RECRUITMENT &

SELECTION

Prepared By:
Muhammad Anwar Arqam
LEARNING OBJECTIVES
After Attending This Session Students Will Learn:
 Contribution to Effective Systems-Based Recruitment & Selection
 Complex Relationship Between People’s Performance & Profit
Desired
 Application Of Systems Theory To Recruitment & Selection
 To Apply Strategic Methodology To Recruitment & Selection
 ToDifferentiate Between Traditional Recruitment From Systems-
Based
 To Create Contemporary Systems-Based Strategic Recruitment
STAFFING
 Overall Policies, Procedures, Guidelines
Used To Attract, Retain, Develop Employees
Or Staff
 Recruiting New Staff, Promoting &
Transferring Existing Staff, Training,
Educating & Developing Staff, Determining
Appropriate Wage & Salary Strategies
 Creating Meaningful Employment
Opportunities
 Recognizing Valuable Contributions Of Staff
 Evaluating & Optimizing Performance
 Complete System Dominated By Recruitment
& Selection Which Are Core Of Staffing
 Finding Right Person For Right Job
 Keeping Staff Cost Efficient & Strategically
Sensible
RECRUITMENT REFERS
ORGANISATION’S ABILITY TO:
 Attract Suitably Qualified Pool Of Applicants
 Attract Staff In Cost Effective Manner
 Attract Staff Timely To Appoint Quickly
 Provide Short-Listing Of Candidates To
Proceed To Selection Phase
TRADITIONAL VS MODERN HR
 Advertise Positions In Hard Media e.g.
Newspapers, Professional Journals Or Use
Consultants
 Online Recruitment
 -----------------------------------------------
 -----------------------------------------------
RECRUITMENT PREPARATION
1. Determining Why Vacancy Has Occurred
2. Is Job Necessary; Has Approval Been
Taken?
3. Has Budget Been Allocated?
4. Linking Vacancy With Organization's
Strategic Direction & Objectives
5. May Be Recruited Internally Or
Externally?
6. Has Job Been Properly Analyzed?
7. Are There Any Legal Or Union-Based
Considerations?
8. Are There Appropriate Application
Forms?
 ADVERTISEMENT EXTERNAL
INTERNAL
 Newspapers, Magazines
 Noticeboards  Professional Journals
 Associations & Unions
 Newsletters
 Radio, Television
 Intranet  Universities & Colleges
 Sourcing Consultants
 Word Of Mouth
 Websites, Social Media,
Bulk E-Mails
CHECKS ON APPLICANTS (HURDLES)
 Appropriate Qualifications, Experience,
Skills
 Minimum Number Of Years’ Experience
 Job Or Role Specific Competence
 Ideally Having Same Industry Experience
Employing Right People First Time Is
Cost Effective
SELECTION (POST RECRUITMENT PHASE)
 One Or More Applicants Required
Interviews  Job Offer
 Psychometric Testing  Induction
 Assessment  Monitoring
 Checking References Performance Of
 Medical Assessments Successful Candidates
 Finalizing Training &  Creating Feedback
Skills, Successful Mechanism For System
PERSONNEL MANAGEMENT
 Recruitment & Selection
 Performance Appraisal
 Industrial Relations
 Wage & Salary Administration
 Training & Development
 Occupational Health & Safety
HUMAN RESOURCE MANAGEMENT
 Similar Activities As Personnel
Management
 Staff Commitment To Organizational
Goals Instead Of Seeking Control &
Compliance
 More Competitive
 Sought Flexibility
 GAINING FLEXIBILITY
 Participate In Decision Making
 Respond Quickly To External Market Changes
 Allow Staff To Have Greater Autonomy In Their
Work
 Provide Greater Career Opportunities
 Better Understanding Role In Organization
 Communicate & Be Listened To
 Allow Management & Employee Relations
 Be Developed As An Asset
Sustainable Competitive Advantage
Environment Where Staff Feel Valued &
Recognized
STRATEGIC HUMAN RESOURCE
MANAGEMENT (SHRM)
 Evolved To Meet Needs Of Global &
International Organizations In Highly
Competitive Markets Where Nature Of
Organizations Changes
 Aligns All HR Functions With Mission,
Vision, Goals & Strategic Objectives Of
Organization
PEOPLE, PERFORMANCE, PROFIT/OUTCOME
& CORPORATE STRATEGY LINK
 One Thing Each Organization Has In
Common Is People
 People Add Value To Organization By
Bringing New Competencies With Them &
Transforming Resources Into Desired
Outcomes
 Organizations Employ Staff & Optimize Their
Performance To Achieve Desired Outcomes
 MEETING GOALS OF STAKEHOLDERS
 Shareholders & Other Organizations: Who
Invest To Gain Financial Benefits
 Governments That Invest In Organizations:
Provide Tax Incentives Or Infrastructure To
Allow Organizations To Operate Effectively
 Suppliers Of Goods & Services:
 Customers & Clients:
 Unions & Employer Associations
RELATIONSHIP BETWEEN
PEOPLE, PERFORMANCE
& PROFIT OR DESIRED
OUTCOME
 RESOURCE MAXIMISATION STRATEGIES
(SUPPORT & MOTIVATION STRATEGIES)
 Professional  Experiential Learning
Development
 Constructive Feedback
 Personal Development &
 Recognition
Education
 Remuneration, Benefits &
 Challenging &
Incentives
Meaningful Work
 ‘Fit’ For Short, Medium &
 Career Development
Long-Term Goals
Opportunities
INVESTING IN PEOPLE Or RETENTION
Or WHAT PEOPLE SEEK
 Consultation & Communication
 Involvement & Participation
 Recognition Of Effort, Contribution, Achievement
 Supportive Professional Leadership
 Adequate Staff Levels To Distribute Workloads Evenly
 Flexible Work Practices Where Possible
 Professional Development
 More Training & Education
 Career Development & Promotion
 Autonomy & Control Over Work Practices
 More Challenging Work
 Constructive Performance Feedback
 Social Engagement & Interaction
 Job Enlargement
 Work Life Balance
 Trust & Respect
 APPLICATION OF SYSTEM THEORY TO
RECRUITMENT & SELECTION (Home Assignments)
 Systems Approach Can Be Used To Understand Links
Between Various Parts Of System; Structure, Processes, Goals
& Outcomes e.g. Transforming Inputs Into Outputs
 Often Decisions Were Made Based On Cost Rather Than
Attracting & Retaining Talent
 In Early 20th Century, Division Of Labour; Scientific
Management Or Taylorism
 What is a System? How It Work?
 Application of Systems Theory to Recruitment & Selection
HOW SYSTEMS
WORK?
ALTERNATIVES TO RECRUITMENT &
SELECTION

