HUMAN RESOURCE

MANAGEMENT
NGUYEN VAN THUY, PhD

NGUYEN VAN THUY, PhD Copyright 1

 CHAPTER 4

Recruiting and Selecting

Human Resources

NGUYEN VAN THUY, PhD Copyright 2

 Introduction

‘recruitment strategies attempt to create a pool

of appropriately qualified and experienced
people so that selection strategies and
decisions can be initiated’
(Nankervis, Compton, Baird & Coffey 2011, p.203)

‘… selection of applicants from within or

outside the organisation to fill existing or
projected job openings … has far-reaching
effects on the continued viability of the
organisation’.
(Nankervis, Compton, Baird & Coffey 2011, p.242)
 HOW TO SELECT THE BEST
POSSIBLE CANDIDATE ?

“A wrong rejection is not good" explained

Joel Spolsky, “it's not bad for the
company. But the wrong hiring decision
would harm the corporation and of course
it takes a lot of work can be repaired”
NGUYEN VAN THUY, PhD Copyright 4
Typical Recuiting Reponsibilities

NGUYEN VAN THUY, PhD Copyright 5

 Recruitment Process

5. Assessment
1. Vacancy
R applications S
e E
c 6. Interview L
2. Job Analysis
u Process E
i C
t 3. Job Redesign 7. Offer made
T
i I
n N
g 4. Recruiting 8. Initial G
Process Contract
6
Attracting and Recruiting
candidates

NGUYEN VAN THUY, PhD Copyright 7

A typical strategic recruitment process
 The strategic perspective

Recruiting:
❖ Creates a pool of appropriately qualified and
experienced people

❖ Is linked to competencies

❖ Needs to consider both internal and external

policies

❖ Decisions can be dependent on the organisational

politics
 Strategic recruitment
❖ The business environment calls for a situational
approach to attracting employees

❖ The recruitment mix will change as the same issues

shift to meet the demands of ever-changing global
labour markets

❖ Consideration of the mix of ‘Baby Boomers’,

‘Generation X’ and ‘Generation Y’

❖ Differences in generation, gender, culture and work–

life balance

❖ Must be dynamic and flow from the mission

statement and strategic objectives
Integral Components for Effective Recruiting
 Recruiting Requirements Expected of
Employers

❖ Know the industry and where to successfully

recruit
❖ Identify keys to success in the labor market
❖ Cultivate relationships with sources of
prospective employees
❖ Promote the company brand
❖ Use recruiting metrics to measure the
effectiveness of recruiting efforts
 Training of Recruiters and Managers

❖ Recruiting-related activities

❖ Communications skills

❖ Diversity and sensitivity skills

❖ Ethical recruiting behaviors

❖ Follow-up activities
 Labor Market
❖ External supply pool from which employers
attract employees

❖ Components of labor market

▪ Labor force population: All individuals who are

available for selection if all possible
recruitment strategies are used

▪ Applicant population: Subset of the labor force

population that is available for selection using
a particular recruiting approach
 Labor Market Components
❖ Applicant pool: All persons who are actually
evaluated for selection
▪ Applicant tracking system - Makes the recruiting
process more effective
❖ Individuals selected for a job - When the
candidates reject the offer:
▪ HR staff members must move back up the funnel
to the applicant pool for other candidates
▪ HR staff, in extreme cases, may need to reopen
the recruiting process
 Unemployment Rates and Labor
Markets
❖ Unemployment rates vary with business
cycles
▪ Strict hiring adopted by companies due to
recessionary conditions
• Decreased customer spending
• Increased business competition
• Decreased need for new employees due to
developments in technology
Different Labor Markets and Recruiting

Industry and Occupational Labor Markets

These jobs represent the health care, retail, and
education industries

Educational and Technical Labor Markets

Considering the educational and technical
qualifications that define the people being
recruited
Labor Markets

