RECRUITMENT

Recruitment
 It is the process of finding and
attracting capable applicants for
employment. The process begins
when new recruits are sought and
ends when their applications are
submitted. The result is pool of
applicants from which new
employees are selected.
 Recruiting Goals
Factors that affect recruiting efforts:

organizational size

employment conditions in the area

effectiveness of past recruiting efforts

working conditions, salary, and benefits

offered

organizational growth or decline

Chapter 6, slide 3
Recruiting Goals
Constraints on recruiting
efforts:

organization’s image

job attractiveness

internal organizational policies

government policy and laws

recruiting costs
Chapter 6, slide 4
 Building Pool of Candidate

INTERNAL EXTERNAL
 SOURCES OF RECRUITMENT

INTERNAL EXTERNAL

Current Employee • Advertising

References from present • Employment agencies
employee • Temporary help
Databank of former • Executive recruiters
applicants • Referrals and walk-ins
Retired Employee • College recruiting
Former employee • Company’s web site
• Free and fee-paying
Website services
 Internal
versus
External
Recruitment
Advantages & Disadvantages
 Recruiting Sources
internal search

Organizations that promote from within

identify current employees for job
openings

 by having individuals bid for jobs

 by using their HR management system
 by utilizing employee referrals

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 8
 Recruiting Sources
Promoting from Within
Advantages

 good public relations

 morale building
 encouragement of employees and members of protected
groups
 knowledge of existing employee performance
 cost-savings
 candidates’ knowledge of the organization
 opportunity to develop mid- and top-level managers

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 9
Promoting from Within

 Disadvantages

 possible inferiority of internal candidates

 infighting and morale problems
 potential inbreeding
 Recruiting Sources
employee
referrals
Current employees can be asked to recommend
recruits.
Advantages:
 the employee’s motivation to make a good
recommendation
 the availability of accurate job information for the recruit
 employee referrals tend to be more acceptable
applicants, more likely to accept an offer, and have a
higher survival rate
Disadvantages:
 the possibility of friendship being confused with job
performance
 the potential for nepotism
 the potential for adverse impact
Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 11
 external
Recruiting Sources searches

Advertisements: Must decide type and location of

ad, depending on job; decide whether to focus on
job (job description) or on applicant (job
specification).

Three factors influence the response rate:

 identification of the organization
 labor market conditions
 the degree to which specific requirements are listed.

Blind box ads do not identify the

organization.
Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 12
 Recruiting Sources

Employment Agencies:
public or state employment services focus on helping
unemployed individuals with lower skill levels to find jobs

 private employment agencies provide more

comprehensive services and are perceived to offer
positions and applicants of a higher caliber

 management consulting firms (“headhunters”) research

candidates for mid- and upper-level executive placement

 executive search firms screen potential mid/top-level

candidates while keeping prospective employers
anonymous
Chapter 6, slide 13
 Recruiting Sources
Schools, colleges, and
universities:
may provide entry-level or experienced
workers through their placement services

may also help companies establish

cooperative education assignments and
internships

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 14
 Recruiting Sources
Job fairs:
attended by company recruiters seeking resumes and
info from qualified candidates
 Virtual online job fairs could bring employers and job seekers
together online by logging into a specific Web site at a certain
time. Some sites use avatars as candidates and recruiters.

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 15
 Recruiting Sources
Professional organizations:

publish rosters of vacancies

run placement services at meetings
control the supply of prospective applicants
labor unions are also in this category

Unsolicited applicants (walk-ins):

may provide a stockpile of prospective

applicants if there are no current openings

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 16
Recruiting Sources

online
sources

 most companies use the Internet to recruit employees

 job seekers use online resumes and create Web pages
about their qualifications

Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 17
 Recruiting Sources
recruiting
alternatives

Temporary help services:

 temporary employees help organizations meet short-term
fluctuations in HRM needs
 older workers can also provide high-quality help

Employee leasing:
 trained workers are employed by a leasing company, which
provides them to employers when needed for a flat fee
 typically remain with an organization for longer periods of
time
Independent contractors:
 do specific work either on or off the company’s premises
 costs of regular employees (i.e. taxes and benefits costs)
are not incurred
Fundamentals of Human Resource
Management, 10/e, DeCenzo/Robbins
Chapter 6, slide 18
 External Recruitment
Advantages Disadvantages
1. Benefits of new skill, new 1. Better morale and
talent and experiences to motivation associated
organisation with internal recruiting is
denied to the
organisation
2. Compliance with 2. It is costly
reservation policy becomes
easy
3. Scope of resentment, 3. Chances of creeping in
jealousies and heartburn false positive or false
are avoided negative error
SELECTION
Selection
 Selection is the process of
differentiating between applicants in
order to identify those with a
greater likelihood of success in a
job.
Selection
 The selection of a candidate with
the right combination of education,
work experience, attitude, and
creativity will not only increase the
quality and stability of the
workforce, it will also play a large
role in bringing management
strategies and planning to fruition.
Factors affecting selection
 External environment
 Supply and demand of specific skill 
 Unemployment rate
 Legal and political considerations
 Company’s Image
Factors affecting selection
 Internal environment
 Company’s policy
 HRP
 Cost of hiring
Process of selection
Preliminary Interview

R Selection tests
E
J Employment Interview
C
Reference & background
T
E Selection Decision
D
Medical Examination

Job Offer

Employment Contract

Evaluation
Basic Testing Concepts
 Generally tests are administered to
determine the applicant’s –
 Ability
 Aptitude
 Personality
 Interest
Basic Testing Concepts
 Ability tests

 Helps to determine how well one can

perform his task
Basic Testing Concepts
 Aptitude tests
 Helps to determine a persons potential
to learn in a given area
Basic Testing Concepts
 Personality tests

 To measure a prospective employee’s

motivation to function in a particular
working environment
Basic Testing Concepts
 Interest tests

 To measure an individual’s activity

preferences. (For career change or
when there is multiple career option
available)
 Selection Tests
Tests Description
Thomas Identifying behavioural requirement
Profiling for the job
MBTI Understanding personality type

PAPI Behaviour in work place

16 PF Measuring personality factors

ASUFA Locus of control

Interviews
 Formal, in depth conversation conducted
to evaluate the applicant’s acceptability.

 Adapted to unskilled, skilled, managerial

and professional employees.

 Two-way exchange of information, the

interviewers learn about the applicant,
and the applicant learns about the
organization
Shortcomings of interviews
 Absence of reliability

 Lack of validity

 Biases
Preparing for the Interview
 Abundant research exists that reliability and
validity of the selection interview are higher when
an interview is structured, planned and
standardized in form. This approach fosters a
comprehensive investigation of the applicant's
background, precludes personal and non-job-
related questions, and increases impartiality in
qualification assessment. Therefore, an interview
plan is strongly recommended.

 Prior to developing the interview plan, it is critical

to be clear about the job requirements and stick
to them throughout the hiring process. This
ensures that you “don’t fall in love with each
candidate and redefine the job to fit”.
Types of Interview
Interview may be

One to one Interview

Only two participants –

1. Interviewer
2. Candidate
Sequential Interview

1 2 3

Involves series of interviews

Candidates moves from room to room
Panel Interview

Two or more interviewers

Formal
 Objectives of Interview
 Helps obtain additional information
from applicant

 Facilitates giving general information

to applicant

 Help build image of the organization