HR Basic: Recruitment and Selection Training and Developments

Prepared by Tallal Basahel


Having the right people in the right place at the right time with the right skills doing the right jobs for the right wages.

The Meaning?
Human resource: is the strategic and coherent approach to the management of an organization’s most valued assets. The people working there who individually and collectively contribute to the achievement objectives of the business.

1- Recruitment

2- Selecting

1- Recruitment:
Is a process which aims to attract appropriately qualified candidates for a particular position from which it is possible and practical to select and appoint a competent person or persons.

2- Selecting:
Is a process which involves the application of appropriate techniques and methods with the aim of selecting. Appointing and inducting a competent person or persons.

• To consider strategic resourceing issues in relation to recruitment and selection. • To examine the criteria for administering the process efficiently and effectively. • To establish the use and effectiveness of contemporary assessment methods. • To evaluate the role of IT in the recruitment and selection process. • To review the concept of employer branding.

Views on Recruitments
• Need to replace employees and to acquire those with newly needed skills. • Central HR objective - over 3 million people recruited every year. • An area where there are important social and legal implications. • Can be costly. • Need to ‘sell’ jobs to potential employees. • Majority of firms report experiencing requirement difficulties. • Recruitment continues through short listing and interviewing to ensure that a favorable impression of the organization is maintained. • Avoid overselling a job and creating unrealistic expectations.

Recruitment and Selection
• Attraction: attracting suitable candidates. • Reduction: eliminating unsuitable candidates. • Selection: assessing, choosing and appointing a suitable candidate. • Transition: converting the successful candidate to an effective employee.

Determining Vacancies
• Is there a vacancy? Ensure recruitment is required. • Is it to be filled by a newly recruited employee?. • Is it to be filled by other means?.

Three phases of recruitment
1- Generating applications. • Persuading people to apply to the company. 2- Maintaining application status: • Encouraging people to stay interested while the company goes through the selection process. 3- Influencing job choice: • Encouraging a person to take a job if offered.

Defining the job and the ideal candidate (traditional approach)
• Job analysis: to identify function, tasks and sub tasks that in turn determine the characteristics and competencies of the ideal candidate. o Job description and person specification. • Need to broaden scope of traditional model: o Person/job fit. o Person/team fit. o Person/org fit.

• The traditional interview suffers unstructured and open to bias. from being

• Issues of personal perception (halo & horns). • Alternative approaches to improve validity include: o The situational interview. o The behavioral interview.

The successful candidate
An induction programs are carried out for the successful candidates. This is to show them around the company and work force to welcome them to the organization.

Job Analysis
Job analysis is carried out to try and make the position available attractive to the right candidate straight away. • What is the job will involve doing. • What qualities are needed in the applicant. • Wages. • Hours.

Job Description
Job description is to outline basic information about the job itself and the role of the employee. For that job.

Person specification layout
Summary of Job
1) Physical 2) Qualifications 3) Experience 4) Training 5) Special Knowledge 6) Personal Circumstances 7) Attitudes 8) Practical and Intellectual skills.



How Identified

Individual Job Criteria
• As contained in job descriptions and person specifications via job analysis. • Describe the job first - the person later. • Identifying individuals successful in a certain job then describing their characteristics. • Trend in making the person appropriate for a broad band of jobs. • Competency profiles are also used. specification

Range of Selection methods
• Application forms. • Self-assessment and peer assessment. • Telephone interviewing. • Testing. • Group methods and assessment centers. • Work sampling/portfolios. • References. • What criteria can be used to judge effectiveness?. • What criteria do you think would be the best measures of effectiveness?.

Telephone Interviewing
• Used if speed is important or geographical distance is an issue. • CIPD Report 2006 indicated 56% organizations used this method; doubled since 2003. • Best used as part of a structured selection procedure. • Can be used where telephone manner is critical. • Can concentrate on content as opposed to person.

• Controversial. • Heavily used and can give credibility to selection decisions. • Can assure accuracy and objectivity of test data. • Should they be administered over the web?.

Assessment Centers
• One of the most effective ways of selecting candidates. • Operate on a multi-trait, multi-method basis. • Uses matrix dimensions. • Assesses a group of candidates at the same time. • Group selection techniques from a major element: attempts to assess the social interactive and influencing skills of the subjects. • Make use of work simulation exercises. • Assumes that behavior demonstrated will be typical of ‘real life’ responses. • Only as good as their designers make them.

• Increasing as organizations seek to protect themselves against rogue candidates. • Factual check - confirmation presented by the candidate. • Character check about the candidate. requesting of facts


• Most striking recent development. • Practical significance is still being debated. • Takes two basic forms. o Centered on employers own web site. o Use of cyber agencies.