Geographic Labor Markets

Markets can be local, area or regional, national,
or international

Global Labor Markets

Firms expand by exporting work to overseas
labor markets when doing so is advantageous
 Recruiting Presence and Image
❖ Recruiting image can be:
▪ Continuous - Offers the advantage of keeping
the employer in the recruiting market
▪ Intensive - Vigorous recruiting campaign aimed
at hiring a given number of employees in a short
period
❖ Employment brand: Image of the organization
that is held by both employees and outsiders
▪ Company brand can help generate more recruits
through applicant self-selection
 Recruiting Process
❖ The reason for the vacancy:
Job Cacancy ▪ an employee quits
▪ The result of business expansion
▪ The key issue: can the vacancy be filled
by a new hire?
Job Analysis ❖ Other options:
▪ Work reorganization (Example: Assign
work to another employee -> develop
work content)
Job Redesign ▪ Using machines instead of manpower
▪ Organize your work into a part-time job
▪ Outsourcing
❖ Check the suitability with the medium-
Recruiting long term business strategy
Process

ThS. Nguyen Van Thuy 19/76

 Recruiting Process

Job Cacancy
❖Before recruiting new you need
to plan and analyze carefully
work
Job Analysis ❖In many cases, new employees
do not understand exactly what
the job needs to be done and
Job Redesign what the company expects
from them (the job profile is
not well designed).
Recruiting
Process

ThS. Nguyen Van Thuy 20/76

 Recruiting Process
❖The job profile includes: a job
Job Cacancy description (. . . what employees are
expected to do) and job
specification ( . . . what skills and
Job Analysis abilities are required to perform)
❖Define job content (key tasks and
responsibilities)
Job Redesign
❖Identify the skills and abilities
needed to do the task: business
Recruiting
knowledge/skills, leadership skills,
Process social skills, etc. .
ThS. Nguyen Van Thuy 21/76
“Any selection decision can only
be as good as the requirement
profile on which it is based”
Wolfgang Jetter 1996

3/9/2021 22 www.themegallery.com
 Recruiting Process

✓ Job requirements not clear?

Job Cacancy
✓ Job requirements not feasible?
✓ Not reaching the right source?
✓ The position is not attractive?
Job Analysis ✓ Unreputable company?

❖ Issues to consider:Internal recruitment

Job Redesign or external recruitment?
❖ Recruitment method (press, Internet, ..)
Recruiting ❖ Decide on the content of the
Process recruitment ads
Strategic Recruiting Decisions
 Organization-Based versus
Outsourced Recruiting
❖Recruitment process outsourcing (RPO)
▪ Improves the number and quality of recruiting candidates
▪ Reduces recruiting costs
❖Professional Employer Organizations (PEO) and employee
leasing
▪ Employer signs an agreement with the PEO
❖ Staff is hired by the leasing firm and leased back to the
company for a fee
❖Leasing firm:
▪ Writes the paychecks
▪ Pays taxes
▪ Prepares and implements HR policies
▪ Keeps all the required records for the employer
 Regular versus Flexible Staffing
❖Employers are hesitant to hire full-time employees
due to:
▪ Increased cost
▪ Economic conditions
▪ Excessive competition
▪ Government considerations
❖Temporary workers - Employers can hire their own
staff members or make use of agencies on a rate-per-
day/week basis
▪ Purpose of hiring temporary workers
• Match the firm’s needs with the right workers
• Avoid costs associated with benefits
• Enhance staffing flexibility
 Regular versus Flexible Staffing

