Recruiting

Talent
L E C T U R E 6

D R . S A B N A M B A S U
Recruitment and Selection

 H R P h elp s d e t ermi n e t h e n u m b er a n d t y p e o f p eo p le a f irm n eed s .

 J o b a n a ly s i s a n d j o b d es ig n s p e c i fy t h e t a s k s a n d d u t i es o f j o b s a n d t h e q u a lif ic a t io n s
ex p ec t ed f ro m p ro s p ec t ive j o b h o ld ers .

 T h e n ex t lo g ic a l s t ep is t o h i r e t h e r i g h t n u m b er o f p e o p l e o f t h e r i g h t t y p e t o f ill t h e j o b s .

 H irin g invo lves t w o b ro a d g ro u p s o f a c t iv it ies :

 ( i) rec ru it m en t

 ( ii) s elec t io n

Human Determine
recruitment Job
Resource
and selection Analysis
Planning
needs
Recruitment

 Rec ru it m en t invo lves a t t ra c t in g a n d o b t a in in g a s

m a ny a p p lic a t io n s a s p o s s ib le f ro m elig ib le j o b -
s eekers .

 I n s im p le t erm s , rec ru it m en t is u n d ers t o o d a s

t h e p ro c es s o f s ea rc h in g f o r a n d o b t a in in g
a p p lic a n ts f o r j o b s , f ro m a m o n g w h o m t h e rig h t
p eo p le c a n b e s elec t ed .

 Rec ru it m en t ref ers t o t h e p ro c es s o f rec eip t o f

a p p lic a t io n s f ro m j o b s eekers .

 I n p ra c t ic a l t erm s , it is u s ed t o d es c rib e t h e
en t ire p ro c es s o f em p loyee h irin g .

 H o w ever, t h ere is t h eo ret ic a l d if f eren c e b et w een

rec ru itm en t a n d s elec t io n .
 Effective Recruitment

 T h e r e c r u it m e n t a n d s e le c t io n p r o c e s s is a s e r ie s o f h u r d le s a im e d a t s e le c t in g t h e b e s t
c a n d id a t e f o r t h e j o b

 Re c r u it e r e f f e c t ive n es s

 St u d y : 41 g ra d u a t in g c o lleg e w h o ’ d b een o n s evera l j o b in t erv iew s W h en a s ked a f t er t h e

in itia l j o b in terv iew w hy t h ey t h o u g h t a p a rt ic u la r c o m p a ny m ig h t b e a g o o d f it, 39
m en t io n ed t h e n a t u re o f t h e j o b, b u t 2 3 s a i d t h ey ’d b e e n t u rn ed o f f b y t h e r e c ru it ers . Fo r
ex a m p le, s o m e w ere d res s ed s lo p p ily ; o t h ers w ere “b a rely lit era t e”; s o m e w ere ru d e; a n d
s o m e m a d e o f f en s ive c o m m en t s .
 E f f e c t ive r e c r u it in g h e lp s t h e f irm :
 Ma ny f a c to rs a ls o p lay a ro le
 At tra c t h ig h ly q u a lif ied a n d c o m p eten t p eo p le
 s o m e rec ru it in g m et h o d s a re
s u p erio r t o o t h ers ,  E n s u re t h a t t h e s elec t ed c a n d id a t es s t ay lo n g er
w it h t h e c o m p a ny
 n o n - rec ru it m en t is s u es s u c h a s p ay
 Ma ke s u re t h a t t h ere is m a t c h b et w een c o s t a n d
 em p loyer ’s “b ra n d ” o r rep u t a t io n b en ef it

 n a t u re o f t h e j o b  H elp t h e f irm c rea t e m o re c u lt u ra lly d ivers e

w o rk f o rc e
 The Recruiting Yield Pyramid

 F i l l i n g a r e l a t i ve h a n d f u l o f p o s i t i o n s m i g h t r e q u i r e r e c r u i t i n g d o ze n s o r h u n d r e d s o f
candidates.

 M a n ag e r s t h e r e fo r e u s e a s t a f fi n g o r r e c r u i t i n g y i e l d p y ra m i d

 I n F i g u r e , t h e c o m p an y k n o w s i t n e e d s 5 0 n e w e n t r y - l e ve l a c c o u n t a n t s n e x t y e a r.