Due To Cost Constraints Or Having More

Effective Means Of Dealing With Tasks &
Responsibilities Required By Job
 Crowd Sourcing
 Experiential Learning Opportunities
 Job Sharing
ALTERNATIVES TO RECRUITMENT &
SELECTION

 Leasing
 Outsourcing
 Promotion
 Redistribution Of Tasks & Responsibilities
 Staff Ambassadors
RECRUITMENT DIAGNOSTIC PROCESS

 Job Expectations; Different From What

Committed When Employed
 Poor Supervision
 Poor Communication
 Lack Of Advancement
 Seeking Higher Salary, Wages & Benefits
RECRUITMENT DIAGNOSTIC PROCESS
 Grouping
 Job Performance Feedback
 Personality Clashes
 Harassment, Bullying
 High Workload
 Poor Working Conditions & Environment
HOME
ASSIGNMENTS
R&S SOPs

 Set Of Written
Instructions
 Describes Step-
By-Step Process
 Must Be Taken To
Properly Perform
A Routine Activity.
 SUMMARY
 Ideas, Creativity & Commitment Of Staff Help
Organizations Achieve Desired Goals
 R&S Creates Talent Pool Of Staff
 Recruitment & Selection Needs To Be
Strategic In Nature
 Linking People, Performance & Achievement
Of Strategic Goals Leads to Resource
Maximization Approach
 SUMMARY
 Instead Of Focusing On Outcomes, Focus
On Getting the Right Staff At Right Time &
Invest On Them
 Organizations, Staff & Community Are
Interdependent Parts Of Complex System
 Aligning Short, Medium & Long-Term Goals
Of Both Staff & Organizations Creates Mutual
Stability & Commitment To Future.