❖ Independent contractors - Workers who

perform specific services on a contract basis
▪ Advantageous for the employer as they do not
have to pay benefits
▪ Done by individuals who are:
• Highly skilled
• Highly experienced
• Not affected by familial responsibilities
Pros and Cons of Utilizing Flexible Staffing
Recruiting and Diversity Considerations
 EEO and Recruiting Efforts
❖ Organizations must work to reduce:
▪ External disparate impact
▪ Underrepresentation of protected-class
members
❖ Special ways to reduce disparate impact can
be identified as:
▪ Goals listed in the affirmative action programs
(AAPs)
 EEO and Recruiting Efforts
❖ Equal Employment Opportunity Commission
(EEOC) guidelines state that:
▪ No direct or indirect references implying
gender or age are permitted
▪ Advertisements should contain wording about
being an equal opportunity employer
❖ Specific designations such as EEO/M-
F/AA/ADA can be given in the advertisements
 Recruiting diversity
❖ Nontraditional diverse recruitees
▪ Persons with different racial/ethnic
backgrounds
▪ Older workers over 40 years of age
▪ Single parents
▪ Workers with disabilities
▪ Welfare-to-work workers
▪ Homeless/substance abuse workers
 Realistic Job Previews
❖ Provides a balanced view of:
▪ Advantages, demands, expectations, and
challenges in an organization or a job
❖ Help attract employees with more realistic
expectations
❖ Reduce the number of employees who quit a
few months after being hired
 Recruiting Source Choices:
Internal versus External
❖ Internal recruitment - Promoting from within an
organization
❖ External recruitment - Recruiting from outside
an organization
❖ Possible strategy for organizations that face
rapidly changing competitive environments
and conditions might be to:
▪ Promote from within if a qualified applicant
exists
▪ Go to external sources if not
 Internet Recruiting

Effects of Internet Recruiting

Adjusting to Identifying new Training for

new recruiting types of recruiting managers and HR
approaches for specific jobs recruiters
 Internet Recruiting

E-Recruiting Places

Professional/
Internet Job Employer Web
Career Web
Boards Sites
Sites
 Internet Recruiting

Social Networking Recruiting Advantages

• Allows job seekers to connect with employees of
potential employers
• Allows employers to engage in social collaboration by
joining and accessing social technology networks to
help applicants post resumes and complete
applications online
Internet Recruiting
Legal Issues in Internet Recruiting
 Internet Recruiting

Advantages Disadvantages

• More unqualified applicants

• Cost effective recruiting
• Additional work for HR staff
• Recruiting less time consuming
• Many applicants are not seriously
• Broader exposure and diverse pool
seeking employment
of applicants
• Access limited or unavailable to some
• Better targeting of specific
applicants
audiences
• Privacy of information and
• Recruiters can reach passive job
discrimination issues
seekers
 External Recruiting Sources

Media Sources

Competitive Employment
Recruiting Sources Agencies
External
Recruiting
Sources
Job Fairs and
Labor Unions
Creative Recruiting

Educational
Institutions
Advantages and Disadvantages of
External Recruiting
 External Recruiting Sources
❖ Media sources - Newspapers, magazines,
television, radio, and billboards have been widely
used in external recruiting
▪ Internet media sources such as postings, ads,
videos, and Webinars are also used
❖ Effectiveness of evaluating media ads
▪ Easy ways to track responses to ads
• Different contact names
• E-mail addresses
• Phone number codes in each ad
▪ After hiring, follow-up should be done
• Shows which sources produced the employees who
stay longer and perform better
 What to
Include in
an
Effective
Recruiting
Ad
 External Recruiting Sources
❖ Competitive recruiting sources - Includes
professional societies and trade associations that:
▪ Publish newsletters or magazines and have Web
sites containing job ads
❖ Employment agencies - Public and private
recruiting source
▪ Public employment agencies - Operate branch
offices in cities throughout the states
• Do not charge fees to applicants or employers
▪ Private employment agencies - Operate in most cities
for a fee collected from:
• Either the employee or the employer
 External Recruiting Sources
❖ Headhunters: Focus their efforts on executive,
managerial, and professional positions
❖ Executive search firms split into:
▪ Contingency firms - Charge a fee after the
candidate is hired
▪ Retainer firms - Charge a fee whether or not the
candidate is successfully hired
❖ Labor unions - Labor pool is available through
a union
▪ Workers can be dispatched from the hiring hall
to particular jobs to meet the needs of employers
 External Recruiting Sources
❖ Job fairs - To help bring employers and
potential job candidates together
❖ Creative recruiting - Can be used to generate a
pool of qualified applicants quickly to fill jobs
in a timely manner
❖ Desirable attributes of college recruits
▪ Desirable grade point average (GPA)
▪ Attending elite universities
▪ Internships
College Recruiting: Considerations
for Employers
 External Recruiting Sources
❖ School recruiting
▪ Cooperative programs
• Students work part-time while attending school
▪ Career encouragement
▪ Summer internships
▪ Mentoring programs
 Internal Recruiting Sources

