HRM626 Rrect 1-18

Recruitment and Selection
Basic Course
Information
Basic Course Information
Resource Person’s
Introduction
Dr Aman Ullah
PhD in HRM
Deakin Business School
Deakin University
Australia
Course Modules
1. HR Planning
2. Recruiting Employees
3. Interviewing Employees
4. Selecting Employees
5. Orienting Employees
Course Objectives
- Describe the personnel
planning and
forecasting
- Describe the
recruitment process
- Explain the strategic
recruitment
- Discuss the major
internal and external
recruitment sources of
human resources
Course Objectives
- Explain the recruitment
methods and
advantages and
disadvantages
- Explain the selection

process
- Understand the need for

validation of employee
selection procedures
Course Objectives
- Evaluate the use of
employment tests in
selection
- Appreciate the factors
that may contribute in
successful selection
interviewing
- Understand the
objectives of orienting
new employees
Contents Coverage
Recommended Books
“Recruiting, Interviewing,
Selecting and Orienting
New Employees”, 4th
Edition, Diane Arthur; PHI
Learning Private Limited
“Competency Based
– A Practical Guide”,
Robert Wood and Tim
Payne; John Wiley and
Sons
Contents Coverage
Recommended Books
“Human Resource
Management”, Seventh
Edition, Raymond J.
Stone; John Wiley and
Sons
“Human Resource
Management ”, 12th
Edition, Gary Dessler;
Pearson Education
Course Assessment
The course objectives and
course contents are aligned
with course assessments
- Assignments +
Quizzes + Graded
Discussions = 15%
- Mid Term Exams = 35%
END - Final Term
Exams = 50 %
Recruitment and Selection Process
Six Steps
of
Recruitment
and
Selection
Process
Six Steps of R & S Process
What is R&S process?

The recruitment and
selection process is a
series of hurdles aimed
at selecting the best
qualified candidate for
the job
Step 1
Decide what positions
you’ll have to fill,
through human
resource planning
and forecasting
Step 2
Build a pool of
candidates for these
jobs by recruiting
internal and/or external
candidates
Step 3
Have candidates
complete application
forms for selection,
and perhaps undergo
an initial screening
Step 4
Use selection tools
like employment tests,
background
investigations, physical
exams, etc.,
to identify viable
candidates
Step 5
Conduct series of
interviews and make
selection decision and
decide who to make an
offer
Step 6
Make new employees
feel welcome can be
accomplished by
orienting them to the
organization
Key Concepts in R & S
Key Concepts
in
Recruitment
and
Selection
What is HR Planning?
“The process of
deciding what
positions the firm will
have to fill, and how to
fill them”
What is Recruitment?
“The process of seeking
and attracting a pool of
qualified applicants
from which candidates
for job vacancies can be
selected”
What is Selection?
“The process of
choosing from a group
of applicants the best
qualified candidate”
What is an Interview?
“An interview is a
selection procedure
designed to predict
future job
performance on the
basis of applicant’s
verbal and non-
verbal responses to
verbal inquiries”
What is an Orientation?
“An employee
orientation is an
initial process that
provides easy
access to basic
information,
programs and
services, and allows
new employees to
take an active role
in their organization”
Human Resource Planning
Human Resource
Planning
Human Resource Planning2222222
Ideal Start of R&S
Recruitment and
selection process ideally
starts with HR
planning. After all, if
you don’t
know what your
organization's HR needs
will be in the next few
months, why should
you be hiring?
What is HR
Planning?
HR planning is the
process of deciding
what positions the
firm will have to
fill, and how to fill
them.
What HR Planning
includes?
It includes all future
positions which need to
be filled, from clerk to
managers.
However, most firms
call the process of
deciding how to fill
executive positions
succession planning.
Linking Strategy
and HR Planning
HR planning should
reflect the firm’s
strategic plans. Thus
plans to enter new
businesses or to launch
new product all
influence the types of
positions you will need
to fill (or eliminate)
Forecasts in
Human Resource
Planning
Forecasts in HR Planning
Basic HR Planning
Process
• Forecast the
employer’s
demand and
supply of human
resource.
• Identify supply-
demand gaps.
• Develop action
plans to fill the
projected gaps.
Three Forecasts in
HR Planning
• Forecasting HR
needs (HR
Demand)
• Forecasting the
supply of inside
candidates
• Forecasting the
supply of outside
candidates
Forecasting HR
Needs (Demand)
Forecasting HR
demand starts with
estimating the
demand for firm’s
products. If the
demand of product or
services would be
high the demand of
workforce would
likely to be high.
Process of
Forecasting HR
Needs
• Forecast sales
revenues first
• Then estimate the
size of the staff
required to
support this sales
volume.
Factors Impacting
Forecasting HR
Needs
• Projected turnover
• Decision to
upgrade (or
downgrade)
products
• Productivity
changes
• Financial resources
Tools for
Projecting HR
Needs
Tools for
Projecting HR
Needs
There are three
major tools for
projecting HR
needs:-
1. Trend Analysis
2. Ratio Analysis
3. Scatter Plot
Trend Analysis
Study of a firm’s past
employment needs
over a period of
years to predict
future needs
The aim is to identify

trends that might
continue into the
future.
Trend Analysis
For Example
You might compute
the number of
employees at the
end of each of the
last 5 years, or
perhaps the number
in each subgroup like
sales, marketing,
production etc.
Trend Analysis
Can provide an initial
estimate of future
staffing needs, but
employment levels
rarely depends just
on passage of time.
Other factors (like
changes in sales,
productivity,
voluntary turnover)
also affect staffing
needs.
Ratio Analysis
A forecasting
technique for
determining
future staff needs
by using ratios
between causal
factors such as
sales volume and
number of
employees needed.
Ratio Analysis
Suppose a
salesperson
generates Rs
500,000 in sales. If
the sales revenue to
salespeople ratio
remains the same,
you would require six
new salespeople next
year to produce a
hoped-for extra Rs 3
million in sales.
Ratio Analysis
Like trend analysis,
ratio analysis also
assumes that
worker’s productivity
remains about the
same. It means you
can’t motivate each
salesperson to
produce much more
sales.
Scatter Plot
A graphical method
used to identify the
relationship
between two
variables.
Scatter Plot
A hospital of 500
beds expects to
expand to 1,200
beds over the next
5 years. The HR
director wants to
forecast how many
registered nurses
they will need.
Scatter Plot
The HR Director
realizes to
determine the
relationship
between size of
hospital and
number of nurses
required
No of
nurses
Size of hospital
Scatter Plot
Through Scatter plot,
you will be able to
estimate the number
of nurses needed for
each hospital size.
Thus, for a
1,200-bed hospital,
the HR Director would
assume she needs
about 1,210 nurses.
Managerial
Judgement
The managerial
judgment should play
a big role. It’s rare
that any historical
trend, ratio, or
relationship will simply
continue. You will
therefore have to
modify any forecast
based on subjective
factors.
Forecasting Supply
of Inside Candidates
Knowing your staffing
needs satisfies only
half the staffing
equation estimate the
likely supply of both
inside and outside
candidates
Forecasting Supply
of Inside Candidates
The main task here is
determining which
current employees
might be qualified for
the projected
openings.you need to
know current
employees skills sets
their current
qualifications
Qualifications (or
skills) inventories
Manual or
computerized
records listing
employees unique
data to be used in
determining inside
candidates for
promotion
Manual System and

Replacement Charts
Department
managers or owners
of smaller firms often
use manual devices
to track employee
qualifications.
Manual System and

Replacement Charts
Thus a personnel
inventory and
development record
form compiles
qualifications
information on each
employee.
Manual System and

Replacement Charts
The information
includes education
company sponsor
course taken career
development interest
language and
desired assignment
and skills
Personnel
Replacement Charts
Company records
showing present
performance and
promotability of inside
candidates for the
most important
positions.
Position
Replacement card
A card prepared for
each position in a
company to show
possible
replacement
candidates and their
qualifications
Computerized
Skills Inventories
Larger firms
obviously can’t track
the qualifications of
hundreds or
thousands of
employees manually.
Computerized
Skills Inventories
Larger employers
therefore
computerize this
information, using
various packaged
software systems
Computerized
Skills Inventories
Such programs help
management
anticipate human
resource shortages,
and facilitate
making employment
recruitment and
training plans
Computerized
Skills Inventories
Increasingly, they
also link skills
inventories with
their other human
resources systems
Computerized
Skills Inventories
The usual process is
for the employee,
supervisor & human
resource manager to
enter information
about the employees
background,
experience, and
skills via the system
Computerized
Skills Inventories
When a manager
needs a person for a
position, he or she
uses key words to
describe the position
specifications
Computerized
Skills Inventories
The computerized
system then
produces a list of
qualified candidates
computerized skills
Computerized
Skills Inventories
Inventory data
typically include
items like work
experience codes,
product knowledge
Computerized
Skills Inventories
The employee’s
level of familiarity
with the employer’s
product lines or
services. The
person’s industry
experience, and
formal education
Forecasting the
Supply of Outside
Candidates
If there won’t be
enough inside
candidates to fill the
anticipated openings
(or you want to go
outside for another
reason), you will turn
to outside candidates
Forecasting the
Supply of Outside
Candidates
Forecasting labor
supply depends first
on the manager s
own sense of what’s
happening in his or
her industry and
locale.
Forecasting the
Supply of Outside
Candidates
They will then
supplement these
observations with
more formal labor
market analyses.
Forecasting the
Supply of Outside
Candidates
According to US
bureau of labor
statists. Unemployment
rates around 9% in
the US in 2011
signaled to HR
managers that finding
good candidates
would be easier
Talent Management
and Predictive
Workforce Monitoring
Applying a talent
management
philosophy to workforce
planning requires being
more proactive.
Specifically, it requires
paying continuous
attention to workforce
planning issues
Intel Corporation
Example
Intel conducts
semiannual
Organization Capability
Assessments. The
staffing department
works with the firms
business heads twice
a year to assess
workforce needs both
immediate and up to 2
years in the future.
Developing an
Action Plan to
Match Projected
Labor Supply and
Labor Demand
Workforce planning
should logically
culminate in a
workforce action
plan.
Developing an
Action Plan to Match
Projected
This lays out the
employer’s projected
workforce demand
supply gaps as well as
staffing plans for filling
necessary positions.
The staffing plan
should identify the
positions to be filled.
Developing an Action
Plan to Match
Projected labor
supply and demand
The required training,
development, and
promotional activities
moving people into the
positions will entail and
resources that
implementing the
staffing plan will
require
Developing an Action
Plan to Match
Projected labor
supply and demand
Resources might
include, for instance,
advertising costs,
recruiter fees,
relocation costs, and
travel and interview
expenses.
The Recruiting
Yield Pyramid
The historical
arithmetic
relationships between
recruitment leads and
invitees, invitees and
interviews, interviews
and offers made, and
offers made and
offers accepted.
The Recruiting
Yield Pyramid
1-The ratio of offer’s
made to actual new
hires
2-The ratio of
candidates
interviewed to offer
is 3 to 2
The Recruiting
Yield Pyramid
3- The ratio of
candidates invited for
interviews to
candidates
interviewed is about
4 to 3
The Recruiting
Yield Pyramid
4- Finally , the firm
knows that of six
leads that comes in
from all its recruiting
sources. It typically
invites only one
applicant for an
interview a 6 to 1
ratio
Forecasting
Supply of
Inside
Candidates
Forecasting
Supply of Inside
Candidates
Determining staffing
needs satisfies only
half the staffing
equation.
Estimating the likely
supply of both inside
and outside
candidates is second
half of the equation.
Forecasting
Supply of Inside
Candidates
The main task is
determining which
current employees
might be qualified
for the projected
job openings.
Qualifications (or
skills) inventories
Inventories are
records listing
employees unique
data to be used in
determining inside
candidates for
promotion.
Types of
Qualifications (or
skills) inventories
There are two
types of
inventories:-
• Manual System
• Computerized
Records
Manual System
Department
managers or
owners of smaller
firms often use
manual system to
track employee
qualifications and
skills.
Manual System
The manual
system has
personnel
inventory and
development
record form
compiles basic
professional
information of each
employee.
Manual System
The Professional
information
includes education,
company sponsor
course taken,
career interest,
language, desired
assignment and
skills.
Personnel
Replacement
Charts
Company records
showing present
performance and
promotability of
inside candidates
for the most
important positions.
Position
Replacement
card
A card prepared
for each position in
a company to
show possible
replacement
candidates and
their qualifications
Computerized
Skills
Inventories
Computerized
Skills Inventories
Larger firms
obviously can’t
track the
qualifications of
hundreds or
thousands of
employees
manually.
Computerized
Skills Inventories
Larger employers
therefore
computerize
employee’s
information, using
various packaged
software systems
Computerized
Skills Inventories
Such softwares help
management to
anticipate the
human resource
shortages, and
facilitate making
HR, recruitment and
training plans
Computerized
Skills Inventories
Increasingly, the
organizations also
link computerized
skills inventories
with their other
human resources
information
systems
Computerized
Skills Inventories
The usual process is
for the employee,
supervisor & human
resource manager to
enter information
about the employees
background,
qualifications,
experience, and
skills via the system
Computerized
Skills Inventories
Data include items:-
Qualification
Work experience
Certifications
Targets achieved
Product knowledge
Level of familiarity
with the employer’s
product lines or
services etc.
Computerized
Skills Inventories
When a manager
needs a person for
a position, he or
she uses “key
words” to
describe the
position
specifications
Computerized
Skills Inventories
The computerized
system then
produces a list of
qualified
candidates having
matching skills
based on given key
words.
Forecasting the
Supply of
Outside
Candidates
Forecasting the
Supply of Outside
Candidates
If there won’t be
enough inside
candidates to fill the
anticipated openings
(or you want to go
outside for another
reason), you will turn
to outside candidates
Forecasting the
Supply of Outside
Candidates
Forecasting HR
supply depends first
on the manager’s
own sense of what’s
happening in his or
her industry and
locale market.
Forecasting the
Supply of Outside
Candidates
Then, they will
supplement their
observations and
data with more
formal labor
market analyses.
Forecasting the
Supply of Outside
Candidates
Identify PESTEL
factors:-
Political
Economic
Social
Technological
Environmental
Legal
Forecasting the
Supply of Outside
Candidates
Use environmental
analysis data:-
-Census, SBS
-Employer’s
associations
-Trade journals
-Research media
-Information on
competitors
Talent Management
and Predictive
Workforce
Monitoring
Applying a talent
management
philosophy to HR
planning requires
being more proactive.
It requires paying
continuous attention
to HR planning
issues.
Intel Corporation
Example
Intel conducts
semiannual
Organization
Capability
Assessments. The
staffing department
works with the firms
business heads twice
a year to assess
workforce needs both
immediate and up to
2 years in the future.
Action Plan in HR Planning
Developing an
Action Plan to
Match Projected
Labor Supply
and Demand
Developing an
Action Plan
Action plan can be
developed in order
to match projected
labor supply and
demand. HR
planning should
logically conclude
in a workforce
action plan.
Developing an
Action Plan
This lays out:-
Employer’s projected
HR supply-demand
gaps &
Staffing plans
for filling necessary
positions.
The staffing plan
should identify the
positions to be filled.
Resources for
Developing an
Action Plan
Action plan will need
resources that may
need to implement
the staffing plan.
Resources for
Developing an
Action Plan
Resources might
include:-
Advertising costs
Employment agency
Recruiter fees,
Relocation costs
Travel expenses
Interview expenses
The Recruitment
Yield Pyramid
The arithmetic
relationships
between recruitment
leads and invitees,
invitees and
interviews, interviews
and offers
made, and offers
made and offers
accepted.
The Recruiting
Yield Pyramid
The arithmetic
relationships
between
-Recruitment leads
and invitees
-Invitees and
interviews
-Interviews and
offers made
-Offers made and
offers accepted.
The Recruiting
Yield Pyramid
1-The ratio of offers
made to actual new
hires is 2:1
2-The ratio of
candidates
interviewed to offer
made is 3 to 2
The Recruiting
Yield Pyramid
3- The ratio of
candidates invited
for interviews to
candidates
interviewed is
about 4 to 3
The Recruiting
Yield Pyramid
4- Finally, the firm
knows that of six
leads that come in
from all its
recruiting
sources, it typically
invites only one
applicant for an
interview a 6-to-1
ratio.
Recruitment Process
Recruitment
and its
Importance
Recruitment Process
What is
Recruitment?
The process of
seeking and
attracting a pool
of qualified
applicants from
which candidates
for job vacancies
can be selected
Recruitment Process
Importance of
Recruitment
Its hard to over-
emphasize the
importance of
recruitment.
If only two applicants
apply for two
openings, You may
have little choice but
to hire them.
Recruitment Process
Importance of
Recruitment
However, if 10 to
20 applicants
appear, you as a
recruiter can use
techniques like
interview and test
to screen out the
best qualified
candidate
Recruitment Process
Importance of
Recruitment
It is not easy to find
good qualified
candidates for your
organization.
There are number of

