B203-B

Business functions in context II

CHAPTER 6

RECRUITMENT
What is recruitment?
 Recruitment ‘includes those practices and activities carried out
by the organization with the primary purpose of identifying
and attracting potential employees.
 Formal, structured recruitment methods are part of the best
practice set of HR practices that is argued to be strategic and
improve organizational performance.
 They build upon job or competency analysis which determines the
requirements of the vacant role and employ person specifications
and job descriptions to identify suitable candidates.
 There’s always a need for replacement employees and those with
new skills that business growth or change make necessary.
Internal Recruitment
 Internal recruitment happens when jobs are filled internally, moving or giving
promotions to existing employees.
 Advantages of internal recruitment:
 Less expensive with no need to job advertisement or recruitment agencies.
 Cost savings and efficiency gains can be made because internal recruits
are typically able to take up new posts more quickly than people being
brought in from outside.
 Internal candidates are more knowledgeable regarding what exactly the
job involves and the culture of the organization.
 It motivates employees and gives them an incentive to work hard for
promotion.
 This practice sends a signal that existing employees are valued and that
career development opportunities are available.
Internal recruitment (Cont’d)

 The main disadvantages of internal recruitment

 is that only a limited field of candidates are considered.
This might mean that the best available candidate may not be
considered.
 It can be difficult to manage employee expectation if not
selected.
 Internal recruitment sits uneasily with a commitment to equal
opportunities and creation of diverse work force
 Considering internal candidates along with suitable external
candidates is considered good practice
Online recruitment (E-recruitment)

 Most striking recent development

 Practical significance is still being debated

 Takes two basic forms

– Centered on employers own web site
– Use of cyber agencies
Advantages of E-recruitment

 Jobs can be advertised inexpensively to potentially

massive audience

 Speed of response

 Speed of shortlisting using CV matching software

Disadvantages of E-recruitment

 Handling the volumes of applications e-recruitment

 Unreliability of on-line tests
 Fears about security and confidentiality
 Poor standards of ethicality by cyber-agencies
Procedural approach to recruitment (Employer
Branding)
• Organizations are seeking to position themselves as
‘employers of choice’
• Seek to attract stronger applications
• Recruitment costs may fall because they get so many
more unwanted applications
• Develop a positive ‘brand image’ of the organization as
an employer– so that potential employees regard working
there as highly desirable
Employer Branding (2 of 2)

 Developing a good ‘brand image’ is an easier task for

companies that have household names.

 Key is to build on any aspect of the working experience that is

distinct, it could be:
 A relatively high pay or generous benefits package
 Flexible working
 Friendly and informal atmosphere
 Strong career development potential, or
 Job security

 Should inform all communication to potential and actual

applicants.
 The aim is to repeat the message again and again in advertisements, on Internet
sites, and at career fairs.
Top companies to work for (Fortune)

Prepared By Dima Hachem

Why has Google been #1 for 4
consecutive years?
 Googleplex amenities:
 Several café stations where employees can gather to eat free food and have
conversations
 Snack rooms stocked with goodies ranging from candy to healthy foods like
carrots and yogurt
 Gym, swimming pool, park
 Game rooms with video games, pool tables and ping-pong
 A baby grand piano for those who enjoy tickling the ivories
 In addition to that, Google employees receive a comprehensive benefits package
that includes not only medical and dental coverage, but also a host of other
services. These include tuition reimbursement, a child care center, adoption
assistance services, an on-site doctor, financial planning classes and lots of
opportunities to gather with coworkers at special corporate events.
 5-months fully paid maternity leave
 Chapter 7
SELECTION METHODS AND DECISIONS
What is selection?
 The selection phase takes place after recruitment.
 It’s the process of selecting the employee(s) that fit the best
with the offered position and the organization.
 It’s a two-way process: there’s information from both the
applicant and the organization about what each has to offer.
 Throughout the selection process, applicants choose between
organizations by evaluating the developing relationship
between themselves and the prospective employer.
 During the selection process, applicants might choose to
withdraw from the application.
Factors in choosing selection methods
 A combination of two or more selection methods is generally used,
and the choice is dependent on a number of factors:
1. Selection criteria for the post to be filled: group selection
methods and assessment center activities would be most useful for
certain types of jobs, such as managerial, professional, supervisory,
etc..
2. Acceptability and appropriateness of the methods: for example
the use of intelligence tests may be seen as insulting to applicants
already occupying senior posts.
3. Abilities of staff involved in the selection process: only those
staff who are appropriately qualified by academic qualification on
a recognized course may administer psychological tests.
Factors in choosing selection methods

