My Assignment - HRM 2014-1

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HRM Assignment Jan-2014 By: Mansour Al-Assry Supervisor: Dr. Nayel Rashed

0.0 The Proposal

The importance of this part comes from the requirements of the assignment
itself which requires the student to follow completely or partly the scientific
research methods to come up with examined facts, effective solutions & analyzed
information to accomplish the expected results of the assignment.

Throughout this part, the semi-completed proposal will be conducted to highlight
the main aspects and different issues of the assignment, and to identify the methods,
articles, and communities will be dealt with.

Finally, it is expected that this proposal will add value to the assignment by
collecting all the supplementary issues of it in one part, and by approving that the
assignment is committed to follow the scientific research methods -or part of them-
to discuss and represent the theoretical & practical information related to it.

Part One

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0.1 An I ntroduction

The importance of Human Resource Management is increasing rapidly for every acting
firms in the world, regardless its size, region, owner, capital, nature of work, orientation
toward profit or non-profit and etc, this importance rises first, due to the need of human
capital to accomplish and work for what the organizations have been created to do.
Form this point of view comes the problem of the assignment of HRM course -which is
offered at USTY campus in collaboration with OUM and presented, lectured and
facilitated by Dr. Nayel Rashed on January 2014 semester-, which is revisiting the
company policy on selection due to high turnover among the companys middle
managers (BMHR5103 Assignment -J an-2014).
This assignment with this special problem is aimed to linkage between theory and
practice of HRM in the aspects of (Selection Turnover Talent Management - training
and development etc) which are critical concerns for any HR Manager in this era.
From this point and for the purpose of solving the assignment problem and improving the
student understanding & practicing skills, this assignment will Firstly, present the HR
Department at University of Science & Technology as a Case Study to view the
problem in the real world in One Chapter with using methods for collecting & analyzing
information such as (Interview with the HR Manager Employee Guide HR Policies &
Rules). Secondly, the analytical REPORT of the chosen Case Study will be discussed in
ONE Chapter which view and critically identify Turnover problem as a precedent for One
Chapter on Selection Issues, and special Chapter on Talent Management, followed by the
Final Chapter of References and Appendixes.
Finally, this assignment is accompanied with a great HOPE that it would enrich its
writer's understanding of HRM subjects, and benefit the USTY with a new clear image of
its HR practices in reality & in theories. And this assignment is attached with profuse of
acknowledgments and thankfulness to Dr. Nayel Rashed who spent his time & efforts
teaching and guiding us in the field of HRM & else, I have nothing to do or say for him
just those few words "THANK YOU SI R. DR. NAYEL FOR EVERYTHI NG".

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0.2 The Objectives
The objectives as stated in the assignment are:-
1. To highlight the linkage between theory and practice of HRM.
2. To highlight the roles of human resource manager in the human resource
development and career development functions.
3. To highlight the importance of training and development as a function of Human
resource management process.
But after the careful reading of the assignments these objectives can be added:-
4. To identify the role of using selection methods effectively to reduce turnover
among employee.
5. To highlight the importance of talent employees for the company.

0.3 The Assignment Community
The community of the practical parts in this assignment is the HR Department at
University of Science & Technology.

0.4 The Assignment Problem
The problem of this assignment is as situation in a selected company stated as;
"revisiting the company policy on selection due to high turnover among the
companys middle manager"(BMHR5103 Assignment -J an-2014).
Based on this problem the student is assigned to conduct an interview session with any
company (UST) in order to understand better the current employee issues and their
experiences on selection.

0.5 The Assignment Methodology
This assignment will follow the analytical & critical readings methodologies in the phase
of data collections such as (interviews investigation previous studies personal
observations etc), and will use as will the comparative and analytical methodologies in
reporting phase on the case study and in delivering the Conclusions & Recommendations.

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0.6 The Assignment Hypotheses
The hypotheses which have to be proven through this assignment are:-
1. Voluntary Turnover among middle managers and talent workers is a critical
problem to any company, specially to those who perform in the Education Field.
2. Effectively creating and using a good Selection System will help to both
predicting and reducing turnover among employees.
3. Using Talent Management is important for orienting goals & integrating
processes to improve all HRM functions.

0.7 The Main References
The main references were limited in the assignment to at least FIVE research articles on
selection ONLY, but the assignment is not limited to the selection only, otherwise it is
extended to a practical part which requires special references & report parts on selection,
turnover, talent Mgt. and etc. which requires ore references, above all the assignment is
based on the understanding of HRM as a whole.
Due to those reasons and more, the main references for the assignment have been divided
into three categories as follows:-
a) The main Ref. for the practical part are:-
1. Al-Awdy Najat, "the reality of recruitement system at UST' Master Thesis"
2009.
2. "The Employee Guide", USTY, First Ed-2014.
3. "The Memorandum of HR Policies & Rules", USTY, Sep-2013.
4. "The Interview with Mr. Faisal Haza The general manager for HR Department
at UST", April-2014.
b) The main Ref. for the Report Part are:-
1. Adem Golee & Esra Kahya, " A fuzzy model for competency-based employee
evaluation and selection," Computers & Industrial Engineering 52 (2007),.
2. Adrian Furham, " HR Professionals Beliefs About, and Knowledge of,
Assessment Techniques and Psychometric Tests," International Journal of
Selection and Assessment, Sep-2009,.
3. Leonard Schloss and J. Gregory Lahr, Watch Your Back: Smart Hiring and
Proper Background Checks, Employee Relations Law Journal, Winter 2008,.

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4. Luren A. Rivera, " Hiring as Cultural Matching," American Sociological
Association, 2012,.
5. Murray Barrick and Ryan Zimmerman, Hiring for Retention and
Performance, Human Resource Management, MarchApril 2009,.
6. Murray Barrick and Ryan Zimmerman, RESEARCH REPORTS, Reducing
Voluntary, Avoidable Turnover Through Selection," American Sociological
Association, 2005,.
In addition to the listed references there will be more mentioned in the references part at
the end of this assignment.
0.8 The Assignment Terminologies

The main terms used throughout this assignment are defined as follows:-
1. HR Department: The Administration of Human Resources at University of
Science & Technology The Main Center Sana'a.
2. Talent Management: is a goal-oriented and integrated process of planning for,
recruiting, selecting, developing, and compensating employees.
3. Selection: the process of choosing individuals with the correct qualifications
needed to fill jobs in an organization
4. Turnover: the process in which employees leave an organization and have to be
replaced.
5. University: The University of Science & Technology The Main Center
Sana'a.
6. (KSAOs): This abbreviation refer to; Knowledge, skills, Ability, and other
characteristics of an employee.

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1.0 The Case Study

As required at the assignment that the student should Interview any HR
manager (or above) from any company of your choice and Ask his/her
opinion on selection by focusing on bunch of questions.

The aim of this questions or interview is to provide the student with information
related to selection practices and policies at the selected company, but as learnt in
HRM theories, there are disadvantages of interviews as a source of information
such as distorting of Info., hiding information and inability of the interviewee to
deliver the info. To the interviewer. Due to those reason the other sources of
information were used to extend the knowledge of selection practices and policies at
the selected company such as (Memos Guides - investigations previous studies
personal observations etc) .

The selected company as a case study for this assignment is HR Department at
University of Science & Technology, which the assignment will shed light on the
background on the university, examine the HR Department's structure and duties,
and reveal the rules, policies and procedures of selection applied in real life.