surveys that showed
it is difficult to recruit
good people.
Recruitment Process
Recruitment
Survey
A survey during
2003-2004 found:
*about half of
respondents said
they had difficulty in
finding qualified
applicants.
*about 40% said it
was hard to find
good candidates.
Recruitment Process
Strategic
Recruitment
Recruitment Process
What is Strategic
Recruitment?
The linking of
recruiting activities
to the
organization’s
strategic business
objectives and
cultures
Recruitment Process
Why Strategic
Recruitment is
top priority?
The pressure of:
- Competition
- Cost savings
- Downsizing
- Skill shortages
Recruitment Process
Strategic
Recruitment
The scarcity of the
talent means that
skilled workers are
specially in demand
in today’s cutthroat
environment.
Talented employees
are the prime source
of competitive
advantage.
Recruitment Process
Expert’s Point of
View
Charles Goode,
(Former Chairman of
ANZ Bank)
“Attracting and
retaining the most
talented staff and
building the
successful culture is
critical to our future”
Recruitment Process
R&S as a lever to
change
R&S are used today
as a major lever to
bring about
strategic and
cultural changes.
An organization
must attract
if it is to survive and
grow in competition.
Recruitment Process
Challenges to
Recruitment
Several things
makes the
recruitment process
more complex:-
(1) Some
recruitment methods
are superior to
others.
Recruitment Process
Challenges to
Recruitment
(2) The success of
recruitment also
depends on non-
recruitment issues
and policies.
(3) Employment
laws prescribe what
you can and can not
do when recruiting
Recruitment Process
The Supervisor’s
role in Organizing
Recruitment
Recruitment Process
The Supervisor’s
role
The human
resource manager
is in charge of filling
an open position.
However, he is
seldom very familiar
with the job itself.
Someone else has
to tell about this
person.
Recruitment Process
The Supervisor’s
role
Only the position
supervisor or line
manager can tell
us.
- What the position
really entails?
- What key things
to look for?
Recruitment Process
The Supervisor’s
role
- What sorts of
questions related to
position can be
expected?
- What knowledge
and skills are
expected in
particular position?
Recruitment Process
The Supervisor’s
Role
In addition to:-
What the job
entails and its job
specifications,
The recruiter might
want to know, “the
overall process of
recruitment”
Recruitment Process
Employment
Branding and
Recruitment
Process
Recruitment Process
Employment
Branding
Involves promoting
an image of the
company as a
good employer to
create a favorable
impression for
potential
applicants.
Recruitment Process
Employment
Branding
Employment
Branding is now
recognized as a
competitive tool in
the war of talent.
Recruitment Process
Employment
Branding
Leading US
Companies such
as “Microsoft”
have created an
employment
brand to convey
their Values,
Policies, Systems,
and Cultures
Recruitment Process
Employment
Branding
It is a successful
tool in order to
create a specific
and unique image
in the minds of
potential
employees which
would help to
attract top talent.
Recruitment Process
Employment
Branding
Employment
branding can create
a unique proposition
for potential
employees, and it
separate a company
from another to
attract talent.
Recruitment Process
Employment
Branding
“Marketing
techniques are being
applied to persuade
candidates to join
and stay in an
organization”
Ann Sherry
(Westpac’s former
executive for people
and performance)
Recruitment Process
What can
Employment
Branding do?
Recruitment Process
Employment
Branding
Can promote an
image of an
organization.
For example,
“Providing a
workplace that
encourage ethical
and socially
responsible
behavior”
Recruitment Process
Employment
Branding
Can help
organizations to
attract the best
people from open
labor market.
Recruitment Process
Employment
Branding
“An organization’s
image or brand is
clearly important in
infusing applicant
advancement in the
company and its
employment
opportunities”
Recruitment Process
Employment
Branding
Human Capital can
help organizations to
achieve sustained
competitive
advantage. Thus,
the organizations
need to attract HC
through employment
branding.
Recruitment Process
Employment
Branding
The organizations
has budget to brand
products and
services to their
clients. However,
many still do not
fully understand
the value of actively
branding
themselves to their
own employees.
Recruitment Process
Employment
Branding
Without it,
organizations may
face several
challenges such as
recruiting and
retaining talent.
The firms are
expected to face a
skill shortage within
next decade.
Recruitment Process
Employment
Branding
In conclusion,
employment
branding is critical
to attract employees
who feel
underappreciated
with an alarming
large proportion
thinking about
changing jobs.
Recruitment Process
Don’t forget
employment
branding
Recruitment Process
Employment
Branding
Lack of employment
branding leads to
job switching but
many employers
are facing the
increasing risk of
having an under-
engaged work
force.
Recruitment Process
Employment
Branding – A
Survey
In US a recent
study showed that:
25% of employees
are just showing up
to collect
paycheque
Recruitment Process
Employment
Branding – A
Survey
40% feel
disconnected from
their employers.
66% do feel
motivated to drive
their employer’s
business goals and
objectives
Recruitment Process
Employment
Branding
The results of the
survey showed that
the lack of strong
employment
branding have
many operational
risks which are
extending well
beyond attractions
or retention.
Recruitment Process
Employment
Branding
So, it refers to:
- how a company
seeks to enhance
its positive image
- how it is perceived
as an employer
- how it seeks to
vertically integrate
all employment
touch-points.
Recruitment Process
Employment
Branding
Employment touch-
points include:
- New hire packets
- On-Boarding
sessions
- Benefits booklets
- Internal corporate
communications
Must be aligned
with employment
brand position
Recruitment Process
Employment
Branding
When successfully
executed,
articulate a promise
that not only makes
people want to work
for the company but
also gives current
employees a sense
of pride and shared
mission with their
organization
Recruitment Process
Employment
Branding
In conclusion, the
stronger the
company image the
better the
company’s ability
to find and retain
quality candidates
to meet its future
employment need.
Recruitment Process
Employment
Branding –
Expert’s
Opinions
Recruitment Process
An Expert’s Opinion -
Vincent Gauthier
says “Employment
branding is pretty
important in situation
where company
experience very high
turnover and
difficulties in attracting
retaining and
motivating employee”
(GM at Hewitt Associates
in Hong Kong)
Recruitment Process
An Expert’s
Opinion
The strategic value
of employment
branding goes
beyond recruiting
and also extends to
the retention of
staff, providing the
company delivers
on its promises.
Recruitment Process
An Expert’s
Opinion
If there is a
discount between
what the brand
purports to be
and
what actually it is,
It can backfire on
the company
Recruitment Process
An Expert’s
Opinion
Employment
branding will only
be successful over
the long term if the
company align all
its management
systems and
process to deliver
on its employment
promises
Recruitment Process
An Expert’s
Opinion
Companies design
an employment
brand making
promise to
prospective
employees but will
not align their
management
systems and
process to deliver
on these promises.
Recruitment Process
An Expert’s
Opinion
If you are
promising career
development
Can you deliver

on it?
Is there room for

change your
branding.
Recruitment Process
An Expert’s
Opinion
Gauthier says “we
are talking about
aligning not just
career development
what you are
promising but all
your management
systems”
Recruitment Process
An Expert’s
Opinion
We know from
survey and our
works that the
disconnect between
the employment
promise and the
employment reality
is one of the biggest
drivers of
disengagement and
employee turnover
Recruitment Process
Employment
Branding –
Expert’s
Opinions 2
Recruitment Process
An Expert’s
Opinion -
Dr. David Kippen
“Employment
branding is now
evolving and starting
to move beyond
recruitment and
infuse every
employment touch
point” (Vice president of
brand & communication
at TMP worldwide)
Recruitment Process
An Expert’s
Opinion
As employment
branding matures,
organization will
shift from the
current focus on
“One size fits all”
employment brand
to a “more targeted
focus” employment
branding
Recruitment Process
An Expert’s
Opinion
Most of the
experienced talented
workforce know:
- Who the major
players are?
- What they don’t
know?
- What they really
care about?
Recruitment Process
An Expert’s
Opinion
- What kind of
projects they’ll be
able to work on?
- Who’ s in the work
group and how
effective is their
unit manager?
Recruitment Process
An Expert’s
Opinion
Today,
Organizations
trying to find out
who they are in the
eyes of employees
and the
marketplace
Recruitment Process
An Expert’s
Opinion
The organization
find out the “white
space” among the
aspirational but true
things they can say
about the work
experience they
offer and build
messaging around
those truths.
Recruitment Process
An Expert’s
Opinion
Tomorrow,
organizations will
become more
focused on educating
the key sub
segments of the
marketplace they
want to reach on, and
the reality of their job
offer
Recruitment Process
An Expert’s
Opinion
Think of it this way
“Today we brand
the employer
tomorrow we’ll also
brand the job
requirement for
certain hard to fill
roles”
Recruitment Process
An Expert’s
Opinion
Experts believe that
it is important that
the company’s
executives are
involved in
developing the
employment brand
or at least agree
upon it.
Recruitment Process
An Expert’s
Opinion
We turn to executive
to understand the
organization’s
aspirations and
strategic directions.
But its essential
that the
employment reflect
the workforce every
day reality (Kippen)
Recruitment Process
Employment
Branding –
Expert’s
Opinions 3
Recruitment Process
An Expert’s
Opinion
If the employment
brand position is
too aspirational it
won’t resonate
with the work force
or with prospective
employees.
Recruitment Process
An Expert’s Opinion
As companies will
create a consumer
brand that build
customer loyalty,
“they also need to
create an
employment brand to
build loyalty amongst
their existing
employees while
attracting new
recruits”
Recruitment Process
An Expert’s
Opinion - Warns
Ryan Estis
(Chief Talent Strategist
for NSA Recruitment
Communication)
“Companies that
are not prepared to
combat key
branding
challenges….
Recruitment Process
An Expert’s Opinion
….and that failed to
understand the
importance of an
increased investment
allocation in talent
management will
almost certainly see
diminished
performance
possibilities in the
future”
Recruitment Process
An Expert’s
Opinion
But if you get it right
the benefits are
quite significant.
Most of the best

employers in our
best employers
studies usually have
their brand and
systems aligned
Recruitment Process
An Expert’s
Opinion
As a result they
get lower staff
turnover, a more
engaged
workforce, higher
productivity, and
better business
result.
Strategic
Recruitment
Strategic Recruitment
Strategic
Recruitment
The linking of
recruiting activities
to the
organizations
strategic business
objectives and
cultures.
Strategic Business Objective
What is to be achieved and how
• Determine Number and type of jobs to

be filled
• Match HR supply with job openings
Job Analysis
Job Analysis
Outcomes of the
job analysis are:
1. Job
description
2. Job
specification
Job Analysis
Collect Job Information
Job Description Job Specification
• Job title
• Duties and • Experience
responsibilities • Qualifications
• Relationships • Knowledge, Skills,
• Knowledge about job Abilities (KSA)
• Accountability • Personal Qualities
• Special Circumstances
Job Job
Description Specification
Recruitment
Identify and attract a pool of

Strategic
Recruitment
In conclusion, the
strategic business
objectives are
linked with HR
planning, job
analysis and
recruitment
process.
Strategic
Recruitment 2
Strategic Recruitment 2
Traditional to
Strategic
Recruitment
Increasing use of
teams and ongoing
demand of
multiskilling have
seen a change in
emphasis from
traditional approach
to strategic
recruitment.
Strategic
Recruitment
Attracting
candidates whose
qualifications and
past employment
history match the
formal job
requirements helps
to select individuals
with Attitudes,
Behavior and
Potential.
Strategic
Recruitment
This matching, in
turn, has led to
candidate’s
profiling which
emphasize person-
oriented
characteristics
rather than job-
oriented
characteristics.
Expert’s Opinion
Boxhall and Purcell
argues that if an
organization seeks
high performance
and agility, then, it
is important to
recruit for long run
trainability and
adaptability…
Expert’s Opinion
…rather than
specific job
Know-how,
which can be
acquired over
time. It assume
that the individual
has both the
intelligence and
motivation.
Examples from
Industry
Nike’s objective is to
experience the
emotion of
competition, wining,
and cruising
competition.
Consequently, this
create a need to
recruit people who are
stimulated by the
competitive spirit.
Examples from
Industry
Nordstrom
stresses hard
work,
productivity,
service to the
customer, and a
sense of never
being satisfied.
Examples from
Industry
Philp Morris
highlight
competition,
individual
initiative, hard
work, and
continuous self-
improvement.
Examples from
Industry
Investment bank
UBS seeks
highly intelligent,
hardworking,
entrepreneurial
team players.
Strategic
Recruitment 3
Strategic
Recruitment
Recruiting is a
means of
delivering
behavior seen as
necessary to
support
organization’s
culture and
strategies.
Strategic
Recruitment
Organizational
strategies and
culture determine
whether the focus
is on technical
skills, formal
qualifications, on
personality, the
ability to fit in and
the potential for
development.
Industry Examples
Toyota seeks
people:
• Who can work
as team
• Who have ideas
for improvement
• Who can
demonstrate an
ability to learn.
Industry Examples
Nissan favors:
• Attention to
Quality
• Pride in the job
• A spirit of team
work
• Cooperation
• A desire for
continual
improvement.
Industry Examples
Leading UK food
retailer Pert A
Manger emphasizes
personality rather
than experience.
Their HR manager
says, “we want
people who are
enthusiastic,
energetic and have
natural empathy of
serving”
Strategic
Recruitment
The emphasis on
employee
characteristic leads
to increasing use of
psychological testing
and assessment
centers to assess
candidates
behavioral and
attitudinal
characteristics.
Strategic
Recruitment
Employment testing
has proven helpful in
training and
development and in
reducing the chance
of litigation arising
from the hiring of
incompetent,
dishonest or
potentially violent
employees.
Strategic
Recruitment
is affected when
organization make
fundamental
strategic changes as
a result of asking
questions such as:
What is our core
Business? What
business should we
be in? What is it we
want to achieve?
Strategic
Recruitment
Such changes may
lead to risk the
careers of applicants
who do not match
the organization
strategic
requirements.
Attracting such
candidates is simply
a costly waste of
time.
Strategic
Recruitment 4
Strategic
Recruitment
It avoids hiring
unsuitable
employees by
locating and
attracting the right
potential
candidates to the
right job openings
within an
organization.
Strategic
Recruitment
Such applicants
form a pool from
which those who
most closely
match the job
specification can
be offered
employment.
Strategic
Recruitment
Recruitment
involves
determining where
qualified applicants
can be found
(Recruitment
Sources) and
choosing a specific
means of finding
(Recruitment
methods).
Strategic
Recruitment
It involves
attracting qualified
and interested
candidates who
have the ability to
generate a
sustained
competitive
advantage for the
organization.
Strategic
Recruitment
Recruitment will
help to locate
potential
employees, who
meet the job
requirements, who
are interested in
the position, and
who want to join
the organization.
Strategic
Recruitment
Unfortunately many
HR managers
forget key point.
The organizations
that are most
satisfying to work
for are also those
that have the least
trouble in getting
good candidates.
Strategic
Recruitment 5
Successful
Recruitment
Successful
recruiting means
clearly outlining
each job which
can be done by
better job
analysis.
The Recruitment
function
can sometimes be
considered by HR
professionals as the
“least” interesting
task or responsibility
of their role. It is true
that recruitment as
transactional
function can be quite
routine and
administrative.
The Recruitment
function
But it is so much
more than that.
Recruitment allows
you to shape and
influence the
company from the
ground up to build
the workforce you
need to deliver on
business priorities.
The Recruitment
function
Recruitment can
tie in with many
important
functions within
the department
and the wider
company such as
employer
branding and
workforce
planning.
The Recruitment
function
These two
functions are
critical to the
success of the
recruitment
functions and
should be an
extension of the
transactional work
you do.
The Recruitment
function
Recruitment today
is dynamic and fast
paced. Thus, HR
guys need to be
constantly evolving
to keep pace with
changing
economies, social
dynamics,
demographics and
technologies.
The Recruitment
function
HR guys need to
utilize the latest
trends in sourcing
and internet
technologies -
everything from
Facebook to
twitter; LinkedIn
and Second Life -
try them all and see
what works.
Recruitment
Policy
Recruitment Policy
Recruitment
Policy
An organization’s
recruitment policy
provides the
framework for
recruiting action
and reflect the
organization’s
recruiting
objectives and
cultures
Recruitment Policy
Recruitment
Policy
It details the
overriding
principle to be
followed by
management in
general and the
HR manager in
particular.
Recruitment Policy
Recruitment
Policy
Will EEO policies
be applied only
where legally
required or
universally (for
example even in
countries which
have no, or only
limited, EEO
requirement)?
Recruitment Policy
Recruitment
Policy
Promotion from
within – Will
internal or
external
candidates will
be preferred?
Recruitment Policy
Recruitment
Policy
Recruiting
personnel from
local,
interprovincial
or international
sources
Recruitment Policy
Recruitment
Policy
Permanent,
part time and
casual
employment
Recruitment Policy
Recruitment
Policy
Hiring people
with disabilities
Recruitment Policy
Recruitment
Policy
Hiring woman
and member of
minorities
group
Recruitment Policy
Recruitment
Policy
Employees
taking early or
normal
retirements
Recruitment Policy
Recruitment
Policy
Employing
relative and
friends of
existing
employees
Recruitment Policy
Recruitment
Policy
Employing
children
domestically
and
internationally
Recruitment Policy
Recruitment
Policy
Employing
union and/or
non-union
members
Recruitment Policy 2
Recruitment
Policy 2
Recruitment
Policy 2
The balance of
the emphasis on
technical skills
and formal
qualification and
emphasis on the
values held by
the applicant.
Recruitment
Policy 2
The selection of
the methods and
media to recruit
personnel.
Which positions
will be advertised?
Which will be
placed with
executive search
frim?
Recruitment
Policy 2
The decision
about to what
extent to inform
applicants about
the position,
career
opportunities, the
company, its
products and so
on.
Recruitment
Policy 2
Will the
information be
realistic (Will a
realistic job
preview be
provided)?
Or will some
subjects be
glossed over.
Recruitment
Policy 2
Realistic Job
Preview is a
method of
conveying job
information to an
applicant in an
unbiased manner,
including both
positive and
negative factors.
Recruitment
Policy 2
The decision
about how and
when to inform
applicants about
the job, the
company, and
so on.
Recruitment
Policy 2
These fundamental
decision must be
articulated and
checked to ensure
that they are
consistent with
organization’s HR
strategic objectives,
cultures and all
legal requirements.
Recruitment
Activities
Recruitment Activities
Recruitment
Activities
Determine and
categorize the
organizations
long range and
short range HR
needs.
Recruitment
Activities
Keep alert to
changing
conditions in
the labor
market.
Recruitment
Activities
Develop
appropriate
recruitment
advertisement
and literature.
Recruitment
Activities
Select the
recruitment
methods to be
used.
Recruitment
Activities
Record the
number and
quality of
application from
each recruiting
source.
Recruitment
Activities
Follow up on
application to
evaluate the
effectiveness of
the recruiting
efforts.
Recruitment Activities 2
Recruitment
Activities 2
Recruitment
Activities 2
Recruitment is a
form of economic
competition.
Organization
compete with
each other to
identify, attract
and employ
qualified human
resource.
Recruitment
Activities 2
The proposition
that “people make
the difference”
means that
recruitment is the
key marketing tool
for organization
seeking a
competitive edge.
Recruitment
Activities 2
The way in which
the recruitment
process is
handled, affects
the organization
image as an
employer, and in
turn, its ability to
attract qualified
people.
Recruitment
Activities 2
Given that there
is often pressure
to promote both
the job and the
organization in
the most
favorable way…..
Recruitment
Activities 2
…….the HR
manager must
ensure that
applicants do not
receive
misleading or
inaccurate
information
Recruitment
Activities 2
Failure in this task
can create
unrealistic
expectation among
candidates, in turn,
this may produce
job dissatisfaction,
lower commitment
and higher turnover
Recruitment
Activities 2
Unfortunately,
although research
indicates that
truthfulness is a
key characteristic
preferred by many
applicants,
recruiters still give
general…………
Recruitment
Activities 2
…………Glowing
description of the
company rather
than a balanced
or honest
presentation.
Recruitment
Activities 2
But to be
effective,
recruitment must
satisfy the needs
of the candidate
as well as the
needs of the
organization, this
is best done
honestly.
Recruitment
Activities 2
The HR manager
may risks both
the integrity of
the organization
and their own
status as an HR
professional.
Employment Checklist
Employment
Checklist
Employment
Checklist
Before beginning
the hiring
process, the HR
manager should
review and
receive
agreement from
all involved
managers on the
following issues:-
Employment
Checklist
Is there a genuine
need for this job
to be filled? Could
the work be
reallocated? Is
the work really
necessary?
Would the work
be better
outsourced?
Employment
Checklist
Should the job
be filled
internally or
externally?
Employment
Checklist
What is the
budget for filling
the position?
Which
department will
be charged the
recruitment
costs?
Employment
Checklist
What are the
duties,
responsibilities,
reporting
relationships,
qualifications,
experiences,
skills and
personal
qualities required
Employment
Checklist
An agreed job
description and
job specification
are essential.
Employment
Checklist
What is the
job size?
Employment
Checklist
What pay and
fringe benefits will
the position
attract? What are
the conditions of
the employment?
Which
departments will
the payroll cost
be charged to?
Employment Checklist 2
Employment
Checklist 2
Employment
Checklist 2
How will
candidates be
recruited job
posting?
Newspaper
advertisement?
Executive search
consultant?
Personnel
agency?
Employment
Checklist 2
What
advertisement
copy, layout, style
will be used? Will
the advertisement
be prepared in-
house or by an
advertising
agency?
Employment
Checklist 2
Who will approve
the final version?
Who will be
responsible for
placing the
advertisement?
Employment
Checklist 2
Which newspaper
magazine and
other
communication
media will be
used to relay the
advertisement to
potential
applicants?
Employment
Checklist 2
Who will be
involved in the
recruitment and
selection
process? Who will
conduct the
interview?
Employment
Checklist 2
Who will make the
hire or reject
decision? Will
psychological test
be used? Will a
medical
examination be
required?
Employment
Checklist 2
Who will handle
the induction?
Who will be
responsible for
placing the new
hire on the
payroll?
Employment
Checklist 2
Who will give the
job instruction?
Who will arrange
for any special
training required?
Employment
Checklist 2
Who will review
the new hire’s
performance
during the
probation period?
Employment
Checklist 2
Who will be
involved in the
decision to
confirm or
terminate
employment?
Who will make
the decision?
Context for R & S
Context of
R&S
Context for R & S
Context of R&S
The context in
which we must
do selection and
recruitment is
changing and
changing fast, the
assessment
techniques……
Context for R & S
……methods
and approaches
we use remain,
for most
organizations
unchanged.
Context for R & S
Context of R&S
At the same
time, enormous
and rapid
change in the
way employer’s
organize
themselves is
occurring.
Context for R & S
Context of R&S
We need to be
aware of these
changes if our
recruitment and
selection methods
are to work to
their full potential.
Context for R & S
Context of R&S
In the light of this,
we have
identified seven
themes which
seem to us likely
to affect the way
we go about
recruitment and
selection.
Context for R & S
Seven themes
impacting on
R&S
1- Organizational
Changes
2- Job changes
3- Personal
Changes
Context for R & S
4- Societal
Changes
5- Legislative
Changes
6- Technological
Changes
7- Marketing
Changes
Context for R & S
Organizational
Changes
Organization Changes
Organizational
Changes
Let’s start with
something
dramatic and
interesting:-
Peter Drucker
has predicted
that to be
competitive in the
future
organization will
need to achieve
three times the
productivity……
……with
only one-third the
number of
people. That
means fewer
people, paid
more and doing
more.
To go to the
particular, there is
pressure from
organization able
to operate globally
in order to exploit
advantages of
economies of
scale and access
to cheap labour.
The upshot of all

