Professional Documents
Culture Documents
AND
SELECTION
AFTER STUDYING THIS CHAPTER YOU SHOULD BE
ABLE TO
Understand and Differentiate between Recruitment and Selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as
individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods/Sources and analyze their
advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Appreciate varied contemporary interviewing techniques used by
interviewers.
Design interview form and evaluation matrix.
Evaluate the three methods e.g., Information gathering, Tests and
interviewing used in employee selection.
HUMAN RESOURCE
MANAGEMENT
BUSINESS OBJECTIVES
HR PLANNING
JOB ANALYSIS
RECRUITMENT
RECRUITMENT
OR
DECISIONS ON
RECRUITING Advertising Choices
SOURCES/METHODS Recruiting Activities
RECRUITING DECISION
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous,
predictable, and scheduled employment of six
1. REGULAR EMPLOYMENT months' duration or longer. Regular employment
may be full time or part time.
Full-time employment consists of a regular schedule
of 37.5 hours per week. Part-time employment
2. FULL-TIME OR PART-TIME consists of a regular schedule of less than 37.5 hours
per week.
Perform specific services on a contract basis used in a
3. INDEPENDENT
number of areas, including building maintenance,
CONTRACTORS security, and advertising/public relations.
An employer signs an agreement with an employee
leasing company, after which the existing staff is
4. PROFESSIONAL EMPLOYER hired by the leasing firm and leased back to the
ORGANIZATIONS AND company. For a fee, a small business owner turns his
EMPLOYEE LEASING or her staff over to the leasing company, which then
writes the paychecks, pays the taxes, prepares and
implements HR policies, and keeps all the required
records.
STRATEGIC RECRUITING
DECISIONS Cont . . .
SOURCES OF
RECRUITMENT
INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT
Promotions and
Transfers
INTERNAL Employee
SOURCES Referrals
Re-recruiting former
Employees & Applicants
Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .
INTERNAL SOURCES
ADVANTAGES DISADVANTAGES
Labor
Unions
EXTERNAL
SOURCES
Media Sources
Employment Agencies
SOURCES OF RECRUITMENT Cont . . .
EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
New “blood” brings new May not select someone who will
perspectives “fit” the job or organization
Cheaper and faster than training May cause morale problems for
Professionals internal
No group of political supporters in Candidates not selected
company Longer “adjustment” or orientation
INTERNET RECRUITING
METHODS
1. Job Boards
2. Employer Web
Sites
INTERNET RECRUITING
METHODS Cont . . .
ADVANTAGES DISADVANTAGES
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 Quality of
Applicants Applicants
Evaluating Recruiting
Yield Ratio
Costs and Benefits
In a cost/benefit analysis to evaluate
recruiting efforts, costs may include
A comparison of the number of
both direct costs (advertising, recruiters’
applicants at one stage of the salaries, travel, agency fees, telephone)
recruiting process to the number at and the indirect costs (involvement of
the next stage. operating managers, public relations,
image).
RECRUITING EVALUATION Cont . . .
300 Applicants
Initial Contacts/Final Interview
(Yield ratio = 3:1)
50 Offers
Offers/Hires
(Yield ratio = 2:1)
25 Hires
CONSTRAINTS ON RECRUITMENT
Image of the
Company
Attractiveness of
Job
Internal
Organizational Policy
Recruitment Cost
BUSINESS OBJECTIVES
HR PLANNING
JOB ANALYSIS
RECRUITMENT
SELECTION
SELECTION
1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.
Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.
BASIC SELECTION
CRITERIA
Formal Education
Personality Characteristics
SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Failed to complete job
application or failed job Passed
specification
Employment test
Failed Test
Passed
Passed Conditional job
Comprehensive interview
offer
Failed to impress
interviewer and / meet
job expectations
Background Examination
Problem if required
encountered
Passed
Reject Applicant
Medical/physical examination if
Unfit to do essential required (conditional job offer
elements of job Able to perform
essential elements
of job
Sourcing
and Offer email is Recruited
sent to
vacancy
selected
or
announce
ment candidate Rejected
Screen
and
shortlist
applicants
SELECTION METHODS
The Three most Common Methods
used are:
1. Testing
2. Gathering Information
3. Interviewing
SELECTION METHODS Cont . . .
.
1. TESTING
Tests measure knowledge, skill,
and ability, as well as other
characteristics, such as personality
traits.
TESTING TYPES
Work
Cognitive Personality Physical Integrity
Ability Test Ability Test
Drug Test Sample
Test Test Testing
SELECTION METHODS Cont . . .
It measures the
learning, understanding, It assesses muscular
and ability to solve strength, cardiovascular
problems. e.g. Intelligence TESTING endurance, and
TYPES
Tests. coordination.
3. Personality Testing
Measures performance on
some element of the job.
SELECTION METHODS Cont . . .
TEST
SAMPLE
SELECTION METHODS Cont . . .
2. INFORMATION GATHERING:
Common methods for gathering information include
application forms and résumés, biographical data, and
reference checking.
SELECTION METHODS Cont . . .
Generally ask for information such as
Application address and phone number, education, work
experience, and special training.
Forms and
Résumés At the professional-level, similar information
is generally presented in résumés.
3. INTERVIEWS:
The interview is the most frequently used
selection method.
Interviewing occurs when applicants
respond to questions posed by a manager
or some other organizational
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 . . .
Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews
2. Unstructured
Interviews
SELECTION METHODS Cont . . .
1. Structured 2. Unstructured
Interviews Interviews
SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer
to probe and pose different
•In which the •In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant applicant’s
would do in a
hypothetical behavior in past
situation situations.
SELECTION METHODS Cont . . .
INTERVIEW QUESTION
SELECTION METHODS Cont . . .
KOHINOOR
MILLS LTD.
SELECTION METHODS Cont . . .
WATEEN
TELECOM
SELECTION METHODS Cont . . .
FAUZ
SELECTION METHODS Cont . . .
COMMON INTERVIEWING
MISTAKES
S e le ct io n
Formal Experience and Cognitive Personality Physical
Education Past Performance Basic Selection Ability Test Test Ability Test
Physical Criteria Testing
KSA Work Sample
Characteristics Integrity Test Drug Test
Test
Personality Other
Characteristics Characteristics Application Biographical
Resumes
Information Forms Data
Initial Screening
Gathering Referenc Defamation of Negligent
Completed Application
SELECTION e Character Hiring
Employment Test Checking
Comprehensive Interview Selection Structured Situational Behavioral
Conditional Job Offer process Interviews
Unstructured
Background Examination
Medical or Physical
Examination
Common Snap Judgments Halo Effect Horn Effect
Permanent Job Offer Interviewing Negative
Management Emphasis Cultural Noise Biases
Gathering Mistakes
Testing
information Selection Quality Circle
Interviews Methods
THOUGHT OF THE DAY