Part Two

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CHAPTER ONE (Q1)

1.1 Executive Summary
The University of Science and Technology (UST) was established in 1994 as the first
private University in Yemen. The main objective of its establishment was to offer
services to the society and develop the educational process and scientific research and to
establish a wide scientific environment of experience, research, and innovation at the
time of acceleration of technology and knowledge. This enabled it to get a leading
position on the educational map to become a special member in many associations of
Arab, Islamic and international universities.
Since the University was established in 1994, it established a special branch for girls
combines all the programs of the university's colleges and other branches in Taiz and
Hudaydah by the academic year 1996 - 1997 and later on in many governorates of the
Republic to offer opportunities of advanced education. It also offered some post-graduate
programs in coordination with Arab and non-Arab universities. The university is also
very keen to develop its relations with its counterparts of higher education institutions in
various fields through signing agreements of cooperation with many of these universities
regionally or internationally. Regarding the university's membership, it is a founding
member of the Arab association of private universities for higher education, first private
university in Yemen, third university in Yemen obtained the active membership in the
association of Arab universities, and membership of the association of Islamic
universities in 2000, and finally culminated its efforts by obtaining the membership of
association of the world universities. In addition, it hosted the fortieth session of the
association of Arab universities.
Finally, the university was recently granted the award of investment for 2009 by the
General Authority of Investment as the best private university in Yemen.

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1.2 The Nature Human resource policies and practices at UST

Due to the importance of the university as a source of knowledge and provider of
educational & research services to the community, it is important that it have a strong
HRM system to supply the university with qualified employee to carry out these
assignments.

The success of the university depends mainly on its capability to hire and maintain the
competent and talented employee with a compatible abilities and capabilities with the
new trends of technology, environment, and etc, to help the university to achieve its
competitive goals. (Alawdy, 2009).

Universities are described as fragmented, loosely coupled organisations, where individual
performance is highly valued. (Managing The University Community EUA, 2007).

So, When it comes to hiring employees, HR Department is careful to emphasize not just
hiring workers, but hiring the right workers.
For UST, appropriate human resources are those people who will make a valuable
contribution to the attainment of the companys organizational objectives. In hiring
lecturers, managers, staff, and administrative assistants, for example, management
considers hiring only those people who will best help the organization become
successful. In finding appropriate human resources, management at UST follows four
basic steps:(1) recruitment, (2) selection, (3) training, and (4) performance appraisal.

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1.3 The Role Of Human Resource Department At UST

HR Department at UST is considered to be the responsible department for recruiting
process at the university. (Employee Guide, 2013).secretary
For implementing such functions the HR Department - Sana'a Center was established on
2002, with FOUR employees and now it operates with EIGHT employees in the main
center and a representative controller in every faculty in the university as shown in Figure
(1.1).
The HR Department has line authority on hiring and selecting the managerial staff ,
starting from making job analysis, designing job description & specifications, developing
tests, representing HRD in selection interview, and participating in making the final
decisions. But it has supported authority on hiring the academic staff represented on
making the final procedures such as (Checking & Archiving Files, Preparing Contracts,
ensuring the reliability and validity of selection methods ,,,, etc).

University
President
Archive Quality Control compensation
Training &
Development
Labour Affaires
HR In Charge 1
HR In Charge 2
Faculty HR Rep.
Faculty HR Rep
Faculty HR Rep
Faculty HR Rep
HRD Secretary
General
Manager
HRD Manager
Figure (1.1): The organizational Structure of HRD Employees at UST.
Source: The student.

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1.4 The I nterview With HR Manager At UST

On April 2014, the student: Mansour Al-Assry had the owner to meet Mr. Faisal Haza'a
the HR Manager at UST and during the meeting the following questions have been asked
to get the following answers:-
Q1. What are the roles of selection in UST?
The selection is playing a significant role in UST specially, when it is conducted with
using high techniques and technologies. It enables the UST to achieve the following
goals:-
1. To hire competence individuals before the competitions.
2. Acquire new KSAOs from the external environment to support and enhance the
available KSAOs at university to jointly contribute in the development of UST
and to achieve its strategic mission and vision.
3. The good selection leads to good performance, and lead the company to gain &
sustain a competitive advantage.
4. From the other side, good selection for UST contribute on the improvement of
social responsibilities & services made by UST as a source of knowledge &
education.
These are some roles of selection in UST.
Q2. Is selection related to performance / turnover of UST?
Of course, Yes, the HRD & professionals include many predictors in selections methods
to predict the levels of performance of the candidates. Furthermore, most of the tests at
UST are oriented to measure the level of performance that the candidate has and how it
related to the real job.
About prediction turnover, from some information in The CVs or Application Forms of
the candidates we can predicate the stability of the previous positions of the candidate,
how long had the candidate been in his past positions? & etc.

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Q3. How do you quantify the performance measurement in your selection
procedures?
The Professionals at HRD in UST quantify the performance measurement based on many
factors such as:
a) The type of the position.
b) The bunch of KSAOs required for the job.
c) Job analysis, specification, & description.
d) The timeframe for selection.
And there are many types of tests to measure the performance such as:
a) Knowledge tests.
b) Skills tests.
c) Performance tests.
d) Emotional tests.
e) Physical tests.
f) Interviews.
And some special tests required by the nature of the position.
Q4. What are the issues which need to be considered before the management decide
on the selection tool?
We at HRD consider these critical issues be deciding on the selection tool:-
a) The nature of the attribute to be measured and how to be measured.
b) The nature and the extent of Knowledge, Skills, abilities, qualifications needed for
the position and the suitable tool to measure them.
c) The technological issues to improve the measurement process.
d) The legal issues of selection tool; and some other issues.

Q5. How do you evaluate the strengths or weaknesses of the candidate by using the
selection tool?
If the measurement tool is valid and reliable it is easy to evaluate the strengths or
weaknesses of the candidate, by comparing the obtained scores of the candidate to the
standards or to the agreeable benchmark to identify the strengths or weaknesses of the
candidate and the extent of these strengths or weaknesses.

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Q6. How do you decide that the candidate is eligible for hiring based on the result
of the selection tool?
If the steps of selection process at HRD is applied correctly, and the candidate achieved
the required scores of the tests, has the requirements mentioned in the job description and
meet the KSAOs required at job specification, HRD can decide or recommend that the
candidate is eligible for hiring for the opening position.
Moreover, the result of the selection tool is one of many predictors can contribute in
making decision about to or not to hire some to do something.

Q7. How do you ensure your selection method is suitable to be applied at UST?
By revisiting them over time, and make evaluations needed to ensure their reliability &
validity of them. Another thing is important here, that the development of technology is
encourage HRD at UST to develop its methods from time to time.

Q8. How do you avoid negligent hiring?
First of all, it is a first time of me to here this term, but if you mean that; hiring regardless
checking the past crime records or something like that; I can assure you that we do avoid
such negligent hiring as we normally investigate on potential employees background
before we proceed with the hiring processes. We also make sure that we do
some background check with the potential employee by conducting interviews with the
referees, verifying on the candidates works and educational histories, in case of
suspecting something about some we can check with police station the crime history of
the candidate.

Q9. How do you measure the effectiveness of the selection method?
HRD measures the effectiveness of the selection method by the following procedures:-
a) Measuring its validity,
b) Identifying its cost.
c) Administrating the selection method again and again to prove its consistency and
output.

