HUMAN RESOURCE

MANAGEMENT

RECRUITMENT
AND
SELECTION

CHAPTER NO. 3
AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

 Understand and Differentiate between strategic

recruitment and selection.
 Identify the dual goals of recruiting.
 Comprehend recruitment process from
organizational as well as individual perspective.
 Identify what strategic decisions are involved in
recruiting.
 Explain the major recruitment methods and analyze
their advantages and disadvantages.
 Identify the basic selection criteria.
 Design and administer an effective selection
process.
 Evaluate the three methods e.g., information
gathering, tests and interviewing used in employee
selection.
 Appreciate varied contemporary interviewing
 HUMAN RESOURCE
MANAGEMENT
BUSINESS
OBJECTIVES

HR PLANNING

JOB
ANALYSIS

JOB
JOB DESCRIPTION
SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified

candidates for a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to

self-select themselves out.
 RECRUITMENT IS A TWO
WAY STREET

Applicants are
Organization is Looking for the
Looking for a RECRUITMENT Potential
Qualified Applicants Emplacement
Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation
Generate candidate pool via
internal or external recruitment Acquire Employment Experience
methods
Evaluate Candidates via
Search for Job Openings
Selection process

Impress Candidates Apply for jobs

Impress Company during

Make Offer
Selection process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 STRATEGIC RECRUITING
DECISIONS
 How Many Employees Needed
HR PLANNING  When Needed
DECISIONS  KSAs Needed
 Special Qualifications

 Where to Recruit:
Internal/External
STRATEGIC  Who to Recruit: Flexible
RECRUITING Staffing
DECISIONS Options
 Nature of Job Requirements

DECISIONS ON
RECRUITING  Advertising Choices
SOURCES/METHOD  Recruiting Activities
S
 STRATEGIC RECRUITING
DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous,
predictable, and scheduled employment of six
1. REGULAR EMPLOYMENT months' duration or longer. Regular
employment may be full time or part time.
Full-time employment consists of a regular
2. FULL-TIME OR PART- schedule of 37.5 hours per week. Part-time
TIME employment consists of a regular schedule of
less than 37.5 hours per week.
Perform specific services on a contract basis
3. INDEPENDENT used in a number of areas, including building
CONTRACTORS maintenance, security, and advertising/public
relations.
An employer signs an agreement with an
employee leasing company, after which the
existing staff is hired by the leasing firm and
4. PROFESSIONAL leased back to the company. For a fee, a small
EMPLOYER business owner turns his or her staff over to
ORGANIZATIONS AND the leasing company, which then writes the
EMPLOYEE LEASING paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the
required records.
 STRATEGIC RECRUITING
DECISIONS Cont . . .

This is based on “try before you buy”

approach . Employers who use temporary
employees can hire their own temporary
5. TEMPORARY WORKERS staff or use agencies supplying
temporary workers. Such firms supply
workers on a rate-per-day or per-week
basis.
Seasonal employees are hired to work on
a part-time basis by companies that need
6. SEASONAL EMPLOYEES extra help during a particular season,
typically the Christmas season or crops
harvesting.
SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT

Job Posting &

Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .

INTERNAL SOURCES
ADVANTAGES
 Morale of Promotee
 Better assessment of
abilities
 Lower cost for some jobs
 Motivator for good
performance
 Causes a succession of
promotions
 Have to hire only at entry
level
DISADVANTAGES
 Inbreeding
 Possible morale problems of
those not promoted
“Political” infighting for
promotions
 Need for management-
Development program
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Labor
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
SOURCES OF RECRUITMENT Cont . . .

EXTERNAL SOURCES
DISADVANTAGES
ADVANTAGES
 New “blood” brings new  May not select someone who
perspectives will
 Cheaper and faster than “fit” the job or organization
training  May cause morale problems for
 Professionals internal
 No group of political supporters  Candidates not selected
in company  Longer “adjustment” or
 Organization already orientation
 May bring new industry insights time
INTERNET RECRUITING METHODS

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer
Web Sites
 INTERNET RECRUITING
METHODS Cont . . .

