Effective

Recruitment & Selection

Process & Tecnhiques
Shahzad Akhtar
Tools & Techniques for Recruitment &
Selection

2
Brands we worked with
Find the person!
 Day Plan

1. Introduction & visiting landscape impacting jobs and recruitment 8:30 – 8:45 am
2. Differentiate between strategic recruitment & selection 8:45 – 9:00 am
3. Understand strategic decisions in recruitment 8:00 – 9:30 am
4. Learn major recruitment methods and analyze their advantages and disadvantages 9:30
- 10:00 am
5. Identify the basic selection criteria 10:30 - 11:00 am
6. Tea & Coffee Break 11:00 - 11:20 am
7. Design and administer an effective selection process 11:20 - 11:45 am
8. Appreciate varied contemporary interviewing techniques used by interviewers 11:45 -
12:30 am
9. Design interview form and evaluation matrix 12:30 pm - 1:15 pm
10. Lunch & Prayer Break 1:15 - 2:15 pm
11. The importance of exit interviews 2:15 – 2:30 pm
12. What is a job description and how should it be used 2:30 – 3:00 pm
13. Improving your productivity and reducing costs, getting recruitment right and making
sure you do not discriminate will help prevent potential claims and the subsequent
costs involved. 3:00 – 3:30 pm
THE NEW NORMAL

The
The New “NEW “
Normal New
Normal
 MARKET NEED FOR SURVIVAL & GROWTH

Creativity Quick
New
& Adaptabi
Leadership
Innovation lity
• Leveraging
Technology • Flexibility
• Leveraging • Fastest
People Response
• Challenging • Proactivity
Status Quo
Recruitment & Selection Objectives
Overview of Strategic Recruitment Process

BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
Job Evaluation
IMPORTANCE OF JOB EVALUATION

Clearly defines roles and responsibilities of each job

Makes fair compensation structure through benchmarking

Helps in clarifying job description and thus increase accountability of

responsibility

Helps in selection of employees

 METHODS OF JOB EVALUATION

ANALYTICAL NON-ANALYTICAL

Factor Point Job

Ranking
Comparison Ranking Grading
Method Method Method
Method
 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

Applicants are Looking

Organization is Looking
for the Potential
for a Qualified RECRUITMENT Emplacement
Applicants
Opportunities
 RECRUITMENT PROCESS
ORGANIZATI CANDIDATE
ON

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal or

Acquire Employment Experience
external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress organization during Selection

Make Offer
process

Evaluate Jobs and Organization

Accept or Reject Job Offers

 STRATEGIC RECRUITING
DECISIONS
 How Many Employees Needed
HR PLANNING  When Needed
DECISIONS  KSAs Needed
 Special Qualifications

 Where to Recruit: Internal/External

STRATEGIC  Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS  Nature of Job Requirements

DECISIONS ON
RECRUITING  Advertising Choices
SOURCES/METHODS  Recruiting Activities
 STRATEGIC RECRUITING DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous, predictable,
and scheduled employment of six months' duration or
1. REGULAR EMPLOYMENT 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 consists of a
2. FULL-TIME OR PART-TIME 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, security,
CONTRACTORS and advertising/public relations.
An employer signs an agreement with an employee
leasing company, after which the existing staff is hired by
the leasing firm and leased back to the company. For a fee,
4. PROFESSIONAL EMPLOYER a small business owner turns his or her staff over to the
ORGANIZATIONS AND leasing company, which then writes the paychecks, pays
EMPLOYEE LEASING the taxes, prepares and implements HR policies, and keeps
all the required records.
STRATEGIC RECRUITING DECISIONS Cont . . .

This is based on “try before you buy” approach .

Employers who use temporary employees can hire
their own temporary staff or use agencies supplying
5. TEMPORARY WORKERS temporary workers. Such firms supply workers on a
rate-per-day or per-week basis.

Seasonal employees are hired to work on a part-

time basis by companies that need extra help during
6. SEASONAL EMPLOYEES a particular season, typically the Christmas season
or crops harvesting.
SOURCES OF
RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF
RECRUITMENT
Job Posting &
Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES 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
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
SOURCES OF RECRUITMENT Cont . . .
EXTERNAL SOURCES
ADVANTAGES
 New “blood” brings new
perspectives
 Cheaper and faster than training
 Professionals
No group of political supporters in
company
 Organization already
 May bring new industry insights
DISADVANTAGES
 May not select someone who will
“fit” the job or organization
 May cause morale problems for
internal
 Candidates not selected
 Longer “adjustment” or orientation
time
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 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 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

BASIC Experience and Past Performance

SELECTION
CRITERIA Physical
Characteristics

Personality Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification
Completed application
Failed to complete job
application or failed job
specification
Employment test
Failed Test

Comprehensive interview
Conditional job
offer
Failed to impress
interviewer

Background Examination
Problem if required
encountered
Reject Applicant
Medical/physical examination if
required (conditional job offer
Unfit to do essential
elements of job

Permanent job offer

 Recruitment for
permanent & Recruitment & Selection
temporary employees
Process (Telenor)
Offer
Acceptance
Assessment
6-8 weeks center, test &
Consist of 7 interviews
key elements Yes No

Recruitment If offer is not

Identify
forwards the accepted, rec
hiring need Candidate accepted ruitment
and prepare Finalization & offer to reserves the
hiring plan offer approval
concerned right to
regional withdraw
operations. offer
Prepare
Job Yes
No Offer
Descripti
on placement

Sourcing
and Offer email is Recruite
sent to
vacancy
selected d 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 . . .
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
EI Test Sample
Test Test Testing
 SELECTION METHODS Cont . . .

1. Cognitive Ability 2. Physical Ability

Testing Testing

It measures the
learning, understanding, a It assesses muscular
nd 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. EI Testing

Normally requires
It is designed to assess
applicants to attempt a
the likelihood that TESTING
TYPES questionnaire
applicants will be
dishonest or engage in
illegal activity.

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 as address and
phone number, education, work experience, and
Applicatio 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 . . .

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
Structured
Interviews Behavioral
Interview
Types of
Interviews

Unstructured
Interviews
 SELECTION METHODS Cont . . .
Structured Unstructured
Interviews Interviews
Uses a list of predetermined
questions. All applicants are Interviews-open ended questions
asked the same set questions. are used such as “Tell me about
There are two types of yourself”
structured interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer to
•In which the probe and pose different sets
•In which the
interviewer asks 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
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION FORM

 Kohinoor Mills Ltd.

 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

KOHINOOR
MILLS
LTD.
 SELECTION METHODS Cont . . .

WATEEN
TELECOM
 SELECTION METHODS Cont . . .

FAUZ
 SELECTION METHODS Cont . . .

COMMON INTERVIEWING
MISTAKES

Snap Judgments Negative Emphasis

Halo Effect Horn Effect

Biases Cultural Noise

 THOUGHT OF THE DAY

“If an HR person is trying to choose people for an organization,

knowing their values is very important-if they are not consistent
with the organization’s values they are not likely to stay very
long.”
Professor, Roger Collins.
 Shahzad Akhtar
Strateasy Consulting
138, Abubakar Block,
New Garden Town, Lahore, Pakistan.
+92 307 646 0008 | +92 322 478 6123
hello@strateasy.pk
www.strateasyconsulting.com