this is that the
organization are
under pressure to
1- Identify their
core business
outsourcing
whatever is left
2- Organize
themselves
around key
processes rather
than departments
3- Delayer, flatten
and downsize
The constant
pressure to cut
cost, be more
creative and to do
more with fewer
resources
certainly has
improved
efficiency
Seven Themes impacting R&S
But there is
feeling that some
organizations
have lost valuable
experience and
expertise and that
the people
remaining (“the
layoff survivors”)
are overstretched.
Job Changes and Personal Changes
Job Changes &

Personal
Changes
Job Changes
As organizations
have restructured
the structure of
work. The nature
of the job has
also changed.
In his book “job

shift”, William
Bridges has
detailed the
demise of the
traditional, well-
defined jobs with
its clear task and
clear
accountabilities.
In line with the

move to
customer-
focused process
working are a
move towards
cross-functional
teams, role
aligned to the
process……….
….rather than to
the function and
the emphasis on
supplying your
own value-
added
contribution.
Personal
Changes
The changes in
the nature of the
work have been
reflected in a
change in the
nature of the
contract of the
work. This is booth
material change.
Personal
Changes
for example, the
rise on fixed term
contract and a
psychological
change.
Year You offered (or offer) Organization offered (or
offer)
1975 • Loyalty - Not leaving • Security for employment (Job for
life)
• Conformity - doing what you were • Promotion prospects

asked
• Commitment – going the extra mile • Training
• Trust – they’ll keep their promise • Care when in trouble

1995 • Long hours • High pay
• Added responsibility • Rewards for performance
• Broder Skills • A job
• Tolerance of change and ambiguity
Employers will be
looking more for
people who can
hit the ground
running and
produce more or
less instant
return.
Employees will
be looking for
employers who
will develop and
reward their
skills.
Societal Changes
Societal
Changes
Societal Changes
Societal Changes
refer to the
changing structure
of the society, that
include the
increasing
proportion of
woman worker
and dual income
families……
Societal Changes
Societal
Changes
......also the
growing
proportion of
ethnic minority
workers,
including the
citizens of other
countries that has
changed for ever.
Societal Changes
Organizations are
more and more
coming to realize
the potential
benefits that a
diverse workforce
bring.
Societal Changes
If organization want
the best they are
going to have to
accept that this will
inevitably lead to the
recruitment of
people with different
backgrounds values
attitudes and belief
to those which are
currently prevailing..
Societal Changes
…...backgrounds
values attitudes
and belief to
those which are
currently
prevailing.
Societal Changes
They will also have

to examine their
selection method to
ensure that they are
not excluding
candidates because
of extraneous
factors rather than
talent ability or as
we might say
competence.
Legislative Changes
Legislative
Changes
Legislative Changes
Legislative
changes
When we have
Disability
Discrimination Act
which may prove to
have the biggest
impact of all. The
act absolutely
places an obligation
on recruiters and
selectors…….
Legislative Changes
…..to respond to
whatever
disabilities
applicants present.
“How do you
manage the
dyslexic applicant
who is faced with a
case study or in-
tray exercise with a
high written
content?
Legislative Changes
Or the partially
sighted person who
says they can
tackle the test with
a magnifying aid
but has no idea
“How much extra
time they might
need”.
Legislative Changes
The next big issue

could be age,
some publications
are already
refusing to take
recruitment adverts
which specify age
limits.
Legislative Changes
How can
employers justify
statements like
the successful
candidates will
probably be under
the age of 35
years?
Technological and Marketing Changes
Technological
& Marketing
Changes
Technological
changes
Conventional
methods of
assessing
competence are
out of joint with the
use of technology
in the workplace.
The fact is that for

many people now,
especially the
young, it is
second nature to
communicate
electronically.
Yet how often on

assessment
centres do we
expect candidates
to illustrate their
personalities with
low tech aids like
flip chart and
hand written
acetates….
.....when
packages such as
power point are
freely available?
and how many
organizations use
hand out paper
and pencil tests?
When the
organization
could be asking
applicants to
complete tailored
test over the
internet?
It’s obvious that

electronic
realization of
assessment
device can
deliver results
which are outside
the scope of
paper and pencil
instruments.
There are other
advantages too
which have
computer over
paper and pencil
methods. There is
adaptive testing the
possibility of
varying the items
you administer to
an individual
according to……
……what the
provisional
estimates of that
individual’s ability
are at any one
time.
The higher the
estimates the
tougher the next
item.
The acceptability
of computerized
test is important,
how people
respond to it, the
general conclusion
seems to be that
people will respond
favourably to
computer-based
test.
The computer-
based test will
provide more as
much personal
information as in
paper and pencil
test.
Marketing Changes
There is a
recruitment industry,
and we would
accept that we are
part of it. It includes
the consultants, the
test publisher, the IT
systems developer
the recruitment
agencies and the
head hunters.
The marketing
hype which
surrounds the
various HR-related
products on the
market today is a
problem, and HR
professionals will
need to pick
through carefully.
Predictions for the future of R&S
Predictions
for the
future of
R&S
Five predictions
We offer five sets
of prediction for
the recruitment
and selection
based on the
trend and
changes we
discussed earlier.
We also itemize
the skills which
will be required of
professional
working in this
area if our
predictions come
anywhere near
true.
1-The recruitment
process will
change
2-Selection
method will
change
3-What is being
measured will
change
4- The focus of
assessment will
change
5- Fairness and
diversity issues
will increasingly
be on the agenda
The recruitment
process will
change
There will be a
shift in emphasis
away from just the
selection
instruments and
selection
events……
……to include
the attraction
stage and the
induction stage.
Attraction
Attraction is
going to become
more and more
important,
particularly in
graduate
recruitment.
The number of
graduates
coming out of
universities is
increasing faster
than the number
of graduates
entry level jobs.
This will
inevitably lead to
higher………….
.……the number
of applications,
larger and less
appropriate
application pools,
and increasing
problems in
managing and
sifting these
applicants pools.
Such
organizations are
more likely to
attract
speculative and
untargeted
applicants.
So, we need to
change the
traditional
approach to
practice centred
on the individual.
“How can we get
those who want
to accept our
offers”
Induction
It is quite
possible that a
poor induction
process could
cancel out all
effects of using
a valid selection
system
Conventional
thinking about
selection has
stressed the
importance of
predicting job
specific fit.
When the fit is

achieved
employees are
expected to
exhibit higher
levels of
satisfaction,
commitment, and
low absenteeism.
How applicants
are handled
when they begin
their new jobs
must receive
increasing
attention.
Selection methods will change
Selection
methods will
change
Selection
methods will
change
In the search of
competitive
advantage, some
organizations
have turned to
custom designed
test.
Test publisher
and user
There could be
issues around the
regulation of the
test publisher and
their compliance
to technical
standards.
Personality
questionnaire
Personality
questionnaire
perhaps the tools
most open to
abuse when use
inappropriately
and it will be
important to use it
correctly.
Your capacity to
judge the quality of
a personality
questionnaire to
use them correctly
and in the
appropriate
circumstances is
important.
Interviews
These are intended
to remain the most
popular selection
methods.
Academics are now
coming around to
supporting the
structured
interviews in some
of its forms.
The validity of the

interviews when it
is structured
interviews done
properly is better
then it has ever
been, but that
does not mean
that worries about
fairness having
gone away.
Technically, a
major issue
concerns the
construct validity of
interviews, “to what
extent do
interviews
measure social
skills, motivation,
communication
skills, etc”.
How to put
together and use
a structured
interview?
How to integrate
the interview data
with other data?
How much
weight to put on
the interview?
Assessment
Centres
Assessment
centres will
increase in
popularity and their
use will continue to
expand from
graduate and
managers, both
down to supervisor
to floor workers.
Also upward
toward top
managers and
partners in
professional firms.
Their purpose will
probably continue
to be a mix of
assessment and
development.
Be clear on your
policy of
assessment
versus
development
centres and make
sure you can
explain it to
participants.
Constantly
evaluate your
process for
designing,
running and
monitoring your
centres in terms
of fairness and
best practices.
360 Assessment
The use of
competence-
based, self,
peers, manager
even customer
assessment
questionnaire for
development
purpose will grow.
What is being assessed will change
What is being
assessed will
change
At the moment,
Competencies
are king. Our
guess is that it
would be around
the king of
individual
attributes.
There will be a
greater emphasis
on the most
psychological
aspects of an
individual.
Integrity and
professional
deviance
Learning Ability
How good at
learning is this
person?
This question, in
turn, raise
development
question like how
can we help
people improve
their learning
skills?
Mental Health
Now the damages
are being sought
from organizations
for causing stress-
related illness,
stress and stress
tolerance (or
resilience) may
become an issue
for assessment.
Most
psychologists
would argue that
stress is a result
of the interaction
of the person and
the environment
and that
organization
should manage
stress rather than
select it out.
Innovation and
creativity
The current pressure
on organizations
demands more and
more creative
solutions
Selecting for
innovation is again
going to become an
issue.
The focus of assessment will change
The focus of
assessment
will change
High ability
High flyers
become even
more of an
issue. Is it worth
identifying and
fast-tracking
high flyers? Can
you afford to hire
them?
How are they to

be managed,
developed and
retained or
discarded?
Fairness and
diversity issues
will increasingly
be on the agenda
Fairness issues
have always been
important when
thinking about
selection and
assessment
• Litigation
• Quality of job
analysis
• Diversity and
teams
• Disability
• Age
Be able to
demonstrate the
fairness of your
assessment
process in the
wider sense.
Recruitment Sources
Recruitment
Sources
Recruitment Sources
Common Cries
heard about
recruitment
‘‘I need a
customer service
rep-fast!’’
‘‘I’m losing my
public relations
manager- Do
you know
anyone who can
replace her?’’
Recruitment Sources
‘‘The
employment
agency I’ve
been using
keeps sending
me unqualified
applicants; they
just don’t seem
to get what I’m
looking
for!’’
Recruitment Sources
‘‘We’re getting a
ton of resumes
in response to
our ad for a
warehouse
supervisor, but
no one is
qualified!’’
Recruitment Sources
‘‘Our website is
outdated; I’m
still getting
resumes
for a job we
filled two weeks
ago!’’
Recruitment Sources
‘‘Our top
competitor lost
their best
technical
specialist the
same time we did
and they hired a
dynamite
replacement a
week
later.....
Recruitment Sources
….. we still
can’t find
anyone—what
are we doing
wrong?’’
Recruitment Sources
Can you relate

