Recruitment

Difference between Recruitment
& Selection
 Recruitment is a set of activities designed to
attract a qualified pool of job applicants to an
organization.

 Three steps in a typical recruitment process:

 Advertisement of a job vacancy
 Preliminary contact with potential job candidates
 Initial screening to create a pool of qualified applicants.

Difference between Recruitment
& Selection [Contd.]
 Selection is choosing whom to hire from a
pool of qualified job applicants.

 Steps in a typical selection process:
 Completion of a formal application form
 Interviewing
 Testing
 Reference Checks
 Physical examination
 Final Analysis and decision to hire or reject.

Right Candidate Wrong Candidate

Reject
Type I Error

Accept Type II Error

 In Realistic Job Preview job candidates are provided all pertinent information about a job and organization.Two approaches  In traditional recruitment the emphasis is on selling the organization to job applicants. .

In considering value of providing realistic job information…  The degree to which the information is actually perceived as being negative  The time during recruitment at which it is conveyed. .

Positive & Negative Examples of few Job Attributes Job Attributes Positive Example Negative Example Time Pressures There is ample time Many tasks you will to complete tasks be asked to perform before they are due have time deadlines that are difficult but necessary to meet Closeness of Your supervisor Your supervisor supervision stays out of your way frequently looks over and lets you do your your shoulder to job. make sure you are on top of things. .

Interaction with The job requires The job requires others frequent interaction frequent interaction with friendly and with employees and courteous people. performance but seldom praised for good performance. .Positive & Negative Examples of few Job Attributes Job Attributes Positive Example Negative Example Supportiveness of Expectations are Expectations are the culture high but will be high and you can recognized when expect to be these expectations criticized for poor are met. customers who have not had their earlier concerns handled to their satisfaction.

External & Internal Recruitment  What are the potential advantages and disadvantages? .

education and interests as you do. without considering any organizational needs for flexibility and change  Leaving the process to chance – your gut instinct will tell you who’s the best person to appoint at the time  Believing everything a candidate writes on their application and believing everything a candidate tells you at interview  Making sure the person you choose has a similar background. particularly football and fine wines !! .Mistakes managers can make are:  Looking at the role in isolation.

Mistakes managers can make are:  Assuming that high academic achievement equals high work performance  Appointing the most highly qualified person on the job. rather than the most suitably qualified one  Believing that candidates must impress you – that the image you portray is immaterial  Ignoring the need to take up references – It will just delay the process  Throwing them in at the deep end on day one to let them find their feet – it’s a good test of character .

gender and disability .The legal framework  Law covering discrimination on grounds of caste.

External & Internal Recruitment  What are the potential advantages and disadvantages? .

e. interest. trade journal  Experienced advertisers construct ads based on a four-point guide labeled AIDA (attention. action) . desire. i. local newspaper vs.Advertising as a Recruiting Tool  Select the best medium for the specific position.

Measuring Recruiting Effectiveness  What to measure?  How many applicants did we generate through each of our recruitment sources? .

Measuring Recruiting Effectiveness  How to measure?  Work sample tests  Job knowledge tests  Structured interviews  Biographical data  Grade point average  Ratings of training and experience .

Recruiting yield pyramid 50 New Hire 100 Offers made (2:1) 150 Candidates Interviewed (3:2) 200 Candidates Invited (4:3) 1200 Leads generated (6:1) .

Employee Testing & Selection .

Hiring workers with questionable backgrounds without proper safeguards . Negligent Hiring – .

.  Validity .Whether the test (or yardstick) is measuring what you think it’s supposed to be measuring.Basic Testing Concepts  Reliability  Consistency of scores obtained by the same person when retested with the identical tests or with alternate forms of the same test.