4. Administrative ease: managing the administrative part of the

selection process. Web-based testing may save much
administrative time, particularly when there are large number of
candidates.
5. Time factors: sometimes a position needs to be filled very quickly,
and time may be saved by using telephone or video-based
interviews.
6. Cost: Some selection methods are more costly than others. For the
costlier methods great care needs to be taken in deciding whether
the improvement in selection decision making justifies such costs.
7. Accuracy: it’s referred to as validity and the extent to which a
selection method can predict future job performance.
Selection methods
 The classic trio
 Application forms
 Telephone Interviewing
 References
 Advanced methods of selection
 Self-assessment and peer assessment
 Testing
 Critical features of test use
 Problems with using tests
 Types of test for occupational use
 Group selection methods
 Assessment centers
The Classic Trio - Application forms

 Forms were once considered as a preliminary to employment

interviews and decisions
 May use both application form and CV
 Application forms have been extended to ask for much more
detailed information from candidates
 Bio data is also used and is most useful for filling large
number of posts
 Speed up shortlisting of candidates
 Electronic forms can speed up process and enable key word
searches
The Classic Trio - Telephone interviewing

 Used if speed is important or geographical distance is an

issue
 Best used as part of a structured selection procedure
 Can be used where telephone manner is critical (call center,
customer service)
 Difficult to identify non-verbal information
 Can concentrate on content as opposed to person
The Classic Trio - References

 Candidates provide the names of previous employers

or others with appropriate credentials and then
prospective employers request them to provide
information. There are two types:
 Factual check: it’s a confirmation of facts that the
candidate has presented.
 Character reference: prospective employer asks for
an opinion about the candidate before the interview
so that this information can be used in decision-
making.
Advanced methods of selection
Testing

 Testing is controversial
 Those in favor of testing point to the unreliability
of the interview as the only predictor of
performance
 Those against testing mainly dislike the objectivity
of the tests.
 Heavily used and can give credibility to selection
decisions
 Can assure accuracy and objectivity of test data
Types of tests for occupational use
 Aptitude tests: tests people’s ability to develop in either specific or general
term. Could be taken to tell a person what kind of career they could be
good at.
 General intelligence tests: are designed to give an indication of overall
mental capacity.
 Special aptitude tests: they are special tests that measure specific abilities
or aptitudes, such as numerical ability, etc..
 Trainability tests: used to test a person’s ability to be trained, usually for
craft-like work.
 Attainment tests: measure skills that have already been acquired, such as
typing test, or MS excel test.
 Personality tests: it’s dangerous to assume that there is a standard profile
of the ‘ideal employee’ or the ideal personality for a job.
Group Selection Methods

 Candidates’ ability to:

 Get on with others
 Influence others and how they do this
 Express themselves verbally
 Think clearly and logically
 Argue from past experience
 Apply themselves to new problems
 Identify the type of role they play in group
situations
Assessment Centers
 Incorporate multiple selection techniques
 Group selection techniques form a major element
 Make use of work simulation exercises
 Used to assess a group of applicants using a set of competencies
required for the post
 Assessment centers require a lengthy design process
 One of the most effective ways of selecting candidates (Suff
2005)