ADVANTAGES DISADVANTAGES
 Cost savings  More unqualified applicants
 Time savings  Additional work for HR staff
 Expanded pool of applicants members
 Many applicants are not
seriously seeking
employment
 Access limited or unavailable
to
some applicants
 RECRUITING EVALUATION
Quantity of
Applicants
As the goal of a good
recruitment program is to
generate a large pool of
applicants from which to
choose, quantity is a natural
place to begin evaluation
Yield Ratio
A comparison of the number of
applicants at one stage of the
recruiting process to the
number at the next stage.
Quality of
Applicants
In addition to quantity, the issue
arises as to whether or not the
qualifications of the applicant pool
are sufficient to fill the job
openings. Do the applicants meet
job specification and do they
perform the jobs well after hire?
Evaluating
Recruiting Costs
and Benefits
In a cost/benefit analysis to
evaluate recruiting efforts, costs
may include both direct costs
(advertising, recruiters’ salaries,
travel, agency fees, telephone) and
the indirect costs (involvement of
operating managers, public
relations, image).
RECRUITING EVALUATION Cont . . .

Using Yield Ratios to Determine Needed

Applicants:

300 Applicants
Initial Contacts/Final
Interview
(Yield ratio = 3:1)
100 Final
Interviews
Final Interview/Offers
(Yield ratio = 2:1)

50 Offers
Offers/Hires
(Yield ratio = 2:1)

25 Hires
CONSTRAINTS ON RECRUITMENT

Image of the
Company

Attractiveness
of Job

Internal
Organizational
Policy

Recruitment
Cost
 BUSINESS
OBJECTIVES

HR PLANNING

JOB
ANALYSIS

JOB
JOB DESCRIPTION
SPECIFICATION

RECRUITMENT

SELECTION
SELECTION

Or
 BASIC SELECTION
CRITERIA

Formal Education

Experience and Past

BASIC Performance
SELECTION
CRITERIA Physical Characteristics

Personality
Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification
Passed
Completed
Failed to complete job
application or failed job application
specification Passed
Employment test
Failed Test
Passed
Passe Conditional
Comprehensive d job offer
Failed to impress interview
interviewer and /
meet job
expectations
Background
Problem Examination if
encountere required
d
Reject Passed
Applicant Medical/physical
Unfit to do examination if required
(conditional job offer
essential Able to
elements of job perform
essential
elements of job
Permanent job
 Recruitment for
permanent & Recruitment & Selection
temporary
employees
Process
(Telenor) Offe
r
6-8 weeks Ass
Consist of ess Acc
7 key men Yesepta No
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er, Recruitme If offer is
test nt not
&
Ide inte
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Can
ntif rvie the recruitment
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Ye
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& regional offer
Pre
and Yes
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Job
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 SELECTION METHODS
The Three most Common
Methods used are:

1. Testing

2. Gathering
Information

3. Interviewing
 SELECTION METHODS Cont . . .
1. TESTING
Tests measure knowledge,
skill, and ability, as well as
other characteristics, such as
personality traits.

TESTING TYPES

Cognitive Physical Work

Personal Integrity Drug
Ability Ability Sample
Test ity Test Test Test Test Testing
 SELECTION METHODS Cont . . .

1. Cognitive Ability 2. Physical Ability

Testing Testing
It measures the
learning, It assesses muscular
understanding, and strength,
ability to solve TESTING cardiovascular
problems. e.g. TYPES endurance, and
Intelligence Tests. coordination.

3. Personality
Testing

It measures the
patterns of thought,
emotion, and behavior.
e.g. Myers Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

It is designed to
assess the likelihood
that applicants will be
dishonest or engage in
illegal activity.
Normally requires
applicants to provide
TESTING
TYPES required sample that
is tested for illegal
substances.

5. Work Sample
Testing

Measures performance
on some element of
the job.
 SELECTION METHODS Cont . . .

TEST
SAMPLE
 SELECTION METHODS Cont . . .

