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Security Management
home page > Unit 5: Recruitment & selection
Employment Laws (continued)
Age
Discrimination in Employment Act of 1967
Makes it illegal for employer to discriminate against individuals
between 40 and 65 on the basis of age except where age is considered
a bona fide occupational qualification based on reasonable factors
other than age.
- person must show employer uses mandatory retirement policy or has age-based hiring policy,
- s/he is 40 or older
- was denied employment on basis of age, would have met job qualifications.
- employer must show that age limit is reasonably necessary to essence of the business, that all or substantially all individuals excluded from the job are in fact disqualified
- or that some individuals excluded have a disqualifying trait that can't be ascertained except by reference to age.
- Two standards:
- Tamiami standard: 2-prong tests of whether job qualification is reasonable: considers safety in determining whether the qualification is reasonably necessary and 2nd: employer must show it had reasonable cause of factual basis to believe all or substantial number of older employees have traits precluding safe job performance
- Another is that it would be impractical or impossible to test reliability on an individual basis related to employee's ability to perform safely
- second standard: Hodgson standard: bases the policy on reasonable belief that increased age increases risk of harm
- both standards based on premise that overriding safety factors (in context of bus drivers) minimize level of proof required to establish a BFOQ
Establishing a Recruitment & Selection Program
Delegate Responsibility:
HR department or people
from the unit that has the openings will usually do recruiting.
"The selection of a recruitment officer is paramount to a successful hire." One way to improve success is if that person has characteristics identified as the most important attributes the candidate should have.
Job Analysis:
systematic and thorough study of
specific tasks related to the position.
Why do you suppose this is an important
part of the process?
It's necessary to construct the job descriptions and to select
employees. The process sharpens your thinking about exactly what
the person's role should be, sets expectations for him/her, etc.
If the job isn't well defined, you may recruit the wrong person,
and/or s/he will become disenchanted. This step is an opportunity
to look at the organization's overall needs and how the new recruit
can play a critical role in achieving the goals.
Job activities divided into 3 main areas:
- task
deals with work done and why it's done - behavioral
behaviors occurring on the job - abilities data
underlying skills or knowledge worker needs for satisfactory performance
Next step is to rank these tasks according to their relative importance, and create a test to measure the abilities needed for success on the job.