 F r o m e x p e r i e nc e , t h e f i r m a l s o k n o w s t h e f o l l o w i n g :
 T h e ra t i o o f o f f e r s m a d e t o a c t u al n e w h i r e s i s 2 t o 1 .
 T h e ra t i o o f c a n d i d a t e s i n t e r vi e w e d t o o f f e r s m a d e i s 3 t o 2 .
 T h e ra t i o o f c a n d i d a t e s i n v i t e d f o r i n t e r vi e w s t o c a n d i d at e s
i n t e r vi e w e d i s a b o u t 4 t o 3 .
 F i n al l y, t h e f i r m k n o w s t h a t o f s i x l e a d s t h a t c o m e i n f r o m a l l
i t s r e c r u i t i n g s o u r c e s , i t t y p i c al l y i n v i t e s o n l y o n e a p p l i c an t f o r
a n i n t e r vi e w —a 6 - t o - 1 ra t i o.

 T h e r e fo r e , t h e f i r m m u s t g e n e rat e a b o u t 1 , 2 0 0 l e a d s t o b e a b l e t o i nv i te i n 2 0 0 v i a b l e
c a n d i d a t e s o f w h i c h i t i n t e r vi e w s a b o u t 1 5 0 , a n d s o o n
 Factors Governing Recruitment: External Factors

 D e m a nd a n d s u p p l y o f s k i l l s : I n t h e la b o u r m a rket, if t h e d e m a n d f o r a p a rt ic u la r s k ill is h i g h
r e l a t ive t o t h e t o t h e s u p p l y , a n ex t ra ord in a ry rec ru it in g ef f o rt m ay b e n eed ed

 U n e m ploym en t ra te: I f t h e u n em p loy m en t ra t e in a g iven a r ea is h ig h , t h e c o m p a ny ’s

rec ru it m en t p ro c es s m ay b e s im p ler. T h e n u m b er o f u n s o lic it ed a p p lic a n t s is u s u a lly g rea t er,
a n d t h e i n c rea s ed s i z e o f t h e l a b o u r p o o l p rov id es b et t er o p p o rt u nit ies f o r a t t ra c t in g q u a lif ied
a p p lic a n t s . On t h e o t h er h a n d , a s t h e u n em p loy m en t ra t e d ro p s , rec ru it in g ef f o rt s m u s t b e
in c rea s ed a n d n ew s o u rc es ex p lo red

 L a b o u r- ma rket : L a b o u r m a rket c o n d it io n s in a lo c a l a rea ( c o u n t , a g e ra t io, g en d er ra t io,

q u a lif ic a t io n ) a re o f p rim a ry im p o rt a n c e in rec ru it m en t

 Po l it i c a l a n d l e g a l c o n s i d erat io n : Res erva tio n o f j o b s is a p o litic a l d ec is io n . T h ere is a s tro n g

c a s e f o r g iv in g p ref eren c e t o p eo p le h a ilin g f ro m les s -a d va nt ag ed s ec t io n s o f t h e s o c iety

 C o m p any’s i m a g e : Ma t t ers in a t t ra c t in g la rg e n u m b er o f j o b s eekers . B lu e c h ip c o m p a n ies

a ttra c t la rg e n u m b er o f a p p lic a t io n s . Of t en , it is n o t th e m o n ey th a t is im p o rta n t b u t th e b ra n d
Factors Governing Recruitment: Internal Factors

 Re c r u i t m e n t p o l i c y : M o s t f i r m s h a v e a p o l i c y o n r e c r u i t i n g i n t e r n a l l y ( f r o m o w n e m p l o y e e s ) o r e x t e r n a l l y
( f r o m o u t s i d e t h e o r g a n i z a t i o n ) . G e n e ra l l y, t h e p o l i c y i s t o p r e f e r i n t e r n a l s o u r c i n g , a s o w n e m p l o y e e s
k n o w t h e c o m p a ny w e l l a n d c a n r e c o m m e n d c a n d i d a t e s w h o f i t t h e o r g a n i z a t i o n ' s c u l t u r e

 Te m p o ra r y a n d p a r t - t i m e e m p l o y e e s : A n o r g a n i z a t i o n h i r i n g t e m p o ra r y a n d p a r t - t i m e e m p l o y e e s i s i n a
l e s s a d va n t a g e o u s p o s i t i o n i n a t t ra c t i n g s u f f i c i e n t a p p l i c a t i o n s

 Re c r u i t m e n t o f l o c a l c i t i z e n s : M N C s o p e ra t i n g i n o u r c o u n t r y p r e f e r l o c a l c i t i z e n s a s t h e y c a n
u n d e r s t a n d l o c a l l a n g u a g e s , c u s t o m s a n d b u s i n e s s p ra c t i c e s b e t t e r.

