Talent Recruitment and

Selection
 Overview

1. Aspects of recruitment process.

2. Elements of selection process.
3. Major types of employment tests.
4. How to conduct effective interviews.
RECRUIT Human Resources

• Recruiting: any activity carried on by the

organization with the primary purpose of
identifying and attracting potential employees.
 Three Aspects of Recruiting

Figure 2.3:
 Three Aspects of Recruiting

Internal versus External recruiting

Several
Lead-the-market pay strategies
Personnel
Policies to Employment-at-will policies
recruitment:
Image advertising
Recruitment Sources: Internal Sources

Job Posting: process of communicating information about a job

vacancy:
– On company bulletin boards
– In employee publications
– On corporate intranets
– Anywhere else organization communicates with employees
Advantages of Internal Sources

1. It generates applicants who are well known to the

organization.
2. These applicants are relatively knowledgeable about the
organization’s vacancies, which minimizes the possibility of
unrealistic job expectations.
3. Filling vacancies through internal recruiting is generally
cheaper and faster than looking outside the organization.
Recruitment Sources: External Sources

Direct applicants

Referrals

Advertisement in newspaper/ magazines

Electronic recruiting

Public employment agencies

Private employment agencies

Colleges and universities

Evaluating the Quality of a Source

Yield Ratios Cost Per Hire

• Yield ratio expresses the • Find cost of using a
percentage of applicants particular recruitment
who successfully move source for a particular type
from one stage of the of vacancy.
recruitment and selection • Divide that cost by number
process to the next. of people hired to fill that
• By comparing yield ratios type of vacancy.
of different recruitment • A low cost per hire means
sources, we can the recruitment source is
determine which source is efficient.
best or most efficient for
type of vacancy.
Recruiter Traits and Behaviors

Characteristics of Recruiter

Behavior of Recruiter

Enhancing Recruiter’s Impact

Enhance Recruiter’s Impact

• Recruiters should provide timely feedback and

avoid offensive behavior.
• They should avoid behaving in ways that might
convey the wrong impression about the
organization.
• Organization can recruit with teams rather than
individual recruiters.
 Recruiter Characteristics and Behavior

True = A False = B
•Applicants respond more positively when the recruiter
is an HR specialist than line managers or incumbents.
•Applicants respond positively to recruiters whom are
warm and informative
•Personnel policies are more important than the
recruiter when deciding whether or not to take a job.
Selection

The process of choosing from among available

applicants the individuals who are most likely to
successfully perform a job
 Why Careful Selection Is Important

 Leads to improved employee and

organizational performance.
 Your own performance always depends
partly on the performance of your
subordinates.
 Can help reduce dysfunctional behaviors at
work.
 It’s costly to recruit and hire employees.
 Steps in the Selection Process

Figure 3.1:
Online Applications

A simple job posting online could generate hundreds of

résumés in one day.
Many employers are coping by automating much of the
selection process with an applicant- tracking system.
 Criteria for Selection Methods:
Reliability
• Reliability: extent to which a measurement is free
from random error.
• A reliable measurement generates consistent results.
 Criteria for Selection Methods:
Validity
• Validity: extent to which performance on a measure
(such as a test score) is related to what the measure is
designed to assess (such as job performance).
 Validity

• Criterion validity
 Scores on the test (predictors) are related to job
performance (criterion).
• Content validity
 The test contains a fair sample of the tasks and
skills actually needed for the job in question.
• Construct Validity
 Consistency between a high score on a test and high
level of a construct such as intelligence or leadership
ability and successful performance of the job.
Gathering Background Information

Application Forms Résumés

Reference Checks Background Checks

Application Forms

• Low-cost way to gather basic data from applicants.

• Ensures that the organization has certain standard categories
of information:
Contact information
Work experience
Educational background
Technical experience
Memberships in professional or trade groups
Employment Tests

•Tests of Cognitive Abilities: assess a candidate’s cognitive

or mental abilities

•Tests of Motor and Physical Abilities: motor or

physical abilities you might want to measure

•Personality Tests: measure and predict performance

(the result of personal characteristics, such as attitude,
motivation, and especially, temperament)

•Achievement Tests: measure a person’s existing knowledge

and skills.
 Emotional Intelligence

- IQ is second to EQ in determining work success

- Gender has little to do with EQ. However, generally, women are more self-
awareness, empathy, and sharing emotional feelings. Men are more
confident, optimistic, accept changes more easily, and release stress
better.

SUCCESS

Figure 3.2: IQ, 20%

The formula for success:

EQ, 80%
 EQ Test

Link: https://globalleadershipfoundation.com/geit/eitest.html

Time: 10 minutes
EI MODEL

Figure 3.4:
 Emotional Hijacking

Watch:
https://www.youtube.com/watch?v=9u3UvXqArqs
Tests of Motor and Physical
Abilities - Example

Watch video:
https://youtu.be/xXT9E4OY9tw
BIG FIVE PERSONALITY TRAITS
 Personality Test: Color Code Test

https://richardstep.com/dope-personality-type-quiz/dope-bird-4-personality-
types-test-questions-online-version/
 Personality Test: Color Code Test

Top Five Red Attraction Factors

1. Confidence: help others believe in their possibilities and win
2. Vision: show others where they can be in the future
3. Sense of Urgency: love of action, movement, and results
4. Resourceful: provide options and ideas for success
5. Convincing: highly articulate and persuasive; create a strong presence

Top Three Red “Unattraction” Factors

1. Selfish: scarcity versus abundance
2. Arrogant: insecure; always needs to be right
3. Intimidating: condescending and demanding; dismissive of others