to any of these
comments?
You’re not alone
if you can.
These are
common cries
heard these
days throughout
business world
Recruitment Sources
Filling a
vacancy
or a newly
created
position poses
numerous
challenges, but
it all comes
down to
this……….
Recruitment Sources
……..Where
can you find
qualified
applicants in
the least
amount of time
for the least
amount of
money?
Recruitment Sources
Depending
on the job
opening and the
company’s
budget, that can
be a long time
and a lot of
money.
Pre-recruitment Considerations
Pre-
recruitment
Considerations
Pre-
recruitment
Considerations
Consider three
factors before
embarking on a
recruitment
campaign.
• How much
money is
available?
• How quickly
the opening
must be
filled?
• Whether a
wide
audience
must be
reached?
Recruitment
Budget
The amount of
money
allocated for
recruitment can
greatly affect
your options.
For Example,
Display ads and
search firms can
cost several
thousand Rupees
with no
guarantee of
attracting a
substantial
number of
qualified
applicants.
On the other
hand, some of
the most
effective
recruitment
sources, such
as employee
referrals,
cost very little.
Mike Sweeny, of
T. Williams
Consulting, Inc.,
Shares a three-
step recruiting
cost ratio formula
to help
organizations
determine their
recruitment
budgets.
The process
begins with
determining
total recruiting
costs.
Four cost
areas:
1- Fixed
overhead
recruiting
expenses.
2- Sourcing
expenses
attached to
specific
resources
3- Signing
bonuses.
4- Expenses
associated
with travel or
relocation.
The next step is

to determine the
total
compensation
involved, that is,
the sum
of the annual
base starting
compensation for
all positions.
The recruiting
cost ratio is then
determined by
dividing the total
recruiting costs
by the total
compensation
figure.
Quick Results Recruitment Sources
Quick Results
Recruitment
Sources
Quick Results
Recruitment
Sources
Openings can
occur suddenly
and
unexpectedly…..
…..Usually
when
employees
decide to
leave with little
or no notice.
Being prepared
is your best
defense.
Begin by
ensuring
that your
employee data
bank is up-to-
date; this way,
you can
immediately turn
to existing
staff…..
…..As an
immediate
resource, even if
it is an interim
replacement
until
you’ve hired
someone
permanently.
Have an
employee referral
program
in place. Launch
it as soon as you
know there’s an
opening,
spreading the
word to as
many employees
as possible.
Focus, too, on
recruitment
sources most
likely to yield
immediate results,
such as going
through your HR
files for applicants
who were
previously
interviewed and
assessed.
Broad-Based Recruiting
Broad-Based
Recruiting
Broad-Based
Recruiting
Some positions
are highly
specialized and
more difficult to
fill. To improve the
chances of a job
match, you’ll want
to reach as many
applicants as
possible.
Uncertain as to
the type of
individual being
sought, you’ll
want to
interview as
many
applicants as
possible.
Employment
agencies and
search firms may
be helpful in
these instances,
although
they tend to
recommend
nearly
everyone…..
…..When the
requirements
are broad.
Advertisement
in newspapers
and journals
can be effective
also.
Always keep
these factors in
mind such as:
• Cost
• Immediacy
• Audience
Employers are
advised to explore
the ramifications
of utilizing each
resource in
relation to these
factors, deciding
which are most
important for a
given job opening.
Newspaper ads
provide a prime
example. They
are expensive,
but more likely to
yield immediate
results.
Assuming that
Ads appear in the
most-likely-to-be-
read section
of an appropriate
paper on the right
day of the week
at the right time
of year and
contain the
necessary text….
……Newspaper
ads will reach a
wide audience
at the level
you’re trying to
reach.
Recruitment Methods
Recruitment
Methods
Recruitment Methods
Recruitment
Methods
Internal
or
External
recruitment?
Recruitment Methods
Recruitment
Methods
When a job
vacancy exists,
the first
recruitment
source to be
consider is within
the organization.
Recruitment Methods
One study
found that
organizations filled
more than half of
their supervisory
and managerial
vacancies via
internal
promotions
But such results
are no longer so
common.
Recruitment Methods
Despite the
claimed
advantages of
internal
promotions -
improved morale,
reduced
orientation and
training
recruitment etc…
Recruitment Methods
……..Many
organizations
now prefer to
recruit from
outside their
existing pool of
employees.
Recruitment Methods
Promotion from
within is not
without its
disadvantage.
Employees who
apply for jobs and
are rejected can
become
discontented
Recruitment Methods
…. The pool of
candidates may
be restricted;
creativity can be
stifled as a result
of inbreeding; and
managements
time involvement
and expenses
may be
excessive.
Recruitment Methods
Lives Strauss
Management
recognized the
inbreeding is a
major issue and,
thus, suggest
that one third of
all vacancies be
filled by
outsiders
Recruitment Methods
Expert’s Opinion
Experts suggest
a target of 80%
of middle and
senior
management
appointments
come from within
and 20% be
recruited from
outside.
Internal Recruitment
Internal
Recruitment
Recruitment
Internal Sources
Advantages Disadvantages
Advantages
1- Organizations
has more
knowledge of
candidate’s
strengths and
weaknesses.
2- Candidates
already know the
organization.
Advantages
3- Employee
morale and
motivation
enhanced.
4- Organization
return on
investment in
training and
development is
increased.
Advantages
5- Can generate
a succession of
promotion.
6- Organization
needs to hire
only entry level
candidates.
Disadvantages
1- Employees
may be promoted
beyond their level
of competence.
2- Employees
infighting for
promotions can
effect morale.
Disadvantages
3- Inbreeding can
stifled creativity
and innovation.
4- Systems can
become
bureaucratic.
Disadvantages
5- Excellent
training and
development
programs are
necessary.
External Recruitment
External
Recruitment
Recruitment
External Sources
Advantages
1- The pool of
talent is bigger.
2- New insight
knowledge and
skills can be
introduced into
the organization.
Advantages
3- It is often
cheaper and
easier to hire
employees from
outside the
organization.
4- Outside
employees are
not members of
existing groups.
Disadvantages
1- Attracting and
selecting a new
employee is more
difficult.
2- New employee
adjustment and
orientation take
longer.
Disadvantages
3- Morale may
suffer among
existing
employees who
have been
passed over.
Disadvantages
4- An employee
may be selected
whose
performance is
below the
standard required
or whose
personality dose
not match with
the organization
culture.
Internal Recruitment Methods
Internal
Recruitment
Methods
Internal
Recruitment
Methods
Different
organizations use
different methods
to locate qualified
internal
candidates and to
inform their…….
…..existing
employees about
the job
vacancies.
This method
includes:-
Computerized
record system
Job posting
Computerized
Record System
Computers have
enabled the
creation of data
bank that contain
the personal
details,
qualifications and
work history of
each employee.
Such information
can also be
specially
presented in the
form of
Skills inventories
&
Replacement
charts.
Job posting
Advertising of job
opening to
current
employees via
bulletin boards,
newsletter,
personal letters
or computerized
posting program.
Some Ways:
1- Jobs are
posted in
prominent place
or advertised so
interested
employees are
likely to see
them.
2- All
permanent
promotions and
transfer
opportunities
are posted.
3- Job opening
is posted
before external
recruitment
begin.
4- A job
specification
includes the listing
so that employees
judge whether
they possess the
necessary
knowledge, skills
and abilities,
formal education
and personal
requirements.
5- The positions
eligibility rules
and criteria for
selection are
clear.
An applicant
should know,
whether the
decision will be
based on
seniority….
…or Performance
or a combination
of both.
Whether they
must fulfill
minimum length
of service
requirement in
the present job
before applying
for a promotion/
transfer.
6- Once the
decision is
made, all
applicants are
informed about
the decision and
unsuccessful
candidates are
counseled as
appropriate.
External Recruitment Methods
External
Recruitment
Methods
External
Recruitment
Methods
HR department
can use various
approaches to
locate and attract
external
candidates, often
looking to more
than one source.
Sources such as
Government
employment
agencies, private
employment
agencies,
recruiting
consultants.
Executives search
firms, Educational
institutions…….
……Professional
organizations,
advertisements,
employee
referral, and
unsolicited
applications.
Researches on
Recruitment
channels
Decker and
Cornelius suggest
that employee’s
referrals are best,
while newspaper
advertisement and
employment
agencies are
among the worst.
Kiran, Farley,
and Geisinger
found results in
favor of
informal
recruitment
channels.
In contrast a
study by Swaroff,
Barclay and Bass
found no
relationship
between
recruitment
channels and job
tenure or
employee
productivity.
So, it is
concluded that
each organization
should conduct
its own audit of
recruitment
channels in terms
of cost, candidate
quality and
ultimate
performance.
Contextual
Issues
The state of the
economy can also
influence the
value of a
particular
recruiting method.
High
unemployment
usually means
that unsolicited
applications are
more frequent
and better quality
than they are
when the labor
market is tight.
Full
employment is
likely to force the
HR Manager to
use several
recruiting
methods
simultaneously to
generate even a
few qualified
candidates.
Traditional Recruitment Sources
Traditional
Recruitment
Sources 1
Traditional
recruitment
sources are
methods for
finding
employees that
are easily
recognized,
conventional in
nature….
…..Acceptable to
most types of
organizations,
and appropriate
for filling a wide
range of
positions.
Before
embarking on a
traditional
recruitment
campaign,
remember to
consider the
three factors
discussed
• How much
money is
available?
• How quickly
the opening
must be
filled?
• Whether a
wide
audience
must be
reached?
Recruitment
Source
Advertising
Advantage
Reaches a wide
audience
Disadvantage
Costly
Recruitment
Source
Advertising
Advantage
Reaches a wide
audience
Disadvantage
Costly
Recruitment
Source
Campus Recruiting
Advantage
Can select top
students
opportunity to
groom future
management
Disadvantage
Hard to assess
potential
Recruitment
Source
Contingency
Workers
Advantage
Can fill jobs in a
hurry
Disadvantage
Possible legal
ramifications
Recruitment
Source
Direct Mail
Advantage
Personalized
selective
Disadvantage
Time-intensive
Risk that mail may
not be opened
Recruitment
Source
Employee Referrals
Advantage
Employee morale
booster if referrals
are hired ;Quick;
Inexpensive
Disadvantage
Demotivation if
referrals are not
hired.
Recruitment
Source
Employment
agencies and
search firm
Advantage
Access to large
labor pool
Disadvantage
Costly
Traditional
Recruitment
Sources 2
Recruitment
Source
Former
Applicants
Advantage
Good public
relations
Disadvantage
Outdated
records
Recruitment
Source
Government
Agencies
Advantage
Cost-effective
Disadvantage
Non-exempt only
Recruitment
Source
Job Fairs
Advantage
May fill several
openings in a
short period of
time
Disadvantage
May not be able
to hire anyone
Recruitment
Source
Job Posting
Advantage
Creates
openings at
lower levels
Morale booster
Reveals hidden
skills
Disadvantage
Costly
Recruitment
Source
Newspaper
Inserts
Advantage
Ad may stand out
and can be easily
removed
Disadvantage
Easily lost, Easily
overlooked
Recruitment
Source
Open Houses
Advantage
Good public
relations May fill
several openings
at once
Disadvantage
Costly, Time-
Consuming
Recruitment
Source
Outplacement
Firms
Advantage
Large numbers of
applicants
Disadvantage
Incomplete picture
of applicants’
intangible
qualities
Recruitment
Source
Professional
Associations
Advantage
Personal referrals
Disadvantage
Someone else’s
rejected
Applicants
Recruitment
Source
Radio and
Television
Advantage
Reaches a wide
audience
Reaches prospects
not actively looking
for a job.
Disadvantage
Can be costly
Recruitment
Source
Research Firms
Advantage
Allows for greater
involvement in the
interviewing
process
Disadvantage
Services end upon
contacting
applicants
Recruitment
Source
Voice Ads (Pre-
recorded phone
message)
Advantage
Easy to produce
Disadvantage
Time-consuming
Innovative Recruitment Sources
Innovative
Recruitment
Sources 1
Innovative
recruitment
sources are less
conventional than
traditional
sources. Some
may be
considered
peculiar or
unusual
But appealing
only to certain
work
environments &
during specific
market
conditions, while
others are
gradually making
their way over
to the traditional
side of the
ledger.
Often, they’re
used when
traditional
recruitment
sources don’t
yield the results
needed in terms
of quality
applicants or
timelines.
Recruitment
Source
Airplane
Banners
Advantage
Attention-getters
Disadvantage
Intrusive
Unprofessional
Recruitment
Source
Banners and
Signs
Advantage
Cost-effective
Disadvantage
Require busy
location
Unprofessional
Recruitment
Source
Billboard
Advertising
Advantage
High-volume
Attention-grabber
Disadvantage
Conveys limited
amount of
information
Recruitment
Source
Movie Ads
Advantage
Can attract people
who are not
actively looking for
a Job
Disadvantage
Intrusive/Pushy
Recruitment
Source
Bumper Stickers
Advantage
Incentive for
employees as part
of employee
referral program
Disadvantage
Not taken
seriously
Innovative
Recruitment
Sources 2
Recruitment
Source
Company-
Sponsored social
events
Advantage
Cost-effective
Disadvantage
Reaches a limited
number of people
Recruitment
Source
Competitions
Advantage
Opportunity to
evaluate skills
before extending a
job offer
Disadvantage
Time-consuming
Recruitment
Source
Customers &
Clients
Advantage
Potential
employees have in
depth knowledge
of what its like to
work for you
Disadvantage
Rejection could cut
relationship
Recruitment
Source
Fast-Track
Training
Advantage
Provides
marketable skills
Disadvantage
Fails to support
long-term
Advancement
Recruitment
Source
Kiosks/Booths
Advantage
Make it easy for a
person to apply
Disadvantage
Unmonitored
applicant flow
Recruitment
Source
On-Site
Recruitment
Advantage
Can reach a wide
audience time
good public
relations
Disadvantage
Lots of unqualified
applicants
Recruitment
Source
Pre-employment
Training
Advantage
Creates trained
workforce
Disadvantage
No guarantee
trained
workers won’t
apply
skills elsewhere
Recruitment
Source
Retirees
Advantage
Experienced
workers who can
serve as mentors
Disadvantage
Inflexibility
It showed that
there are
numerous
recruitment
sources that will
yield excellent
applicants.
Some are
traditional, like
advertising and
search firms…..
….. Others, like

company
sponsored
social events and
fast-track
training, are more
innovative, but
can be
equally effective.
Innovative Recruitment-Examples
Innovative
Recruitment –
Real Examples
Example 1
1-The Boston
Consulting Group
(BCG) runs a
strategy
competition, which
involves more than
fifty teams from
Australia and
New Zealand….
…..Competing
for a $6000 prize
to identify
potential
employees. It
also offers at
$10,000
scholarship
program.
Example 2
2- ANZ Bank
operates an
employee referral
program where
staff can earn up
to $2000 for
successful
appointment.
Example 3
3- UK law firm
Baker & McKenzie
gives employees
who successfully
refer legal staff
$5000.
Example 4
4- To attract a
broader mix of
talent investment
bank, UBS invites
approximately fifty
top students from
state school in
rural areas to
spend a week in
Sydney at Finance
academy.
Example 5
5- Y or Z.com offers
a recruitment
services where
companies
advertising on its
website give
financial reward to
a one who
successfully
recommends
candidates.
Example 6
6. Linkme.com.au
companies apply
to hire workers
instead of
advertising, and
candidates
advertise what
they want and
wait to see which
employers
responds.
Example 7
7- Alumni programs
allow firms to
actively keep in
touch with former
employees via
conferences, social
gathering, and the
internet and then
re-hire them to use
their networks to
identify potential
candidates.
Example 8
8- The UK Price
Waterhouse
Coopers provide
structured fix term
work experiences/
placements
(internships to
university students).
In 2008, it made job
offers to more than
90% of its interns.
Advertising
Advertising
Advertising
Advertising
Advertising in
local, national,
and international
news papers is
still used by many
organizations.
Advertising
An employment
advertisement
must have
attention
grabbing
headlines and
applicant friendly
copy and must
specify
Advertising
....the personal
qualities, formal
qualifications,
Knowledge
Skills
Abilities
necessary for
success.
Advertising
The AIDA
Technique
1- Attention
An eye catching
descriptive title is
the key to getting
attention. The tittle
of the
advertisement
need not to be the
actual job tittle….
Advertising
But it should
highlight
attractive
features of the
job. If needed
subtitle or the first
sentence of the
copy immediately
following…..
Advertising
…..the heading,
can be used to
expand on this
theme. Attention
is also gained in
the first
paragraph which
should be
stimulating and
contain much of
the information
about the job.
Advertising
Interest
This will include
some but not all,
of the critical
points of interest
such as job
detail’s reporting,
relationships and
qualification…..
Advertising
Interest
….The
detail’s should
be contained in
one or two
paragraphs in an
easy to read
logical style.
Advertising
Desire
Having caught the
attention of the
reader and
created interest.
You want to make
a special individual
and direct appeal
to this prospective
candidates. You
do this by
offering…..
Advertising
Desire
….. such
incentives by
higher status,
better
remuneration,
more security,
realistic
promotional
prospects…..
Advertising
Desire
…..Greater
professionalism
and more
progressive
employees
policies, Apart
from the salary,
Your appeal will be
an emotive one.
Advertising
Actions
Finally, you call
for action, this
must be more
than giving your
address or
telephone
number, Ask the
candidate to invite
him or her……
Advertising
Actions
…… To ensure
him or her of
complete
confidentiality.
Give your name
so the candidate
may contact you
direct.
Advertising 2
Advertising 2
Advertising 2
Unfortunately,
much recruitment
advertising is
organization-
centered
unattractive and
boring to read.
Advertising 2
Contrary to
popular opinion,
Studies show that
prospective
applicants are
less concerned
with the
remuneration
package….
Advertising 2
…than with what