 H u m a n Re s o u r c e P l a n n i n g ( H R P) : Th o s e c o m p a ni es t h a t e n g a ge i n H R P h a ve a n c o m p e titi ve e d g e o ve r
t h e i r r i va l c o m p an ies a s i t i s a n i n t e rna l f a c to r t h a t c a n d e t e rm in e t h e s u c c ess o f t h e r e c r uiti ng p r o g ram me

 Size: An organization with one hundred thousand employees will find recruiting less problematic than a
firm with just one hundred employees

 C o s t : Re c r u i t e r s m u s t o p e ra t e w i t h i n b u d g e t s . Re c r u i t i n g c o s t s a r e c a l c u l a t e d p e r n e w h i r e . m i n i m i z e
recruitment costs. One cost saving measure, for instance, is recruiting for multiple job openings
s i m u l t a n e o u s l y.

 Growth and success of the organization : An organization registering growth and expansion will have more
recruiting on hand than the one which finds its fortunes declining .
Source of Recruitment

 Ma in ly I n t ern a l a n d E x t ern al s o u rc es o f c a n d id a t es
Internal Sources

 W hy t o h ire f ro m w it h in ( Ad va n ta ges )

 Fo rek n o wled g e o f c a n d id a t es ’ s t ren g t h s a n d w ea k n es s es

 Mo re a c c u ra t e v iew o f c a n d id a t e’s s k ills

 Mo re c o m m it t ed t o t h e j o b / o rga niz a tio n

 R is e in em p loyee m o ra le a n d en g a g em ent

 Req u ire les s o rien t a t io n a n d ( p erh ap s ) t ra in in g t h a n o u t s id ers

 E x t ern a l h ires t en d t o c o m e in a t h ig h er s a la ries t h a n d o t h o s e p ro m o t ed in t ern a lly

 W hy n o t to h ire f ro m w it h in ( Dis a d va nt ag e)

 I n b reed in g o f t h e s t a t u s q u o

 Rej ec t ed in s id e a p p lic a n t s m ay b ec o m e d is c o n t en t ed
 Finding Internal Candidates

 P r e s en t E m p l oye es

 P r o mo tio n s

 Pro m o t io n , t o b e ef f ec t ive, req u ires u s in g j o b p o s t in g ,

p ers o n n el rec o rd s , a n d s k ill b a n k s

 J o b p o s tin g : Pu b lic iz in g a n o p en j o b t o em p loyees ( o f ten b y

lit era lly p o s t in g it o n b u llet in b o a rd s ) a n d lis t in g it s
a t t rib u t es , e.g ., q u a lif ic a t io n s , s u p erv is o r, w o rk s c h ed u le,
a n d p ay ra t e.

 Pe r s on al r e c o rd s : E x a m in in g p ers o n n el rec o rd s m ay h elp

d is c over em p loyees w h o a re d o in g j o b s b elo w t h eir
ed u c a t io n a l q u a lif ic a t io n s o r s k ill levels .

 S k i l l b a n ks : lis t c u rren t em p loyees w it h s p ec if ic s k ills

 Tra n s fer ( w it h o u t p ro m o t io n )

 Of t en im p o rt a n t in p rov id in g em p loyees w it h a b ro a d - ba s ed
v iew o f t h e c o m p a ny, n ec es s a ry f o r f u t u re p ro m o t io n s
 Internal Sources

 E m p l o ye e Re f e r ral s
 E m p l oye e r e f e r ral s c a n b e a g o o d s o u r c e o f
recruitment
 W h e n e m p l oye e s r e c o m m e n d s u c c e s s fu l r e f e r ral s ,
t h e y ( t h e f o r m e r ) a r e p a i d m o n e t ar y i n c e n t i ve s
which are called “finders fees”
 M a n y p r o s p e c t s c a n b e r e a c h e d a t a ve r y l o w c o s t
 O r g a n i z at i o n w i t h a l a r g e n u m b e r o f e m p l o ye e s
t h i s a p p r o ac h c a n p r o v i d e q u i t e a l a r g e p o o l o f
p o t e n t i al o r g a n i z at i o n al m e m b e r s