Five Things Reds Should Do Before They’re Thirty

1. Teach their mother how to be a better parent
2. Win every argument
3. Break a Blue’s heart
4. Run in a marathon or “run” (be in charge of) the entire event
5. Run a country
 Personality Test: Color Code Test

Top Five Blue Attraction Factors

1. Quality: legitimacy of both the product and the relationship (intimacy)
2. Caring: life is all about relationships
3. Sincerity: heart and truth tell the story
4. Nurturing: empowering and supporting others’ success
5. Consistency: dependability creates trust

Top Three Blue “Unattraction” Factors

1. Controlling: others don’t feel free to express themselves
2. Perfectionism: destructive need to compensate for insecurities
3. Need to be understood: creates whining, rambling, and/or moody behavior

Five Things Blues Should Do Before They’re Thirty

1. Create something uniquely personal
2. Become competent at a skill you value
3. Experience something new
4. Tell yourself you’re amazing
5. Forgive someone who didn’t measure up!
 Personality Test: Color Code Test

Top Five White Attraction Factors

1. Listening: egoless ability to hear others
2. Acceptance: value diversity and promote creativity
3. Kindness: respectful and considerate of others and life
4. Patience: steady internal compass
5. Perspective: amazing clarity amidst complexity

Top Three White “Unattraction” Factors

1. Indecisive: people respect others who act, resolve issues, and risk
2. Conflict avoidance: people expect you to address conflict honestly
3. Inexpressive: people need to feel that you care and want to hear your
opinions

Five Things Whites Should Do Before They’re Thirty

1. Initiate and carry on a legitimate conversation with a stranger
2. React from an emotional perspective. Risk with your heart.
3. Break a Blue’s heart
4. Spontaneously do something—anything—at least three times
5. Keep your subtle witty comments flowing at all times and with everyone
 Personality Test: Color Code Test

Top Five Yellow Attraction Factors

1. Enthusiasm: it’s contagious and energizing
2. Fun: you make people feel alive and engaged in the moment
3. Trusting: people appreciate your inclusion of others and new ideas
4. Positive: very upbeat and optimistic
5. Charisma: people like themselves more when they are with you

Top Three Yellow “Unattraction” Factors

1. Uncommitted: people want to know you are in for the long haul
2. Poor follow-through: people want you to keep your promises
3. Afraid to face facts: people lose respect for you when you refuse to see the
truth about yourself and your surroundings

Five Things Yellows Should Do Before They’re Thirty

1. Take a long road trip with friends
2. Travel extensively and enjoy other cultures
3. Break a Blue’s heart
4. Celebrate every holiday on the calendar as only Yellows can
5. Play charades long and often with many diverse groups of people
Personality Test: Color Code Test
Employment Tests and Work Samples

Figure 3.5: Physical

Ability
Medical Tests Cognitive
Examinati Ability
ons Tests

Employment Job
Drug Tests Tests & Work Performance
Samples Tests

Honesty Work
Tests Samples
Personality
Inventories
Interviews: Major types of interview

Figure 3.6: Nondirective

Interview

Behavior
Description Interviewing Structured
Techniques Interview
Interview

Situational
Interview
 Competency-based interviews vs
strength-based interviews

• Competencies are essentially the things that

you can do, whereas, strength-based
interviews assess what you enjoy doing.

• Strength based interview questions tend to

be more personal - with interviews asking
about the candidates themselves, rather than
their job knowledge.
Competency-based interviews vs
strength-based interviews

Strength based interview

https://www.youtube.com/watch?v=Q1d5LaY7
bzU&ab_channel=CareerVidz

Competency-based interviews

https://www.youtube.com/watch?v=wgxgzJ6Nx
3M&ab_channel=CareerVidz
Interviewing Effectively

1. Be prepared (job requirements, list of questions)

2. Put applicant at ease
3. Ask about past behaviors
4. Listen – let candidate do most of the talking
5. Take notes – write down notes during and
immediately after interview
6. At the end of the interview, make sure candidate
knows what to expect next
How Organizations Select Employees

Multiple-Hurdle Model Compensatory Model

Process of arriving at a
selection decision by
eliminating some
candidates at each stage of
the selection process.
Process of arriving at a
selection decision in which
a very high score on one
type of assessment can
make up for a low score on
another.
Communicating the Decision

• When a candidate has been selected, the

organization should communicate the the offer to
the candidate. The offer should include:
Job responsibilities
Work schedule
Rate of pay
Starting date
Other relevant details
Sample Interview Questions:
Sample Interview Questions:
Sample Interview Questions:
Summary

• Selection typically begins with a review of candidates’

applications and résumés.
• The organization administers tests to candidates who
meet basic requirements, and qualified candidates
undergo one or more interviews.
• Organizations check references and conduct
background checks.
• A candidate is selected to fill each vacant position.
Summary

• An important principle of selection is to combine

several sources of information about candidates,
rather than relying solely on interviews or a single
type of testing.
• Sources should be chosen carefully to relate to
characteristics identified in job description to
increase validity of decision criteria.
• Organizations are more likely to make decisions that
are fair and unbiased and choose the best candidate.
Summary

• Selection process must be conducted in a way that

avoids discrimination and provides access to persons
with disabilities.
• Selection methods must be valid for job
performance, and scores may not be adjusted to
discriminate against or give preference to any group.
• Focus on finding the person who will be best fit with
job and organization. This includes an assessment of
ability and motivation.