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Q10. Do you conduct post evaluation on the selection tools?
Pre & after evaluation on the selection tools is being practiced, by using surveys on
employees, managers and professionals to ensure that our selection tools are measure
what suppose to measure & provide fair results reflects what the management needs to
know about the candidate

Q11. How do you manage talent and key employees in UST?
Frankly, this is a tough question for me, because we have a turnover among two talent
groups of employees at UST the first, is managers, and the second is academic staff
members.
To prevent this kind of turnover the UST has taken many steps ahead like:-
1. Doubling the salaries of The managers and Head of Departments.
2. Providing full or partial scholarships to their families.
3. Distributing iPad for everyone of them.
4. Providing scholarships to the academic staff to continue their higher studies, now
the university enrolled more than 70 persons from the academic staff in Master
Programs and more than 40 persons from the academic staff in PhD Programs.
Finally, Retaining Talents are crucial to us to maintain our existent.

Thank you Mr. Faisal

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1.5 Beyond The I nterview

To provide a broader image about the selection process at UST, the student strived to
extract information to more enrich the view of selection process applied at UST. For this
purpose the memorandum of HR Policies and Rules has been investigated to extract the
objectives, policies, procedures, rules, authorities, participated parties and processes
participating in the formulation of the selection function at UST, the findings were as
follows:-
1. From the Part of the memorandum Objectives, it participates in selection function
with these objectives:_
a) To Select the best employees & competencies and to retain them.
b) To retain the distinguished employees to create the employment
stabilizing.
2. From the Part of the recruitment of Managerial Staff the steps of selection is listed
as follows:-
a) Checking & analyzing all candidates' files, to put off all uncompleted
or unqualified candidates' files.
b) Conducting the primary Interview. (Employee's Guide, 2013).
c) Making the appropriate tests such as (Psychological & personality -
cognitive tests Performance Tests Values Job orientations
Finger dexterity) using the appropriate forms.
d) Conducting the Final Personal Interview.
e) Making the offer based on the recommendation of Interview Panel.
f) Making the Physical Tests.
g) Completion the rest of Hiring requirements such (Commercial Warrant
Personal Photos Qualification Certificates etc.).
h) Special issues in Selection Process:-
i. The appointment of General Managers and Branches Managers
should be based on the Rector's Decision.
ii. The new employee should spend Three Months on probation.
iii. The new employee should have the needed training & development
based on the suitable developed program by HR department.

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iv. The new employee will be hired officially after the probation
period and achieve Very Good rank in performance appraisal.

After revealing the answers of UST-HR Manager and extracting the objectives, policies,
procedures, rules, authorities, participated parties and processes participating in the
formulation of the selection function at UST, it is time to make a report about the
assignment's problem, case, and questions in the following chapters.

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2.0 Employee Turnover

In many HR references the subject of TURNOVER is discussed as one of
employee retention issues after discussing the selection issues, but in this assignment
it may precedes the discussion of selection issues, because it is the problem of the
assignment which stated as; " revisiting the company policy on selection due to
HIGH TURNOVER among the companys middle managers". (BMHR5103
Assignment -J an-2014).

The turnover here is a cause of revisiting the company's policy on selection, so due
to causal-effect relationship and problem solving model, it must be discussed and
analyzed first, the selection aspects will come later on as one of the treatments to
reduce turnover.

The turnover will be discussed in this assignment from the aspects of definition,
types, cause, costs & benefits, and limiting turnover techniques. Then the status of
turnover in our case study (UST) will be revealed.

Part Three

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CHAPTER TWO
2.0 EMPLOYEE TURNOVER

2.1 Definition and Nature of Turnover

Turnover is defined by (Mathis, Jackson-2010) as the process in which employees leave
an organization and have to be replaced.

Referred to the above definition of turnover, it is clearly obvious that leaving an
organization is a questionable matter, because of the cost problems associated turnover,
moreover, it is highly crucial when it comes to loosing high trained employee who have
competencies of knowledge, skills, abilities, and other characteristics (KSAOs) which
any company should strive to have enough of them.

But from a strategic prospective, some turnover is actually good, that when an employee
has lack of (KSAOs) competencies, it is good to leave, and be replaced with more
suitable replacement. (Heneman III, Judge, Muller-2012 with modification).

2.2 Types of Turnover
Based on the nature of turnover there are many types of employee turnover as exhibited
in Exhibit (1), furthermore, both organizations categorized turnover into whether the
turnover was voluntary or involuntary from the employees perspective and avoidable or
unavoidable from the organizations perspective. (Barrick, Zimmerman 2005).
So, the types of turnover can be classified into two classification:
1. Voluntary Turnover, where the employee leave by choice, or it can be described
as the leaving initiated by the employee. This kind of turnover is divided into
avoidable turnover and unavoidable turnover, the avoidable turnover is the
targeted type with reducing.
As (Barrick, Zimmerman 2005) stated in their article research that, the
avoidable turnover reflected the individuals choice to leave and turnover the
organization may have been able to avoid (e.g., through raises, providing more
work hours, etc.).

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2. Involuntary Turnover
Involuntary turnovers are inevitable. The employer will have to let some
employers go when jobs are restructured or when competitive pressures
necessitate reductions in the workforce.
Unavoidable turnover (e.g., quitting to follow a relocating spouse) was not of
primary interest because these leavers did not withdraw because of dissatisfaction
with the job. (Barrick, Zimmerman 2005).

a. Voluntary Turnover (employee initiated)
Avoidable (could prevented)

Unavoidable (couldn't
prevented)
Try to prevent;
High-value employees
Do not prevent;
Low-value employees
No attempt to prevent;
Regardless of value
High performance.
Strong (KSAOs).
Valued Intellectual
Capital.
High promotion
potential.
High training.
High experience.
Difficult to find
replacement.

low performance.
Weak (KSAOs).
Little Intellectual
Capital.
Low promotion
potential.
Low training.
Low experience.
Easy to find
replacement.
Retirement.
Dual career.
New career.
Health.
Child care or pregnancy.
Return to school.
Leave county.
Take a break.

b. Involuntary Turnover (Organization initiated)
Discharge

Downsizing
Discipline.
Poor performance.
Permanent layoff.
Temporary layoff.
Site or planet closing, relocation.
Redundancy due to a merger or
acquisition.
Exhibit (1) Types of Turnover

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Source: (Heneman III, Judge, Muller-2012)
2.3 Turnover and Churn

Hiring new workers while laying off others is called churn. This practice raises a
paradox in which employers complain about not being able to find skilled workers
while they are laying off others.( (Mathis, Jackson-2010).
As organizations face economic and financial problems that result in layoffs, the
remaining employees are more likely to consider jobs at other firms.

2.4 Causes of Turnover
There are many models as in Figure (1) to exhibit cause of every type of turnover,
but what matters here is the Voluntary turnover which occurs for many reasons
including job dissatisfaction, poor pay, a lack of promotional opportunities, work-
life balance issues, and inadequate health-care benefits. All these reasons and
more illustrated in the Exhibit (2) and Figure (1) & (2).

Exhibit (2): the relationships between variables (Drivers) causes Voluntary turnover.
Sources: http://www.emeraldinsight.com

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Some models dividing the factors Effecting employee turnover into two categories
internal and external factors as shown in figure (2).

2.5 Measurement of Turnover
The turnover rate for an organization can be computed as a monthly or yearly cost. The
following formula, in which separations means departures from the organization, is
widely used to measure the turnover rate :.

