Process of attracting individuals on a timely basis, in sufficient

numbers, and with appropriate qualifications to apply for jobs with

an organization.
(Mondy, 2015)

Process of attracting suitable people to apply for job vacancies.

(Maimunah, 2014)
 EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Human Resource Planning

Alternatives to Recruitment

Recruitment

Internal Sources External Sources

Internal Methods External Methods

Recruited Individuals
The basis process of recruitment

Requirement from human resource planning and manager’s requisition

Evaluate alternatives to recruitment

Determine sources and methods of recruitment

Recruited individual
• HR Planning indicates a need for additional employees
• Budgeting / costs

• Carefully considered alternatives before engaging in recruitment

• Do recruitment necessary?
• Is there any alternatives?
• What are the alternatives?
Alternatives to Recruitment – What are the alternatives?

1. Outsourcing – Process of hiring an external provider to do the work that was

previously done internally.
• Common and popular practice in industry
• Outsource noncore services – IT, payroll services
• Managed by third party specialist

2. Offshoring – Migration of all or a significant part of the development,

maintenance, and delivery of services to a vendor located in another country.
• To reduce costs
• To increased quality service
• Concentrate on IT, software development, product design, product R & D, engineering services.
Alternatives to Recruitment – What are the alternatives?

3. Onshoring – moving jobs not to another country but to lower cost cities within
the country

4. Overtime – work over the normal working hours

• Most commonly used
• To reduce recruitment costs
• Benefit the employee from the income during the overtime period

5. Contigent Workers – described as the disposable workforce

• Have a non-traditional relationship with the worksite employer
• Work as part-timers, temporaries, independent contractors
• First to go when recession begins, last to be recalled when economy gets better
• Engage recruitment when there is no alternatives to recruitment
• Economically able

• Internal Sources
• Employees within the organization
• External Sources
• Universities/Colleges
• High Schools/Vocational Schools
• Competitors in the Labor Market
• Former employees/pensioners
• Military Personnel
• Self-Employed Workers
• Ex-offenders/prisons
• Internal Methods
• Human Resource Database
• Determine qualification of current employees for filling open positions
• Assist to locate talent internally
• Support the concept of promotion from within

• Job Posting
• Procedure for informing employees that job opening exist

• Job Bidding
• Procedure that permits employees who believe that they possess the required
qualifications to apply for a posted position

• Employee referral
• An employee recommends a friend/associate as a possible member of the company
• Way to identify top performers
• External Methods
• Job Fairs/Open Houses
• Media advertising
• Newspaper, trade journals, radio, television & billboards
• Employment agencies (public & private)
• Recruiters
• Internship/training program
• BR Smart, SL1M,
• Event Recruiting
• Sign-on Bonuses
• To attract top talents
• Competitive Games
 Internal Recruitment External Recruitment

Advantages Advantages
• Employment record of applicant available lead to • Avoids inbreeding.
possible accurate assessment. • Possible to widen choice of applicants by having a
• No induction needed. pool of candidates.
• Little/no cost involved.
• Employees’ morale & motivation increased.

Disadvantages Disadvantages
• Filling a vacancy in one department may lead to a • High cost of recruitment process.
more serous gap in another. • Frustration amongst existing employees.
• No suitable candidates may be available.
• Supervisors may be reluctant to release key
employees.
Definition:

Process of choosing from a group of applicants the individual best

suited for a particular position and the organization.
(Mondy, 2015)

Process of choosing the most suitable applicant from a group of

applicants, for an available vacancy.
(Maimunah, 2014)
 EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Recruited Preliminary Review of Selection Employment Background Selection Medical Employed

Individual Screening Applications Tests Interview & Reference Decisions Examination Individual
& Resumes Checks

Rejected Applicant
Preliminary Screening

 to eliminate those who obviously do not meet the requirements

 through brief interview, test, resume review
 steer the prospective applicants to another positions
Review of applications and resumes

 whether there is an apparent match between the individual and the

position
 application form, resume
 review the information required in the applications form
 counter check the specific information, reference check
Selection tests

 allowing manager to choose candidates according to how they will fit into
the open positions and corporate culture
 in conjunction with other selection tools
 rate factors such as aptitude, personality, abilities and motivation of
potential employees
 types of selection tests
 Cognitive aptitude test
 Physical abilities test
 Work sample test
 Personality test
Selection tests – types of selection test

 Cognitive aptitude test

 determine general reasoning ability, memory, vocabulary, verbal fluency and
numerical ability
 a form of IQ tests
 helpful in identifying candidates who have extensive knowledge bases

 Physical ability test

 also known as psychomotor abilities test
 measure strength, coordination and dexterity
Selection tests – types of selection test

 Work sample test

 require an applicant to perform a task or set of tasks representative of the job
 job related test
 performance assessment – take the individual to the job and give them opportunity
to perform it

 Personality test
 self-reported measures of temperaments or dispositions
 tap into softer areas such as leadership, teamwork and personal assertiveness
 Myers-Briggs, Minnesota Multiphasic Personality Inventory (MPPI), Integrity test
Employment interview

a goal-oriented conversation in which the interviewer and applicant

exchange information
 at this point, the applicant appear to be qualified, at least on paper
 further information needed to indicate whether the individual is
organizational fit
 types of interviews
 Unstructured interview
 Structured interview
 Behavioral interview
 Situational interview
Employment interview – types of interviews
 Unstructured interview
 Interview in which the job applicant is asked probing, open-ended questions
 comprehensive, encourage the applicant to do much of the talking
 more time consuming, inconsistence and subjective
 “What is your greatest professional strength and how have you used it to overcome
a challenge in you career?”

