution, but after these slides I'll post a discussion

forum where you can weigh in and share your own opinion.

Okay, so story number one is called going with the grain.

A scientifically validated personality assessment is given to a candidate, and

the candidate has found to have strong detail orientation and

is highly introverted, very introspective.

We give this person the job of payroll clerk, and they do the tasks very well.

However, because of their personality their co workers feel the person's a bit

cold and hard to get to know, and is not perceived as really fitting in.

Okay, the second I'm going to call it going against the grain.

The same assessment okay, on a new candidate

says the candidate has little detail orientation but is highly extroverted.

After the hire the new employee messes up a few employee checks here and there.

Same job payroll, and you can imagine how important it is to be detail oriented, but

this person is very likable, they have lots of friends, they're very extroverted,

but in terms of the job fit it's kind of a bit of an issue.

And while the employee is accepted generally within the environment

his coworkers, or her coworkers are a bit frustrated at the mistakes.

Okay, so we have two situations, which one do you think is the better situation?

Is it better to hire for cultural fit?

Is it better to hire for job fit, organization fit?

I am sure that we would like to find someone with all the capabilities we're

looking for, but aren't there times that we overlook parts

of a candidates background, experience, education, and capabilities because

we just really want to hire that person based on perhaps their personality.

Realistically, what we would like is someone who fits both the job and

the organization, and so to think about then is it better to have one or

the other maybe isn't the right question.

How do we find someone who fits both the job and within the organization?

So to have effective selection criteria we need to look at multiple categories.

Organizational strategy, core competencies,

the culture of the organization, and

of course the foundational piece of the job analysis and job description.

To really understand what we're hiring for

we need to analyze all of these different components.

The organizational strategy, the core competencies, culture,

the job, all of these different components can be effective

criteria that you use to consider a candidate.

So, one organization that really looks at several layers of a candidate is Google,

and I'm going to share with you what their espoused criteria is for

a really solid candidate according to their website.

So the first one general cognitive ability

that is thinking about how do you think about things?

They're less concerned about grades, transcripts, GPAs, and

more on how do you think, how do you solve problems?

What sort of insight would you bring to the organization?

They advise candidates don't get hung up on nailing the right answer.

They want to see how you're going to work through the problem.

Under leadership they say that

they're not necessarily concerned if you've had past leadership experience.

They would like to know that you have leadership potential.

Under Googleyness that gets to the culture.

They want to get a feel for what makes you you.

It says here on their website they also want to make sure

this is a place you would thrive.

So they look for signs around your comfort with ambiguity, your bias to action,

and your ability to be collaborative, and role related knowledge.

They want people who have a variety of strengths and

passions not just an isolated skill set.

So you can see here that all of these different

components are really what I was talking about in this.

It goes back to the idea again, of balance.

Balancing the cultural fit, the knowledge skills abilities, and competencies.

The hiring for the weaknesses.

What does this person have that others don't?

Does this person bring something unique to your organization?

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