This measurement requires data on, and decision about the followings:-
Figure (1): The Models explaining the factors effecting employee turnover.
Sources: http://nuage-software.com/wp/wp-content/uploads/Factors-Affecting-Employee-Turnover.

Figure (2): The internal and external factors effecting employee turnover.
Sources: http://t3.gstatic.com/images?q=tbn:ANd9GcRKaKCWDUoxZ1MxgwSIrJvOkbgGP5wk5kqZFGIEhVWhH7mS4Q9KCA

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1. Time period of interest. (e.g month, year etc.).
2. Employee counts (e.g, Full time, part time, etc).
3. How to calculate the average number of employees over the time period.
For example, at the start of the year a business had 40 employees, but during the year 9
staff resigned with 2 new hires, thus leaving 33 staff members at the end of the year.
Hence this year's turnover is 25%. This is derived from, (9/((40+33)/2))*100 = 24.66%.

Figure (3): Example on the rate of turnover.
Sources: http://www.inc.com/uploaded_files/image/strategy-92-turnover-statistics-inline_14290.jpg

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2.6 Cost & Benefits of Turnover
The employee turnover has an obvious cost a company time, money, and other
resources. "Research suggests that direct replacement costs can reach as high as
50%-60% of an employees annual salary, with total costs associated with turnover
ranging from 90% to 200% of annual salary".( David G. Allen,-2008).
But from a strategic prospective, some turnover is actually good, that when an
employee has lack of (KSAOs) competencies, it is good to leave, and be replaced
with more suitable replacement. (Heneman III, Judge, Muller-2012 with
modification).
The summary of the Cost & Benefits of Turnover can be exhibited from Table (1).
SEPARATION COSTS
Financial
HR staff time (exit interview, payroll administration, benefits).
Managers time (retention attempts, exit interview).
Accrued paid time off (vacation, sick pay).
temporary coverage (contingent employee, overtime for remaining
employees)
Other
Delays in production and customer service; decreases in product or
service quality.
lost clients.
Clients not acquired that would have been acquired if employee
had stayed.
Stiffer competition as employee moves to a rival company or forms
own business
Contagion (other employees decide to leave; for example, to join
defector at his/her new organization)
Disruptions to team-based work.
loss of workforce diversity
Replacement
Costs
new hires compensation
Hiring inducements (signing bonus, reimbursement of relocation
expenses, perks)
Hiring manager and unit/department employee time
orientation program time and materials
HR staff induction costs (payroll, benefits enrollment)

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Training
Costs
Formal training (trainee and instruction time, materials,
equipment).
on-the-job training (supervisor and employee time)
Mentoring (mentors time)
Socialization (other employees time, travel
Productivity loss until replacement has mastered job
BENEFITS OF TURNOVER
Hiring more performer employee.
New KSAOs & motivation.
Opportunity to restructure work unit.
Savings from not replacing employees.
Promotion Opportunity for others.
Replacement less expensive in salary & seniority-based benefits.
Table 2.1: The summary of the Cost & Benefits of Turnover
Source: Herbert G. Heneman, iiiand timothy A. Judge, Staffing Organizations (7e) - 2013

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2.7 Reducing Turnover
Reducing employee turnover is dependent on the total work environment you offer
for employees. These recommendations about reducing employee turnover are also
common-sense, basic and incredibly hard to find in organizations today.
The following list is to show ways to reduce voluntary turnover:
1. Select the right people in the first place through behavior-based testing and
competency screening. The right person, in the right seat, on the right bus is the
starting point. (Barrick, Zimmerman 2005).
2. At the same time, don't neglect to hire people with the innate talent, ability, and
smarts to work in almost any position even if you don't currently have the "best"
match available. Hire the smartest people you can find to reduce employee
turnover. (Schloss J. Gregory-2008).
3. Offer an attractive, competitive, comprehensive benefits package with components
such as life insurance, disability insurance and flexible hours.
4. Provide opportunities for people to share their knowledge on-the-job.
5. Demonstrate respect for employees at all times.
6. Offer performance feedback and praise good efforts and results to reduce employee
turnover.
7. People want to enjoy their work. Make work fun. Engage and employ the special
talents of each individual.
8. Enable employees to balance work and life.
9. Involve employees in decisions that affect their jobs and the overall direction of the
company whenever possible.
10. Recognize excellent performance, and especially, link pay to performance to reduce
employee turnover. Your key employees are motivated when their above-average
efforts are recognized and rewarded.
11. Base the upside of bonus potential on the success of both the employee and the
company and make it limitless within company parameters.
12. Recognize and celebrate success. Mark their passage as important goals are achieved.
13. Staff adequately so overtime is minimized for those who don't want it and people
don't wear themselves out.
14. Nurture and celebrate organization traditions.

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15. Provide opportunities within the company for cross-training and career progression.
16. Communicate goals, roles and responsibilities so people know what is expected and
feel like part of the in-crowd.
17. Finally, encourage employees to have good, even best, friends, at work.

2.8 Turnover at UST
Returning back to the assignment case study to analyze the voluntary turnover at
UST, from personal observations and from the interview the HR manager said; the
university faces turnover among academic staff can range from 20% to 30%, which
reflect a real problem should be solved.
Now we will try to make a report on selection function to advise UST later on how to
reduce turnover through selection to avoid seeing this letter submitted to you by a
talent employee you have.

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Employee Selection

This is the main part of this assignment, due to the report required in the
assignment to write a report on selection based on the interview with HR Manager,
and based on reading more than FIVE Articles & referencing to more than FOUR
Books covering selection related issues.

Writing the report requires general understanding on selection function as a whole
and integrated understanding on theoretical & practical issues developed from
questions & answers of the interview and from practicing the selection in the real
world, for that, this part will discuss the role of selection in the company, the
relationship between selection & performance / turnover of employee, the
quantifying of performance measurement, the considerations before deciding on the
selection tool, the using of selection tool to evaluate the strengths or weaknesses of
the candidate, deciding the eligibility for hiring based on the result of the selection
tool, ensuring that selection method is suitable to be applied at the company, how to
avoid negligent hiring, measuring the effectiveness of the selection method, and the
last but not least conducting post evaluation on the selection tools.

Finally, this chapter will be followed by a conclusion part to compare between the
theories discussed in this part and what is applied in the UST HR Department, the
employee Selection Part along with those conclusions will provide the student with a
strong base to deliver some useful recommendations to support HR current policies
& rules and to reduce the related problems like, negligent hiring, employee turnover
,,,etc.
Part Four

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CHAPTER THREE (Q2)
3.0 EMPLOYEE SELECTION
3.1 Definition of Selection
The selection is defined as "the process of choosing individuals with the correct
qualifications needed to fill jobs in an organization". (Mathis, Jackson-2010).
Another definition developed by (R. Wayne Monday 2014) stated that:
"selection is the process of choosing from a group of applicants the individual
best suited for a particular position and the organization".
From UST Prospective according to the answers of HR Manager & Policy
objectives, the student can develop this integrated definition on selection as: a
process of choosing the right person with right competencies and (KSAOs)
for the right available position after passing on the right set of tests and
fulfilling all the other position requirements.
The last definition is the summary for all process of selection, which covers and
integrated as much as can be done to match the individual with the position.

