RECRUITMENT, SELECTION, PLACEMENT & INDUCTION

CHAPTERS FOUR & FIVE

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 RECRUITMENT
Recruitment
▪Recruitment is the process of attracting enough
individuals with appropriate qualifications to apply for
jobs with an organization.
▪The first step in the hiring process.

Selection
▪The process of making a “hire” or “no hire” decision
regarding each applicant for a job;
▪The second step in the hiring process.
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 Purpose of recruitment

 Find individuals who can do the job to a required standard

 To obtain a pool of suitable candidates with minimum cost
 Promote equal employment opportunity
 Ensure all recruitment activities contribute to a desirable
organizational image.
 RECRUITMENT PROCESS

1. Recruitment planning: Translating information on human

resource planning in to targets that specifies the number and
type of potential applicants to be contacted.
2. Searching: Involves identifying source of the recruitment.
Sources are: internal and external.
3. Attracting qualified candidates to apply for the jobs
4. Screening: Identifying potential candidates/Short listing
applicants/ creating applicant pool and eliminating those who
are not qualified for the job

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 SOURCE OF RECRUITMENT
Internal source of recruitment:
➢ Internal recruitment refers to looking for potential qualified
candidates within the organization to fill job vacancies.

➢ It usually takes the form of promotion or transfer within the

organization.

➢ Therefore, internal source of recruitment are employees in

the organization.

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 SOURCE OF RECRUITMENT
▪External recruitment refers to attracting qualified candidates
from outside the organization to apply for job vacancies.

▪This source is widely used especially to:

✓fill entry-level jobs

✓acquire skill not owned by current employees

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 SOURCES OF RECRUITMENT
SOURCES OF EXTERNAL RECRUITMENT

▪Temporary workers

▪Former employees/re-recruitment

▪Passive job seekers - People who are not looking for jobs but could be
persuaded to take new ones.

▪Professional associations

▪Internship
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 SOURCES OF RECRUITMENT
SOURCES OF EXTERNAL RECRUITMENT
▪College/Universities

▪Walk-ins/write-ins
•Walk-ins are job candidates who physically arrive at the
organization in search for a job.

•Write-ins are job seekers who send application letter to an

organization employment office.

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 METHODS FOR INTERNAL RECRUITING
Methods of Internal Recruiting
1. Job posting: this involves announcing job openings to all current
employees. Position, location, pay scale and qualifications are
described. The means used for announcing the job vacancies can be:
Bulletin boards, In-house Newsletters, Circulars/memos, intranet.
 Job bidding: procedure that permits individuals in organization who
believe they are qualified to apply for posted jobs.
 Employee referrals: supervisors or current employees generally
recommend best-qualified candidates for the vacant jobs.

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 DISCUSSION

What Advantages Do You Expect from Internal Recruitment?

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 ADVANTAGES OF INTERNAL RECRUITING
▪Better Selection: the employee is already known, information on
employee performance is readily available and predictable.

▪Employee loyalty: internal recruitment sends a message to the

current workforce that the organization offers opportunities for
advancement.

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 ADVANTAGES OF INTERNAL RECRUITING
▪Adaptability: those chosen internally already know the organization,
hence, less training and orientation will be required.

▪Cost-effective: internal recruitment is less costly as compared to external

recruitment because of low advertisement and training costs requirement.

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 DISADVANTAGES OF INTERNAL RECRUITING

▪Limited Choice (inadequacy of supply): internal recruitment excludes

excellent candidates that may be available from external sources.

▪In-Breeding: the employee tends to demonstrate on the job only what

he/she has learned in the organization and has few new ideas and
experiences.

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 REFLECTION

Do you think that internal recruitment avoids the necessity (need) of

external recruitment? Why or why not?

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 METHODS FOR EXTERNAL RECRUITMENT

1. Advertising: a means to communicate the organization employment

requirement to the general public using mass medias (radio, TV, news
paper, Internet, career sites, employer/organization website and
social media).

2. Employee referrals: current employees refer job seekers from outside

the organization.

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 METHODS FOR EXTERNAL RECRUITMENT

3. Job Fairs - is used by a single employer or group of employers to attract a large

number of applicants to one location for interviews. Job fairs are often organized by
colleges and universities to assist their students in obtaining positions.

