HUMAN RESOURCE

MANAGEMENT

RECRUITMENT
AND
SELECTION
AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

 Understand and Differentiate between strategic

recruitment and selection.
 Identify the dual goals of recruiting.
 Comprehend recruitment process from organizational as
well as individual perspective.
 Identify what strategic decisions are involved in recruiting.
 Explain the major recruitment methods and analyze their
advantages and disadvantages.
 Identify the basic selection criteria.
 Design and administer an effective selection process.
 Evaluate the three methods e.g., information gathering,
tests and interviewing used in employee selection.
 Appreciate varied contemporary interviewing techniques
used by interviewers.
 Design interview form and evaluation matrix.
 HUMAN RESOURCE
MANAGEMENT

BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified candidates for

a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-

select themselves out.
 RECRUITMENT IS A TWO
WAY STREET

Applicants are Looking

Organization is Looking
for the Potential
for a Qualified RECRUITMENT Emplacement
Applicants
Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal

Acquire Employment Experience
or external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during Selection

Make Offer
process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 STRATEGIC RECRUITING
DECISIONS
 How Many Employees Needed
HR PLANNING  When Needed
DECISIONS  KSAs Needed
 Special Qualifications

 Where to Recruit: Internal/External

STRATEGIC  Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS  Nature of Job Requirements

DECISIONS ON
RECRUITING  Advertising Choices
SOURCES/METHODS  Recruiting Activities
 STRATEGIC RECRUITING
DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous,
predictable, and scheduled employment of six
1. REGULAR EMPLOYMENT months' duration or longer. Regular employment
may be full time or part time.
Full-time employment consists of a regular schedule
of 37.5 hours per week. Part-time employment
2. FULL-TIME OR PART-TIME consists of a regular schedule of less than 37.5 hours
per week.
Perform specific services on a contract basis used in a
3. INDEPENDENT
number of areas, including building maintenance,
CONTRACTORS security, and advertising/public relations.
An employer signs an agreement with an employee
leasing company, after which the existing staff is
hired by the leasing firm and leased back to the
4. PROFESSIONAL EMPLOYER company. For a fee, a small business owner turns his
ORGANIZATIONS AND or her staff over to the leasing company, which then
EMPLOYEE LEASING writes the paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the required
records.
 STRATEGIC RECRUITING
DECISIONS Cont . . .

This is based on “try before you buy”

approach . Employers who use temporary
employees can hire their own temporary staff
5. TEMPORARY WORKERS
or use agencies supplying temporary workers.
Such firms supply workers on a rate-per-day
or per-week basis.
Seasonal employees are hired to work on a
part-time basis by companies that need extra
6. SEASONAL EMPLOYEES
help during a particular season, typically the
Christmas season or crops harvesting.
SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT

Job Posting &

Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .

INTERNAL SOURCES
ADVANTAGES DISADVANTAGES

 Morale of Promotee  Inbreeding

 Better assessment of abilities  Possible morale problems of
 Lower cost for some jobs those not promoted
 Motivator for good performance “Political” infighting for
 Causes a succession of promotions
promotions  Need for management-
 Have to hire only at entry level Development program
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Labor
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
SOURCES OF RECRUITMENT Cont . . .

EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES

 New “blood” brings new  May not select someone who will
perspectives “fit” the job or organization
 Cheaper and faster than training  May cause morale problems for
 Professionals internal
 No group of political supporters in  Candidates not selected
company  Longer “adjustment” or orientation
 Organization already time
 May bring new industry insights
INTERNET RECRUITING METHODS

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer Web
Sites
 INTERNET RECRUITING
METHODS Cont . . .

ADVANTAGES DISADVANTAGES
 Cost savings  More unqualified applicants
 Time savings  Additional work for HR staff
 Expanded pool of applicants members
 Many applicants are not
seriously seeking employment
 Access limited or unavailable to
some applicants
 RECRUITING EVALUATION

Quantity of Quality of
Applicants Applicants

As the goal of a good recruitment In addition to quantity, the issue arises

program is to generate a large pool as to whether or not the qualifications of
of applicants from which to choose, the applicant pool are sufficient to fill
quantity is a natural place to begin the job openings. Do the applicants meet
evaluation job specification and do they perform
the jobs well after hire?

Evaluating Recruiting
Yield Ratio
Costs and Benefits
In a cost/benefit analysis to evaluate
recruiting efforts, costs may include both
A comparison of the number of
direct costs (advertising, recruiters’
applicants at one stage of the salaries, travel, agency fees, telephone)
recruiting process to the number at and the indirect costs (involvement of
the next stage. operating managers, public relations,
image).
 RECRUITING EVALUATION Cont . . .

Using Yield Ratios to Determine Needed Applicants:

300 Applicants
Initial Contacts/Final Interview
(Yield ratio = 3:1)

100 Final Interviews

Final Interview/Offers
(Yield ratio = 2:1)

50 Offers
Offers/Hires
(Yield ratio = 2:1)

25 Hires
CONSTRAINTS ON RECRUITMENT

Image of the
Company

Attractiveness of
Job

Internal
Organizational Policy

Recruitment Cost
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT

SELECTION
 SELECTION

1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.

Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.
 BASIC SELECTION
CRITERIA

Formal Education

Experience and Past Performance

BASIC
SELECTION
CRITERIA Physical Characteristics

Personality Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Failed to complete job
application or failed job Passed
specification
Employment test
Failed Test
Passed
Passed Conditional job
Comprehensive interview
offer
Failed to impress
interviewer and / meet
job expectations
Background Examination
Problem if required
encountered
Passed
Reject Applicant
Medical/physical examination if
Unfit to do essential required (conditional job offer
elements of job Able to perform
essential elements
of job

Permanent job offer

 Recruitment for
permanent & Recruitment & Selection Process
temporary employees
(Telenor)
Offer
Acceptanc
Assessme
6-8 weeks nt center, e
Consist of 7 test &
key elements interviews Yes No

Recruitment If offer is not

Identify
forwards accepted,
Candidate the accepted recruitment
hiring need
Finalizatio
and
n & offer
offer to reserves the

s
Ye
prepare concerned right to
approval
hiring plan
regional withdraw
operations. offer
Prepare
Job Yes
No Offer
Description
placem
ent

Sourcing
Offer email is Recruited
and
sent to
vacancy
selected or
announc
ement
candidate Rejected

Screen
and
shortlist
applicants
 SELECTION METHODS
The Three most Common Methods
used are:

1. Testing

2. Gathering Information

3. Interviewing
 SELECTION METHODS Cont . . .
1. TESTING
Tests measure knowledge, skill,
and ability, as well as other
characteristics, such as personality
traits.

TESTING TYPES

Work
Cognitive Personality Physical Integrity
Ability Test Ability Test
Drug Test Sample
Test Test Testing
 SELECTION METHODS Cont . . .

1. Cognitive Ability Testing 2. Physical Ability Testing

It measures the learning,

It assesses muscular
understanding, and ability
strength, cardiovascular
to solve problems. e.g. TESTING endurance, and
Intelligence Tests. TYPES
coordination.

3. Personality Testing

It measures the patterns of

thought, emotion, and
behavior. e.g. Myers
Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

Normally requires
It is designed to assess
applicants to provide
the likelihood that TESTING
TYPES required sample that is
applicants will be
tested for illegal
dishonest or engage in
substances.
illegal activity.

5. Work Sample Testing

Measures performance on
some element of the job.
 SELECTION METHODS Cont . . .

TEST
SAMPLE
 SELECTION METHODS Cont . . .

2. INFORMATION GATHERING:
Common methods for gathering information include
application forms and résumés, biographical data, and
reference checking.
 SELECTION METHODS Cont . . .
 Generally ask for information such as
Application address and phone number, education, work
experience, and special training.
Forms and
Résumés  At the professional-level, similar information
is generally presented in résumés.

Biographical  Historical events that have shaped a

Data person’s behavior and identity.

 Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
Checking about the applicant Issues with reference
checking
 SELECTION METHODS Cont . . .

3. INTERVIEWS:
 The interview is the most frequently used
selection method.
 Interviewing occurs when applicants
respond to questions posed by a manager
or some other organizational
representative (interviewer).
 Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.
 SELECTION METHODS Cont . . .

Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
 SELECTION METHODS Cont . . .
1. Structured 2. Unstructured
Interviews Interviews
Uses a list of predetermined
questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured interviews.

SITUATIONA BEHAVIORAL
L INTERVIEW INTERVIEW • This allows the interviewer
• In which the to probe and pose different
interviewer asks • In which the sets of questions to different
questions about questions focus applicants.
what the on the
applicant would applicant’s
do in a behavior in past
hypothetical situations.
situation
 SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
 SELECTION METHODS Cont . . .

INTERVIEW QUESTION
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION FORM

 Kohinoor Mills Ltd.

 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

KOHINOOR
MILLS LTD.
 SELECTION METHODS Cont . . .

WATEEN
TELECOM
 SELECTION METHODS Cont . . .

FAUZ
 SELECTION METHODS Cont . . .

COMMON INTERVIEWING
MISTAKES

Snap Judgments Negative Emphasis

Halo Effect Horn Effect

Biases Cultural Noise

 Organizational Promotions &
Internal Job Posting
Attract the Qualified CHAPTER : 3 Data Base Transfers
Applicants Recruitment
Recruitment Sources Employee Employee Re-recruit Former
Encourage Unqualified Goals Focused Referrals Employee
Applicants to self select
Colleges & Professional Employee
themselves out External Universities Organizations Leasing
Organization is looking
Recruitment
Sources Unsolicited Media Sources Placement
for a Qualified Applications & Job Fairs Agencies
Applicants Recruitment
(2 way process) Internet
Applicants are also RECRUITMENT Recruitment Employer Web
looking for the Job Boards
Sources Sites
Opportunities
Regular vs. Recruiting Quantity of Quality of
Budgeting Yield Ratio
Flexible Evaluation Applicants Applicants
Strategic
Recruitment Image of the Attractiveness
Organizational Internal vs. Constraints on Company of Job
vs. Outsourcing External
Decisions Recruiting
Internal Org. Recruitment
Recruitment Policy Cost
&
Selection
Formal Experience and Cognitive Personality Physical
Education Past Performance Basic Selection Ability Test Test Ability Test
Physical Criteria Testing
KSA Work Sample
Characteristics Integrity Test Drug Test
Test
Personality Other
Characteristics Characteristics Application Biographical
Resumes
Information Forms Data
 Initial Screening
Gathering Reference Defamation of Negligent
 Completed Application Checking Character Hiring
 Employment Test
SELECTION
 Comprehensive Interview Selection Structured Situational Behavioral
 Conditional Job Offer process Interviews
Unstructured
 Background Examination
 Medical or Physical
Examination
 Permanent Job Offer Common Snap Judgments Halo Effect Horn Effect

Management Interviewing Negative

Cultural Noise Biases
Gathering Mistakes Emphasis
Testing
information Selection Quality Circle
Interviews Methods
 THOUGHT OF THE DAY

“If an HR person is trying to choose

people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.