3.2 The Role of Selection in the Company (Q1)
As illustrated in Figure (1) it is clear that Selection occupies an important
position in Staffing Organizations Model which is considered as a core activity
of staffing. Selection through applying its measurements & tests for selecting
employees from external or internal sources is contributing in meeting HR &
organization Strategies with supplying the organization with strategic staff to
achieve strategic objectives.
Furthermore, Selecting the right candidate requires identifying the specific skills,
knowledge and qualities you seek and desire in an employee. This can pertain to
the necessary skills and knowledge for the position itself, such as a specific
degree or certification, and the desired personal qualities, such as a preference to
hire employees with good moral and ethical standards. Other important parts of
the selection process include conducting any necessary aptitude tests and
conducting a thorough background check to ensure the employee meets the basic
qualifications of both the position and the company.

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From UST Prospective according to the answers of HR Manager & Policy objectives, the
role of selection in UST is to:
a) To hire the best employees & competencies and to retain them, to gain
a competitive advantage in the competitive world.
b) To retain the distinguished employees to create the employment
stabilizing for both the university and the employees.

Figure (3.1): The Role of Selection in Organization.
Sources: Herbert G. Heneman, iiiand timothy A. Judge, Staffing Organizations (7e) - 2013

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3.3 Selection Process (All Qs)

The selection process typically begins with the preliminary screening. Next,
applicants complete the firms application for employment or provide a rsum.
Then they progress through a series of selection tests, one or more employment
interviews, and pre-employment screening including background and reference
checks. The hiring manager then offers the successful applicant a job, subject to
successful completion of a medical examination. An applicant may be rejected at
any time during the selection process. Figure (3.2) will illustrate the streaming of
selection process steps
External Environment
Internal Environment.

Recruited Individual
Preliminary Screening
Review of Applicants
& Resumes
Selecting Tests
Employment Interviews
Screening Background
& References Checks
Selection Decision
Physical Exam
Employed Individual
R
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e
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The above mentioned process is the traditional process for selection. Nowadays,
and based on articles reading, there is a model for selection called A fuzzy model
for competency-based employee evaluation and selection developed by; (Adem
Golec, Esra Kahya 2007).
To understandably show the proposed fuzzy model for competency-based
employee evaluation and selection framework, a procedure regarding stage-by-
stage unification is first presented:
Stage 1. Form an evaluation and selection hierarchy for having the right people in
the right jobs.
Stage 2. Establish a heuristic algorithm based on the use of fuzzy linguistic
variables to characterize the com-petency of available employees to satisfy a
common set of an organization goal.
Stage 3. Develop a fuzzy rule-base system based on the competency factors to
determine and select the best employee according to his/her score.
Stage 4. Discuss the results and make the final decision to select the employee.

(Adem Golec, Esra Kahya 2007) have proposed that employee selection
framework has the following advantages:
The hierarchical structure is consistent with organization goals and strategies.
The decision makers can recognize the relationships among different goals and
evaluate their influence by modeling them to the hierarchical structure.
The decision-makers can decompose the compound employee selection problem
into simpler and more logical judgments of the factors.
The model is flexible enough to integrate extra factors in the evaluation.
The model assesses corporate factors and guidance based on the organization
goals. It cannot only reduce costs during selection phase, but also diminish the
conflict and hidden costs in the implementation stage.
Figure. (3.3) illustrates a flowchart for the employee evaluation and selection
procedure.

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Figure 3.3: A flowchart for the employee evaluation and selection procedure.

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3.4 Predicting & Measuring Performance / Turnover Throughout Employee
Selection, (Q2 & 3)
As mentioned in the second question of question TWO of HRM the assignment,
the relationship between selection & performance / turnover of employee is an
important issue to be discussed theoretically after this question being answered by
YES by UST-HR Manager.
When making hiring decisions, organizations historically have focused on
determining which job candidate will likely be the best performer. As it becomes
more difficult to retain employees, organizations have also started to try to
determine which candidates are most likely to stay with the organization. These
two determinations must be developed at selection process by determining set of
tests and methods to predict employee performance and voluntary turnover
before the employee being hired.
Murray Barrick and Ryan Zimmerman, in their Research Article Hiring for
Retention and Performance" April 2009, which was a development of their
previous Research Article titled as " RESEARCH REPORTS, Reducing
Voluntary, Avoidable Turnover Through Selection," -2005," highlighted this
issue in their articles and evaluated the usefulness of several pre-hire variables to
predict voluntary turnover and job performance.
In their last article they found these findings which enable the general using of
personality, biographical, aptitudes, attitude and other tests to predict both the
performance and turnover of employee before they have been hired.
Those findings and hypotheses will be summarized here with some
modification:-
1. Employees who have greater pre-hire embeddedness in the organization
will be (a) more likely to remain with their current employers and (b) better
performers than those with lower embeddedness.
2. Employees who had greater habitual commitment to their former
employers (Longer Tenure) will be (a) more likely to stay with their current
employers and (b) better performers than those with less commitment.
3. Employees with higher confidence will be (a) more likely to stay with the
organization and (b) better performers than those with lower confidence.

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4. Employees who are more motivated to obtain the job will be (a) more likely
to stay and (b) better performers than those who are not as motivated.
5. Employees who are more conscientious will be (a) more likely to stay with
the organization and (b) better performers than those who are less
conscientious.
6. Employees who are more emotionally stable will be (a) more likely to
remain with the organization and (b) better performers than those who are less
stable.
7. The impact of more pre-hire embeddedness, attraction, and confidence on
turnover and performance will be greater earlier in employees job tenure than
later in their tenure.

About the relationship between selection and turnover only, (Barrick, Zimmerman
2005) confirmed that (1) biodata (Biographical Methods), (2) clear-purpose
attitudes and intentions, and disguised-purpose dispositional retention scales
predicted voluntary, avoidable turnover.
Throughout their study, they improved these valuable hypotheses:-

1. Employees who had a longer tenure with their immediate former employers
will be more apt to stay with their current employers than employees who had
a shorter tenure with their previous employers.'

2. Employees who were referred by current employees will be more likely to
remain with their current employers.

3. The more friends and family employees had at the current organization at the
time of hire, the more likely they are to remain.

(Barrick, Zimmerman 2005) used biodata methods like (background checks,
Application Forms, tenure in previous job, referring by a family member or
friend working in the company, and etc) to approve the above hypotheses.
4. Employees who have a greater intent to quit prior to hire will be more apt to
do so than those who are not intending to quit.

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5. Employees with a greater desire for the job will be less likely to quit than
those who do not have as much desire for the job.

The Attitudes and Behavioral Intentions methods used to approve these two
hypotheses which predict the possibility of employee turnover.

6. Employees with higher self-confidence will be more likely to stay with the
organization than those with lower self-confidence.

7. Employees who are more decisive will be more apt to stay than those
employees who are not as decisive.

Two disguised-purpose dispositional scales expected to have important
relationships with turnover are self-confidence and decisiveness used to
approve the last hypotheses.

