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Methods of

Manpower
Search

Before
knowing
the
methods,
we
must
understand
the
meaning
of
recruitment
and
another term selection.

RECRUITMENT

HUMAN RESOURCE
MANAGEMENT
BUSINESS
OBJECTIVES

HR PLANNING

JOB
ANALYSIS

JOB
SPECIFICATION

JOB DESCRIPTION

RECRUITMENT

RECRUITMENT
The Process of generating a pool of qualified
candidates for a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS
1
Attract the Qualified Applicants.

2
Encourage Unqualified Applicants to
self-select themselves out.

RECRUITMENT IS A TWO
WAY STREET

Organization is
Looking for a
Qualified Applicants

RECRUITMENT

Applicants are
Looking for the
Potential
Emplacement
Opportunities

RECRUITMENT PROCESS
ORGANIZATION

CANDIDATE

Vacant or New position occurs

Receive Education and choose


Occupation

Generate candidate pool via


internal or external recruitment
methods

Acquire Employment Experience

Evaluate Candidates via


Selection process

Search for Job Openings

Make Offer

Apply for jobs


Impress Company during
Selection process
Evaluate Jobs and Companies
Accept or Reject Job Offers

STRATEGIC RECRUITING
DECISIONS
HR PLANNING
DECISIONS

STRATEGIC
RECRUITING
DECISIONS

DECISIONS ON
RECRUITING
SOURCES/METHOD
S

How Many Employees Needed


When Needed
Special Qualifications

Where
to
Recruit:
Internal/External
Who to Recruit: Flexible
Staffing
Options
Nature of Job Requirements

Advertising Choices
Recruiting Activities

SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL
SOURCES

EXTERNAL
SOURCES

SOURCES OF RECRUITMENT
Job Posting &
Bidding
Promotions and
Transfers
INTERNAL
SOURCES

Employee
Referrals
Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base

SOURCES OF RECRUITMENT Cont . . .


INTERNAL SOURCES
ADVANTAGES

DISADVANTAGES

Morale of Promotee

Inbreeding

Better assessment of

Possible morale problems of

abilities
Lower cost for some jobs
Motivator for good
performance
Causes a succession of
promotions
Have to hire only at entry
level

those not promoted


Political infighting for
promotions
Need for managementDevelopment program

SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &


Universities

EXTERNAL
SOURCES

Labor
Unions
Media Sources

Employment Agencies

SOURCES OF RECRUITMENT Cont . . .


EXTERNAL SOURCES
DISADVANTAGES

ADVANTAGES
New blood brings new
perspectives
Cheaper and faster than
training
Professionals

May not select someone who


will
fit the job or organization
May cause morale problems for
internal

No group of political supporters

Candidates not selected

in company

Longer adjustment or

Organization already

orientation

May bring new industry insights

time

INTERNET RECRUITING METHODS

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer
Web Sites

INTERNET RECRUITING
METHODS Cont . . .
DISADVANTAGES

ADVANTAGES
Cost savings

More unqualified applicants

Time savings

Additional work for HR staff

Expanded pool of applicants

members
Many applicants are not
seriously seeking
employment
Access limited or unavailable
to
some applicants

RECRUITING EVALUATION
Quantity of
Applicants

Yield Ratio

Quality of
Applicants

Evaluating
Recruiting Costs
and Benefits

RECRUITING EVALUATION Cont . . .


Using Yield Ratios to Determine Needed
Applicants:
300 Applicants
Initial Contacts/Final
Interview
(Yield ratio = 3:1)

100 Final
Interviews

Final Interview/Offers
(Yield ratio = 2:1)

50 Offers
Offers/Hires
(Yield ratio = 2:1)

25 Hires

CONSTRAINTS ON RECRUITMENT
Image of the Company

Internal Organizational
Policy

Recruitment Cost

BUSINESS
OBJECTIVES

HR PLANNING

JOB
ANALYSIS

JOB
SPECIFICATION

JOB DESCRIPTION

RECRUITMENT
SELECTION

SELECTION

Or

BASIC SELECTION
CRITERIA

Formal Education

BASIC
SELECTION
CRITERIA

Experience and Past


Performance

Physical Characteristics
Personality
Characteristics

SELECTION PROCESS
Fail to meet minimum
qualification
Failed to complete job
application or failed job
specification

Failed Test

Initial screening
Passed
Completed
application

Passed
Employment test
Passed

Comprehensive
Failed to impress interview
interviewer and /
meet job
expectations
Background
Examination if
Problem
required
encountere
d

Reject
Applicant

Unfit to do
essential
elements of job

Passe
d

Passed

Medical/physical
examination if required
(conditional job offer
Able to
perform
essential
elements of job

Permanent job

Conditional
job offer

SELECTION METHODS
The Three most Common
Methods used are:

SELECTION METHODS Cont . . .