Components Description
Internal Recruiting • Information on existing employees like knowledge, skills, and abilities
Databases and (KSA) are entered into a database
Internet-Related • Employee data sorted by occupational fields, education, areas of career
Sources interests, previous work histories, and other variables
• These databases can be linked to HR activities

Job Posting • System in which:

Employer provides notices of job openings
Employees respond to notices of job opening
• Types
Internet/Web-based job posting
Promotions and transfers

Employee-Focused • Reliable source as current and former employees:

Recruiting Are familiar with the employer
Will not refer unqualified individuals
• Types
Current-employee referrals
Rerecruiting former employees and applicants
Seeking out former employees and recruiting them again to work for
an organization
Advantages and Disadvantages of
Internal Recruiting
Recruiting Evaluation and Metrics
Recruiting

Measure

ment

Areas
General Recruiting Process Metrics
Yield Ratios
• Comparison of the number of applicants at one stage of the
recruiting process with the number at the next stage

Selection Rate
• Percentage hired from a given group of candidates

Acceptance Rate
• Percent of applicants hired divided by total number of applicants
offered jobs

Success Base Rate

• Longer-term measure of recruiting effectiveness is the success rate
of applicants
Sample Recruiting Evaluation Pyramid
 Increasing Recruiting Effectiveness
❖Recruiting activities ▪ Responsive
▪ Résumé mining recruitment
▪ Applicant tracking ▪ Fair and professional
treatment by the
▪ Employer career
recruiters
Web site
▪ Emphasis of positive
▪ Internal mobility
aspects about the
▪ Realistic job jobs and the
previews employer by the
recruiters
 Increasing Recruiting Effectiveness

❖Recruiting effectiveness can be increased by

using the evaluation data to:
▪ Target different applicant pools
▪ Tap broader labor markets
▪ Change recruiting methods
▪ Improve internal handling and interviewing of
applicants
▪ Train recruiters and managers
 Selecting
Human Resources

NGUYEN VAN THUY, PhD Copyright 58

 Selection
❖Choosing individuals with qualifications
needed to fill jobs in an organization
❖Selection of right people for right jobs
results in easy management of employees
 Placement
❖ Fitting a person to the right job
❖ Selection and placement activities focus on:
▪ Applicant's knowledge, skills, and abilities (KSAs)
▪ Degree to which candidates match situations experienced both
on the job and in the company
❖ Person/job fit: Matching the KSAs of individuals
with the characteristics of jobs
▪ Mismatch - Poor pairing of an individual with that of the job
characteristics
❖ Person/organization fit: Congruence between
individuals and organizational factors
▪ Attraction-selection-attrition (ASA) theory: Job candidates are
attracted to and selected by firms where similar types of
individuals are employed
 Placement
❖ Other types of fit
▪ Compilational fit - Occurs when a low-level factor like
worksite teamwork prompts an increase in a high level
consequence like organizational performance
▪ Compositional fit - Occurs when the people involved in
creating fit are doing so at different levels of a firm
❖ Factors influencing fit
▪ Spillover - Perceptions of good or bad fit in one area of
work spills over into beliefs about fit in other areas of
the organization
▪ Spiraling - Positive or negative perceptions about fit,
impacting other feelings about the workplace
 Selecting Process
❖ Using the principle of “Selection
Assessment
applications to exclude” (selecting unqualified
candidates)

Interview ❖ Based on a comparison between

Process the employee profile needed for
the position and the
characteristics presented in the
Offer made candidate's resume