For the relationship between selection and performance, it is obvious
that one of the most important function of selection is to measure and predict the
performance of the candidate, this measurement and prediction utilize many
selection tests such as:

3.4.1 Performance Tests & Work Samples
Performance Tests are mechanism to assess actual performance rather than
underlying capacity or disposition. (Heneman III, Judge, Muller-2012 with
modification) (e.g., fix a car, teach a class, type a document),
The potential uses of these selection measures are quite broad in terms of job
content & skill level.
There are some types of Performance Tests & Work Samples as follows:-
a) Work Sample Tests,
are Actual job tasks used in testing applicants' performance
which require an applicant to perform a simulated task that is a
specified part of the target job. Requiring an applicant for an

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administrative assistants job to type a business letter as
quickly as possible would be one such test.
For example, an in-basket test is a work sample test in which a job
candidate is asked to respond to memos in a hypotheti-cal in-basket that
are typical of the problems experienced in that job.
b) Situational Judgment Tests: These tests are designed to assess an
applicants judgment regarding a situation encountered in the workplace.
c) Management Assessment Centers: provide simulations in which
candidates perform realistic management tasks under the observation of
experts who appraise each candidates potential. Simulated exercises
include in-basket, leaderless group discussion, management games,
individual presentations, objective tests, and interviews.
d) Situational Testing And Video-Based Situational Testing: which
typically present the candidate with several scenarios, each followed by a
multiple-choice question.
e) Computerized Multimedia Candidate Assessment Tools: are systems
specifically designed for each company to measure any type of skill or
ability.
f) Realistic Job Previews: Being explicit about work schedules,
preferences, and other job standards at the point of interview can help
reduce turnover later.

3.4.2 Personality Tests
Personality Tests are used to assess characteristics such as attitude,
motivation, and temperament & measure basic aspects of an applicants
personality, such as introversion, stability, and motivation.
At one time Personality Tests were not perceived as a valid selection method.
Today, however most research reach most positive results about the role of
personality tests in predicting performance. (R.M. Guion & R.F. Gottier,
1965).
Personality Tests predicting performance by correlating with job performance
in a number of areas. Different traits are predictive of different jobs.

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3.4.3 Structured Performance-Based Interviews
Because of that many companies that rely heavily on the interview for their
selection decisions, while some types of structured behavioral and
competency interviews can be problematic and may result in missing out on
hiring the best person for the job. It's important to understand the limitations
of these types of interviews and how you can effortlessly overcome and
"upgrade" them by using performance-based interviews.

3.4.4 Ability Tests
Tests that assess an individuals ability to perform in a specific manner are
grouped as ability tests. These are sometimes further differentiated into
aptitude tests and achievement tests. (Mathis, Jackson-2010)
There are types of ability tests as follows:-
a) Cognitive Abilities Cognitive tests include tests of general
reasoning ability (intelligence) and tests of specific mental abilities
like memory and inductive reasoning.
1. Intelligence tests are tests of general intellectual abilities ranging
from memory, vocabulary, and verbal fluency to numerical ability.
2. Specific cognitive abilities (aptitudes) include inductive and
deductive reasoning, verbal comprehension, memory, and
numerical ability.
b) Motor and Physical Abilities Employers may use various tests to
measure such motor abilities as finger dexterity, manual dexterity, and
reaction time. They may also want to measure such physical abilities
as static strength, dynamic strength, body coordination, and stamina.

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What HRD at UST practices according to the answers of HR Manager & Policy
objectives, is that; the selection is related to performance of employees rather than the
turnover of employees, which reflects a real problem of spending efforts, time & money
for hiring employee without taking in considerations the period of time those employees
will stay working for the organization.
From the prospective of quantifying the performance measurements in HRD selection
Procedures, it is obvious that they concentrate on the traditional job-related, motor
physical, performance tests, biographical tests, and interviews with candiadtes, which
are a good methods but those methods should be improved to the extents of hiring
employees for educational purposes, not just hiring employees to do what they are
ordered to do.

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3.5 Selection Methods' Considerations (Q4)

There are many issues which need to be considered before the management
decide on the selection tool these issues are:-
Standardization: Uniformity of procedures and conditions related to
administering tests (R. Wayne Monday 2014).
On the other hand, it is the degree to which a validity of a selection method
established in one context extends to other context.

Objectivity: Condition that is achieved when everyone scoring a given test
obtains the same results.

- Objective measures are rules used to assign numbers to attribute are
predetermined, communicated, and applied through a system. While;
- Subjective measures are scoring system is more elusive, often involving a
rater who assigns the numbers. (Heneman III, Judge, Muller-2012 with
modification).
From that point of view, it is important for a tool to be objective not
subjective.

Norm: Frame of reference for comparing an applicants performance with that of
others. (R. Wayne Monday 2014).
With nominal scale a given attribute is categorized and numbers are assigned to
categories.

Reliability:
The term reliability refers to consistency. Assessment reliability is demonstrated
by the consistency of scores obtained when the same applicants are reexamined
with the same or equivalent form of an assessment (e.g., a test of keyboarding
skills). No assessment procedure is perfectly consistent. If an applicants
keyboarding skills are measured on two separate occasions, the two scores (e.g.,
net words per minute) are likely to differ.

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Reliability reflects the extent to which these individual score differences are due
to true differences in the competency being assessed and the extent to which
they are due to chance, or random, errors. Common sources of such error include
variations in:
Applicants mental or physical state (e.g., the applicants level of
motivation, alertness, or anxiety at the time of testing).
Assessment administration (e.g., instructions to applicants, time limits,
use of calculators or other resources).
Measurement conditions (e.g., lighting, temperature, noise level, visual
distractions).
Scoring procedures (e.g., raters who evaluate applicant performance in
interviews, assessment center exercises, writing tests)
A goal of good selection test is to minimize random sources of error. As a
general rule, the smaller the amount of error, the higher the reliability.
Reliability is expressed as a positive decimal number ranging from 0 to 1.00,
where 0 means the scores consist entirely of error. A reliability of 1.00 would
mean the scores are free of any random error. In practice, scores always contain
some amount of error and their reliabilities are less than 1.00. For most selection
applications, reliabilities above.70 are likely to be regarded as acceptable.
The practical importance of consistency in assessment scores is they are used to
make important decisions about people. As an example, assume two agencies use
similar versions of a writing skills test to hire entry-level technical writers.
Imagine the consequences if the test scores were so inconsistent (unreliable)
applicants who applied at both agencies received low scores on one test but much
higher scores on the other. The decision to hire an applicant might depend more
on the reliability of the assessments than his or her actual writing skills.
Reliability is also important when deciding which tool to use for a given purpose.

Validity:
Validity is defined as an Extent to which a test measures what it claims to
measure. (R. Wayne Monday 2014).
Or it refers to the relationship between performance on an assessment and

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performance on the job.
Validity is the most important issue to consider when deciding whether to use a
particular selection tool because a test that does not provide useful information
about how an individual will perform on the job is of no value to the
organization.
There are different types of validity evidence. Which type is most appropriate will
depend on how the assessment method is used in making an employment
decision. For example, if a work sample test is designed to mimic the actual tasks
performed on the job, then a content validity approach may be needed to establish
the content of the test matches in a convincing way the content of the job, as
identified by a job analysis. If a personality test is intended to forecast the job
success of applicants for a customer service position, then evidence of predictive
validity may be needed to show scores on the personality test are related to
subsequent performance on the job.
The most commonly used measure of predictive validity is a correlation (or
validity) coefficient. (Heneman III, Judge, Muller-2012).
Correlation coefficients range in absolute value from 0 to 1.00. A correlation of
1.00 (or -1.00) indicates two measures (e.g., test scores and job performance
ratings) are perfectly related. In such a case, you could perfectly predict the actual
job performance of each applicant based on a single test score. A correlation of 0
indicates two measures are unrelated. In practice, validity coefficients for a single
assessment rarely exceed .50. A validity coefficient of .30 or higher is generally
considered useful for most circumstances (Biddle, 2005).
When multiple selection tools are used, you can consider the combined validity of
the tools. To the extent the selection tools measure different job-related factors
(e.g., reasoning ability and honesty) each tool will provide unique information
about the applicants ability to perform the job. Used together, the tools can more
accurately predict the applicants job performance than either tool used alone. The
amount of predictive validity one tool adds relative to another is often referred to
as the incremental validity of the tool. The incremental validity of a test is
important to know because even if an test has low validity by itself, it has the