4. Internship - involves placing a student in a temporary job with no obligation either

by the company to hire the student permanently or by the student to accept a
permanent position with the firm.

5. Competitive Games

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 EXTERNAL SOURCES OF RECRUITMENT CONT’D…

6. Employment agency /headhunters: employment agencies carry out

recruitment function on behalf of their client organization.

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 EXTERNAL SOURCES OF RECRUITMENT CONT’D…
Reasons for using employment agencies:
 When a firm doesn’t have organized HR department

 If the firm has found it difficult in the past to generate a pool of qualified
applicants.

 The firm wants to cut down on the time it is devoting to recruiting.

 The firm must fill a particular opening quickly.

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 EXTERNAL SOURCES OF RECRUITMENT CONT’D…
Avoiding problems with employment agencies:

 Give the agency an accurate and complete job description.

 Make sure tests, application blanks and interviews are part of the
agency’s selection process.

 Periodically review data on candidates accepted or rejected. Check

on the effectiveness and fairness of the agency’s screening process.

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 ADVANTAGES OF EXTERNAL RECRUITING

▪and new employees bring fresh perspectives, different approaches skill

and experience to the organization (organizational innovation).

▪Provide sufficiently large number of candidates

▪Fairness in recruitment (minimize nepotism)

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 ADVANTAGES OF EXTERNAL RECRUITING

▪New recruits are less susceptible to conformity pressures (disagreement)

▪The cost of searching external specialists may be less than the cost of
training current workers in a new process or technology.

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 DISADVANTAGES OF EXTERNAL RECRUITING
▪High cost: the cost of advertisement and training new entrants is high as
compared to internal recruitment.
▪Adaptability problems: more time will be needed for new employees to
adapt to the work environment of the organization and it may take weeks
before a new recruit has learned the job.
▪Wrong selection: external recruitment can result in wrong selection of
employees.
▪Poor employee morale: recruitment from outside can adversely affect the
morale of existing employees.

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 REFLECTION

▪Do you think recruitment is always the best method to fill vacant
positions?

▪What other alternatives or options do organizations have to fill vacant

positions?

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 ALTERNATIVE TO RECRUITMENT

The alternatives to recruitment are the temporary ways of hiring people

for the job position with a view of saving cost incurred in recruiting process
and meet the short-term demand for increased work volume.

The most common alternative to recruitment includes:

▪Job enlargement and enrichment

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 ALTERNATIVE TO RECRUITMENT

The most common alternatives to recruitment include:

▪ Overtime - in case the increase in demand of a product/service is
temporary.
▪ Temporary employment - the temporary employees are those who are
hired for a specific time period.
▪ Subcontracting - a certain portion of the work is delegated to other
specialized agencies/organization.

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 ALTERNATIVE TO RECRUITMENT

The most common alternatives to recruitment include:

▪Employee leasing - wherein the permanent employees of other firms are

hired due to their specialization in a certain field on a lease basis to meet
the short term requirements of the client company.

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SELECTION

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 SELECTION

Selection is the process of choosing the most suitable candidate for

a particular position from among the candidates.

 Process of choosing the individual best suited for particular

position and organization from a group of applicants.

 Goal is to properly match people with jobs and organization.

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 SELECTION
Effective selection process requires:
➢Clearly spelled out job description and job specification

➢Sufficiently large pool of prospective applicants

➢Series of steps through which applicants pass

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 Selection
Right selection improves Poor selection leads to
▪Human capital of the organization ▪Increased employee turnover

▪Employer-employee relations ▪Absenteeism

▪Productivity & commitment of employees ▪Job related Accidents

▪Job dissatisfaction

▪High costs of training & productivity losses.

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 THE SELECTION PROCESS

▪The number of steps in the selection process and their sequence will vary, not
only with the organization, but also with the type and level of jobs to be filled.
1. Initial Screening
2. Employment interviews
3. Post interview screening
4. Pre-employment tests
5. Reaching a selection decision and notifying the candidates

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 INITIAL SCREENING
1. Preliminary Evaluation of Application Forms to check whether there is a match
between the applicants' qualification and the vacant position.
The main purpose of application form :
▪ To aid as a pre-employment screening tool.

▪ Helps to collect consistent information about candidates.

▪ Provides an important input in determining whether the applicant satisfies the

minimum requirement set by the organization and the relative strength of a job
applicant.