 D i s ad va n t ag e s ( p o t e n t i a l n e g at i ve f a c t o r s )
 Po s s i b i l i t y o f i n b r e e d i n g ,
 M a n i fe s t i n g i n g r o u p s o f p e o p l e q u i t t i n g o n e f i r m
a n d j o i n i ng a n o t h e r
 C a r r yi n g w i t h t h e m t h e c u l t u ral p ra c t i c e s o f t h e
previous firm
Internal Sources

 Fo r m e r E m p l o ye e s

 Re t i r e d e m p l o ye e s m ay b e w i l l i n g t o c o m e b a c k t o w o r k o n a p a r t - t i m e b a s i s

 I n d i vi d ual s w h o l e f t f o r o t h e r j o b s , m i g h t b e w i l l i ng t o c o m e b a c k f o r h i g h e r
emoluments

 A r c h i ve d d a t a r e l a t i n g t o p h o n e n u m b e r s , e m a i l s a r e c o l l e c t e d a n d c o n t ac t s a r e
p u r s u e d a c t i ve l y.

 E m a i l s a r e s e n t t o t h e s e i n d i vi d u al s a n d a r e e n c o urag e d t o a p p l y.

 H o w e ve r, e m p l o ye e s e x i t e d o n r e a s o n s r e l a t i n g t o
p e r f o r m an c e a n d e t h i c al c o n d u c t a r e e xc l u d e d

 A d van t ag e s :

 T h e y h ave k n o w n q u a n t i t i e s

 They know the firm and its culture

 D i s ad va n t ag e s :

 T h e y m ay h ave l e s s - t h an p o s i t i ve a t t i t u d e s

 Re h i r i n g m ay s e n t t h e w r o n g m e s s a g e t o c u r r e n t e m p l o ye e s a b o u t h o w t o g e t a h e a d
 Succession planning

 D e ve l o p i n g w o r k f o r c e p l a n s f o r t h e c o m p an y’s t o p p o s i t i o n s

 I t i s a n t h e o n g o i n g p r o c e s s o f s y s t e m at i c al l y i d e n t i fyi n g , a s s e s s i n g , a n d d e ve l o p i n g o r g a n i z a t i o n a l
l e a d e r s h i p t o e n h a n c e p e r f o r m an c e

 T h e p r o c e s s o f e n s u r i n g a s u i t ab l e s u p p l y o f s u c c e s s o r s f o r c u r r e n t a n d f u t u r e s e n i o r o r ke y j o b s

 S u c c es s io n p l a n ni n g s t ep s :

 I d en t ify in g a n d a n a ly z in g key j o b s .

 Crea tin g a n d a s s es s in g c a n d id a t es .

 Selec t in g t h o s e w h o w ill f ill t h e key

p o s it io n s
Finding External Candidates

 A d verti s i n g

 Selec t io n o f t h e b es t m ed iu m d ep en d s o n t h e p o s it io n s
f o r w h ic h t h e f irm is rec ru it in g .

 N ew s p a p ers ( lo c a l a n d s p ec if ic la b o r m a rkets )

 Tra d e a n d p ro f es s io n a l j o u rn a ls

 I n t ern et j o b s it es

 Ma rket in g p ro g ra m s

 Co n s tru c tin g a n ef f ec t ive a d

 Wo rd in g rela t ed t o j o b in t eres t f a c t o rs s h o u ld evo ke

t h e a p p lic a n t ’s a t t en t io n , in t eres t , d es ire, a n d a c t io n
( AI DA) a n d c rea t e a p o s it ive im p res s io n o f t h e f irm
External Candidates

 E m p l o ym e n t a g e n c i e s

 P u b l i c a g e n c i e s o p e ra t e d b y f e d e ral , s t a t e , o r l o c al g ove r n m e n ts

 A g e n c i e s a s s o c i at e d w i t h n o n p r o fi t o r g a n i z a t i o n s

 P r i vat e l y o w n e d a g e n c i e s

 Re a s o ns f o r u s in g a p r i vat e e m p l o ym e n t a g e n c y:

 W h e n a f i r m d o e s n ’ t h ave a n H R d e p a r t m e n t a n d i s n o t g e a r e d t o d o i n g r e c r u i t i n g a n d
screening.

 T h e f i r m h a s f o u n d i t d i f fi c u l t i n t h e p a s t t o g e n e rat e a p o o l o f q u a l i fi e d a p p l i c a n t s .

 T h e f i r m m u s t f i l l a p a r t i c u l a r o p e n i n g q u i c kl y.