Management Assessment Centre  In a Management Assessment Center management candidates take tests and make decisions in simulated situations while observers score their performance  Average time at center is usually 2 or 3 days and involves 10 to 12 candidates .

of the simulated job he or she is to take over while being evaluated on what action he or she takes for each of these materials .] Examples of simulated realistic exercises include:  The in-basket creates a situation where the candidate is faced with an accumulation of reports..Management Assessment Centre [contd. memos. phone messages. etc. letters.

etc.  Individual presentations used to evaluate a participant’s communication skills and his or her persuasiveness by orally presenting on an assigned topic .]  The leaderless group discussion occurs when a leaderless group is given a discussion question and told to arrive at a group decision while observers evaluate leadership ability.Management Assessment Centre [contd. acceptance by group.

Interviewing Candidates .

Interview  Interviewing is an indispensible management tool  An Interview is a procedure designed to solicit information from a person’s oral responses to oral inquiries  A Selection Interview is designed to predict future job performance based on candidate’s answers .

Types of Selection Interview  Non-structured (questions are asked as you think of them) versus structured interviews (questions are known and the order specified in advance) .

Types of Selection Interview [Contd.]  There are different types of questions for different types of interviews  Situational interviews ask what would the candidate’s behavior be in a given situation  Behavioral interviews ask how the candidate has reacted in a similar situation in the past .

]  Interviews are also classified by how they are administered  One-on-one interviews were two people meet alone and one interviews the other  Sequential interviews occur when several people interview the applicant in sequence before a decision is made .Types of Selection Interview [Contd.

]  Panelinterviews are when the candidate is interviewed simultaneously by a group  Interviews can also occur via video or phone .Types of Selection Interview [Contd.

are more valid for predicting job performance  One-on-one interviews tend to be more valid than panel interviews .How Useful Are Interviews?  Statistical evidence regarding validity is mixed indicating that the key to usefulness depends on type of interview employed  When predicting job performance the situational interview yields more accurate results  Structured interviews. regardless of content.

Avoiding Common Interview Mistakes  Do not make snap judgments  Do not emphasize the negative  Make sure you know the job for which you are interviewing the candidate  Do not let the pressure to hire color your opinions .

Avoiding Common Interview Mistakes [Contd.]  Do not allow candidate order (contrast) error to influence the interview  Take into consideration the influence of nonverbal behavior and guard against bias  Remember to look beyond the candidate’s physical attractiveness  Be wary of ingratiating and self-promoting behaviors .

Avoiding Common Interview Mistakes  Prepare and plan for the interview  Establish rapport with the candidate  Ask appropriate questions .

The Do’s and Don'ts of Interview Questions  Don’t ask questions that can be answered “yes” or “no”  Don’t put words in the applicant’s mouth or telegraph the desired answer by nodding or smiling when the right answer is given  Don’t interrogate the applicant as if the person is a criminal .

sarcastic or inattentive  Don’t monopolize the interview by rambling nor let the applicant dominate the interview so you can’t ask all your questions  Do ask open-ended questions  Do listen to the candidate to encourage him or her to express thoughts fully .]  Don’t be patronizing.The Do’s and Don'ts of Interview Questions [Contd.

The Do’s and Don'ts of Interview Questions [Contd.]  Do draw out the applicant’s opinions and feelings by repeating the person’s last comment as a question  Do ask for examples .

Closing the Interview  Leave time to answer any questions the candidate may have  If appropriate advocate your firm to the candidate  Try to end the interview on a positive note  Tell the applicant whether there’s interest and what the next step will be  Make rejections diplomatically .

Using Other Selection Techniques  Conduct background investigations  Check social networking sites  Talk to current and previous supervisors to discover more about person’s motivation. competence and ability to work with others  Perform credit check or use employment screening services .

]  Perform reference checks  Make sure the candidate has signed a release  Always get two forms of identification and make applicants fill out job applications  Use a structured reference checking form  Ask the right questions and judge whether the reference’s answers are evasive .Using Other Selection Techniques [Contd.

Using Other Selection Techniques [Contd.]  Ask open-ended questions and listen carefully  Make sure checking references is done by authorized managers  Can be ineffective because current supervisor might give a bad employee a good reference to get rid of him/her .