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 INITIAL SCREENING

Application forms consist of information about:

▪ Personal background information: Name, gender, age, marital status, nationality,
etc.
▪ Qualifications: Educational, professional and other qualifications and specialized
skills.
▪ Work Experience: Experience in previous jobs, duties, responsibilities, etc.
▪ References: Names and addresses of persons who can be contacted for references.

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 INITIAL SCREENING
2. Internet checks - check online social networking sites before deciding
whether or not to invite them for an actual face-to-face interview.

3. Preliminary or screening interview - Short video or phone

interviews usually conducted by HR personnel, to narrow down the
field and save decision makers time by eliminating candidates who
are not likely to be hired.
 EMPLOYMENT INTERVIEW
The major purpose of interview is to assess the candidates in the following areas:
▪Ability to do the job
▪Motivation and eagerness to do the job
▪Ability to 'fit-in' with the organization
▪Personality and interpersonal skills
▪Ability to work under pressure (stress)
 EMPLOYMENT INTERVIEW

Types of interview:
Structured Interview - a set of standardized questions based on critical factors to a
person’s job performance and an established set of answers against which applicant
responses can be rated, it provides a more consistent basis for evaluating job
candidates.

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 EMPLOYMENT INTERVIEW
Situational Interview

▪Is one variation of the structured interview

▪With this approach, an applicant is given a hypothetical incident and

asked how he or she would respond to it. The applicant’s response is then
evaluated relative to pre-established benchmark standards. Can be used
for entry level positions.

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 A SAMPLE QUESTION FROM A SITUATIONAL INTERVIEW

Question:
It is the night before your scheduled vacation. You are all packed and ready to go.
Just before you get into bed, you receive a phone call from the chemical plant. A
problem has arisen that only you can handle. You are asked to come into take care of
things. What would you do in this situation?

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 A SAMPLE QUESTION FROM A SITUATIONAL INTERVIEW
Scoring Guide:
Good: “I would go in to work and make certain that everything is ok, then I would go on
vacation.”

Good: “There are no problems that only I can handle. I would make certain that someone
qualified was there to handle things.”

Fair: “I would try to find someone else to deal with the problem.”

Fair: “I would go on vacation.”

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 EMPLOYMENT INTERVIEW
Types of interview:
The Behavioral Description Interview(BDI)
▪In contrast to a situational interview, a behavioral description interview focuses on
actual work incidents in the interviewee’s past. The BDI format asks the job applicant
what he or she actually did in a given situation.
▪Is based on the assumption that past performance is the best predictor of future
performance.
▪More effective for hiring higher-level positions such as general managers and
executives.
▪Is less susceptible to applicant faking.

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 EMPLOYMENT INTERVIEW

Types of interview:
For example of Behavioral Description Interview(BDI)
▪To assess a potential manager’s ability to handle a problem, an
interviewer might ask, “Tell me about the last time you disciplined an
employee.”

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 EMPLOYMENT INTERVIEW

Types of interview:

▪Panel interview - An interview in which a board of interviewers questions and

observes a single candidate.

Sequential interview - A format in which a candidate is interviewed by different

interviewers who have a vested interest, one right after another one-on-one. The
interviewers later get together and compare their assessments of the candidates.

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 POST INTERVIEW SCREENING
Reference checking - can be done through telephone or through emailing
/faxing/mailing questionnaire.
▪What were the applicant’s title, responsibilities, the start and end dates of the
applicant’s employment?
▪ In what areas did the applicant excel? In what areas did the applicant need
improvement?
▪ How well does the applicant communicate with and get along with others?
▪ How does the applicant deal with conflicts and stress?
▪ Did the applicant miss a lot of work?
▪ For what reason did the applicant leave your organization?
▪ Would you rehire the applicant?
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 PRE-EMPLOYMENT TESTS

Pre-employment test is an objective and standardized measure of a

sample of behavior that is used to gauge a person’s knowledge, skills, and
other characteristics relative to other individuals.

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 PRE-EMPLOYMENT TESTS

Job knowledge test: a type of achievement test designed to measure a person’s level
of understanding about a particular job.

Work sample tests or job sample tests: require the applicant to perform tasks that
are actually a part of the work required on the job.

Cognitive ability tests : measure mental capabilities such as general intelligence,

verbal fluency, numerical ability and reasoning ability.