 T h e r e i s a p e r c e i ve d n e e d t o a t t ra c t a g r e a t e r n u m b e r o f m i n o r i t y o r f e m a l e a p p l i c an t s .

 T h e f i r m w a n t s t o r e a c h c u r r e n t l y e m p l oye d i n d i vi d u al s , w h o m i g h t f e e l m o r e c o m f o r t ab l e
d e a l i n g w i t h a g e n c i e s t h a n w i t h c o m p e t i n g c o m p an i e s .

 T h e f i r m w a n t s t o c u t d o w n o n t h e t i m e i t ’s d e vo t i ng t o r e c r u i ti ng .

 Avo i d i n g t h e p o t e n t i a l p i t fa l l s
External Candidates

 Te m p o ra r y Wo r k e r s a n d A l t e r n a t i v e S t a f f i n g
 S u p p l e m e n t t h e i r p e r m a n e n t w o r k f o r c e s b y h i r i n g c o n t i n g e n t o r t e m p o ra r y w o r k e r s
 Te m p o ra r y e m p l o y e e s a r e e x a m p l e s o f a l t e r n a t i v e s t a f f i n g

 A l t e r n a t i v e s t a f f i n g : t h e u s e o f n o n t ra d i t i o n a l r e c r u i t m e n t s o u r c e s .
 O t h e r a l t e r n a t i v e s t a f f i n g a r ra n g e m e n t s i n c l u d e “ i n - h o u s e t e m p o r a r y e m p l o y e e s ” ( p e o p l e
e m p l o y e d d i r e c t l y b y t h e c o m p a ny, b u t o n a n e x p l i c i t s h o r t - t e r m b a s i s ) a n d “ c o n t ra c t t e c h n i c a l
employees” (highly skilled workers like engineers, who are supplied for long -term projects under
c o n t ra c t f r o m a n o u t s i d e t e c h n i c a l s e r v i c e s f i r m ) .

 B e n e f i t s o f Te m p s
 Pa i d o n l y w h e n w o r k i n g
 More productive
 N o r e c r u i t m e n t , s c r e e n i n g , a n d p a y r o l l a d m i n i s t ra t i o n c o s t s

 C o s t s o f Te m p s
 Fe e s p a i d t o t e m p a g e n c i e s
 Lack of commitment to firm
 External Candidates

 Te m p E m p loye es ’ C o n c ern s

 I n o n e s u rvey, t em p o ra ry w o rkers s a id t h ey w ere:

1. Trea t ed b y em p loyers in a d eh u m a n iz in g a n d
u lt im a t ely d is c o u ra g in g way.

2. I n s ec u re a b o u t th eir em p loy m en t a n d
p es s im is t ic a b o u t t h e f u t u re.

3. Wo rried a b o u t t h eir la c k o f in s u ra n c e a n d
p en s io n b en ef it s .

4. Mis led a b o u t t h eir j o b a s s ig n m en t s a n d in

p a rt ic u la r a b o u t w h et h er t em p o ra ry a s s ig n m en t s
w ere likely t o b ec o m e f u ll - t im e.

5. “Un d erem p loyed ” ( p a rt ic u la rly t h o s e t ry in g t o

ret u rn t o t h e f u ll - t im e la b o r m a rket ).
Offshoring and Outsourcing Jobs

 Sen d in g t h e j o b s o u t ra t h er t h a n b rin g in g p eo p le in t o d o t h e c o m p a ny ’s j o b s

 O u t s ou rc in g m ea n s h av in g o u t s id e ven d o rs s u p p ly s erv ic es ( s u c h a s b en ef it s m a n a g emen t,

m a rket res ea rc h , o r m a n u f ac t u rin g ) t h a t t h e c o m p a ny’s o w n em p loyees p rev io u s ly d id in -
h o u s e.

 O f f s h orin g m ea n s h av in g o u t s id e ven d o rs o r em p loyees a b ro ad s u p p ly s erv ic es t h a t t h e

c o m p a ny ’s o w n em p loyees p rev io u s ly d id in - h o u s e.

 L ikelih o o d o f c u lt u ra l m is u n d ers t a n d in g s

 Sec u rity a n d in f o rm a t io n p riva c y c o n c ern s ;

 T h e n eed t o d ea l w it h f o reig n c o n t ra c t , lia b ility, a n d leg a l s y s t em s is s u es

 External Candidates

 Re f erra ls

 E m p loyee ref erral c a m p a ig n s a re a very im p o rt a n t

rec ru it in g o p t io n .