they would be
doing, What type
of industry they
would be working
in, and the
experience,
personal
characteristic, and
qualification
required.
Advertising 2
Research has also

shown that when
employers limit
job-related content
to promote their
corporate image,
then the
employment
advertisement is
less effective.
Advertising 2
Mathews and
Redman
recommended that
less money be
spent on creative
visual and more on
research to identify
the critical personal
attributes required
for success in the
company.
Advertising 2
The size of an
advertisement
has also been
shown to have an
influence on
applicant’s
responses,
particularly with
professional and
managerial staff.
Advertising 2
More than 75
percent of
respondents to
survey regarded
large
advertisement as
being positively
influential
HR Managers and Advertising
HR Managers
and
Advertising
HR Manager can
write more
attractive and
response –evoking
recruitment
advertisement by
following some
basic guidelines
1- Critically
examine the
company current
advertisement. Do
they stand out? Do
they create the
right image? How
do they compete
compare with the
competition’s
advertisement?
……Do they
target the
potential
employees
sought by the
company?
2- Specifically
examine the
format, design
and copy of the
advertisement.
Are they eye
catching?
Do they make
creative use of
borders, color
graphics
photographs
typeface, margin
and space? Do
they accurately
communicate the
company’s
culture?
Do they portray
the company as
preferred
employers?
Is the copy is
reader friendly?
Dose it speak to
the reader
directly?
Does it give
sufficient
information for
the reader to
properly
evaluate the job
and the
company?
Does it explain
why employment
with the
recruiting
company is
different from
and better than
employment with
other
companies?
HR Managers and Advertising 2
HR Managers
and
Advertising 2
Does it describe
what the
company offers
in term of
remuneration
and benefits,
Career
development
and so on?
Does it
emphasis what
is unique and
interesting
about the job
and the
company?
Does it tell the

reader the
qualification,
knowledge, skills,
abilities, and
personal
characteristic
required for
success in the
job?
For example,
generic skills
such as,
Communication
skills, initiative,
enthusiasm,
interpersonal
skills,
motivation,
flexibility.
3- Do the
advertisement
make it easy for
potential
candidates to take
action? Are a
contact name,
telephone no, fax
no, email address
and postal address
included.
Is confidentiality
assured? Can
candidates
make enquires?
4- Critically
examine
employee’s
advertisement for
their consistency
with the
company’s overall
advertising and
public relation
program….
Are they in harmony?

Does the recruitment
copy reinforce
existing corporate
advertising and
public relation
program? Prepare a
style manual for HR
staff and line
managers to ensure
consistency in format
and quality
5- Monitor and
evaluate the
success of the
advertisement. Are
they attracting a
sufficient number of
suitable applicants?
Are the
advertisement cost
effective? Does the
company obtain
discount for multiple
advertisement?
Different Sources of Advertising
Different
Sources of
Advertising
Type of medium:- News Paper
1- Short dead-lines 1- Easy for prospects to

2- Ad size flexibility ignore
3- Circulation 2- Considerable
concentrated in specific competitive culture
geographic areas 3- Circulation not
4- Classified selection specialized. You must
well organized for easy pay for great amount for
access active job seeker unwanted readers
5- Corporate branding 4- Poor printing quality
opportunities
Type of medium:- Magazines
1- Specialized magazine 1- Wide geographic

reach pinpointed circulation – Usually
occupation categories cannot be used to limit
2- Ad size flexibility recruiting to specific
3- High quality printing area.
4- Prestigious editorial 2- Long lead time for ad
environment placement
5- Long life, Prospects
keep magazines and
reread them
Type of medium:- Direct Mail
1- Most personal form of 1- Difficult to find mailing
advertisement list of prospects by
2- Unlimited number of occupation at home
formats and amount of address
space 2- Cost of reaching each
3- Names can be prospects is high
selected by geographical
areas professional skill
and other demographics,
permitting precise
targeting
In conclusion,
whatever sources of
advertisement you
are using you have
to critically analyze
its advantages and
disadvantages
keeping in view your
own situation.
Different Sources of Advertising 2
Different
Sources of
Advertising 2
Type of medium:- Outdoor
1- Difficult to ignore 1- Only very brief

2- Can reach prospects message is possible
as they are literally 2- Requires long lead
travelling to their current time for preparation and
job must be in place for long
3- Precise geographic period of time (usually
selectivity one to three months)
4- Reaches large
numbers of people many
times at low cost
Type of medium:- Directories
1- Specialized audience 1- Not timely

2- Long Life 2- Often have
competitive culture
Type of medium:- Radio and Television
1- Difficult to ignore 1- Only brief
2- reach prospects who uncomplicated
are not actively looking messages are possible
for a job better than 2- Lack of permanency,
newspaper and prospect cannot refer
magazines back to it (repeated
3- Can be limited to airing necessary to make
specific geographic impression)
areas
Type of medium:- Radio and Television
4- Creatively flexible 3- creation and
5- Can dramatize production of
employment story more commercials particularly
effectively then print ads TV can time consuming
6- Little competitive and costly
recruitment culture 4- Lack of special
interest selectivity paying
for waste circulation
In conclusion,
whatever sources of
advertisement you
are using you have
its advantages and
disadvantages
own situation.
Different
Sources of
Advertising 3
Type of medium:- Point of purchase
1- Calls attention to 1- Limited usefulness

employment story at time prospects must visit a
when prospects can take recruitment location
some type of immediate before it can be effective
actions
2- Creative flexibility
Type of medium:- Internet
1- Can target a global or 1- Prospects must be
local pool of labor computer literate and/or
2- Increasingly not have access to the
limited to high tech internet
position 2- Increasing competitive
3- Short lead times culture
comparatively low cost 3- May discriminate
4- Job posting can target against economically
active job seeker deprived social or ethnic
groups
Type of medium:- Internet
5- Banners Newsletters 4- Can be swamped by
and email can target unqualified job seekers
passive job seekers 5- If not well designed
6- Niches sites can and user friendly may
target prospects with turn off job applicants
unique skills
In conclusion,
whatever sources of
advertisement you
are using you have
its advantages and
disadvantages
own situation.
Employment Agencies
Employment
Agencies
Employment Agencies
Employment
Agencies
Employment
agencies are
privately owned
recruitment
consultancies.
Traditionally, they
have specialized in
clerical and
secretarial
positions…..
Employment Agencies
….. but some

have now
expanded their
activities to
include the
recruitment of
junior accounting,
information
technology, sales
and technical
personnel.
Employment Agencies
Employment
agencies also
differ in the
range of
services they
offer, the
professionalism
of their
consultant and
their fees.
Employment Agencies
One survey
found that more
than 60 percent
of client
companies felt
that recruitment
consultants did
not possess the
necessary
qualifications
and experiences.
Employment Agencies
A critic claims that

this is not
surprising, as
employment
agencies hire
consultants for
their selling skill’s
rather than their
HR expertise.
Employment Agencies
The HR
manager should
exercise
considerable
care in selecting
the services of
an employment
agencies.
Employment Agencies
The importance
of this is
enforced by a
University of
Western
Australia’s
survey which
found that the
use of agencies
is not cost
effective.
Employment Agencies
A study by Harris,
Toulson and
Livingston, which
found that
recruitment
consultant
regularly uses
selection
methods that are
of little or no
value.
Employment Agencies
The fee charged

by employment
agencies vary
widely. A range
between 2 to 12
percent of gross
annual
compensation is
common.
Employment Agencies
It should be
noted, however,
that some more
aggressive
agencies have
very flexible fee
structures that are
open to
negotiation
Management Recruitment Consultant
Management
Recruitment
Consultant
Management
recruitment
consultant
concentrates on
recruiting for
professional and
managerial
positions
Management
recruitment
consultant
There are
numerous of firms,
and producing
great diversity in
professionalism,
ethics and fee
structure.
This in turn has

contributed
criticism and
skepticism about
the use of
management
recruitment
consultants.
Unfortunately, this
is often justified….
…. Because
anyone can work
as a recruitment
consultant and
selling skills are
often the prime
job requirement
for consultants.
Consequently,
some recruitment
consultants
operate in a
haphazard
manner and have
a poor success
rate.
Services that HR
manager can
expect from a
professional
consultant include
a detailed client
background study,
preparation of a
job description…..
….and an ideal
candidate
profile. A range
between 2 to 12
percent of gross
annual
compensation is
common.
Advantages of using MRC
Advantages of
using MRC
Time
Management
Time
management is at
premium. Using a
consultant reduce
the involvement of
the organization’s
management in
screening
interviewing and
so on.
Confidentiality
Business
sensitivities mean
that it may not be
practical to
advertise under
the organization
own name. The
use of consultant
can ensure
confidentiality….
Confidentiality
Similarly,
applicants may
prefer to remain
unidentified to the
client while they
explore the details
of the position and
before they decide
to submit a formal
application
Expertise
Professional
management
recruitment
consultant
possesses
considerable
expertise in
recruiting and
selecting
professional….
Expertise
…..and
managerial
personnel. This
can save an
organization time
and money and
reduce the chance
of failed recruiting
campaign or a bad
appointment
Reputation
First class
management
recruitment
consultants have a
reputation that
motivates high
caliber personnel
to apply.
Reputation
This is of special
advantage to a
small or unknown
organization that
lack attraction of
their own
Fee range from

10 to 20 percent
of the candidates
total remuneration
package and are
usually paid in
two installments.
50 percent on the
acceptance of the
assignment…
…..or on the
presentation of a
shortlist of
candidates and
50 percent on
the successful
completion of the
assignment
Advertising
travel and other
related expenses
are added to
this. Such items
may be charged
at cost or with a
services
premium added.
Executive Search Firm
Executive
Search Firm
Executive
search firm
Executive search
is a source for
recruiting a
senior manager
and
professionals.
Commonly called
head hunting. It is
favored when:
1-The personnel
with the required
skills and
experience are
not known to be
seeking a job
change
2- The number of
people with the
necessary
qualification and
experience is
limited
3- Maximum
confidentiality is
desired
The Egon
Zhender
executive
search process
involves the
following steps:
Let’s discuss it
one by one.
1- Hold the initial

client meeting to
define the client
problem or need
2- Confirmed the
proposed method
targets, timings,
consultants
responsible and
fees
3- Conduct a
systematic search
through research,
approaching
sources in a
position to comment
and finding targets
4- Interview
potential candidates
and prepare
confidential reports
5- Present
candidates and
check reference
6- Assist with
offers
negotiations and
follow-up.
Executive search
is expensive.
Fees of 25 to 40
percent of total
remuneration are
paid in three
installments. One-
third in advance
followed by two
scheduled
payments.
The fees are

paid whether or
not a candidate
is hired.
Expenses are
billed separately
and are not
itemized.
The high cost

along with
questionable
performance and
conflicts of
interest over the
raiding of
existing clients
has raised
question about
the value of
executive search
It is claimed that
50-60 percent of
all search result
in the hiring of
the individual
who was initially
specified.
Executive Search Firm 2
Executive
Search Firm 2
A study of 300
European based
companies found
more than half
felt executive
search were less
than 60 percent
effective
Criticism
centered on the
search method
itself. The poor
quality of the
candidates, the
time was taken to
complete an
assignment and
the off limits
problem…..
…..(where the
consultant can
not look for
potential
candidate inside
companies that
are existing
clients).
When choosing an
executive search
firm, the HR
manager should
review the following
points to ensure
that the search firm
is compatible with
the organization’s
requirements and
that its conduct will
be professional
Fee Structure
How is the fee
charged? Will
payment be in
cash or equity
what is included or
excluded? How
are expenses
charged? Will an
itemized account
be presented.
Parameters of
the search
What will the
organization get
for its money for
example, which
countries
geographic areas
and which
industrial sectors
and companies
will be covered?....
…..The details
can be worked
out at a
subsequent
meeting with the
chosen firm. But it
is important to be
clear about this
from the start to
avoid later
misunderstanding.
Timescale
When can the
organization
expect to see
candidates? And
how many?
When will
reference check
will be
conducted?....
…..Reference
check ideally
should be
completed before
shortlisted
candidate are
presented to the
client
organization.
Client status
What happen if the
organization like
some companies
include in the
search process
that are existing
clients of the
search firm? Are
there any conflicts
of interest?
Responsibility
Who will be
working on the
organization
assignments? Will
there be one
consultant or two?
Who will do the
research work, the
contacting of the
potential
candidates and the
interviewing?
Problems
What happen if
no candidate is
found or if the
organization
considers that
none is suitable?
Problems
This is critical
because the most
common cause of
client
dissatisfaction is
the search firm
failure to find a
suitable
candidate.
Off-limit rule
Does the search
firm have an off
limit rule?
Will the firm recruit
its own placement?
Note that some
search firm recruits
their own
placements again
and again…
…while some
have off-limits
rules that apply
for only one year
and others
regard any
company that is
merged or sold
as “fair game”.
University Recruiting
University
Recruiting
University
Recruiting
To attract young
professionals and
management
trainees, many
public and private
organizations
recruit directly
from universities
and colleges.
Generally, this is
done via university
appointments
board or career
advisory services.
Vacancies are
advertised via
email or on the
notice board and
campus interviews
are arranged.
The time,
expenses and high
labor turnover
involved are
problems
associated with
campus recruiting.
These may be
partly a result of
the ineffectiveness
of the recruiting
program.
HR Managers,
(for example),
have been
criticized for their
poor recruiting
techniques. There
is also evidence
that campus
recruiters
frequently lack
sufficient…..
….. knowledge
of their
organization
and do not use
effective
interview
techniques.
Other weakness
of the university
recruiting
program includes
an inability to use
the appointment
board properly,
mismanagement
of candidate’s
company
visits….
…. failure to
follow up, attempt
to visit too many
campuses, and
management
indecision.
Correcting such
deficiencies
should be of
primary concern
for the HR
managers.
Employee Referral
Employee
Referral
Employee Referral
Employee
referral
The
recommendation
made by current
employees can be
a useful source of
applicants. Notice
of vacancies with
requests for
referral.....
Employee Referral
……is posted on
the organization
bulletin boards
and internal email
system. Prize
and cash
bonuses may be
given to
employees who
recommended…
Employee Referral
…… a candidate
who is
subsequently
hired. ABN
Amro, American
Express, ANZ
which recruit 25
to 30 percent of
new hires this
way.
Employee Referral
Suncorp and
Pricewaterhouse
Coopers all give
cash or other
rewards for a
successful
referral.
Employee Referral
One US
software
company, during
the High Tech
boom, awarded
a new Ferrari to
the first
employee who
referred 10 new
hires.
Employee Referral
The success of
employee referral
program largely
depends on the
morale of existing
employees the
accuracy of the
job information
and the closeness
of the friend….
Employee Referral
Major drawbacks in
the use of the
employee referral
program are that
cliques may
develop and
referring employee
referral may
become upset if
their candidate is
rejected….
Employee Referral
Reliance on
employee referral
may be regarded
as discriminatory
if it tends to
maintain the
present employee
mix by nationality,
race, religion, sex
or some other
criterion.
Other Recruitment Sources
Other
Recruitment
Sources
Unsolicited
Applications
Unsolicited
applications
often called as a
walk-ins and
write-ins can
also be a source
of qualified
personnel.
Walk-ins are
people who
approach the HR
department
seeking a job.
Write-ins are
those who
submit a written
inquiry about job
opportunities.
Neither should be
ignored, and good
public relation
demands that all
applicants be
treated in a
professional
manner.
Interestingly the
performance of
walk-ins and
write-ins….
…when
employed has
been found to be
superior than
candidates
required from
placement
services or
newspaper
advertisements.
Professional
Associations
Professional
associations such
as those
repressing
accountants’
engineers and HR
practitioners can
be good
recruitment
sources.
Most journals of
professionals
association
accept
advertisement
and some even
list mini resume
of members.
The big
advantage of
using professional
association is that
the HR manager
can easily target a
specialized
market. Time
lags, however,
can be a problem.
Trade Unions
A trade union can
be a recruiting
services for certain
types of labor.
Union traditionally
were involved in
supplying workers
to employers.
For example, the

mineworkers in
Australia,
previously,
compiled an
industry list of
retrenched
employees from
which companies
had to hire.
Electronic Recruitment
Electronic
Recruitment
Electronic
recruiting
Electronic
recruiting also
known as cyber
recruiting or
recruiting on the
internet (and
intranet for internal
recruiting).
It present a major
change to the
way in which
companies
traditionally
recruit personnel.
Most fortune 500
companies now
mainly used
some form of e-
recruiting….
IBM accept only
online applicants
for its annual
graduate intake
through its own
website.
Companies can
now post their
vacancies by
location and
occupation via their
own website or
online job centers…
Similarly, job
seekers can
post their
resume and job
interest.
Companies
increasingly are
accepting job
applications via
email and using
email alerts,
matching services
to gain a direct and
personalized
advertising
channel to target
candidates.
E-recruiting is
especially
effective when the
message includes
good aesthetics
and customized
information. Web
sites can avoid
the problem of
print deadlines,
space
limitation……..
……time delays,
limited exposure
and high
advertisement
costs. The
company can
immediately
advertise a job
vacancy, 24 hours
a day, seven days
a week……
…..include
detailed and
comprehensive
information about
the job and the
company. Reach
a large number of
potential
applicants and
expect an almost
immediate
response.
Candidates, in
turn, enjoy the
speed accuracy
and convenience
of instantly
seeing only
those vacancies
that match their
requirements.
Electronic Recruitment 2
Electronic
Recruitment
2
When you are
job seeking
online
1- Research
carefully to find
the right sites.
2- Check whether
a site belongs to
head hunter or is
a greater
recruitment site.
3- Check that job

