RECRUITMENT

AND SELECTION

BY CLAUDIA ALVES
CHAPTER 4
 Recruitment and selection are complementary tasks that must be carefully
undertaken if they are contribute to
the achievement of the HRM objectives. Many of the difficulties encountered in the
management of human resource may
be traced to faulty recruitment and selection. This would not be so if only the one
assigned to perform those tasks is well?
versed with effective recruitment and selection.
WHAT IS RECRUITMENT
 Recruitment is the activity concerned with searching and attracting qualified applicants for positions that are
vacant or will be vacant.

Recruitment is concerned with filling-up positions from the topmost level to the lowest.

Recruitment is the logical step to follow after the approval of the HR plan. This will be done if the plan indicates a
OBJECTIVES
need to fill up certain positions in support of the HR strategy. Recruitment is also undertaken to provide replacements
for
those who were promoted, retired, transferred, and others.
 PREREQUISITES TO EFFECTIVE RECRUITMENT

For recruitment to be effective, some basic requirements must be in place. First, the
organization must have undertaken job analysis. Second, the various job description and job
specifications must have been completed.
 The extent and intensity of recruitment efforts vary from
organization to organization. Those efforts will depend
on various factors which are as follows:

1. Size of the organization;

2. Employment conditions in the community where th
organization is located;
3. The effectiveness of past recruitment efforts;
4. Working conditions, salary, and benefits packages
offered by the organization; and
5. The growth of the organization.
FACTORS AFFECTING
RECRUITMENT
 THE PROCESS OF RECRUITMENT
1. Preparation of the HR plan; 5. Internal sources are checked;
2. Keeping contract with recruitment sources 6. External sources are contacted;
inside and outside the organization;

3. Managers notifies HR department about a job

opening that needs to be filled;
4. The recruitment officer and the manager review the
job description and job specification of the job to be
filled
7. Candidates are selected; and
8. Evaluation of the effectiveness of the
recruitment efforts.
THE SOURCES OF RECRUITMENT
INTERNAL SOURCES

1. Present employees,
2. Friends of employees, and
3. Former employees.

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 OBJECTIVES
THE USE OF INTERNAL SOURCES OFFERS SOME
ADVANTAGES WHICH ARE AS FOLLOWS:
1. Internal applicants are already well known to the organization. Their
performance records are easily obtainable
from their units. If they are new in their jobs they can be observed over a
period of time and an evaluation of their
potentials and specific job behaviors can be made.
2. Internal recruitment provides added motivation to employees to do a
good job.
3. Internal applicants already know the organization and most probably also
the job vacancy. False expectations
about the organization and the job are eliminated.4. It is generally cheaper
and a faster means to fill vacancies.
INTERNAL RECRUITMENT HAS ALSO SOME ADVANTAGES.
THEY ARE THE FOLLOWING:
1. It may generate infighting among the rival candidates
for promotion.
2. The opportunity for broadening the organization’s
current ideas, knowledge, and enthusiasm is not
exercised. As
a result, inbreeding may begin to set in.
3. Internal recruitment may result to promoting persons
who are not yet ready.
4. An internal recruit will have to leave his position vacant.
This creates another recruitment concern for the
organization.
 External Sources
An organization cannot fully disregard
external recruitment. This is so because there
are some positions that must be filled by
external sources like entry-level and highly
specialized positions. In the army, for
instance, outside sources are used to fill the
lowest-rank positions. Lateral entries are also
allowed for highly specialized positions like
those of military surgeons.
1. New ideas and viewpoints are brought in
by the new recruits.
2. The creation of a new vacancy when an
existing vacancy is filled becomes
unnecessary.
3. The pressure to deploy prematurely
inexperienced personnel is minimized.
4. Fully trained outsiders may be taken to
reduce training and development costs.
5. The talent pool from outside sources is
much bigger than that of the internal
source.
6. Fully trained outsiders may be taken in
with in short notice.
External recruiting has also some disadvantages which are
as follows:
1. Attracting, contacting, and evaluating 2. Adjustment and orientation will be
potential employees are more difficult longer for outside recruits.
than when internal recruitment is
considered.

3. Recruitment from outside may cause

demoralization among existing
employees.
The external sources of recruitment consist of the following:

1. Advertising
2. Employment agencies
3. Campus Recruiting
4. Executive search firm
5. Professional
organizations
6. Walk-in applicants
7. Electronic recruiting
 Advertising.