 A d van ta ge

 G e n e ra t e m o r e a p p l i c a n t s a n d m o r e h i r e s ,

 C u r r e n t e m p l oy e e s t e n d t o p r o v i d e a c c u ra t e
i n f o r m a t i o n a b o u t t h e i r r e f e r ra l s b e c a u s e t h e y ’ r e
putting their own reputations on the line,

 N e w e m p l o ye e s m a y c o m e w i t h a m o r e r e a l i st i c
p i c t u r e o f w h a t t h e f i r m i s l i ke

 Wa lk- in s

 Direc t a p p lic a t io n s m a d e a t yo u r o f f ic e —a re a b ig
s o u rc e o f a p p lic a n t s

 A g o o d way o f a t t ra c t in g lo c a l a p p lic a n t s
 External Candidates

 Re c r u i t i n g v i a t h e I n t e r n e t

 More firms and applicants are utilizing the

Internet in the job search process.

 Advantages of Internet recruiting

 C o s t- e f f e c t i v e wa y t o p u b l i c i z e j o b o p e n i n g s

 M o r e a p p l i c a n t s a t t ra c t e d o v e r a l o n g e r p e r i o d

 Immediate applicant responses

 Online prescreening of applicants

 Links to other job search sites

 A u t o m a t i o n o f a p p l i c a n t t ra c k i n g a n d
e va l u a t i o n

 Disadvantages

 Effect diversity

 Internet overload
 External Candidates

 C o l l eg e Re c ru it i n g

 Sen d in g a n em p loyer ’s rep res en ta tives t o c o lleg e c a m p u s es t o p res c reen a p p lic a n t s

a n d c rea t e a n a p p lic a n t p o o l f ro m t h e g ra d u a tin g c la s s

 To d eterm in e if th e c a n d id a t e is w o rt hy o f f u rt h er c o n s id era tio n

 To a t t ra c t g o o d c a n d id a t es

 E x p en s ive

 I n v i t at i o n l e t t e r s

 Assigned hosts

 I n f o r m at i o n p a c k ag e

 P l a n n e d i n t e r vi e w s

 T i m e l y e m p l oym e n t o f f e r

 Fo l l o w - u p

 I n t ern s hi p s
 Diversity recruiting

I s s u es i n Re c ru it i n g a M o re D i v e rs e Wo rk fo rc e

 Re c ru it i n g Wo m en  S i n g l e p a re n ts

 P r ov id in g w o r k s c h ed u le f lex ib ility.
 Re c ru it i n g s i n g l e p a ren t s
 O l d e r w o rkers
 O l d e r Wo rkers
 Re v is in g p o lic e s t h a t m a ke it d if f ic u lt o r u n a t t rac t ive

 Re c ru it i n g M i n o rit i e s f o r o ld e r w o r ke r s t o r e m a in e m p loye d .

 Re c ru it i n g m i n o rit i es a n d w o m en
 T h e D i s a b l ed
 U n d e r s t a n d in g r e c r u it m e n t b a r r ie r s .

 Fo r m u la t in g r e c r u it m e n t p la n s .

 I n s t it u t in g s p e c if ic d ay- t o-d ay p ro g ra m s .

 T h e d i s a b l ed

 D e ve lo p in g r e s o u r c e s a n d p o lic ie s t o r e c r u it a n d
in t eg ra t e d is a b le p er s o n s in t o t h e w o r k f o rc e.
 Developing and Using
Application Forms

 A p p l i c a tio n f o rm

 T h e f o rm t h a t p rov id es in f o rm a t io n o n
ed u c a t io n , p rio r w o rk rec o rd , a n d s k ills

 Met h o d o f p re - s c reen in g

 U s e s o f i n f o rm at io n f ro m a p p l ic a ti o n s

 J u d g men t s a b o u t t h e a p p lic a n t ’s
ed u c a t io n a l a n d ex p erien c e q u a lif ic a t io n s

 C o n c lu s io n s a b o u t t h e a p p lic a n t ’s p r ev io u s
p r o gre s s a n d g ro w t h

 I n d ic a t io n s o f t h e a p p lic a n t ’s em p loy m en t
s t a b ility

 P r ed i c t io n s a b o u t w h ic h c a n d id a t e is likely
t o s u c c eed o n t h e j o b
Thank
You