2. INFORMATION
GATHERING :
Common methods for gathering information include
application forms and résumés, biographical data,
and reference checking.
 SELECTION METHODS Cont . . .
 Generally ask for information such as
address and phone number, education,
Application work experience, and special training.
Forms and
Résumés  At the professional-level, similar
information is generally presented in
résumés.

 Historical events that have

Biographical shaped a person’s behavior and
Data identity.

 Involves contacting an applicant’s

Reference previous employers, teachers, or
Checking friends to learn more about the
applicant Issues with reference
checking
 SELECTION METHODS Cont . . .

3. INTERVIEWS:
 The interview is the most frequently
used selection method.
 Interviewing occurs when applicants
respond to questions posed by a
manager or some other
organizational representative
(interviewer).
 Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.
 SELECTION METHODS Cont . . .

Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews
2.
Unstructured
Interviews
 SELECTION METHODS Cont . . .
1. Structured 2. Unstructured
Interviews Interviews
Uses a list of
predetermined questions.
Interviews-open ended
All applicants are asked the
questions are used such as
same set questions. There
“Tell me about yourself”
are two types of structured
interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the
interviewer to probe and
• In which the • In which the pose different sets of
interviewer asks questions focus
questions about questions to different
on the applicants.
what the applicant
would do in a applicant’s
hypothetical behavior in past
situation situations.
 SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
SELECTION METHODS Cont . . .

INTERVIEW
QUESTION
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION
FORM
 Kohinoor Mills Ltd.
 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

KOHINOOR
MILLS LTD.
SELECTION METHODS Cont . . .

WATEEN
TELECOM
SELECTION METHODS Cont . . .

FAUZ
 SELECTION METHODS Cont . . .

COMMON INTERVIEWING
MISTAKES

Negative
Snap Judgments
Emphasis

Halo Effect Horn Effect

Biases Cultural Noise

 Organizatio
Attract the Promotions
CHAPTER : 3 Internal nal Data Job Posting
Qualified & Transfers
Recruitmen Base
Applicants Recruitmen Re-recruit
Encourage t Sources Employee Employee
t Focused Referrals
Former
Unqualified Employee
Applicants to self
Goals Professional
Colleges & Employee
select themselves External Organizatio
Universities Leasing
out
Organization is Recruitmen ns
Media
looking for a Recruitmen t Sources Unsolicited Placement
Sources &
Qualified Applications Agencies
Applicants
t Job Fairs
(2 way Internet
Applicants are RECRUITMENT Recruitmen Employer
also looking for process) Job Boards
Web Sites
the Opportunities t Sources

Budgetin Regular vs. Recruiting Quantity of Quality of

Yield Ratio
Evaluation Applicants Applicants
g Flexible Strategic Image of
Organizatio Recruitmen Constraints the
Attractivene
Internal vs. on ss of Job
nal vs.
External
t Decisions Company
Outsourcing Recruiting Internal Org. Recruitment
Recruitment Policy Cost
&
Selection
Experience and
Formal Cognitive Personality Physical
Past
Education Performance Basic Ability Test Test Ability Test
Physical Selection Testing
Characterist KSA Criteria Integrity Work
ics Drug Test
Personality Other Test Sample Test
Characterist Characterist
ics Screeningics Application Biographical
 Initial Resumes
Information Forms Data
 Completed
Application Gathering Reference Defamation Negligent
 Employment Test SELECTION Checking of Character Hiring
 Comprehensive Situationa Behaviora
Selection Structured l l
Interview
process Interviews Unstructur
 Conditional Job Offer
 Background
ed
Examination
 Medical or Physical Snap
Common Halo Effect Horn Effect
Examination Managemen Interviewin
Judgments
Negative
 PermanentGathering
Job Offer Cultural Noise Biases
t Quality g Mistakes Emphasis
Testing informatio
n Selection Circle
Interviews Methods
 THOUGHT OF THE DAY

“If an HR person is trying to choose

people for an organization, knowing
their values is very important-if they
are not consistent with the
organization’s values they are not
likely to stay very long.”
Professor, Roger Collins.