The most popular means used in recruiting is through

advertising. Many employers post advertisements
for job opening in newspapers, magazines, televisions, radio,
and leaflets. These various forms of advertising media can
reach a wide audience in a short period of time. Their
disadvantage, however, is one of focus. The advertisements
are able to reach a general rather than a specific audience,
which could mean much of the advertising effort is wasted.
Radio and television can quickly put on air an advertising
message, but repeating the message several times is
important if it is to be made effective.
 Advertising.

Magazines are occasionally used in advertising for jobs. This

is due to its limited audience. Magazines may be effective if
the job openings jibe with the interest of their special
audiences. The most common form of advertisement used by
small firms, which have very limited advertising budget, is the
use of bills and leaflets. The printed messages are handed to
pedestrians or posted on walls located along pedestrian lanes.
 Employment Agencies.

These are organizations that assist job applicants in looking

for suitable employers. A certain fee is collected from either
the applicant or the employer. Employment agencies, which
may either be private or public, are useful in the recruitment
and screening of applicants.
 Employment Agencies.

Among the most common employment agencies are those

which assist applicants for jobs abroad. They are also active,
however, in assisting local employers in the recruitment of
personnel. Some of them even advertise their activities in local
newspapers
 Campus Recruiting.

The more progressive organizations send representatives to

recruit promising talents inside the school campuses. Advance
notices are usually posted in the school's bulletin boards. On
the date previously scheduled, an HRD personnel of the
recruiting organization entertain queries about job openings.
The usual targets are graduating students. Those with
potentials are subjected to preliminary interviews.
EXECUTIVE
SEARCH FIRMS
CHAPTER 4
What is Executive Search Firms?

There are firms that specialize in the recruitment of executives.

For a fee, this firms offer their services to any interested party.
These firms invites applicants, make preliminary interviews,
and submit a short list to the requesting organization for final
decision.
PROFESSIONAL
ORGANIZATIONS
One of the potential sources of qualified recruits are
professional organizations. Their importance is realized when
the position vacant must be filled by a hard-to-find
professional. Professional organizations usually maintain
listings of their members which can be useful to the recruiter.
 WALK-IN
APPLICANTS
There are times when jobseekers casually enter offices to
inquire on the availability of jobs. The information they
provide can be a source of potential recruits. If a sufficient
number of qualified applicants are listed, they are
contacted, and preliminary interviews may be scheduled.
ELECTRONIC
RECRUITMENT
Some organizations are now using the internet to recruit
qualified applicants. Many of these applicants were
eventually hired. The internet is an inexpensive way of
attracting applicants from a wide area, geographically or
otherwise, transcending even national boundaries.
WHAT IS
SELECTION?
In recruiting, qualified applicants are determined so that the
best among them may be chosen to fill the vacancy. It is to the
best interest of the organization to hire the one best fitted to
the vacant position. As, such there is a need to perform the
vital task of selection.
BENEFITS OF PROPER
SELECTION
Organizations differ in the manner of selecting job
applicants. Some require only the filling-up of application
forms and a brief interview. Some organizations, however,
use more elaborate selection methods. In any case, proper
selection is necessary if the organization is to be efficient and
maintain its competitive position.

The consequences of choosing the wrong candidates could be

expensive. A new recruit who does not fit well in his job
needs to be oriented and trained, assuming that he has the
ability to absorb orientation and training.
Effective selection, however, begins even before the job
applicant makes first contact with the prospective
employer. An advertisement that had been carelessly
prepare, for instance, may generate responses even from
those whose qualifications are remotely related to the
vacancy.
THE SELECTION
PROCESS
In selecting job applicants, several steps are involved.
The step is like hurdles making one step making a
pre-requisite to another. Some of the steps are
eliminated if they are too expensive to administer, and
if they do not help in determining the probability of
success of candidates.
In each step, a decision is made on whether or not to proceed
to the next step. A typical selection process contains the
following steps:

1. Initial screening
2. Completion of the application form
3. Employment tests
4. Comprehensive interview
5. Background investigation
6. Physical examination
7. Final job offer
Initial Screening

The formal selection process begins with initial screening whereby

inquiries about a job are screened. When confronted with a
number of applicants, the following factors may be sufficient to
eliminate some of them:

1. Inadequate or inappropriate experience

2. Inadequate or inappropriate education
3. Low salary offered for the job
4. Working conditions
COMPLETION OF THE APPLICATION FORM

* The information that will be gathered can used

on further interest of the company. This must be
accomplished before heading to the next type of
process in the company.

