Contents

RECRUITMENT • HR Planning

AND SELECTION •Recruitment

➢ Sources of applicants
Instructor: Pham Thi Bich Ngoc, PhD. ➢ Recruitment methods
Faculty of Human Resource ➢ Factors influence recruitment success
Management and Economics
NEU •Selection
➢ Selection process
➢ Validity and reliability in selection

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LEARNING OUTCOMES LEARNING OUTCOMES

1. List the steps in the recruitment and selection process.
2. Explain the main techniques used in employment
planning and forecasting.
3. Explain and give examples for the need for effective
recruiting.
4. Name and describe the main internal sources of
candidates.
5. List and discuss the main outside sources of
candidates.
6. Explain how to recruit a more diverse workforce.
7. Explain what is meant by reliability and validity.
8. Explain how you would go about validating a test.
9. Cite and illustrate our testing guidelines.
10. Give examples of some of the ethical and legal
considerations in testing.
11. List eight tests you could use for employee selection
and how you would use them.
12. Give two examples of work sample/simulation tests.
13. Explain the key points to remember in conducting
background investigations.

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FIGURE 5–1 Steps in Recruitment and Selection Process

The Recruitment and Selection Process
1. Decide what positions to fill through personnel
planning and forecasting.
2. Build a candidate pool by recruiting internal or
external candidates.
3. Have candidates complete application forms
and undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

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 FIGURE 5–2 Linking Employer’s Strategy to Plans
Planning and Forecasting
• Employment or Personnel Planning
➢ The process of deciding what positions
the firm will have to fill, and how to fill
them.
• Succession Planning
➢ The process of deciding how to fill the
company’s most important executive
jobs.
• What to Forecast?
➢ Overall personnel needs
➢ The supply of inside candidates
➢ The supply of outside candidates

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Forecasting Personnel Needs Drawbacks to Traditional Forecasting

Techniques
• They focus on projections and historical
relationships.
Forecasting Tools • They do not consider the impact of strategic
initiatives on future staffing levels.
• They support compensation plans that reward
managers for managing ever-larger staffs.
Trend analysis Ratio analysis Scatter plotting
• They “bake in” the idea that staff increases are
inevitable.
• They validate and institutionalize present
planning processes and the usual ways of doing
things.
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Using Computers to Forecast Personnel Forecasting the Supply of

Requirements Inside Candidates
• Computerized Forecasts
➢ Software that estimates future staffing needs by:
Qualification
❖ Projecting sales, volume of production, and personnel
required to maintain different volumes of output. Inventories
❖ Forecasting staffing levels for direct labor, indirect
staff, and exempt staff.
❖ Creating metrics for direct labor hours and three
sales projection scenarios—minimum, maximum, and Manual systems and Computerized skills
probable. replacement charts inventories

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 Forecasting Outside Candidate Supply Determining the Vacancy
• Factors In Supply of Outside Candidates
➢ General economic conditions Is there a vacancy ?
➢ Expected unemployment rate There may be other options than recruitment:
• Sources of Information ➢ Reorganize the work
➢ Periodic forecasts in business publications ➢ Use overtime
➢ Online economic projections
➢ Mechanize the work
➢ Stagger the hours
➢ Make the job part time
➢ Subcontract the work
➢ Use an agency

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Questions to determine the vacancy The Need for Effective Recruiting

➢ Is the job part of a restructuring ? Can you do
without filing this job vacancy ?
➢ What does the job consist of ? Does the job Recruiting Challenges
vacancy need redesigning ?
➢ In what way is it to be different from the job done
by the previous incumbent? Does the job need re-
Effectiveness of Effects of Legal requirements
evaluating ? chosen recruiting nonrecruitment associated with
➢ What are the aspects of the job that specify the methods issues and policies employment laws
type of candidate ?
➢ What are the key aspects of the job that the ideal
candidate wants to know before deciding to apply ?

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Effective Recruiting Measuring Recruiting Effectiveness

• External Factors Affecting Recruiting
➢ Supply of workers
➢ Outsourcing of white-collar jobs Evaluating Recruiting
➢ Fewer “qualified” candidates Effectiveness
• Other Factors Affecting Recruiting Success
➢ Consistency of recruitment with strategic goals
➢ Types of jobs recruited and recruiting methods
What to How to
➢ Nonrecruitment HR issues and policies
measure measure
➢ Successful prescreening of applicants
➢ Public image of the firm
➢ Employment laws

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 Internal Sources of Candidates Finding Internal Candidates
Advantages Disadvantages

• Foreknowledge of • Failed applicants become Hiring-from-Within Tasks

candidates’ strengths discontented
and weaknesses
• Time wasted interviewing
• More accurate view of inside candidates who will
candidate’s skills not be considered
• Candidates have a stronger • Inbreeding strengthens
commitment tendency to maintain the Posting open Rehiring former Succession
to the company job positions employees planning (HRIS)
status quo
• Increases employee
morale
• Less training and
orientation required

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Outside Sources of Candidates Recruiting via the Internet

Locating Outside Candidates
1 Recruiting via the Internet
2 Advertising
3 Employment Agencies
• Advantages
❖ Cost-effective way to publicize job openings
❖ More applicants attracted over a longer period
6 Executive Recruiters ❖ Immediate applicant responses
On Demand Recruiting ❖ Online prescreening of applicants
7
Services (ODRS)
❖ Links to other job search sites
8 College Recruiting ❖ Automation of applicant tracking and evaluation

4
Temp Agencies and Alternative
9 Referrals and Walk-ins
• Disadvantages
Staffing
❖ Exclusion of older and minority workers
5 Offshoring/Outsourcing ❖ Unqualified applicants overload the system
❖ Personal information privacy concerns of applicants

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Advertising for Outside Candidates Employment Agencies

• The Media Choice
➢ Selection of the best medium depends on the positions
for which the firm is recruiting.
• Constructing (Writing) Effective Ads Types of Employment
Agencies
➢ Create attention, interest, desire, and action (AIDA).
➢ Create a positive impression (image) of the firm.