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potential to add significantly to the prediction of job performance when joined
with another measure.
Just as assessment tools differ with respect to reliability, they also differ with
respect to validity.
The following table (3.1) provides the estimated validities of various assessment
methods for predicting job performance (represented by the validity coefficient),
as well as the incremental validity gained from combining each with a test of
general cognitive ability.
Cognitive ability tests are used as the baseline because they are among the least
expensive measures to administer and the most valid for the greatest variety of
jobs. The second column is the correlation of the combined tools with job
performance, or how well they collectively relate to job performance.
The last column shows the percent increase in validity from combining the tool
with a measure of general cognitive ability. For example, cognitive ability tests
have an estimated validity of .51 and work sample tests have an estimated validity
of .54. When combined, the two methods have an estimated validity of .63, an
increase of 24%above and beyond what a cognitive ability test used alone could
provide.
Table 3.1: Validity of Various Assessment Tools Alone and in Combination

Source: Schmidt & Hunter (1998). Copyright 1998 by the American Psychological Association.

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3.6 Test Validation (Q5 & 6)
From Evidence-Based HR this process is important to evaluate the
strengths or weaknesses of the candidate by using the selection test,
the steps of test validation are:-

1. Analyze the job and write job descriptions and job
specifications.
2. Choose the tests that measure the attributes (predictors)
important for job success.
3. Administer the test selected to old or new employees for
concurrent and predictive validation.
4. Relate test scores and criteria through a correlation analysis,
which shows the degree of statistical relationship between (1)
scores on the test and (2) job performance.
5. Cross-validate and revalidate by performing Steps 3 and 4 on a
new sample of employees. Testing guidelines: 1) use tests as
supplements; 2) validate the tests; 3) analyze all your current
hiring and promotion standards; 4) keep accurate records; 5)
begin your validation program now; 6) use a certified
psychologist; and 7) test conditions are important.
3.6.1 Important Note: Avoide Bias
Bias usually occurs in two ways:
1. how the test measures the trait, and
2. the predictions made with the test results.
So, it is important for Employers to be careful to avoid bias
whenever possible.

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3.7 Utility Analysis (Q6 & 5)
Knowing the test is reliabe and valid is important, but one must also
consider the practical use of the test.
The practical use of the test is to decide that the candidate is eligible
for hiring based on the result of the selection tool.
By completing a utility analysis which shows the degree to which a
selection test improves the quality of those selected versus what decision
would have been made without it. Utility analysis usually includes the
1) validity of the measures, 2) a measure of job performance in dollars, 3)
the applicants average test scores, 4) the cost of the measure and 5) the
number of applicants tested and selected.

As HRD Manager mentioned in his answer that "the steps of selection process at
HRD is applied correctly, and the candidate achieved the required scores of the
tests, has the requirements mentioned in the job description and meet the
KSAOs required at job specification, HRD can decide or recommend that the
candidate is eligible for hiring for the opening position".
Furthermore, as (Lauren A. Rivera) mentioned in her Article titled; " Hiring
as Cultural Matching , American Sociological Association 2012" that:
"cultural similarities between employers and job candidates matter for
employers hiring decisions. Drawing from 120 interviews with employers as
well as participant observation of a hiring committee, I argue that hiring is
more than just a process of skills sorting; it is also a process of cultural
matchingbetween candidates, evaluators, and firms."
This provides another indicator "culture" for hiring somebody to do something.
She added, " Employers sought candidates who were not only competent but
also culturally similar to themselves in terms of leisure pursuits, experiences,
and self-presentation styles. Concerns about shared culture were highly salient
to employers and often outweighed concerns about absolute productivity."

Which is completely true specially in our culture and community.

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3.8 Negligent Hiring (Q8)
negligent hiring is "Liability a company incurs when it fails to conduct a
reasonable investigation of an applicants background, and then assigns a
potentially dangerous person to a position in which he or she can inflict harm." (R.
Wayne Monday 2014).
An important study and Article conducted by (Leonard Schloss and J. Gregory
Lahr), titled as Watch Your Back: Smart Hiring and Proper Background
Checks, Employee Relations Law Journal, Winter 2008,.
The study highlighted the Proper Background Checks for that employers can
substantially decrease the risk of such occurrences by methodically following a
lawful process that thoroughly screens all applicants, and by recognizing warning
signs indicating that a candidate is not an appropriate hire for the workplace.
(Leonard Schloss and J. Gregory Lahr) provided practices tips to avoid
negligent hiring and other liabilities can be held against the company involving
violence, theft, fraud, or other criminal or tortuous conduct, an employer must be
vigilant in the hiring process and adhere to a strict practice of fully evaluating
candidates for employment.
In the employment application, be sure to obtain the following information:
1. Whether the candidate is over age 18;
2. Whether the candidate can provide verification of his legal right to work in the
company;
3. The full name of schools attended, major, number of years attended, diploma,
or degree earned;
4. Prior and/or current employer contact information, name of supervisor,
position held, dates of employment, starting and ending salary, and reason for
leaving last five jobs or last ten years of work history, whichever is longer;
5. Whether the candidate has been convicted of a felony, and if so, obtain details,
but advise the candidate that a felony conviction or pending criminal charges
will not necessarily disqualify him or her from employment;
6. Whether the candidate, with or without reasonable accommodation, can
perform the essential functions of the job applied for; and

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7. Signature certifying that the information is true and correct and that any
misrepresentation, falsification, or material omission may result in failure to
receive an offer of employment or, if hired, in dismissal from employment.
Along with the application, be sure to have the candidate sign a con-sent form
permitting a reference check and releasing both the hiring employer and former
employers from liability resulting from the ensuing exchange of information. (The
release should be drafted broadly so that it includes not only those references
listed in the application, but all pertinent contacts.)

When checking references, advise the reference of any applicable immunity
statutes, particularly now that many states have enacted reference checking
immunity laws protecting employers from civil liability when giving references in
good faith. A reference will appreciate knowing that he or she is protected from
liability by providing honest information regarding the candidates company
history, and may be more open and revealing with the information he or she
provides about the candidate.
During the reference-checking process, document all contacts and attempts, even
if unsuccessful. Always try to reach the direct supervisor rather than the Human
Resources (HR) department, but if the supervisor is not available at least contact
HR to verify factual information.
When speaking to the reference, sound conversational and not as though a
checklist is being followed, and take notes during the conversation, but do not
advise that you are doing sothe reference likely will be more forthcoming if the
conversation feels casual. Be sure to not ask about any protected information, and
always conclude by asking if there is anything else the reference can share about
the candidates work background.
When conducting a more comprehensive background check and using a vendor to
do so, be sure to obtain written consent from the candidate and provide him or her
with a clear and conspicuous written disclosure that a background report may be
requested. If a consumer report is generated and adverse action will be taken as a
result of the contents of the report, provide the candidate with a copy of the report
and a statement of his or her rights prepared by the FTC. If the candidate contends

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that the report is inaccurate or incomplete, he or she has the opportunity to
contact the employer and the CRA to dispute or explain what is in the report.
If the adverse employment decision is final, send the candidate a Notice of
Adverse Action informing him or her that a final decision has been made and
containing information required by FRCA, including a copy of the report, a
summary of his or her rights, and a cover letter. After a reasonable period of time
has expired (approximately one week), the adverse decision may become final.