adverts are
updated regularly
4- Do not expect
too much
Before posting
your resume
online
1- Check how
confidentiality
issues are handled
at each site.
2- Do not post
personal details
such as your
address.
3- Think carefully
about sending
your resume
4- As having your
resume on too
many sites can
make you look
desperate and
probably is not
necessary.
5- Repost your
resume
regularly so that
it appears near
to the top of
any search
Most criticism of
internet
recruitment
center on the
need for better
screening of
candidates to
avoid being
flooded with
irrelevant and
poor quality
applications…
The need for

better quality
information
about the
candidates and
the need to
streamline the
management
response
process.
In deciding which
recruiting website
to use,
Sunderland
recommends HR
managers
consider the
quantity (traffic
and job volume)
and quality of
candidates
and their online

application
system, and HR
and back-end
technical
interface
support.
Electronic
Recruitment
3
The ability to
display graphics,
dynamic linking
between files and
audio and video
capabilities make
website an
incredibly rich
source of
information about
an employer…..
Its products or
services, culture,
sites and
accompanying
lifestyle, and
naturally current
openings, Say
Gibbon.
Regardless
Newspaper,
although,
decreasing in
importance are still
popular as a
recruiting source.
Apart from niche
areas such as
graduate
recruitment….
…. education and
technology, older,
middle, and senior
managers still
prefer to use
newspaper
advertisement or
recruitment
consultants in their
job searches.
This perhaps
explains why some
organizations
remain undecided
about advertising
job vacancies
online, preferring to
stress the
importance of the
human element in
their recruitment
activity…..
Some experts
argued that
recruiting require
more touch and
less tech.
evaluating
candidates and
persuading them to
accept a job offer
remain
interpersonal
issues.
Nevertheless
recent researches
shows that
managers are
more likely to job
hunt via the
internet when:
1- The
geographical
scope of the job
hunt is wide
2- A major pay
increase is
sought
3- Both small
and large
companies are
being
canvassed
4- A facility with
internet
navigation exists.
5- Managers also
can check social
networking sites
such as
Facebook as a
mean of
screening job
candidates
Electronic
Recruitment
4
Making
recruiting
websites
effective
Although the use
of corporate
websites to
recruit job
applicant is
steadily
increasing
As many sites are

too complicated
and are not user-
friendly, as a
result, many job
opportunities are
rejected by
qualified job
seekers. To be
effective recruiting
websites should:-
1- Meet the need

of targeted
applicants
2- Clearly define
the target market
3- Provide
appropriate cues
4- Integrate
interactivity,
brightness and
information
richness factors
5- Provide
targeted levels of
information,
richness,
interactivity and
aesthetic appeal.
So, The process

of receiving and
reviewing
resumes and
employment
applications
has changed
dramatically over
the past
decade….
…. Increasingly,
employers are
using the
Internet to
recruit, either by
developing an
online presence
of their own or by
linking
up with Web-
based job search
services…..
Applicants, too,
are preparing and
transmitting
many more
resumes
electronically,
thereby relieving
recruiters from
being flooded
with thousands of
paper resumes.
The internet, then,
is rapidly moving
up in
the ranks of
recruitment, as
many more
applicants and
employers
communicate with
one another,
computer to
computer.
Electronic
Recruitment
5
Electronic
Resume
Up until the late
1980s and early
1990s, all
resumes were
printed and
delivered on
Paper.
Today, many
companies report
receiving a 50/50
ratio of paper and
electronic
resumes, while
others boast of
having a ‘‘no
paper’’ policy.
Proponents of
the electronic
format offer the
following
reasons for
discouraging
paper resumes.
1- Paper costs
considerably more
than the average
electronic file of
six kilobytes.
2- Processing
paper into an
electronic format
takes longer than
processing an
originally
electronic file.
3- Mail delivery is
slow: The average
U.S.-based letter
takes three days
to reach
its destination; the
average electronic
transmission takes
three seconds.
4- Electronic files
can be formatted,
extracted, and
otherwise
manipulated
countless ways;
they can also be
incorporated with
other data or
stored in various
applications or
systems.
Paper resume
supporters argue
that electronic
resumes are often
difficult to read
and lack a
professional look.
In addition, they
argue, some
applicants express
concerns about….
…. confidentiality
and privacy, as
well as fear that
their resumes will
get lost in a mile-
high cyber pile, so
they continue to
favor a mailed
paper resume….
Accordingly,
if businesses don’t
offer a paper
resume option,
these applicants
may bypass
them entirely and
ultimately become
someone else’s
employees.
Whatever your
personal
preference,
everyone agrees
on one thing:
Reading electronic
resumes is unlike
reading paper
resumes. While
the focus remains
the same….
….. searching for

information that
reflect a person’s
ability to perform a
job, The
presentation and
format of that
information is
dramatically
different…..
….As one
recruiter
puts it, ‘‘What
pleases a
computer is
likely to bore a
person.’’
Electronic
Recruitment
6
Scan-able/Text-
Based Resumes
Scan-able/text-
based resumes are
basically lacking of
all formatting: no
bold type,
italics, underlining,
bullets, fancy fonts,
tabs, columns, or
rule lines.
Scan-able
resumes, then,
are text-focused
as opposed to
design-focused.
Typically, they are
created
and/or saved in a
text (.txt) file
format.
The most scan-
able documents
are those that have
high-quality letter
forms, high
contrast, and no
columnar structure
that will turn well-
written phrases
into rubbish after
the document is
scanned.
If electronic-
oriented employers
receive an
applicant’s printed
scan-able resume
as hard copy, they
will scan it
electronically,
converting it into a
digitized format so
they can….
…. then search for

keywords to
establish a
preliminary match
between an
applicant and a
job. The scanning
process benefits
applicants with the
most measurable,
tangible skills….
…. applicants
who exclude key
relevant terms
and familiar
industry
acronyms
are likely to be
bypassed. Action
words, indicating
the nature and
level of work
accomplished….
…. are less
important than
industry-specific
language in
electronic
resumes. Some
programs limit the
number of items
they will scan for
and usually start
at the top of the
document…
Knowledgeable
applicants know
this and
therefore place
their most
important
keywords at the
beginning.
Electronic
Recruitment
7
The e-recruitment
process can also
search for years of
experience,
education, and
other desired
specifications.
Employers can
even assign
weighted values to
the various criteria.
Because the
automated system
transferring
information from
resumes into an
applicant database
stresses keywords
and phrases that
describe the skills
and core
work required for
each job.
So, the applicants

tend to focus on
nouns, not verbs.
For example,
if an applicant
were to write,
‘‘Managed five
operators,’’ the
word managed
might be
bypassed…..
However, if the
applicant were
to write,
‘‘Manager of
five operators’’
the word
manager would
stand out.
Instead of
scanning mailed
or faxed print
versions of
resumes, many
employers are
asking applicants
to e-mail their
resumes, either
as an
attachment…
… or in the body
of an e-mail
message or to
paste their
resumes into a
Web-based form.
Text-based
resumes work best
for posting on
websites that use
built-in forms.
Employers can
then search for
keywords since
the resume is
already in
digitized form.
Note that some
businesses
discourage
resumes sent as
attachments to
e-mails….
… and won’t
open these
attachments
because of
concerns about
computer viruses
and
incompatibilities
among word-
processing
programs.
Clearly stipulate
the form in which
you prefer to
receive resumes
when posting
jobs. For example,
do you want a
formatted ‘‘print’’
resume sent as an
attachment
to an e-mail
message?...
…..Or do you
favor a text-
based resume
stripped of
formatting and
pasted directly
into the e-mail
message?
Electronic
Recruitment
8
Cover Letters
Resume-writing
guides
recommend
including cover
letters regardless
of the format
in which the
resume is
submitted.
Few employers
seriously consider
a resume without
an accompanying
letter that
identifies the
specific job or
type of job sought,
as well as
highlights of the
submitter’s
qualifications….
Cover letters can

grab a recruiter’s
attention by
suggesting a
preliminary
job/applicant fit,
so wise
applicants
take care of their
words carefully.
Here are
some of the
critical
components
of a cover
letter:-
1- Cover letters
should be
addressed to a
specific person.
Salutations such
as ‘‘Dear Hiring
Manager,’’ ‘‘Dear
Sir or Madam,’’ or
‘‘To Whom It May
Concern’’ could
be interpreted….
….to mean that

the applicant has
not done her
homework or has
an insufficient
degree of
interest. It’s a
given that the
person’s name
should be spelled
correctly.
2- Most cover
letters are in
response to a
specific posting
or ad;
accordingly, the
job should be
identified in the
first paragraph.
Even if an
applicant is taking
an exploratory…..
… Approach with
no specific
opening in mind,
he should narrow
his focus and
identify
suitable, albeit
generic, job titles.
Recruiters should
not have to work at
matching the
person with a job.
3-The most
effective cover
letters reveal
exactly how the
sender qualifies
for a particular
job. The applicant
should stress
keywords and
phrases, even if it
means that some
Information…..
….. is extracted
from the resume
itself. The most
desirable letters
are those that
identify concrete
examples
demonstrating
relevant job-
related
accomplishments.
Electronic
Recruitment
9
4-Effective
cover letters
restate specific
job requirements
identified in the
ad followed by a
brief statement
reflecting the
applicant’s
qualities.
When an
applicant is
responding to
an ad that he
qualifies for in
every way, the
end result can be
impressive:
Here’s
the job—here’s
the person; it’s a
match.
5- Cover letters
that demonstrate
knowledge of the
employer are a
nice touch, if not
overdone.
For example, an
applicant might
write, ‘‘Now that
Bixby Industries
has expanded
its product……
… base as a result
of its acquisition of
Triad Inc., I would
like to offer my
extensive
expertise in
marketing and
become a part of
your exciting new
work environment.
This shows that

the applicant has
taken the time to
do some
research and has
bothered to
incorporate that
research into a
personalized
letter.
6-Well-written
cover letters
stress how the
applicant’s skills/
prior experience
can benefit the
employer in terms
of meeting its
needs, solving its
problems, or
increasing its
revenues…..
…..A brief
example or two of
how the applicant
has met an
employer’s needs
in the
past is ideal.
7-Good cover
letters shouldn’t
overplay the
applicants’ hand.
Many applicants
submit cover
letters that are
effective right up
until the end.
Then they come
across as
too pushy….
…. by saying
something like,
‘‘After reading my
resume, I’m sure
you’ll agree
there’s no point in
looking any
further: there’s no
doubt that I’m the
right person for
this job….
……I’ll call you
on Thursday and
arrange to come
in so we can talk
face-to-face.’’
Regardless of
how qualified a
person may
appear to be, this
approach can be
perceived as too
intense…..
….. You’re forced

to ask yourself a
series of
questions: Can I
overlook this
extreme proactive
approach? Is it
reflective of
how this individual
approaches
tasks? ….
…If so, it is a
desirable
approach? Will
that
approach fit in
with our
corporate
culture?
Electronic
Recruitment
10
Electronic
resumes may
either be in a
chronological or
functional format.
The chronological
resume is
organized by job
title with the most
recent position
listed first.
Applicants who
submit
chronological
resumes generally
have a history of
experience in one
traditional field,
plan on pursuing a
job in that same
field, have no
visible gaps…
… in time
between jobs, and
have been with
most
of their employers
for a minimum of
one to two years.
Anyone looking at
their resumes
would be able to
determine in a
matter of.....
…seconds
exactly when and
where
they’ve worked
and what they’ve
done at each job.
Employers tend
to prefer the
chronological
resume….
…. because the
format lists prior
positions
beginning with the
most current.
Chronological
resumes are
generally
perceived as fact-
based and easier
to scan.
Functional
resumes are
arranged
according to areas
of skill and
accomplishment.
They are typically
submitted by
applicants with
diverse
experiences in non
traditional…..
…fields that don’t
add up to a
definable direction.
For example,
functional resumes
may be preferred
by college
students with
minimal or
unrelated job,
intern, or volunteer
experience….
……and by
individuals
hoping to move
into a field
different from
what they’ve
been involved in
to date. People
with significant
gaps in
employment also
tend to favor….
Functional
resumes, hoping
to draw attention
away from periods
of unemployment.
Some employers
dislike this
arrangement,
finding it difficult to
match the skills
identified with….
…. actual job
titles, levels or
areas of
responsibility,
and dates.
Recruitment of Women
Recruitment
of Women
EEO and
Recruitment
The
organizations
must have a
clear legal
obligation to
provide for equal
employment
opportunity in
the workplace….
EEO legislation
requires fair
treatment for all
members of the
community and
elimination of
discrimination.
EEO is about
merit.
It means
selecting the
best person for
the job in terms
of their job-
related skills.
Thus, the
candidate should
be treated fairly
irrespective of
the difference in
race, sex, age,
religion,
nationality or
other non-job
related factors.
Recruitment of
Woman make up
the largest group
among the
disadvantaged
members of the
workforce.
Although
woman’s
participation rate
in the
workforce…
…..continues to
increase, they
are still
predominant in
the low-paid
occupation. In
addition,
because of their
family
responsibility….
…. they face
considerable
time pressure if
in full-time work,
thus often
preferring
casual or part-
time
employment.
Recruitment of Women 2
Recruitment
of Women 2
Barriers
encountering
by woman
A major barrier
faced by a
woman is
stereotyped
thinking. Yet a
study by US army
researchers
revealed that….
…Woman, with
appropriate
strength training,
can load trucks,
fix heavy
equipment and
march under the
weight of loaded
backpack just like
men.
In New Zealand,
female
apprentice
jockeys now
outnumber their
male
counterparts
Furthermore, US
researchers
indicate that
female manager
outperforming
their male
counterparts. It is
claimed that
woman think
through decision
better than man.
Women are more