Attractions of E-Recruitment
• Jobs can be advertised inexpensively to potentially massive audience. • Inexpensive, once it is set up. • Speed of response. • Facilitates online short listing using CV matching software.

Fair treatment:
No discrimination on the grounds if race, sex, marital status or disability.

Assessment and Evaluation:
• Ability tests.
Problem solving. Decision making.

• Personality Questionnaires.

The behavior of the candidates, And what motivates them.

Final Selection Decision Making
• Should be based on a careful weighting of the evidence. • But despite efforts to make selection ‘objective’ and ‘scientific’, decision processes are inevitably effected by human subjectivities. • Two distinct approaches. o Fitting the person to the job.  Measuring each candidate against the selection criteria defined in the person specification.  Using a matrix can assist in doing this. o Fitting the person to the organization.

A Selection Matrix
Selection Criteria Candidate 1




Candidate 2

Candidate 3

Candidate 4

Criterion a Criterion b Criterion c Criterion d Criterion e General comments

Training and Development The meaning:
It is the field concerned with organizational activity gained at bettering the performance of individuals and groups in any organizational setting. It has been known by several names including employee development, human resource development and learning and development.

1 2 3

Assess and training need.


Create training or specification

Consider leering styles and personality.

Conduct some sort training analysis.


Identify what you want to train and develop in a people.

Find the best way and styles and the most affective remember you are dealing with people.

4 5

Plan training evaluation.


Design materials, methods and deliver training.

Consider which training model you want to address.

Consider modern innovative methods use technology.

Development isn’t restricted to training it’s anything that help a person to grow in ability, skills, confidence, tolerance, commitment, initiative, inter personal skills, understanding self-control, motivation.

Training and Development Methods

On the job site training.

Informal training.

Classroom training.

Internal training courses.

External training courses.

Types of Training & development


Assignment and task training.
Product training

Skills training.

Distance learning.

Technical training

Behavioral development training.

I can see immediately that you might not be able to put great new emphasis on a person in training and deployment. We have to be realistic in putting up our expectations about what “training is all about”. If you will reach your targets by giving enough time to your employee in, and try to change the way to make it more conventional and to do that using the following technical: • Enabling learning. • Facilitating meaningful personal development. • Helping employee to identify and achieve their won personal potential.

Induction Training
Very important step for new starters good induction training will ensure new starters are retained and then settled in quickly and happily to a productive role. It has to be planned properly by the managers involved.

Tips for Inductions Training
• Assess skill and knowledge level before you start. • Teach the really easy stuff first. • Break it down into small steps and pieces of information. • Encourage pride. • Cover health and safety issues fully and carefully. • Try to identify a mentor or helper for the trainee.

Training & Development Effectiveness
• You must tailor training to the individual, so you need to be prepared to adapt the pace according to the performance once training has begun. Keep instruction positive (‘do this’ rather than ‘don’t do this’). Encourage, and be kind and thoughtful – be accepting of mistakes, and treat them as an opportunity for you both to learn from them. Focus on accomplishment and progress – recognition is the fuel of development. Offer praise generously. Be enthusiastic – if you show you care you can expect your trainee to care too.

• •

• • •

• Check progress regularly and give feedback. • Invite questions and discussion. • Be patient and keep a sense of humor.

Training & Development Planning
In general, when we plane for training and development we have to think about: • Your objective – keep them in mind at all time. • How many employee you are training. • The formal and the methods you will use. • When and how long the training will last. • Where it happens. • How you will measure the effectiveness of the program. • How you will see the trainees reaction on it.

Training & Development Skills
• Have the trainee practice the job – we all learn best by actually doing it – (‘I hear and I forget, I see and I remember, I do and I understand’ – Confucius). • Monitor progress – give positive feedback – encourage, coach and adapt according to the pace of development.

When you give skills training to someone use the following simple five steps: • Prepare the trainee-take care to relax them as lots of people find learning new things stressful. • Explain the job/task, skill, project, etc – discuss the method and why; explain standards and why; explain necessary tools, equipment or systems. • Provide a demonstration - step- by-step – the more complex, the more steps – people cannot absorb a whole complicated task all in one go – break it down – always show the correct way – accentuate the positive – seek feedback and check understanding.

1- Create a group headquarter department. 2-Call center will receive all calls external in regards of recruitment and applying for jobs and internal in regards of shifting and training. 3-Using HR modern software will enable the department to receive an utilize all application in regard of recruitment and training which make the process easy.


I believe it is very important and crucial for super sized companies to have a recruitment selection, training and development HR department, which helps to obtain the best quality in all meaning in regards to employments. Those are the people should the company invest in at most.

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