1.1.3 A Systems View of Recruitment and Selection

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Del curso dictado por University of Minnesota

Recruiting, Hiring, and Onboarding Employees

776 calificaciones

University of Minnesota

Recruiting, Hiring, and Onboarding Employees

776 calificaciones

Curso 2 de 5 en SpecializationHuman 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.

De la lección

Aligning Recruitment and Selection with Company Strategy

In this module, we will lay the important foundation for the course: aligning recruitment and selection practices with your overall company strategy. We will apply the framework of systems theory to understand the interdependent components of the organization and how our plan is affected by internal and external environmental factors. We will explore the importance of workforce planning and, finally, conclude this module with a look at the core components of the hiring process: job design, job analysis,and job descriptions.

HR for People Managers Overview6:32

1.1.1 Welcome to Class3:58

1.1.2 About Amy, Your Instructor3:27

1.1.3 A Systems View of Recruitment and Selection6:12

1.1.4 Amy's Six Tips7:02

Conoce a los instructores

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]

Okay, so, what is systems thinking?

Systems thinking is used in many disciplines.

And, it's really a helpful tool, a helpful framework.

What it helps us understand is complex systems in a holistic way.

We look at all of the different components and how they are interdependent, and we

can also understand how they interact with their environment and receive feedback.

And with all of this, then whatever decisions we make,

we start to see patterns and trends and things that may be affected.

There are four main elements that we need to consider.

And the first is that systems can be open or closed.

Now most systems are going to be open

because they are affected by the environment.

Very few systems are closed and I would think of a closed system almost like

a rock or a boulder that's not very affected by it's environment.

But a person certainly is.

So that's our first analogy is thinking about how

just the physiological system of a body is an open system.

So in the body there are distinct parts that come together

to form a complex whole.

So we have our brain, and our lungs, and our kidneys.

And alone, these do nothing, but together, they create systems and

life and allow us to be able to breath and think.

And the third point is that systems have inputs, throughputs, and outputs.

So an example of an input would be the food that you eat or

the water that you drink that you need to take in to sustain life.

And also the throughput then would be the organs that the food needs to transfer

through, and maybe you think I'm going somewhere that I'm not with this output.

I'm actually just going to talk about the energy that we gain from these inputs and

throughputs that we are able to expand back into the environment.

Now last, feedback from the environment is critical, it's really necessary.

So for instance we need the sun to live but

also we wouldn't want to sit out in the sun too long everyday,

we would get sunburned, perhaps we would have heat stroke.

So we need to pay attention to that and perhaps we're enjoying the sun and

then all of a sudden a storm comes along and we need to take shelter.

So there's another way that we're affected by our environment.

Okay, so that's an interesting analogy but

how can we actually apply systems theory to organizations?

Organizations are systems as well, and they're complex and

they have interdependent parts.

So, for instance the distinct parts that are interdependent and

form a complex whole are things like the ambulance services.

Alone, they don't do anything.

They do but they are not going to build or run a hospital by themselves.

And also the tools and equipment that are needed, and the people that are needed.

All of these different components that are necessary.

Now, the idea of inputs would be sick patients.

So here we have a person who is ill and comes in to receive care.

So that's our input.

But throughput would be the care actually received.

So the patient meets with the doctor who says, hey you have a broken arm and

we need to put it into a cast.

And the output then is after the cast is on,

we have a healed patient who is much happier.

So where does the feedback come in?

So this is very similar to the body that we talked about before.

Well the feedback is that we need to be responsive to the environment and so

perhaps there's new legislation about how we give care to patients.

And remember that there's also internal feedback as well in organizations.

You have to listen to your employees, and in the case the doctor says,

hey I need better equipment to do my job.

Or maybe the patient on the external side again says, you know,

I just think that, this hospital's too expensive, I can't afford it.

And so if we don't listen to our internal environment, our doctor's will leave.

If we don't listen to the external environment,

we won't have any more patients anyway.

So then how can we apply these concepts to the course?

Well every organization we're talking about is an open system, so

we can check that off of our list.

And the second thing is that we have distinct parts that make a complex whole.

In every organization you work in, I'm sure you have many different departments

that all affect how many people need to be hired.

And so we have all of the people within our organization, if, for

instance someone sells a lot to a customer or

we have some really big orders, maybe we need to staff more people.

Systems have inputs, throughputs and outputs.

So if you think about that we've got all different systems that we're bringing in

people through recruiting process, we're interviewing them and then we hire.

Feedback from the environment is necessary,

we need to pay attention to what's happening to the economy.

We can't go and hire a whole bunch of people if the economy is not

doing very well and we have to pay attention what our competitors are paying.

So we really need to pay attention to that extra non-environment.

So what are some key to takeaways that you can think about?

[MUSIC]

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