❖ Reduce the number of candidate

Initial Contract profiles to a manageable

ThS. Nguyen Van Thuy 62/76

 Selection Process
❖ Applicant job interest
▪ Realistic job preview: Process through which a
job applicant receives an accurate picture of a
job
▪ Truth-in-hiring lawsuits - Occurs when a
potential employee chooses to sue a company
for misrepresenting the job
• Candidates should be able understand the
positives and negatives of a job in a company
 Selection Process
❖ Pre-employment screening - Before having
applicants fill out application forms, employers
conduct a screening to determine if applicants
meet minimum qualifications
▪ Electronic assessment screening - Software
used to review résumés and application forms
received
▪ Disqualification and screening questions to
understand individual KSAs
▪ Assessment tests and background, drug, and
financial screening
 Selection Process

There is a large volume

of applicants

When To Use
Electronic Quality of hires needs
Screening to be increased

There is a need to foster business

relationships across various
locations
 Selection Process
❖ Application forms - Basis for prescreening
information
▪ Record of the applicant’s desire to obtain a
position
▪ Provides the interviewer with an applicant profile
▪ Basic employee record for applicants who are
hired
▪ Used for research on the effectiveness of the
selection process
 Selection Process

Employment-At-Will

References Contacts

Application
Employment Testing disclaimers and
notices

Application Time Limit

Information Falsification
Selecting Evaluation Pyramid

ThS. Nguyen Van Thuy 68/76

 Selecting Process

Assessment ❖Determine the most appropriate

applications selection process
❖Find out the most suitable
Interview selection method (usually
Process analyzing candidate resumes,
interviewing about candidate's
Offer made
ability, people providing
references)
❖Compare each candidate on the
Initial Contract
basis of the selection criteria set
out in the employee profile
ThS. Nguyen Van Thuy 69/76
Selection Candidate Candidate Candidate Candidate
criteria 1 2 3 4
Criteria 1st

Criteria 2nd

Criteria 3th

Criteria 4th

Criteria 5th

Summerize
ThS. Nguyen Van Thuy 70/76
 Job

Performanc

e, Selection

Criteria, and

Predictors
 Employment tests

Abilities Aptitudes Interests Personalities

“The basic assumption behind such

testing is that differences between
individuals can be measured and related
to future job success”
(Nankervis, Compton, Baird & Coffey 2011, p.264)
 Ability Tests
Work Sample Tests
• Require an applicant to perform a simulated task that
is a specified part of the target job

Situational Judgment Tests

• Measure a person’s judgment in work settings

Cognitive Ability Tests

• Measure an individual’s thinking, memory, reasoning,
verbal, and mathematical abilities
 Ability Tests
Psychomotor Tests
• Measure dexterity, hand–eye coordination, arm–hand
steadiness, and other factors

Physical Ability Tests

• Measure an individual’s abilities such as strength,
endurance, and muscular movement

Assessment Centers
• Exercise composed of a series of evaluative tests used
for selection and development
Big Five Personality Characteristics
 Honesty/Integrity Tests
❖ Reduces the frequency of lying and theft on the
job
❖ Communicates to applicants the intolerance
toward dishonesty
❖ Polygraphs - Mechanical device that measures a
person’s galvanic skin response, heart rate, and
breathing rate
▪ Employee Polygraph Protection Act - Prohibits the
use of polygraphs for preemployment screening
 Selection Interviewing
❖ Purposes
▪ To obtain additional information
▪ To clarify information gathered throughout the
selection process
❖ Conducted at two levels

Assessing the
Initial screening In-depth selection
qualifications of
interview interview
applicants
Inter-Rater Reliability and Validity
❖ Interviewers must be able to pick the same
qualities consistently
▪ Intra-rater reliability - Consistency within one
interviewers
▪ Inter-rater reliability - Consistency across different
interviewers
❖ Inter-rater reliability becomes important when:
▪ Each of the several interviewers is selecting
employees from a pool of applicants
▪ Employer uses team or panel interviews with multiple
interviewers
▪ Validity can vary depending on the degree of structure
that is utilized in an interview format
 Validity
and
Structure
in
Selection
Interviews
 Structured Interviews
Biographical Interview
• Focuses on a chronological assessment of the candidate’s past
experiences
Behavioral Interview
• Applicants give specific examples of how they have performed a
certain task
Competency Interview
• Questions are designed to provide the interviewer results against
which to measure the applicant’s response
• Competency profile - List of competencies necessary to do a
particular job
Situational Interview
• Questions about how applicants might handle specific job situations
 Structured Interviews