Public Nonprofit Private

agencies agencies agencies

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 Specialized Staffing and Recruiting Executive Recruitment
• Alternative Staffing • Executive Recruiters (Headhunters)
➢ In-house contingent (casual, seasonal, or temporary) ➢ Contingent-based recruiters
workers employed by the company, but on an explicit
➢ Retained executive searchers
short-term basis.
➢ Internet technology and specialization trends
➢ Contract technical employees supplied for long-term
projects under contract from outside technical services • Guidelines for Choosing a Recruiter
firms. 1. Make sure the firm is capable of conducting a thorough
• On-Demand Recruiting Services (ODRS) search.
2. Meet individual who will handle your assignment.
➢ Provide short-term specialized recruiting to support
specific projects without the expense of retaining 3. Ask how much the search firm charges.
traditional search firms. 4. Make sure the recruiter and you agree on what sort of
person you need for the position.
5. Never rely solely on the recruiter to do reference
checking.

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College Recruiting Sources of Outside Applicants

• On-campus recruiting • On-site visits
goals ➢ Invitation letters
➢ To determine if the candidate ➢ Assigned hosts Other Sources of Outside Applicants
is worthy of further
➢ Information packages
consideration
➢ Planned interviews
➢ To attract good candidates
➢ Timely employment
offer Employee Military
Walk-ins Telecommuters
➢ Follow-up referrals personnel

• Internships

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Improving Productivity Through HRIS: Recruiting A More Diverse Workforce

An Integrated Approach to Recruiting
Single parents

Elements of an HRIS

The disabled Older workers

Requisition
Recruiting Screening Hiring
management
solution services management
system
Minorities and
Welfare-to-work
women

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 Developing and Using Application Forms Application Forms and the Law

Educational
achievements

Uses of Application Form

Information Housing Arrest
arrangements record

Areas of
Personal
Marital Information Notification in case
Applicant’s Applicant’s Applicant’s Applicant’s status of emergency
education and prior progress employment likelihood of
experience and growth stability success

Physical Membership in
handicaps organizations

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Two-Stage Process Why Careful Selection is Important

The Importance of Selecting

Is Applicant Yes Conditional
Qualified? Job Offer the Right Employees

Review application Make conditional job offer

information, personal contingent on meeting all
interview, testing, and “second stage” conditions Organizational Costs of recruiting Legal obligations
do background check performance and hiring and liability

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Basic Testing Concepts How Do Employers Use Tests at Work?

• Reliability • Major Types of Tests
➢ Describes the consistency of scores obtained by the ➢ Basic skills tests
same person when retested with the identical or
alternate forms of the same test. ➢ Job skills tests

• Validity ➢ Psychological tests

➢ Indicates whether a test is measuring what it is
• Why Use Testing?
supposed to be measuring.

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 Computerized and Online Testing Types of Tests
• Online tests
➢ Telephone prescreening
➢ Offline computer tests
➢ Virtual “inbox” tests What Different Tests Measure
➢ Online problem-solving tests

• Types of Tests
➢ Specialized work sample tests
➢ Numerical ability tests Cognitive Motor and Personality Current
➢ Reading comprehension tests abilities physical abilities and interests achievement

➢ Clerical comparing and checking tests

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The Selection Interview Selection Interview Structure

➢ Goal-oriented conversation in which

interviewer and applicant exchange
Selection Interview
information
Characteristics

Interview Interview Interview

structure content administration

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Interview Planning Content of the Interview

• Compare application and resume with job • Occupational experience

requirements • Academic achievement
• Develop questions related to qualities • Interpersonal skills
sought • Personal qualities
• Step-by-step plan to present position, • Organizational fit
company, division, and department • Candidate’s objectives and expectations
• Determine how to ask for examples of
past applicant behavior, not what future
behavior might be

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 Selection Interview Formats Methods of Interviewing

• One-on-one interview - Applicant meets one-on-one

Interview Structure with an interviewer
Formats
• Group interview - Several applicants interact in the
presence of one or more company representatives
• Board interview - Several of the firm’s
Unstructured Structured representatives interview one candidate
(nondirective) (directive) • Stress interview - Anxiety is intentionally created
interview interview
• Situational interview

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Potential Interviewing Problems Background Investigations and

Other Selection Methods

• Inappropriate questions • Investigations and Checks

➢ Reference checks
• Premature judgments
➢ Background employment checks
• Interviewer domination
➢ Criminal records
• Inconsistent questions ➢ Driving records
• Central tendency ➢ Credit checks
• Halo error • Why?
• Interviewer bias ➢ To verify factual information provided by applicants
• Lack of training ➢ To uncover damaging information

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Background Investigations and Limitations on Background Investigations

Reference Checks and Reference Checks

Former Employers Legal Issues:

Defamation

Current Supervisors

Background
Sources of Commercial Credit Employer
Investigations and
Legal Issues:
Information Rating Companies Guidelines Privacy
Reference Checks

Written References

Supervisor
Social Networking Sites Reluctance

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 Physical Examinations
• Reasons for preemployment medical
examinations:
➢ To verify that the applicant meets the physical
requirements of the position.
➢ To discover any medical limitations to be taken into
account in placing the applicant.
➢ To establish a record and baseline of the applicant’s
health for future insurance or compensation claims.
➢ To reduce absenteeism and accidents.
➢ To detect communicable diseases that may be unknown
to the applicant.

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