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 PRE-EMPLOYMENT TESTS

Biodata Tests

▪Candidates are questioned about events and behaviors that reflect attitudes,
experiences, interests, skills and abilities that correlate with on-the-job success.

▪Is based on the assumption that past behavior is the best predictor of future behavior.
Sample Biodata questions:
▪“How many books have you read in the last 6 months ?” (OR)
▪“How often have you put aside tasks to complete another, more difficult assignment?”

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 PRE-EMPLOYMENT TESTS

▪ Personality Tests: They measure personality dimensions of the candidates.

Measure disposition and temperament. The “Big Five” factors that summarize
personality traits are the following:
1. Extroversion: the degree to which someone is talkative, sociable,
active, aggressive and excitable.
2. Agreeableness: the degree to which someone is trusting, amiable,
generous, tolerant, honest, cooperative and flexible.

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 PRE-EMPLOYMENT TESTS

3. Conscientiousness: the degree to which someone is dependable and

organized in tasks.
4. Low Neuroticism: the degree to which someone is secure, calm,
independent and autonomous.
5. Openness to experience: the degree to which someone is intellectual,
philosophical, insightful, creative, artistic and curious.

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 PRE-EMPLOYMENT TESTS

Medical examination - is generally given to ensure that the health of an applicant is

adequate to meet the job requirements. It also provides a baseline against which
subsequent medical examinations can be compared and interpreted. The latter
objective is particularly important in determinations of work-caused disabilities.

Interest Tests: they are inventories of the likes and dislikes of candidates in relation to
work, hobbies, recreational activities, etc. The assumption is that interests and job
satisfaction are correlated.

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 REACHING A SELECTION DECISION

The decision to accept or reject applicants requires systematic consideration of all the
relevant information about applicants. Summary forms and checklists can be used to
facilitate the process.

Notifying the result

Notify candidates both who are chosen and not chosen for the position.

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 SOCIALIZATION

▪Refers to a process of helping new employees adapt to their new

organizations and work responsibilities.
▪Process by which an individual comes to appreciate the values, abilities,
expected behaviors and social knowledge essential for assuming an
organizational role and for participating as an organizational member.

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 STAGES OF SOCIALIZATION
Pre-arrival stage
This stage recognizes that individuals arrive in an organization with a set of
organizational values, attitudes and expectations.

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 STAGES OF SOCIALIZATION
Encounter stage
The socialization stage where individuals confront the possible contradiction between
their organizational expectations and reality.

If expectation and reality differ, new employees must be socialized to detach them from
their previous assumptions. However, some new members may become totally
disillusioned with the actualities of their jobs and resign.

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 STAGES OF SOCIALIZATION
Metamorphosis stage
The socialization stage during which the new employee must workout inconsistencies
discovered during the encounter stage.

Socialization is complete when new members become comfortable with the organization
and their work teams. They internalize coworker and organization norms, and they
understand and accept these norms.

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 ORIENTATION AND INDUCTION
Induction - is the process of receiving and welcoming employees when
they first join a company.

Orientation - A procedure for providing new employees with basic

background information about the firm.
 INDUCTION AND ORIENTATION
Induction- is the process of receiving and welcoming employees when they first join a
company. Includes company overview:
▪ Mission, Vision, Values, etc.
▪ History and clients
▪ Hierarchy
▪ Policies
▪ Company rules (dress code, business conduct guideline, etc.)
 INDUCTION AND ORIENTATION
Orientation- A procedure for providing new employees with basic
background information about the firm.
•Workplace tour and formal meetings with teams and departments.
•Information of procedures and processes
•Information of work assignment/job, clients, etc.
•Introduction to team members and key contacts.
•Information about employment terms and conditions.
 AIM OF INDUCTION AND ORIENTATION

▪Make new employees feel welcome and at home and part of the team.

▪Help new employees understand the organization in a broad sense and

the basic information to function effectively, such as e-mail access,
password and company rules.
 AIM OF INDUCTION AND ORIENTATION

•To teach new employees learn the behaviors and attitudes they need to
be successful in the organization.
To establish quickly a favorable attitude to the company in the mind of
the new employee so that he or she is more likely to stay.
•To obtain effective output from the new employee in the shortest possible
time.
•To reduce the likelihood of the employee leaving quickly.