Benefits of Structured
Interviews

Ensures that a Greater consistency Individual work

given interviewer in the subsequent performance can
has similar evaluation of be better
information on applicants forecasted
each candidate
 Less-Structured Interviews
Unstructured Interview
• Occurs when the interviewer improvises by asking questions that are not
predetermined

Semistructured Interview
• Guided conversation in which broad questions are asked and new questions
arise as a result of the discussion

Stress Interview
• Designed to create anxiety and put pressure on applicants to see how they
respond

Nondirective Interview
• Uses questions developed from the answers to previous questions
 Interviewers
Individuals

Individuals Sequentially

Panel Interview
• Several interviewers meet with the candidate at the
same time
Team Interview
• Applicants are interviewed by the team members
ThS. Nguyen Van Thuy 84/76
‘Can do’ versus ‘will do’
 How to select the suitable candidate?

❖ Additional can be used:

▪ Candidate Assessment
Necessary to: Centers
▪ Analysis/assessment of CV ▪ Competency tests
▪ Interview ▪ Personality/work
motivation tests

▪ Check through referrals

Interview
ThS. Nguyen Van Thuy 87/76
 Effective Interviewing
❖ Questions to avoid
▪ Yes/no questions
▪ Obvious questions
▪ Questions that rarely produce a true answer
▪ Leading questions
▪ Illegal/inappropriate questions
▪ Questions that are not job related
❖ Listening responses to avoid
▪ Nodding, pausing, making casual remarks,
echoing, and mirroring
Use Effective
Control the
Plan the Interview Questioning
Interview
Techniques
Problems in the Interview
 Background Investigations

❖ Past job records ❖ Social security

❖ Credit history numbers
❖ Testing records ❖ Sex offender lists
❖ Educational and ❖ Motor vehicle records
certification ❖ Military records
records
❖ Drug tests
 Selecting Process

Assessment
applications

Interview
Process ❖ Make selection decisions based
on:
▪ The candidate's suitability to the
Offer made organization
▪ Functional and team fit
▪ Conformity with the job description
Initial Contract and candidate profile

ThS. Nguyen Van Thuy 91/76

 Making the Job Offer
❖ Given over the telephone
❖ Formalized letter is then sent to the applicant
❖ Offer document should be reviewed by legal
counsel
❖ Terms and conditions of employment should be
clearly identified
❖ Selected candidate should:
▪ Sign an acceptance of the offer
▪ Return the signed acceptance to the employer
❖ Employer should place it in the candidate’s
personnel files
 Selecting Process

Assessment
applications

Interview
Process ❖ Once the most suitable candidate
for the vacancy has been found,
the Human Resources Department
Offer made will directly sign a labor contract
with the candidate:
▪ Come to an agreement on salary
Initial Contract and working conditions
▪ Sign a labor contract
ThS. Nguyen Van Thuy 93/76
 Selecting Process
❖Planning for the program to
become familiar with the work
carefully:
▪ On-the-job training and off-the-
job training
9. Apprenticeship ▪ Introduce the necessary
relationships for work
❖Appointment of an instructor
❖Set goals for the probationary
period
10. Hire ❖Regular conversations
between executive line
managers and new
employees
ThS. Nguyen Van Thuy 94/76
 Selecting Process
❖Performance Evaluation:
Did the employee meet
expectations?
9. Apprenticeship
❖Decision after the
apprenticesship period
(usually 1-2-3 months) have
signed long term contracts
10. Hire with new employees or not?
❖Maintain regular dialogue
between the direct manager
and new employees
ThS. Nguyen Van Thuy 95/76
 NGUYEN VAN THUY, PhD
thuybanker2018@gmail.com

NGUYEN VAN THUY, PhD Copyright 96