1. TESTING
Tests measure knowledge,
skill, and ability, as well as
other characteristics, such as
personality traits.

TESTING TYPES

Cognitive
Ability
Test

Personal
ity Test

Physical
Ability
Test

Integrity
Test

Drug
Test

Work
Sample
Testing

SELECTION METHODS Cont . . .


1. Cognitive Ability
Testing

2. Physical Ability
Testing

It measures the
learning,
understanding, and
ability to solve
problems. e.g.
Intelligence Tests.

It assesses muscular
strength,
cardiovascular
endurance, and
coordination.

TESTING
TYPES

3. Personality
Testing
It measures the
patterns of thought,
emotion, and behavior.

SELECTION METHODS Cont . . .


4. Integrity Testing
It is designed to
assess the likelihood
that applicants will be
dishonest or engage in
illegal activity.

6. Drug Testing

TESTING
TYPES

5. Work Sample
Testing
Measures performance
on some element of
the job.

Normally requires
applicants to provide
required sample that
is tested for illegal
substances.

SELECTION METHODS Cont . . .


TEST
SAMPLE

SELECTION METHODS Cont . . .

2.

INFORMATION
GATHERING
:
Common methods for gathering information include
application forms and rsums, biographical data,
and reference checking.

SELECTION METHODS Cont . . .


Application
Forms and
Rsums

Biographical
Data

Reference
Checking

Generally ask for information such as


address and phone number, education,
work experience, and special training.
At
the
professional-level,
similar
information is generally presented in
rsums.

Historical events that have shaped


a persons behavior and identity.

Involves contacting an applicants


previous
employers,
teachers,
or
friends to learn more about the
applicant
Issues with reference
checking

SELECTION METHODS Cont . . .

3.

INTERVIEWS:
The interview is the most frequently
used selection method.
Interviewing occurs when applicants
respond to questions posed by a
manager

or

organizational

some

other

representative

(interviewer).
Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.

SELECTION METHODS Cont . . .

1. Structured
Interviews
Types of
Interviews
2.
Unstructured
Interviews

Situational
Interview
Behavioral
Interview

SELECTION METHODS Cont . . .


1. Structured

2. Unstructured

Interviews

Interviews

This
allows
the
interviewer to probe and
pose different sets of
questions to different
applicants.

SELECTION METHODS Cont . . .

r
e
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t
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CREATING STRUCTURED INTERVIEW


QUESTIONS

SELECTION METHODS Cont . . .

INTERVIEW
QUESTION

SELECTION METHODS Cont . . .


COMMON INTERVIEWING
MISTAKES

Snap Judgments

Negative
Emphasis

Halo Effect

Horn Effect

Biases

Cultural Noise

Attract the
Qualified
Applicants
Encourage
Unqualified
Applicants to self
select themselves
out
Organization
is
looking for a
Qualified
Applicants
Applicants are
also looking for
the Opportunities

Budgetin
g

Regular vs.
Flexible

Organizatio
nal vs.
Outsourcing

Internal vs.
External

Recruitmen
t
(2 way
process)

Comprehensive
Interview

Conditional Job Offer

Background
Examination

Interviews

RECRUITMENT

Strategic
Recruitmen
t Decisions

Basic
Selection
Criteria

Internet
Recruitmen
t Sources
Recruiting
Evaluation
Constraints
on
Recruiting

Testing

Information
Gathering
SELECTION
Selection
process

Medical or Physical
Gathering
Examination

informatio
Testing
Permanent Job Offer

Internal
Recruitmen
t Sources
External
Recruitmen
t Sources

Recruitment
&
Selection

Experience and
Formal
Past
Education Performance
Physical
Characterist
KSA
ics
Personality
Other
Characterist Characterist
ics
ics
Initial Screening
Completed
Application
Employment Test

Recruitmen
t
Goals

CHAPTER : 3

Selection
Methods

Interviews

Managemen
t Quality
Circle

Common
Interviewin
g Mistakes

Organizatio
nal Data
Job Posting
Base
Employee Employee
Focused
Referrals
Professional
Colleges &
Organizatio
Universities
ns
Media
Unsolicited
Sources &
Applications
Job Fairs

Promotions
& Transfers
Re-recruit
Former
Employee

Employee
Leasing
Placement
Agencies

Employer
Web Sites

Job Boards

Quantity of Quality of
Yield Ratio
Applicants Applicants
Image of
Attractivene
the
ss of Job
Company
Internal Org. Recruitment
Policy
Cost

Cognitive Personality Physical


Ability Test
Test
Ability Test
Integrity
Test

Drug Test

Work
Sample Test

Application
Forms

Resumes

Biographical
Data

Reference Defamation Negligent


Checking of Character
Hiring

Structured

Situationa Behaviora
l
l

Unstructur
ed
Snap
Judgments
Negative
Emphasis

Halo Effect

Horn Effect

Cultural Noise

Biases

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