collaborative and
seek less personal
glory. In US Gallup
pool of both male
and female workers
however, more
female than male
worker indicate that
they would prefer
to have a female
boss.
Glass ceiling
One invisible
barrier to a
woman rising to
the top in the
glass ceiling. This
phenomenon is
typically
experienced when
a woman
attempts to move
from….
…. Middle
management into
general
management.
Less than half of
200 Australian
companies have a
woman in an
executive
management.
Other barriers to
the advancement
of a woman
include inadequate
education, poor
self-image,
children
responsibilities,
and lack of
children’s facilities.
Glass Wall
According to
Alison Watkins,
group General
Manager of
strategy for ANZ,
one of the biggest
issues is getting a
woman into the
line roles
It is about the
glass wall as
opposed to the
glassed ceiling.
These walls have
created woman
ghettos such as
HR public relation
and community
affairs.
In Australia, 70
percent of the
most senior
woman in
organizations are
in either HR or PR.
While in US
women’s hold less
than 7 percent of
line management
positions.
Moreover
woman success
in these soft
rules stereotypes
them and
encourages
organizations to
channel them
into HRM or PR.
Recruitment of Disable People
Recruitment
of Disable
People
Recruitment of
people with
Disabilities
Unemployment
among vision
impaired people is
at least, three
times higher than
that of the rest of
the community.
Some universities
in Hong Kong
have expressed a
fear admitting a
greater number of
disabled students
may undermine
their academic
standards…
… while Hong
Kong Employers
have sacked
employees
because of
physical
deformities and
are reluctant to
hire ex-mental
patients.
In mainland
China, two
universities
refused to enroll
an award-winning
student on the
grounds that his
ugly face would
scare away other
students.
People with a
disability in
Japan also
face obvious
discrimination.
A US study found
that employees
with disabilities
were more
dependable had
better attendance.
We're more loyal
and were better
employees than
were their
counterparts
without disabilities.
In addition
Australian and
Hong Kong case
studies shows
that people with
disabilities if
matched to the
right job can
bring benefit to
the workplace.
Sue Hughes, a
central cost
operator of
subway franchise
(and an employer
of people with
disabilities) says,
staff turnover is
minimal
absenteeism
doesn’t exist.
One of the
biggest
incentives is the
positive effect
on staff morale.
it's smart
business.
Recruitment of Older Workers
Recruitment
of Older
Workers
Recruitment of
older workers
Despite older
people being a
major source of
talent, age
discrimination
remains of the
most prevalent
form of
discrimination in
organizations.
A gray ceiling
exists with
negative
stereotype
prevalent.
Snap and
Redman showed
that older worker
experience
longer periods of
unemployment’s
get fewer job
interviews and
are more likely to
be selected for
redundancy.
To be aged 55
years or older and
thrown out of
employment can
be disastrous
because many
companies
believe that the
ideal age for
employees is 25-
35 years
According to
Helen Bartlett,
Director of the
University of
Queensland said
no matter how
much it is denied,
society still
harbors the
notion…
…that aging is
something to be
fought that to
become older is to
become crumbling
and unattractive.
Research by the
National senior
productive aging
center shows….
…. that
employers
believe that older
workers are
costly to take
more sick leave
and are resistant
to change lack
adaptability and
need special
training options
Bennington and
Tharenou
indicates that
negative
stereotype of older
workers relating to
absence,
performance,
memory,
intelligence, ability
to fit in and job
satisfaction.
Other data
suggest that older
workers are more
reliable and more
patient than
younger workers,
switch jobs less
often and have
greater ability to
handle complex
issues.
Companies
promoting the
greater use of
older workers
include Alcoa,
IBM, and Westpac.
Westpac, for
example, is using
mature employees
to better match
with its older
customer.
Evaluation of Recruitment
Evaluation of
Recruitment
Productivity
This measures the
number of
applicants
generated by a
particular
recruitment
source or method,
Specific measure
include:-
1- Application per
recruiting source/
method
2- Applicant’s
interviewed per
recruiting source
/method
3- Applicants
selected per
recruitment
source/method
Quality
This measure the
on job
performance and
tenure of
employees
recruited using a
particular source
or method.
Specific measure
include:-
1- Employees
performance
rating by
recruiting
source/method
2- Early turnover
(for example first
three months) by
recruiting
source/method
3- Tenure by
recruiting
source/method
4- Applications
per candidate
hired for a
recruiting
source/method
Costs
Costs includes
advertising
expenditure,
employment
agencies and
executive search
firm fees,
applicant’s staff
travel cost and
interviewer
remuneration
A specific
measure is a
cost per
applicant per
recruiting
source/method.
Time
Time is important
in recruitment,
especially for
critical positions
that must be
filled quickly or in
high competitive
labor markets.
A specific
measure is
response time
that is the time
from when the
recruiting action
is initiated until
an application is
received.
Soft Data
Soft data focus on
applicants and
management's
satisfaction with
the recruiting
method
employed.
Specific measure
includes:
1- Applicant
satisfaction with
a particular
recruiting
method
2- Applicant's
reasons to
applying for the
organization
3- Line
managers
satisfaction with
a particular
recruiting
method
Evaluation of
recruitment is
important for
meeting strategic
business
objectives such as
controlling costs,
satisfying EEO
objectives, and
improving
recruiting
performance.
Strategic Selection
Strategic
Selection
Strategic Selection
Strategic
Selection
The hiring and
retention of key
human resource
is critical issue
for the
organization.
Strategic Selection
Increased
international
competition,
pressure for
increased
performance,
corporate mergers
and acquisitions,
mean that…..
Strategic Selection
……Organization
cannot afford the
luxury of poor
employee
selection.
Because an
organization
success depends
on it having the
right people on the
right jobs at the
right time.
Strategic Selection
Strategic
selection
The linking of
selection
activities to the
organization
strategic
business
objectives and
culture.
Strategic Selection
The
organization’s
strategic
business
objectives and
culture should
determine the
people selected.
Strategic Selection
Selection Criteria
Include key factors
in making a
decision to hire or
not to hire a
person. It may
include
qualification
experience, skills,
abilities or
aptitude.
Strategic Selection
“Selection
criteria
should be
job related”
Strategic Selection
Gail Kelly former

MD, St. George
bank says “Our
People are our
differentiation”
which has led the
bank to focus on
attitudes as well
as skills and
aptitudes”.
Strategic Selection
At Microsoft
hiring a strong
workforce that
contribute to
achieve the
company strategic
objectives is taken
so seriously that
senior executives
are as actively
involved as
everyone else.
Strategic Selection
Dell Computer
Corporation has a
consultant
conduct a lengthy
behavioral
interview and
extensive paper
pencil testing with
applicants as well
as novel
approaches….
Strategic Selection
…. such as pre-
employment
dinners, cocktail
parties, work
experience
programs, on
site visit and
summer
internships.
Selection Policy
Selection
Policy
Selection Policy
Selection
policy
For an
organization to
achieve it HR
objectives
selection
decision must
conform with
corporate policy.
Selection Policy
Selection
policy
A good policy is
essential as it
communicates
clearly what a
company
selection goals
are.
Selection Policy
Management
needs to
consider
following
factors:-
Selection Policy
Equal
Employment
Opportunities:
What are the
company’s
attitudes and
approaches
toward hiring a
woman….
Selection Policy
…….Minorities,
older
employees and
people with
disabilities?
What will be
selection
criteria?
Selection Policy
Quality of people:
Does the
company want to
hire the top MBA
graduates from
the best
universities or the
high schools
graduates?
Selection Policy
How will the

suitability of
candidates be
measured? Will
the emphasis on
cultural fit and
attitudes technical
skills or academic
qualification?
Selection Policy
Sources of people:
Does the company
want to promote
from within? Have
a mix of internal
and external
people? Rely solely
on external
source? Generate
applicants
domestically?
Internationally?
Selection Policy
Management
Role:
Who in the
company will
make the final
decision to hire?
What is the role of
the HR
department? What
is the role of the
line manager?
Selection Policy
To what extent
will senior
executive be
involved? (HP,
for example, has
shifted much of
its hiring
responsibilities
from HR to line
manager)
Selection Policy 2
Selection
Policy 2
Selection Policy 2
Selection
Techniques:
Will multiple
interviews be
employed? Will
psychological test
be used? Will
assessment
centers be used
for executive’s
selection?
Selection Policy 2
How will specific
skills be
measured? Will all
applicants be
required to
undertake a
medical
examination? Will
genetic screening
or HIV/AIDS
testing be
undertaken?
Selection Policy 2
Employment
consultants:
Will external
employment
agencies
management
recruiters or
executives search
consultant be
used?
Selection Policy 2
Employment
consultants:
If so, for what
position? In
what situation?
Who will
choose the
consultant?
Selection Policy 2
Industrial
relation:
Are there any
trade union
restrictions or
membership
requirement
regarding
employment?
Selection Policy 2
Legal Issues:
Are there any
legal restrictions
or requirements
regarding
employment (for
example, only a
licensed person
can be employed
as an electrician
or nurse)?
Selection Policy 2
Organizational
structure &
Business
objectives:
Are the
company’s
selection policies
and practice in
harmony with
organization
strategic business
objectives?
Selection Policy 2
Do the candidate
selected have the
personal
characteristic,
skills, knowledge,
abilities and formal
qualifications
required by the
organization
strategic business
objectives?
Selection Policy 2
Cost:
What is the
budget? Who
will pay the
cost: HR or the
line
department?
Who will
authorize
payments?
Selection Policy 2
It is important
that the selection
process be
recognized by
managers as
systematic
gathering of
information.
Selection Policy 2
Its aim is to
generate as
much job related
data as possible
to enable them
manager to
choose the right
individual to fill a
job.
Selection Policy 2
The selection
process can also
be viewed as a
series of hurdles
that the
candidate must
pass successfully
before being
offered a job
Schema of Selection
Schema of
Strategic
Selection
Schema of Selection
Organizational Mission
Objectives
Strategy
People
Structure Culture
System
Schema of Selection
Job analysis
Job Description Job Specification
• Qualifications
• Job title
• Experience
• Duties and
• Skills
responsibilities
• Knowledge
• Relationships
• Abilities
• Working conditions
• Personality
Employee Selection
Criteria Predictors
Facilitate the indication of Facilitate the indication of
criteria necessary for job criteria predictors Examples
success 1- Education
1- Performance Appraisal data 2- Skills
2- Production out put data 3- Measure of ability
3- Safety data 4- pervious work
4- Sales data 5- Data from applicant form
5- Attendance data 6- employment test
6- Labor turnover data 7- Data from employment
7- Customer satisfaction data interview
8- Promotions 8- Data from performance
9- Success in training appraisal
10-Length in service 9- Medical examination
Schema of Selection
Criteria for job Success Predictors of job success
Tell How Successful Tell which factors can be

unsuccessful job used to predict
performance is to be successful/unsuccessful
measure job performance
Schema of Selection
Determine relationship between criterion and

predictors
Valid – Strong Invalid- or weak or no

relationship Relationship
Accept predictor Reject predictor

Schema of Selection
In conclusion,
Strategic
Selection
procedure will
lead to hiring of
best possible
candidate for
any organization.
Validation of Selection
Validation of
Selection
Procedure
A decision to
hire or not to
hire require line
manager and
the HR manger
to clearly
identify the
criteria…..
….. that
distinguish
successful from
unsuccessful job
performance and
to use only
predictive
measure of job
success that are
valid and
reliable.
Without a
systematic
approach that
examine validity
and reliability, no
relationship can
be demonstrated
between selection
criteria and
selection
predictors.
Validity
The ability of a
test or other
selection
techniques to
measure what it
set out to
measure
Predictor
A selection
criterion, such as
the level of
education or
scores on an
intelligence test
Correlation
coefficient
A statistical
procedure showing
the strength of the
relationship
between two
variables, for
example between
one employees test
score and on the
job performance
Concurrent
validity
This involves
identifying a
criterion predictor
(for example an
aptitude test such
as mechanical
reasoning) and
giving it to a group
of existing
employees…
… correlating
their score with
their job
performance. If
an acceptable
correlation
exists, the
criterion
predictor can be
used in the
selection of new
employees.
Predictive
validity
To determine
whether a
criterion predictor
actually predict
acceptable job
performance.
The criterion
predictor is
administrated to
all applicants, but
the test scores
are ignored when
making the
selection decision
after specified
period of time.
For example, six

months the
results are
reviewed and
correlated with
the criterion such
as job
performance.
If the validity
coefficient is
satisfactory, the
predictor can be
used in the
selection process
in the future.
While often
regarded as the
more scientific of
the two
approaches,
predictive validity
tend to be time
consuming and
expensive.
In addition
because the
original
predictive results
are ignored it
means that there
is an increase
risk that
incompetent
personnel hired.
Reliability of Selection
Reliability of
Selection
Procedures
Reliability
Reliability refers
to the
consistency of
measurement of
the predictor.
A predictor is
reliable if an
individual obtains
essentiality the
same secure
retain or ranking
each time they
are tested or
assessed.
A predictor
is the
reliable if it
consistently
produce a
similar result.
A predictor will
be regarded as
unreliable if the
same individual
obtains very
different score,
rating or ranking
on separate
occasions
For example, a
general
intelligence test
would be
regarded as
reliable if an
individual initially
obtains a score of
120 and then a
similar score
when retested at
the later date.
If, however, the

two scores
differed
significantly (for
example 120
compared with
90) the reliability
of the test would
be suspect…..
….. When a
predictor lack
reliability little
confidence can
be placed in the
result it
generates
because the
same candidate
can do well one
time and poorly
the next….
…. the predictor
will thus be
regarded as
unpredictable.
Predictor reliability
can be measured
by different
methods such as
test/retest, split
halves, and
parallel forms.
Selection Procedure
Selection
Procedure
Selection Procedure
Selection
procedure
Selection
procedure vary
from
organization to
organization.
Selection Procedure
Company
objective, culture
and size type of
industry
geographical
location the state
of the labor
market and the
type of level of the
position……
Selection Procedure
…… all impact
on the type order
and number of
steps an
organization
uses in its
selection
procedure.
Selection Procedure
Electronic
application
Increasingly for
high-tech graduate
and large high
volume
appointment,
companies are
using internet
technology to
receive and
process job
application.
Selection Procedure
For example,
Uses resume-
less candidate
screening via the
use of profiler
system on its
web page. The
main advantage
is the very quick
turnaround.
Selection Procedure
The use of
commercial third-
party electronic
database to
select candidate
however so far
appears to have
had only limited
acceptance….
Selection Procedure
According to
Sunderland the
basic online
application
process requires
candidate to
reply to email
and attach a C.V.
Selection Procedure
More sophisticated
application
approaches
includes the used
the customized
form that enables
a database of
candidate
information to
compete searched
and compared .
Selection Procedure
A common
complaint is that
biographical data
are not well
matched with the
job requirement
resulting in too
many
inappropriate
resumes, Which
clog up the whole
system.
Selection Procedure
International HR
consultancy shall
claims that this is
because most
online recruitment
sites have time
intensive,
unstructured, and
inadequate
screening process.
Selection Procedure
Nevertheless, it is
evident that better
pre-screening via
online
psychometric and
skill based
assessment will
soon be
integrated into the
online application
and selection
process.
Selection Procedure 2
Selection
Procedure 2
Reception of
application
The importance
of giving the
applicants a
favorable
impression at
this stage cannot
be
overemphasized.
Rudeness,
disinterest or
discrimination at
the reception may
cost the
organization a
good application
and foster negative
attitude about the
company and its
products or
services.
Preliminary
Interview
The preliminary or
initial screening
interview may be
used to check
quickly on
language skills
qualifications
willingness to do
shift work union
membership and
the like.
The preliminary
interview is
typically brief and
centered on very
specific job
requirements. It
should be carried
out in a
courteous non-
discriminatory
and efficient way
The negative
public relations
impact of
discriminatory
rude or
inefficient
treatment
cannot be-
overemphasized
Telephonic
Screening
In a situation where
a large number of
applicants are
anticipated initial
screening may be
done over the
telephone to avoid
shifting through
hundreds of written
application.
Applicants can be
asked a few
simple question
relating to critical
job requirement
example Are you
licensed
electrician? Is you
qualified
accountant Are
you work
weekends?
Questions to be
asked should be
prepared before
hand should be
job-related and
should be asked
in the same way
for each
applicant…
….if candidates
satisfy the
minimum
requirement they
then can be
asked to submit
a written
application or
attend an
interview.
Others can be
informed
immediately that
they do not have
the required
qualification.
All telephone
application
should be treated
politely and with
efficiency under
no circumstances
should applicants
be kept on hold
or told to ring
back.
The Application Form
The
Application
Form
The application
form
The application
form is the basic
source of all
employment
information for use
in later steps of
the selection
process.
It is a valuable tool
for screening out
unqualified
application, for
example, if the jobs
require a trade
qualification and
the applicant
indicates that they
do not have one
there is no need to
process the
application further.
Biographical
data are
considered by
many types of
research, and it
is to be the best
predictor
available,
however, they
are often used in
a subjective and
haphazard way.
Weighted forms
Although, it is
design to
overcome
interviewer
subjectivity
caused by an
implicit weighting
of factors that the
interviewer thinks
are important.
Developing a
weighted
application form
basically involves
identifying the
relationship
between an
application form
item and job
performance
measure.
An explicit weight is
assigned to the
points of level of
education, number
of previous job,
specific work
experience, military
service, and other
nominated
application form
item to produce a
weight score.
Applications with
the highest point
score are
deemed to be
the best
candidates.
While weighted
application form
score are often
highly predictive.
It should be
stressed that an
application form
item that has
good predictive
power for one job
may not
necessarily have
the same
predictive power
of the other job.
Finally, weighted
application forms
are developed
using a statistically
proven relationship
between the
application form
item and
performance.
Item such as
age, national
origin, race,
religion, sex or
private school
education may
act as a red flag
to EEO.
Consistently,
such item are
best avoided by
the HR manager
when developing
a weighted
application form.
Application Form and EEO 1
Application
Form and
EEO 1
EEO bodies claim

that many
application forms
and interview
question
discriminate against
women and
minorities because
they are not job-
related
Such
questions
should not be
asked on the
application
form which
include the
following:
Marital Status
Inquiries into
family
circumstances
relationship
spouse situation
family planning or
any related
circumstances are
not acceptable.
The applicant may

be asked if they
are willing and
able to be
transferred to
travel and or to
work weekends,
shift or overtime
and under what
conditions.
Residency
Status
Applicants may
be asked their
residency status
if legal residency
is a job
requirement
National or
Ethnic Origin
No inquiry is
seeking information
about national or
ethnic origin may
be made this
includes reference
to birthplace first
language
nationality or
foreign resident.
Application may,
however, be
asked to provide
evidence of their
eligibility to work
legally in the
country
Organization
Application may
not be asked to
list all the clubs
and organization
to which they
belong.
Photographs
These may not be
requested prior to
interview except
where job-related
example acting
and modeling.
Photographs may
be required for
identification
purpose after the
appointment.
Race or Color
Information about
a person race,
color, gender,
complexion, or
color of eyes, hair
or skin may not
be sought.
Relatives
No information
about relatives,
including names,
addresses, and
relationships,
may be required
of the
applicants……
….The names
and address of
persons or
person to be
notified in the
case of any
emergency may
be required after
the selection
decision has
been made.
Job Related
Information
Involving the
applicant's criminal
record and or traffic
convictions and
accidents should
not be requested
on the application
form but should be
asked during the
interview.
Application
Form and
EEO 2
The following
additional
information
may be job-
related in some
circumstances:
Age
Applicants may be
asked only to
indicate whether
they have reached
minimum age or are
below any
maximum age that
may apply to law to
employment.
Verification of age
may be obtained
during the interview
Sex
Information as to a
person’s gender
should not be
requested unless it
is an inherent job
requirement.
However, some
organization seeks
the applicants
preferred form of
address at the
interview stage.
National or
Ethnic Origin
The employer may
ask whether the
applicants is
legally entitled to
work.
Documentary
proof of this
eligibility may be
asked for at
shortlisting stage.
Name
If the applicant
was previously
employed under
a different name
it is relevant to
employment
history may be
requested.
Language
Question on
which language
the applicant
speaks, read or
write should be
made only if
language skill is
job-related.
Religion
No details of
religion affiliation
or practice may be
sought unless a
job requirement
exist. The
employer may
inquire if the
applicant is willing
to work a specified
work schedule.
Military
Service
Question on
military services
should be asked
only if they are
job-related.
Physical
Disability
The application
form may ask
about a physical
disability only if it
is relevant to the
job. If it would be
precluded the
applicant from
performing….
…. the duties of
the job
satisfactorily or it
would be
hazardous to the
safety of the
applicant or
colleagues.
Medical
Information
Application forms
may indicate a job
offer is conditional
on the passing of
medical exam if
there is a bona-
fide occupational
requirement for it.
A medical exam
should be
conducted only
after the selection
decision has
been made and
only where
required
Height and
weight
Questions on
height and weight
may be asked only
if they are relevant
to the job
Consequently
considerable care
and attention must
be given….
…. to the design
of the
employment
application form
if charges of
discrimination
are to be
avoided.
Educational Qualification: For example, any technical

