RECRUITMENT

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

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified candidates for

a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-

select themselves out.
 RECRUITMENT IS A
TWO WAY STREET

Organization is Applicants are Looking

Looking for a for the Potential
RECRUITMENT Emplacement
Qualified
Applicants Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal

Acquire Employment Experience
or external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during Selection

Make Offer
process

Evaluate Jobs and Companies

Accept or Reject Job Offers

SOURCES OF
RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES 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
 Morale of Promotee
 Better assessment of abilities
 Lower cost for some jobs
 Motivator for good performance
 Causes a succession of
promotions
 Have to hire only at
entry level
DISADVANTAGES
 Inbreeding
 Possible morale problems of
those not promoted
“Political” infighting
for promotions
 Need for management-
Development program
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Labor
EXTERNAL Unions
SOURCES
Media Sources

Employment Agencies
SOURCES OF RECRUITMENT Cont . . .

EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
New “blood” brings new  May not select someone who will
Perspectives, new skills, new “fit” the job or organization
knowledge.
 May cause morale problems for
Cheaper and faster than training
internal Candidates not
Professionals
selected
No group of political supporters in
 Longer “adjustment” or orientation
company
time
May bring new industry insights
INTERNET RECRUITING METHODS

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 to internet is limited or
unavailable to some applicants
 RECRUITING EVALUATION
Quantity of
Applicants
As the goal of a good recruitment
program is to generate a large pool
of applicants from which to choose,
quantity is a natural place to begin
evaluation
Yield Ratio
A comparison of the number of
applicants at one stage of the
recruiting process to the number at
the next stage.
Quality of
Applicants
In addition to quantity, the issue arises
as to whether or not the qualifications of
the applicant pool are sufficient to fill
the job openings. Do the applicants meet
job specification and do they perform
the jobs well after hire?
Evaluating Recruiting
Costs and Benefits
In a cost/benefit analysis to evaluate
recruiting efforts, costs may include
both direct costs (advertising, recruiters’
salaries, travel, agency fees, telephone)
and the indirect costs (involvement of
operating managers, public relations,
image).
 RECRUITING EVALUATION Cont . . .

Using Yield Ratios to Determine Needed Applicants:

300 Applicants
Initial Contacts/Final Interview
(Yield ratio = 3:1)

1
0
0

F
i
n
a
l

I
CONSTRAINTS [ barriers, obstructions,
hindrance] ON RECRUITMENT

Image of
the
Company

Attractiveness of
Job

Internal
Organizational Policy

Recruitment Cost
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

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

Experience and Past Performance

BASIC
SELECTION
CRITERIA Physical Characteristics

Personality Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet
minimum Passed
qualification
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 required (conditional job offer
essential Able to perform
elements of job essential elements
of job

Permanent job offer

 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
Cognition mainly refers to things like memory, the ability to learn
new information, speech, understanding of written material. 

A personality test is a method of assessing human personality

constructs.

Physical Ability tests are those that are used to measure the physical

capacity of a candidate to do certain types of jobs. Jobs of sectors like
defence, police, firefighting etc. essentially employ physical ability
tests in their screening process.

An integrity test is a specific type of personality test designed to

assess an applicant's tendency to be honest, trustworthy, and
dependable.
 SELECTION METHODS Cont . . .

1. Cognitive Ability 2. Physical Ability

Testing Testing

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

It measures the patterns of

thought, emotion, and
behavior. e.g. Myers
Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

It is designed to assess
the likelihood that
applicants will be
dishonest or engage in
illegal activity.
Normally requires
applicants to provide
TESTING
TYPES required sample that is
tested for illegal
substances.

5. Work Sample 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
Applicatio as and phone number, education, work
address
experience, and special training.
n Forms
and  At the professional-level, similar information
Résumés is generally presented in résumés.

Biographical  Historical events that have

Data shaped a
person’s behavior and identity.

 Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
about the applicant Issues with reference
Checking 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 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
Uses a list of predetermined
questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured
interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer
•In which the to probe and pose different
•In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant
would do in a applicant’s
hypothetical behavior in past
situation situations.
 SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
 SELECTION METHODS Cont . . .

INTERVIEW QUESTION