From the above tips, it is clear that negligent hiring and its similarities is a
liability can be prevented by practicing EFFECTIVELLY the above tips which are
based on and part of selection process.

For UST HRD practices a great deal from the above mentioned tips but it is not
enough to avoid negligent hiring, so they have to be smarter in practicing
selection methods.

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Talent Management

Human resource is one of the most important keys to the success of a business.
How a business is running very much depends on staff management and
recognizing potential in employees. It, therefore, is very important task for an
organization to understand the behavior of a staff and rightly assess their skills in
order to build up a pool of highly skilled and efficient professionals who are capable
to take the business to a new height. And it is not a rocket science with a number of
training institutions offering many programs designed especially for senior level
executive s and managers endowed with task of managing human resource.
This assignment is dedicated this small part to discuss issue related to managing
talent in companies for sustaining their success.

Part Five

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CHPTER (4)
4.0 TALENT MANAGEMENT
4.1 Definition & nature of Talent Management
Talent is only talent if you can use it. This implies that talent has a direct
relationship to business performance which makes it a strategic asset for future
success.
Organizations struggle to crystallize in a meaningful way what they mean by
talent. According to classical management theory, in order to make something a
strategic asset, it must be:
> Valuable
> Differentiating
> Hard to imitate.
The move from personnel to human resources was part of a struggle by
organizations to make their human capital a strategic asset. Most modern western
organizations have a number of intangible asset classes that they deliberately try
to grow into strategic assets, including intellectual property, brands and,of course,
their human resources. Most corporate reports thank and extol the virtues of their
employees, but in practice the old claim that people are our most important
asset is wrong. According to Collins(2001), people are not your most important
asset: The right people are
So, Talent management is the use of an integrated set of activities to ensure that
the organization attracts, retains, motivates and develops the talented people it
needs now and in the future. (Michael Armstrong, 10e. 2006). As shown in Figure
(1.4),

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4.2 Benefits of Talent Management

Talent Management helps enterprises identify, develop, evaluate, motivate, and
retain workers who have the competencies the enterprise needs to meet its
business objectives.
The key Talent Management functions include goal management, competency
management, performance appraisals, career and development planning, and
performance management.
Using these functions, enterprises can:
Set high-level strategic goals and cascade these goals down throughout the
enterprise. This ensures that individual objectives are aligned and synchronized
with the enterprise goals.
Set up a competency model that is fully integrated with the performance appraisal
process, enabling managers to evaluate workers competency levels and suggest
areas for growth.
Conduct performance appraisals to evaluate individual workers based on goal
accomplishments and competency attainments. Managers can assess workers
consistently, identify competency gaps and training needs, and take informed
decisions concerning compensation.
Establish a complete performance management process that supports goal setting
and performance assessment at the enterprise level, and promotes the ability to
continually analyze and develop strategies to optimize worker performance.
Develop career paths and development plans across the organization to ensure
career path progression and to motivate and retain valuable workers.

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4.3 The Elements Of Talent Management
The elements of talent management and their interrelationships are shown in Figure (2.4)
Talent management starts with the business strategy and what it signifies in terms
of the talented people required by the organization. Ultimately, its aim is to develop
and maintain a talent pool consisting of a skilled, engaged and committed workforce.
Its elements are described below.
Figure (2.4): The elements of Talent Management.
Source: Michael Armstrong, 10e. 2006.

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4.4 Succession Planning

'Angela Hills' on her research article title as "
Succession planning or smart talent management-
2008" asked this question: What exactly is succession
planning?
The answer was; Some consider it similar to the royal line of succession to the
throne planning who will be the next senior team. For others it spreads wider
and deeper in the organization helping people cross-skill so there is a well-
equipped pool of suitably experienced talent for internal recruitment. For some it
is more of an organization-wide strategy that is focused on ensuring the
organization is future-proofed it will have the right skills in place to be able
to grow and perform in a future that is increasingly unpredictable.
It is all these things but to simplify, it is doing all you can to ensure you have
the right people in the right jobs at the right time.

4.5 Techniques of Succession Planning
(Angela Hills-2008) identified five important techniques in making succession
strategy work:-
1. Flex with the future.
2. The 3Cs of fit: competence, connection and culture.
3. The magic is in the mix; of three things (Experience - Outside/executive
coaching - Formal learning experiences).
4. Involve the talent in the planning.
5. Cast a wider net.
From this article's tips, what UST does with its Talent employees is OK, but it should be
improved to avoid both BAD PERFOROMANCE & TURNOVER.

THANK YOU
THE END

Page 52


Table of References

1. Angelina Hills, " Succession planning or smart talent management" The
research quoted is in the global Blessing White survey report The State of
Engagement 2008.
2. Robert Grossman, Hiring to Fit the Culture, HR Magazine, February 2009, 41
50.
3. Murray Barrick and Ryan Zimmerman, Hiring for Retention and Performance,
Human Resource Management, MarchApril 2009, 183206.
4. Martha Frase, Smart Selections, HR Magazine, December 2007, 6367.
5. Adem Golee & Esra Kahya, " A fuzzy model for competency-based employee
evaluation and selection," Computers & Industrial Engineering 52 (2007),.
6. Adrian Furham, " HR Professionals Beliefs About, and Knowledge of,
Assessment Techniques and Psychometric Tests," International Journal of
Selection and Assessment, Sep-2009,.
7. Murray Barrick and Ryan Zimmerman, RESEARCH REPORTS, Reducing
Voluntary, Avoidable Turnover Through Selection," American Sociological
Association, 2005,.
8. Jack Welch and Suzy Welch, Hiring Is Hard Work, BusinessWeek, July 7,
2008, 80.
9. Nic Paton, Half of Hiring Decisions a Mistake, Say Managers, October 7, 2008,
www.management-issues.com; Ann Howard and Jehanna Johnson, If You Were
a Tree What Kind Would You Be? Development Dimensions International
White Paper, 2008, 111.
10. Leonard Schloss and J. Gregory Lahr, Watch Your Back: Smart Hiring and
Proper Background Checks, Employee Relations Law Journal, Winter 2008, 46
71.
11. Lin Grensing-Pophal, Hiring Inside or Out, Human Resource Executive Online,
November 10, 2009, www.hreonline.com 13.
12. Biddle, D. (2005). Adverse Impact and Test Validation: A Practitioners Guide to
Valid and Defensible Employment Testing.Burlington, VT: Gower Publishing.

Page 53

Books
1. Al-Awdy Najat, "the reality of recruitment system at UST' Master Thesis" 2009.
2. R. Wayne Monday & J. Bandy " Human Resource Management, 13e", 2014.
3. Herbert G. Heneman, iiiand timothy A. Judge, "Staffing Organizations (7e)" 2013.
4. Dessler, Gary " Human Resource Management, 13e", 2013.
5. EUA Guide "Managing The University Community: Exploring Good Practice",
2007.
6. Michael Armstrong, " Human Resource Management & Practices, 10e". 2006.
7. "The Employee Guide", USTY, First Ed-2014.
8. "The Memorandum of HR Policies & Rules", USTY, Sep-2013.

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