* Provides the company with a profile of the job

applicant. Wherein all the information must be valid
and not falsified, once it is caught you will
automatically not accepted.
 EMPLOYMENT TEST

- Used to determine the ability of the applicant to perform an

assigned job.

This are the various test;

APTITUDE TEST
PSYCHOMOTOR TEST
JOB KNOWLEDGE TEST
PROFICIENCY TEST
INTEREST TEST
PERSONALITY TEST
1. APTITUDE TEST

- Use to measure applicants capacity or potential to learn and

perform a job.

It could be classified as:

* Verbal Ability Test- Measuring people’s ability to use words on

thinking, planning and communicating. Even on grammar and simple
English terms.
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https://byjus.com/govt-exams/verbal-ability/
• Numerical Ability Test- used to assess a candidate’s ability to handle and interpret
numerical data. It could be a fundamental mathematical equation.

• Perceptual Speed Test- Measure the ability to focus attention and quickly process
information. Can recognize similarities and differences of something.

• Spatial Test- spatial awareness/ability, are used to assess a candidate’s capacity to

visualize movements and change in shapes.

• Reasoning Test- used measure a candidate’s problem solving ability.

They assess the ability to come to conclusions based on facts in logics.

https://www.assessmentday.co.uk/aptitudetests_numerical.htm
https://www.degarmo.com/perceptual-speed-and-accuracy-are-more-useful-than-you-know
https://www.assessmentday.co.uk/spatial-reasoning.htm
https://www.assessmentday.co.uk/aptitudetests_logical.htm
2. PSYCHOMOTOR TESTS –It may be measured by accuracy or speed
(reaction time). Mostly on construction and factory sites, using fingers
dexterity strength and speed arm movement.

3. JOB KNOWLEDGE TESTS- Referred to as achievement or mastery tests,

typically consist of questions designed to assess technical or professional
expertise in specific knowledge areas. It evaluates what a person knows at
the time of taking the test.

4. PROFICIENCY TESTS- Determines the performance of the applicant.

Theses are used to measure how they perform a portion (or sample) of the
job.
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COMPREHENSIVE INTERVIEW – After passing the employment test, the
applicant is subject to comprehensive interview, depending on the vacant job. The
interviewer could be one of the; Senior Manager, HRM and Professional Supervisors.

THE QUESTIONS COULD BE LIKE THIS:

* STRUCTURED INTERVIEW- Planned in advance and asked to each candidate in

the same order.

* SEMI-STRUCTURED INTERVIEW- Interviewers do some planning but also

allows flexibility in asking questions.

*UNSTRUCTURED INTERVIEW- Where questions are like impromptu, the queries

are into experiences, attitudes, and future plans.
BACKGROUND INVESTIGATION – After comprehensive interview. All the
information is based on your previous experiences on jobs and especially your
credentials must be accurate and valid. Most of the requirements needed are; Police
Clearance, NBI Clearance to prove that you are free from any crimes and your record is
clear.

PHYSICAL EXAMINATION – The last step before the job offer. Depending on the
job you are going to take.

Ex. A pilot, requires to have 20/20 vision, but in some field of profession it is not
required. With the help of other physician to assist and test if you are fit in job.
THE JOB OFFER- After the selected applicants have
successfully hurdled the preceding steps. A decision must be made
by the manager who is requisitioned the personnel. Informing the
applicant about the job offer, however it rests with the HR
department.

SELECTING MANAGERS- Somehow the Managers position is

vacant. In this case, the vacancy must be filled through outside
recruitment or by promotion.
ASSESSMENT CENTERS- In this field, raters evaluate who could fit on the
managerial position. They are going to assess and pin point who is ready to the job.

The center employs Multiple Selection Method like;

* Role playing
*Pencil and Paper Test
*Leaderless Group Discussion
*Peer Evaluation

PANEL INTERVIEWS- The objective is to produce a description of the past

behavior of the candidates in situations that are similar to the proposed management
position. Checking and sorting every details that could help on choosing the best
applicants.
SUMMARY ABOUT RECRUITMENT
AND SELECTION