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Recruitment and Selection

Recruitment Schuler, Randall S (1987) defined Recruitment as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organization can select each other in their own best short and long term interests.

Recruitment and Selection are vital processes for a successful organization, having the right staff can improve and sustain organizational performance (Petts, 1997).

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Recruitment and Selection are conceived as the processes by which organizations solicit, contact and interest potential appointees, and then establish whether it would be appropriate to appoint any of them. (Sisson, 1994).

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Recruiting is seen as a positive process of generating a pool of candidates by reaching the right audience, suitable to fill the vacancy (Leopold, 2002).

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Reason to work with us: Fast-track Career Progression Young , Energetic & Flexible Environment Excellent learning Potential Dignity of Labor World class Training Systems Global Exposure Good Benefits

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Internal Factors
Recruitment Policy of the Org Size of the org & the Number of Employees Employed Cost Involved in Recruitment Growth & Expansion Plans of the Org.

External Factors
Supply & Demand of Specific Skills in the Market Political & Legal considerations such as Reservations of jobs for reserved Categories Companys Image Perception by the Job Seekers.

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Sex Discrimination Act 1975 (amended 1986) Race Relations Act 1976 (amended 2000) Equal Pay Act 1970 (amended 1983 to include work of equal

Disability Discrimination Act 1996 Directives from the EU

An organization will take account of a number of factors when forming its recruitment plans and choice of media.

Cost Time taken to recruit and select Labour market focus, for example:

skills, profession or

Mobility of labour geographic and occupational Legislation on sex discrimination, race discrimination and

Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:

The cost of the selection process itself, including the use of

various selection instruments

The future costs of inducting and training new staff The

cost of labour turnover if the selected staff are not retained

Selection: Principles

Underlying the process of selection and the choice of techniques are two key principles:

Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc. Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.


Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.

Psychometric testing is now used by over 80% of the Fortune 500 companies in the USA and by over 75% of the Times Top 100 companies in the UK. Information technology companies, financial institutions, management consultancies, local authorities, the civil service, police forces, fire services and the armed forces all make extensive use of use psychometric testing.

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22 April 2014