A. Austen II Recruitment and selection popr

Recruitment and selection in public service Agata Austen-Tynda, PhD Chair in Public Management University of Economics in Katowice Agenda • Precursors to Successful Recruitment and Selection • The civil service staffing process (recruitment and selection) • Public service motivation • Trends in recruitment and selection • Best practices in improving recruitment selection process Definition   Recruitment can be defined as: all activities directed towards locating potential employees the attraction of applications from suitable applicants The aim of recruitment is to get the best person suited to the job based on objective criteria for a particular job Why is recruitment and selection so important?     Reversing the Erosion of the Public Service Ethic Personnel has long been perceived (and even defined) in terms of control, rather than service to the broader organization Civic Culture and Tradition Sound recruitment and selection practices also depend on complementary HRM systems Why is recruitment and selection so important? Costs of mistakes: engaging incompetent, underqualified, unmotivated employees; employing another person requires repeating the process and generates costs Element of PR strategy Rules of recrutiment and selection            Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security Acting without delay Recruitment The civil service staffing process Planning and approval for staffing Position announcement Selection of recruitment strategies Selection Selection of „tests” Screen, interview, and checks (reference and other) Final selection / Negotiate and hire Postselection considerations Employer recruitment  Elements influencing effectiveness of recruitment: The breadth and quality of the process The size of the labour pool and the location of jobs Offered pay and benefits Job quality and requirements of the position  Organizational image    Applicant’s perspective     Avoiding cold, unthoughtful and dilatory treatment: Timing to minimize anxiety Feedback to optimize scarce job search resources Information that makes distinctions Enthusiastic, informative, and credible representatives Planning and approval Taking review of the need for the position to take into account the following:  strategic and operational plans for the organization  funding  current staffing structure  targets for diverse staffing profiles across all levels;  current staffing and skill levels;  anticipations in terms of new positions, restructured positions, eliminated positions  how the needs for the position might best be met 10 Reducing the pool: interview  Subjects to Avoid Marital status  Children and other dependants  Religion  Politics  Ethnic origins  32 Final selection 1.Keep a list of all applicants considered for final selection 2.Identify fair selection criteria for the final selection phase 3.Ensure that the criteria are in line with the advertised requirements as well as the job content 4.Ensure that each selection committee member is provided with all the relevant information pertaining to each short-listed applicant 33 Final selection 5.Ensure that the interviews are conducted in a fair and effective manner and that each candidate is weighed comprehensively against the requirements as advertised 6.Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed 7.Ensure that all applicants are informed about the outcome of the final selection phase 8.Ensure that all relevant information is put on record 34 Closing selection Closing selection Phone call and further clarification Letter of intent Completing employment forms Protocols may be available for intetested individuals Number of candidates Names, surenames and adresses of top candidates Recruitment and selection criteria Justification of the decision 35 Trends in recruitment and selection       Procedural Changes: Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and supervisors Adopting flexible and appealing hiring procedures Screening applicants quickly Validating entry requirements and examinations Instituting worker-friendly personnel policies, Creating more flexible job descriptions 36 Trends in recruitment and selection    Improvements to the Recruitment and Selection Process: The decentralization movement — "New Public Management" is known in many quarters as devolution, often characterized by the decentralization of HR responsibility Aggressive outreach efforts Current employees as recruiters 37 Trends in recruitment and selection     Use of Technology: Many scholars believe that technology will be the most notable HRM trend of the next few decades Many large public organizations use computer bulletin boards and electronic mail to improve recruitment process Managers can have online access to applicants' test scores, qualifications and contact information Software programs: to administer online examinations, track applicants, match resumes with skill sets, expedite background checks, and shepherd job candidates through a paperless staffing process 38 Best practices National Nuclear Security Administration (NNSA) Problem: • A review of the hiring practices found that job announcements were filled with jargon, lots of facts and information, and extensive list of job duties which made it difficult to identify major features and selling points of the job • Recruitment was passive… NNSA waited for applicants to apply 39 • • • • • Makeover: A new look to convey the importance and excitement of their positions, as well as why they were a great place to work Added photos to depict the unique work environment at NNSA Implemented an internet-based targeted recruitment strategy to identify potential candidates from job boards and other locations They sent recruiters to fifteen universities in the South and West to recruit interns with an emphasis on diversity The results produced 28 qualified candidates, up from three unqualified candidates in the previous recruitment process + 30 highly qualified interns 40 Best practices U.S Department of Education Problem: • The hiring process took too long and did not always deliver qualified candidates • Upon mapping out the hiring process, it was discovered that there were discrete steps with over 45 handoffs between different managers, administrative officers and HR specialists • Managers were disengaged from the hiring process Job descriptions were problematic When managers could not find good candidates they had a tendency to sit on the list, until ultimately it was re-posted 41 Makeover: • The hiring process was streamlined by eliminating redundancies and unnecessary steps resulting in a reduction of more than half of the steps…down to 53 • The automated process for assessing applicants has been overhauled and questions are more closely aligned with skills needed to be successful on the job • The process of change has not been easy and has taken a commitment of time and effort on the part of leaders, HR, managers and others involved in the hiring process 42 Best practices Centers for Medicare & Medicaid Services Problem: • Federal law changed requiring the agency to add 500 new positions The length of time to complete the hiring process was long and the quality of candidates was lacking • The automated staffing system in place was believed to be inadequate to meet the demands of the hiring needs The agency wanted top talent and a faster process 43 • • • • Makeover: The agency started with an “end-to-end” mapping of the hiring process and identified both short and long term fixes They used focus groups to document the process, identify roles and responsibilities, and assess obstacles Through the process the agency eventually reduced the number of steps in the hiring process by more than twenty percent Other key things they did included better marketing positions using visually appealing, plain-English announcements, proactively targeting qualified candidates via internet, resume databases and built tools to effectively screen applicants to ensure they were a good fit for the position They eventually assigned responsibility for the process to one person at the executive level 44 10 golden rules of recruitment and selection 1.Develop a Recruitment Plan 2.Conduct Research 3.Personalize the Recruitment Process 4.Select and Train the Right People as Recruiters 5.Build Strong Partnerships 6.Develop an Employee Referral Program 7.Improve the Selection Process 8.Develop an Advertising Plan 9.Develop an Internet Presence 10.Employ Effective Recruitment Strategies 45 Agata Austen-Tynda, PhD Chair in Public Management University of Economics in Katowice aausten@ekonom.ae.katowice.pl 46 ... Successful Recruitment and Selection • The civil service staffing process (recruitment and selection) • Public service motivation • Trends in recruitment and selection • Best practices in improving recruitment. .. Recruitment The civil service staffing process Planning and approval for staffing Position announcement Selection of recruitment strategies Selection Selection of „tests” Screen, interview, and. .. checks (reference and other) Final selection / Negotiate and hire Postselection considerations Employer recruitment  Elements influencing effectiveness of recruitment: The breadth and quality of