3/10/2021

Market Research Analysist Marketing specialist

CTO (Chief Technology Officer) Content Creator
Finance Manager Marketing Manager
MT Supply Chain Management
Export sales (Procurement/Warehouse management)
Business Development Executive Market researcher
Merchadising Supply Chain Analyst
Oversea sale Data Analysis Manager
Marketing Research Sales executive
Marketing Research Sale Team Leader
Business development Logistics supervisor
Human resource sales and customer management executive
Outsourcing manager marketing manager
MT Supply Chain Managment
(Procurement/Warehouse management) Market research analyst Lesson 4: Recruitment & Selection
Sales Executive Internship in Sales and Marketing department
SCM Operation staff Import-Export Staff
Research & Analyst
Tài liệu 1: Chương 4
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Learning Outcomes Content

After studying this lesson, the student should be able to:
4.1. Definition and the importance of recruitment and selection
1. Appreciate the value of recruitment and selection in effective Human
Resource Management (HRM). 4.2. Recruitment & selection policy
2. Identify the critical success factors for effective recruitment and selection. 4.3. Factor influencing recruitment & selection

3. Understand the pros and cons of internal and external recruitment. 4.4. Recruitment & selection process

4. Evaluate selection methods based on criteria of professionalism 4.5. Recruitment & selection tools
including reliability, validity, and fairness.
4.6. Current trends in recruitment and selection
5. Comprehend the inter-relationships between recruitment and selection
and other HR processes.
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Opening Case Opening Case

USE OF SELECTION INSTRUMENTS

• Sambaran Hazra Preplacement Group Panel Psychometric

Shortlisting
• new recruitment and talent manager talk discussion interview test

• ABC Chemical & Fertilizer Company

• 1. Critically evaluate the selection process by ABC Company. Selection Panel

Fitness test Offer letter
• 2. If you had to change some of the processes, what would they be? Give your decision discussion
reasons.

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4.1. Definition and the importance of 4.1. Definition and the importance of
recruitment and selection recruitment and selection
 Selection
 Recruitment  is the process by which specific instruments or
 is “the process of attracting individuals techniques are used by HR specialists and also by
on a timely basis, in sufficient numbers, the line managers to select from such a body of
and with appropriate qualifications, to applicants, who have the potential ability to
apply for jobs within an organization.” effectively perform the role within the boundaries of
management goals and statutory requirements.

 Recruitment thus aims to create an

 Selection is the combination of processes that results in
inventory of such capable applicants. the choice of one or more persons over others for one or
more jobs or roles.
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4.1. Definition and the importance of
recruitment and selection
Some other benefits of proper recruitment:
i. Ensure long-term retention of selected candidates.
ii. Good return-on-investment (ROI) or value for the money spent
on the recruitment process.
iii. Meeting the trend of a culturally diverse workplace, which is
also facilitated by a properly orchestrated recruitment process.
4.1. Definition and the importance of
recruitment and selection
 ‘War for Talent’ coined in a Harvard Business Review:
 Attract and hold on to employees possessing critical talent for the business.
 Especially for those ‘passive job seekers‘ who are happy and comfortable
with their current job and unaware that they are the focus of an organized
hunt.
 Recruitment is a kind of business competition and it is intensely
competitive

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4.2. Recruitment & selection policy 4.2. Recruitment & Selection Policy
Recruitment and selection policy: A model recruitment and selection policy should have the
 A statement of norms and guidelines describing the manner in following elements:
which an organisation should conduct its recruitment and
selection process. 1. Respect for diversity

 To ensure transparency and absence of any bias in recruitment 2. Ethical decision making
and selection process
3. Merit based selection
 Result in the appointment of the best candidate, who comes
4. Equal treatment for all
through purely on merit and is compatible with the
organisational values, philosophy, and goals.
5. Procedural fairness
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4.2. Recruitment & selection policy 4.3. Factor influencing recruitment & selection

D. Seligman described four types of company positions on recruitment:  The internal factors
Passive non- • With a passive commitment not to discriminate based on community Recruitment policies
discrimination and sex for hiring, promotion and pay.

A well-structured and comprehensive HR Plan

• This is based on commitment to select the best talent based on an
Pure diversity-based expanded pool of candidates irrespective of sex or community.

The size of the firm

• Recruitment with preferential hiring with a preferential treatment for
Diversity-based women and minority.
Budgetary considerations

Hard quotas • With mandate to recruit or promote definite numbers.

Stage in the maturity cycle of the business
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4.3. Factor influencing recruitment & selection 4.4. Recruitment & selection process
 External factors: Strategic
Business
a.
Orientation Placement
Recruitment
Objectives

Labor market conditions

A labour market in a geographical area inside which the
Job b. Initial c. Performance
dynamics of labour supply and labour demand determine the HR Plan
Analysis Screening Selection Appraisal
price of labour.