secondary, tertiary qualification and or special skills,
training undertaken etc.
Pervious Employment: For example pervious
employers, position held and length of time position held
and name under which the applicant was employed
Referees: For example, names and telephone numbers
of at least three people who can be contacted.
Any Further information: The applicant may wish to
provide, appointment to this position may require a
medical examination. If this is so the applicant will be
advised of this condition by the interviewing officer.
In conclusion,
the EEO
components
must need to be
considered in
Application
forms for
effectiveness of
selection
procedures.
Application Form Design
Application
Form Design
According to a
survey, the
application form
is seen as the
second most
influential tool in
the selection
process after the
interview.
It is among the
top three
methods for
selection ranged
from 35.7
percent for the
managerial post
to 58.6 percent
for manual craft
job.
The CV which is
of course which is
a free form
application form
where the
applicants decide
the format, was
interesting, rated
as the third most
important
selection method.
The Current
State of Affair
A recent survey of
536 high volume
recruiters produce
some frightening
statistics about the
use of application
form.
Ninety four (94)
percent of
respondents
indicated that
application forms
were used to
screen out
applicants.
Organization varied
in the proportion of
applicants that
were rejected using
this method.
At one extreme
30 percent of
organization
screened out less
than one in three.
At the other-
fifteen percent
rejected more
than 7 out of ten
applicants.
This clearly a
high proportion.
One would have
to be very
confident of the
validity of the
application form
as a screen –
and of the skill of
the people doing
the sifting.
However, and this

is the scariest
fact, 82 percent
of organizations
failed to provide
any guidelines for
the screeners on
how to interpret
the information n
the application
form.
Only just over

half of the
organization
provided any
formal training
to those
people.
Not only that, but
those screening
out higher
proportions of
applicants were
less likely to
provide guidelines
or training, and in
third of cases the
screen was carried
out by only one
person.
Finally, one-half
the organization
reported using a
specially designed
application form,
and of these, only
fourteen had
contacted any of
pilot study.
These results are
particularly
distressing. At the
point in the
requirement
process were the
most candidates
are rejected,
organizations are
using either of the
shelf or untested
application forms,
Asking people
with no training
to make
significant
decision, the
damage that this
could reduce
your chances of
lending the best
recruits is clear.
Structuring Application Form
Structuring
Application
Form
Three ways of
structuring
Applications
1- Competency-
based Application
Forms
2- Bio-data
3- CV’s
Competency-
based
application form
The competency
based application
form requires the
applicant to
provide evidence,
which means
examples from
their experience.
They will be
able to
demonstrate the
competency
when required,
the response
format is written
usually 100
words or so in
the box.
The space
allowed would be
appropriate for
graduate
recruitment but for
more experienced
recruitment you
may need to offer
more.
The applications
forms ensure that
the information
required by the
employer is
presented in a
uniform way.
Competencies
are but one way
of providing the
structure which
will deliver
uniformity.
Although, of
course, that can
never be granted,
we have all come
across applicants
who can subvert
any application
form, self
defeating through
it is to do so.
A way of
structuring the
answer must be
suggested,
through the points
to cover, the
structure was
implicit rather than
explicit.
If it is thought that
applicants need
an explicit
structure in order
that they can
express them
selves more
clearly, then an
overtly structured
format.
Decision
Making
You need to be
able to take
responsibility for,
and be prepared
to define, your
decision.
Please describe
a situation where
you have had to
make a difficult
decision and
explained it to
other people
1- What were the

situation and
factors affecting it
2- What were the
consequences of
getting it wrong or
avoiding it
3- How did you
explain it
4- How did you

deal with any
resistance
5- What were the
results
Finally, it is
important to
remember that a
competency-
based application
form should also
ask for other
information
deemed relevant,
For example,
whether the
applicants requires
a work permit
holds a driving
license or has
particular skills
such as language
skills.
Competency-based Applications
Competency-
based
Applications
Competency
based
application
forms
Just assume that
you are faced with
500 completed
competency-
based application
forms.
May be the RJP

didn't work but
apart from
screening what
do you do to
reduce the
numbers to
manageable
proportion?
The screening
process is one of
matching the
evidence given to
the behavioural
indicators you are
looking for. This
involved reading
entire application
form.
Candidates may
give you great
evidence for
influencing in the
box marked
interpersonal
skills, and then
making a
judgment on the
quality of the
evidence given.
Typical Sifting
Rules
Each applicant
should be given a
rating on each
competency of A,
B or C according
to the following
rules.
A Ratings
1- Strong evidence
2- The answer is
clear and directly
answers the
questions asked
3- The answer
contains most of
the indicators
(two-thirds or
more)
B Ratings
1- Acceptable
evidence
2- The answer
gives an indication
that evidence is
present, but it is a
little vague and
needs to be
explored more at
interview
3- The answer
contains some
indicators
(approximately
half)
C Ratings
1- Poor
evidence/lack of
evidence
2- The answer
does not relate to
the question
3- The answer
contains few
indicators (One or
two)
Competency-based Applications 2
Competency-
based
Applications
2
Behavioural
indicators for
team working
and problem
analysis
Team working
1- Takes active
role in the team
2- Motivate
another team
member
3- Supports team
members in
difficult times
4- Helps others to
achieve team
objectives
5- Helps people to
work together in
the team
6- Contributes to
the achievement
of the task
Problem
Analysis
1- Collects
relevant
information when
solving problems
2- Avoid making
assumptions
3- His proactive in
identifying
potential problems
4- Analysis
information to
identified patterns
5- Actively involve
others where
appropriate
6- Generates a
range of options
for making
decisions
Problem
Analysis
Question
Please tell us about
a time you had to
solve a tricky
problem
1- A short
description of the
problem
2- Your approach to
solving the problem
3- Who else
was involved
4- What exactly
you did
5- What the
results was
Immediate
discard
technique
The immediate
discarded approach
to sifting for this to
work with maximum
efficiency it is
necessary for the
competencies to be
presented in the
form in a particular
order.
Specifically,
starting with the
competency most
closely related to
overall
performance on
the job, then the
next most closely
related and so on
that way the sift
has the sharpest
cutting edge.
But how to judge
what the order
should be? If there
has been a job
analysis then that
will yield some
clues? If you are
fortunate enough to
have the results of
some previous
validation then you
can use that to gain
pointers
Sifting of Application Forms
Sifting of
Application
Forms
Sifting Time
A common
objection to
competency-
based application
forms is that they
will take too long
to sift.
On the contrary, if
you are applying
the immediate
discard technique
strictly, then the
process swift for
the knockout
applicants on the
first or second
competency would
take no longer
than a minute.
If you have
included a
relatively large
number of
competencies on
the applications
forms (say, six)
then the sheer
size of the task is
likely to put off
speculative
applicants.
In such cases,
the number of
returns will be
reduced, but the
quality of
applicants will
be high.
Sifting at
Fettercorn
Ros and Jack
expected to
receive two
hundred
completed
application forms.
Based on a six
competency
form, their
estimation for
sifting time
perform was as
follow:-
1- Discarded after
one or two
competencies –
one minute
2- Discarded after
three or four
competency – two
minutes
3- Discarded after
five or six
competencies –
five minutes
They expected 40
percent of forms
to be discarded
after two
competencies. 40
percent to be
discarded after
four, and 20
percent to make it
to the end.
Based on these
figures, the total
time required to
sift the forms
would be six hours
ten minutes, or
one day of Ros’s
Time.
Bio Data and Application Forms
Bio Data and

Application
Forms
Bio Data
The second kind
of application
form uses
Biographical data
to arrive at
conclusions about
likely future
performance in a
job.
It is called Biodata
or some times
awaited
application blank.
The answer format
is usually multiple
choice, so the
form is susceptible
to machine
marking which in
terms of time is an
advantage.
A question might
be:-
Did your parents
1- Always help you
with your school
work?
2- Usually, help
you with your
school work?
3- Seldom help
you with your
school work?
4- Never help
you with your
school work
More objectively:-
How many houses
did you own by the
age of 25?
1- 0
2- 1
3- 2
4- >2
It has been clear

that hard data -
objective and
verifiable – are
more stable and
reliable over, say,
a five-year period,
then soft data –
subjective and
unverifiable.
Variables like
highest
qualifications and
birth orders are
preferred to, shall
we say, position
on capital
punishment or
whether your
parents helped
you with your
school work.
In the USA Bio-

data has been
shown to be used
successfully to
predict success as
a researcher,
Engineer…..
…..Oil Industry,
Research
Scientist,
Pharmaceutical
Industry,
Pharmaceutical
Researcher, Bus
Driver and Police
Officer.
Biodata and
Equal
opportunities
Biodata also
causes concern,
particular
concern, on the
equal
opportunities
front.
It includes items
like Sex, Race,
disability,
convections,
height and
weight, Marital
status, etc.
Biodata and
honesty
Biodata
measures are
definitely fake
able. Overstating
salary, and
calling part time
to work full time,
or common
problems
In principle, all bio-
data answers can
be checked ( by
positive vetting)
but employees
know that this can
take a long time
and that many
potential
employers will not
bother to run
through checks.
Hence, they can

risk faking. Much
the same can be
paid about the
competency-
based approach,
except that
faking is harder
work.
CV’s and Application Forms
CV’s and
Application
Forms
CV’s
The key difference
between a CV and
application form
lies in who has the
control. In the
application form,
the organizations
call the shots, with
the CV, the
individual decided
what to put.
That said, it is
becoming more
common for
people to structure
their CV’s along
competencies
lines, and to that
extent sifters are
assisted (providing
the competencies
are the right ones).
Fairness in the
application
process
A survey reports
that more than
third of employers
that used
applications forms.
A matter of seeking
more information
from applicants
about whether they
have a disability,
the nature of the
disability and, in
some cases, what
(if any) special
needs they might
have.
Such questions
are usually asked
in a detachable
equal
opportunities
monitoring
questionnaire, not
available to
selectors in case it
might influence
them.
Fettercorn –A
Case Study
You need to
decide which order
to put the
competency
questions on the
application form,
so that you discard
those who failed
the most important
hurdle quickly.
Hence saving your
self-time and
money. You have
the results of the
competencies
analysis, and they
gave a clear order
to importance –
“achievement
drive” correlated
most highly with
job performance,
Closely followed
by ”influencing”
and “analysis”.
Using these
competencies in
that order with
definitely save you
time in the long
run.
Extra Bits on Application Forms
Extra Bits on
Application
Forms
Being a selector,
you are looking
for evidence that
you have the
following
competencies
required in the
job
1- Achievement
Drive
2- Influencing
3- Analysis
4- Learning ability
5- Interpersonal
skill
6- Planning and
organizing
1- Give one or
two example
of what you
actually did.
Please be
specific about
your
contribution
2- Do not give
examples of things
you are aware of
but did not have
any active
involvement in.
3- Be concise.
Keep in the space
provided and do
not do into
unnecessary
details
The information
the applicant
provide will be
used as a basis
for deciding
whom to shortlist
for the next stage
of the selection
process.
Achievement
Drive
Please give an
example of when
you achieved
something difficult.
Please cover:
1- What the
objective was
2- Any obstacles
you encountered
3- How you
overcame them
4- How you felt
about these
obstacles
5- What the
outcome was
Influencing
Please gives us
an example
when you
persuaded
someone to do
something for
you. Please
cover:-
1- What the stakes

were
2- What the
consequences of
failure would have
been
3- What exactly
you did
4- What the
outcome was
Analysis
Please describe a
complex problem
you have tackled
outlining in
detailed how you
set about solving
it.
Please cover:-
1- How you
identified the
problem
2- What
information you
gather
3- What analysis
you carried out
4- The option-
priorities you
considered
5- You rational for
doing what you did
6- What the
outcome was
Application Forms Guidelines
Application
Forms
Guidelines
1- Each of the
questions on the
form is designed
to elicit evidence
on one particular
competencies.
2- Each
competency
should be
assessed using
the following rating
A. Strong
evidence
B. Acceptable
evidence
C. Poor evidence
Behavioural
indicators are
provided for each
of the
competencies.
These will help
you award a rating
for each
competency.
1- Every form
should be given
due consideration.
At times, it can
become tedious
and extremely
hard work but for
fairness’s
sake……
…..it is
essential that
all applications
are rated using
a consistent
approach.
2- Rating should
be given on the
following basis:-
A ratings- Strong
evidence
a- The answer is
clear and directly
answers the
question asked
b- The answers
contain most of
the indicators
(two-third or more)
B Ratings –
Acceptable
Evidence
a- The answer
gives indications
that evidence is
present, but it is
somewhat vague
and needs to be
explored more at
interview
b- The answer
contains some
indicators
(approximately
half)
C Ratings – Poor
evidence/lack of
evidence
a- The answer
doses not relate to
the question
b- The answer
contains few
indicators (one or
two).
Pre-employment Testing
Pre-
employment
testing
How Pre-
employment
Tests Are Used
Employers
typically use pre-
employment tests
to accomplish two
primary
objectives:
Eliciting an
applicant’s
undesirable traits
and identifying
characteristics that
most closely
match the qualities
required in the
available job.
Specifically,
tests given to
prospective
employees may
help to:
1- Predict
acceptable or
unacceptable on-
the-job behaviour
2- Minimize or
eliminate bias in
the interview and
selection process
3- Allow
employers to
identify potentially
unfit workers.
4- Identify
responsible
individuals,
capable of
working under
certain working
conditions.
5- Reduce the
cost of recruiting,
hiring, and
training.
6- Identify future
‘‘superstars’’.
7- Identify
additional job
factors that
should be taken
into account.
8- Safeguard
against so-called
professional
applicants who
pride themselves
on being able to
mislead
interviewers.
9- Identify
workers who will
need extra
assistance or
training.
10- Flush out
factors that could
prove to be
detrimental on
the job.
Testing Adv. & Disadv.
Testing
Advantages &
Disadvantages
Testing
Advantages
In simplest terms,
pre-employment
and employment
tests are defined
as procedures for
determining job
suitability.
1- Enables
employers to
match an
individual’s
abilities and
potential with the
requirements of a
given job.
2- Identifies
certain desirable
and undesirable
traits.
3- Protects
against charges
of negligent
hiring
4- Substitutes
for reference
checks
5- Is inherently
objective, if
validated.
6- Distinguishes
between
otherwise
similarly
qualified
applicants.
Testing
Disadvantages
1- Substitutes for
effective
interviewing skills
2- Attempts to
predict who will do
well
3- Screens out
qualified
individuals who do
not test well
4- Attempts to
evaluate future job
suitability.
5- Substitutes for
on-the-job training
in jobs requiring
minimal learning.
6- Is viewed as
solving multiple
employment
problems.

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HRM626 Rrect 1-18

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Recruitment and Selection

- Explain the selection

- Understand the need for

What is R&S process?

The aim is to identify

Manual System and

Manual System and

Manual System and

There are number of

Can you deliver

Is there room for

Most of the best

What is to be achieved and how

Human Resource Planning

• Determine Number and type of jobs to

Job Description Job Specification

Identify and attract a pool of

The upshot of all

Job Changes &

In his book “job

In line with the

• Conformity - doing what you were • Promotion prospects

• Commitment – going the extra mile • Training

• Trust – they’ll keep their promise • Care when in trouble

They will also have

The next big issue

The fact is that for

Yet how often on

It’s obvious that

When the fit is

The validity of the

How are they to

Can you relate

The next step is

….. Others, like

…than with what

Research has also

Does it tell the

Are they in harmony?

1- Short dead-lines 1- Easy for prospects to

1- Specialized magazine 1- Wide geographic

1- Difficult to ignore 1- Only very brief

1- Specialized audience 1- Not timely

1- Calls attention to 1- Limited usefulness

….. but some

A critic claims that

The fee charged

This in turn has

Fee range from

1- Hold the initial

The fees are

The high cost

For example, the

3- Check that job

The need for

and their online

As many sites are

1- Meet the need

So, The process

….. searching for

…. then search for

So, the applicants

Cover letters can