 Structured interview
 asks the same series of job-related questions
 questions may relate to basic educational skills or complex scientific or managerial
skills
 more consistence and objective
Employment interview – types of interviews
 Behavioral interview
 Structured interview in which the job applicants are asked to relate actual incidents
from their past relevant to the target job
 assumption: past behaviour is the best predictor of future behaviour
 look for 3 main things:
 a description of a challenging situation
 what candidate did about it
 measurable results
 “Describe your experience when you faced with a new problem and how you
handled it?”
 Situational interview
 gives insight into how candidates would perform in the work environment by
creating hypothetical situations candidates would be likely to encounter on the job
and asking them how they would handle
 “You completely disagree with the way that your boss has told you to handle a
project. What would you do?”
Employment interview – methods of interviews
 One-on-one interview
 less threatening
 opportunity for effective exchange of information
 Group interview
 several applicants interact in the presence of one or more company representatives
 save time
 may provide useful insights into the candidates’ interpersonal competence as they
engage in group discussion
 Board interview
 several of firm’s representatives interview a candidate at the same time
 to gain multiple viewpoints because there are many cross functional workplace
relationships in business these days
 example - defends dissertation for PhD students
Employment interview – methods of interviews
 Multiple interview
 applicants are interviewed by peers, subordinates and potential superiors
 permits the firm to get more encompassing view of the candidates
 gives chance to candidate to learn more about company from a variety of perspectives
 helps ensure organizational fit
 Video interview
 both applicant and interviewer being in different locations
 saves time and money
 Stress interview
 the interviewer intentionally creates anxiety
 interviewer deliberately makes the candidates uncomfortable by asking blunt and
discourteous questions
 to determine the tolerance for stress that accompany the job
 “I think your answer is totally inadequate, it doesn’t deal with my concerns at all, can’t
you do better than that?”
Employment interview – methods of interviews
 Realistic job preview (RJP)
 method of conveying both positive and negative job information to an applicant in
an unbiased manner
 conveys information about tasks the person would perform and the behaviour
required to fit into the culture of organization
 helps to develop applicants’ perception on the job and firm
Employment interview – job interview process
 Before the interview
 Give candidate's time - give your chosen candidates a couple of days notice so they
can make the necessary arrangements to get to the interview. Conveys information
about tasks the person would perform and the behaviour required to fit into the
culture of organization
 Explain the interview structure - If there are going to be expected to take tests or
bring in examples of their work, do not forget to tell them so they can come fully
prepared
 Explain the process - Even before they meet you, let them know about how long it
will take to make the hiring decision and how many stages to the interview there are
Employment interview – job interview process
 During the interview
 Put candidates at ease - helps candidates to relax, start with low-key questions.
 Don't judge on first impressions - withhold judgment until you've had the chance to
thoroughly evaluate a candidate's capabilities and potential.
 Tell the candidate a little about the job - start with a brief summary of the position.
This will help the candidate provide relevant examples and responses.
 Don't be afraid to improvise - Plan your questions and build new questions off their
answers.
 Listen - spend 80% of your time listening and only 20% talking.
 Take notes - write down important points, key accomplishments, good examples.
Prepare interview guide.
 Invite candidates to ask questions - This can be the most valuable part of the
interview.
 Follow legal interviewing guidelines - understands and follow legal hiring guidelines.
Ask only questions that relate to the job, eliminating the potential for bias.
Employment interview – job interview process
 After the interview
 Let candidates know - notify the candidates as soon as possible out of courtesy.
 Compare notes and reach consensus - The post-interview evaluation is the time to
compare notes and advance the hiring decision. Each interviewer should be
prepared to back up remarks and recommendations with specific examples and
notes from the interview.
 Deepen the questions as you narrow the field - Subsequent interviews with finalists
are valuable opportunities to learn more about them. Consider recreating a real
business challenge the individual would be facing.
Background and reference check
 to determine the accuracy of the information submitted or whether vital
information was not submitted
 involve obtaining data from various sources, including previous
employers, business associates, credit bureaus, government agencies and
academic institutions
 information on work history, differences between resume and completed
job application, letter of recommendation that are no longer in existence
 checking for criminal records
 background investigations
Selection decision
 final decision made by manager who will be responsible for the new
employee’s performance
 the final choice is made from among those still in the running after passed
all the early stages
 the manager will review results of selection methods used
Medical Examination
 to determine whether an applicant is physically capable of performing the
work
 the examinations can be used to reject applicants if the results show that
job performance would be adversely affected
Employed individual
 hire the applicant who passed all the selection process
 notify both successful and unsuccessful candidates of selection decisions
as soon as possible
 the action as a matter of courtesy and good public relations
 offer letter
 rejection letter