Unemployment rate in the geography

Post-
Pre-Recruitment Recruitment
Political and legal environment Recruitment
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4.4. Recruitment & selection process 4.4. Recruitment & selection process
Pre-recruitment Recruitment Better
a. Business Strategy: The big picture of the organization compensation
and benefits
a. Core recruitment process: than
competitors
b. HR Plan: Promotional
a. Scanning the environment, balancing the supply with demand, and arriving at the
scenario of either surplus or scarcity. - Organizations primarily try to … gifts and
joining bonus
b. HR Program - HR Plan of identified vacancies with the numbers, skill attract the highest possible
requirements of the manpower required for a specific period number of candidates and then Recruiment
Methods/
filter out to select people who Strategies

c. Job Analysis: have the best potential and fit Pre-

a. Organizations to adopt approaches suiting its needswhether based on their specific criteria. Company
website
placement
competencies or the classical processes of job analysis resulting in formal job talk
descriptions and Job specifications.
b. Duties and requirements of the job as also the skills, aptitudes, knowledge, - More qualified applicants, a Print and
digital
experience, qualifications, and personal qualities required to discharge the
responsibilities in an appropriate manner. larger applicant pool. advertisement

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4.4. Recruitment & selection process
Recruitment
b.Screening:
- To make available an
adequate number of qualified
candidates, based on which a
selection can be done in a
smooth manner without loss of
time over volumes of
unsuitable applications.
- Search firms eminently serve
the purpose
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4.4. Recruitment & selection process
Recruitment
c. Selection:
- The short list of candidates is finally funnelled on the
basis of a choice of instruments into the desired number
of candidates who are to be offered employment.
- Candidates have a direct and most powerful interface
with the organization.
- Potentially, it is also the most negative part of the
process, where the candidate can face rejection.
- A critical success factor in selection stage is the choice
of instruments of assessments which can accurately
predict the perfect person job fit.
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Case Recruitment Funnel

• Alectek Shoes Applicants

Ứng viên

Initial Test
Kiểm tra sơ bộ
• What’s the company’s dilemma?
• Who is an employee with a revolving door approach? Shortlist to a general interview
With HR special list Danh sách ngắn có cuộc phỏng vấn
ban đầu với chuyên viên nhân sự

Interview with head of division/

Senior staff Phỏng vấn với trưởng bộ phận/
Nhân sự cao cấp

Final selection
Lựa chọn cuối cùng

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Tuyển mộ
Excercise
Phỏng vấn sàng lọc ban đầu

Tiếp nhận và phân tích hồ sơ ứng tuyển • Make a 3-minute video-CV for application into a
position in a company you want to be in.
Bài thi tuyển dụng

Phỏng vấn toàn diện

Kiểm tra lý lịch

Kiểm tra năng lực nhận thức

Kiểm tra sức khỏe/ y tế

Kiểm tra bằng mẫu công việc

Quyết định tuyển dụng

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4.4. Recruitment & selection process 4.4. Recruitment & selection process
Post-recruitment Post-recruitment
a. Orientation/onboarding: b.Placement:
 Making the new recruits
engaged and productive in a – The allotment of individuals to
short time through a series of specific jobs after a reasonable
structured activities.
period of observation and
 To familiarize the new hires assessment.
about the organizations policies
and practices, the benefits, and
the cultures through a process – Based on: Skill level, work and
of socialization. educational experience,
interview results, references,
 Can reduce start-up costs and
prevent employee turnover: and consultation between the
adaptation with a positive line and the human resources
attitude and increasing
motivation. function.
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4.4. Recruitment & selection process

Post-recruitment
c. Performance Appraisal: • How to assess the effectiveness and efficiency of
– The performance of the new recruitment process?
employee has been monitored over
a period of time and feedback
given on periodical review of
performance.

– The employee starts getting

familiar with a key business
process of goal setting,
performance tracking, and
feedback/reviews for
improvement.
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4.5. Recruitment & selection tools

• List 5 HRM startups with recruitment function!

Internal Recruitment External Recruitment

a. Job posting a.Campus recruitment

b. Employee referrals b. Advertisement

c. Career ladders c. Internet recruitment

d. Temporary/
contingent workers pool d. Executive search firms
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4.5. Recruitment & selection tools

Selection tools – Most popular

Work Cognitive Structured

samples tests interviews

Unstructured Reference
Written Tests
Interviews Checks
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4.5. Recruitment & selection tools 4.5. Recruitment & selection tools
Selection Tools - Others Effectiveness of Selection Process

• Assessment centres: Reliability:

– In a span of two/three days of offsite camp, a battery of tests including role
plays, group exercises, presentation, in-tray, and psychometric assessments,
multiple assessors, to comprehensively test their managerial and
professional competencies.
• Personality Tests:
– Tests the person  job fit on parameters not available in the resume.
• Bio-data or CV:
– It is drawn from the biographical details of earlier successful role holders. It
aims to predict the right kind of candidates who will succeed in the job.
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• Consistency of measurements
• Temporal or ‘re-test’ stability where the effectiveness of a selection
tool is assessed by consistency of results obtained over time
• Does the test assess what it is intended to?
Utility
• Commercial benefits accrued from the use of a selection method.
• The increase in revenue as a function of the use of the selection
method after subtracting the cost of the method.
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4.5. Recruitment & selection tools 4.6. Current trends in recruitment and selection
Effectiveness of Selection Process

Validity: • Recruitment & selection tasks are outsourced to HR

• The extent to which the selection method predicts one or more important criteria. agencies
• Empirical or criterion validity: Relationships between performance or scores on some
predictor or selection tool (interview, written test, etc.) and performance on some criterion
measure such as on the job effectiveness (sales, supervisory ratings, job turnover, employee
theft, etc).
• Online application and selection
• Content validity: The content of a section method assesses the requirements of the job.
• Gamification
• Face validity: Acceptability of the selection measure

• Predictive validity: Linkages between results or scores on a selection measure and

subsequent outcome—most commonly, job performance at a future point

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Conclusion
• HR recruitment is a process for attracting and selecting “What type of dinosaurs are you?”
the most appropriate candidates for vacancies

• Several tools are available for recruitment with an

increasing involvement of technologies

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Exercise
• Write a cover letter as a part of an application into a
Management Trainee position you desire to work in.

• The position you declared in the last lesson.

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