Recruitment and selection

Introduction
• Recruiting
— Once an organization identifies its
human resource needs through
employment planning, it can begin the
process of recruiting potential candidates
for actual or anticipated organizational
vacancies.
Selection — the process by which an
organization chooses from a list of
applicants the person or persons who best
meet the selection criteria for the position
available, considering current
environmental conditions
 Introduction

• Recruiting brings together

those with jobs to fill
and those seeking jobs.
 Steps in the Selection Process

4.
Background
and Reference
Checks
 The Selection rocess

Initial Screening
—Involves screening of
inquiries and
screening
interviews.
—Job description information
is shared along with a
salary range.
 The Selection Process
Employment Interview
Interviews involve a face-to-face meeting with the
candidate to probe areas not addressed by the
application form or tests
• Two strategies for effective use of interviews:
1. Structuring the interview to be reliable and
valid
2. Training managers on best interview
techniques
 The Selection Process
Employment Tests
• Estimates say 60% of all organizations
use some type of employment tests.
— Performance simulation tests:
requires the applicant to engage in specific
job behaviors necessary for doing the job
successfully.
—Work sampling: Job analysis is
used to develop a
miniature replica of the job on which an
applicant demonstrates his/her skills.
 The Selection
Process
Employment Tests
• Mechanism that attempts to
measure certain characteristics of
individuals, e.g.,
—aptitudes
—intelligence
—personality
• Should be validated before being
used to make hiring decisions
 The Selection Process

Physical Examinations
• Should be required only after a
conditional offer of employment
has been made
 The Selection Process

Realistic Job Preview

—RJP's present unfavorable as well as
favorable information about the job to
applicants.
—May include brochures, films, tours, work
sampling, or verbal statements that
realistically portray the job.
—RJP's reduce turnover without lowering
acceptance rates.
 The Selection Process
Employment Tests
—Assessment centers: A series of
tests and exercises, including
individual and group simulation tests,
is used to assess managerial potential
or other complex sets of skills.
—Testing in a global arena:
Selection
practices must be adapted to culture
and regulations of host country.
 The Selection
Process
Background Investigation
• Do not always provide an
organization with meaningful
information about applicants
• Concerns over the legality of asking
for and providing confidential
information about applicants
 The Selection Process
Background Investigation:
• Verify information from the application
form
• Typical information verified includes:
— former employers
—previous job performance ”
—education
—legal status to work , '
—credit references
—criminal records *
Selection Criteria

Experience and
Past Performance
 Recruiting Sources
External searches
• Schools, colleges, and
universities:
—May provide entry-level or
experienced workers
through their placement
services.
—May also help companies
establish cooperative
education
assignments and
 The Selection process

Types of Interviews:
• Unstructured interview
• Structured interview
• Behavioral Interviews
—Candidates are observed not only for what
they say, but how they behave.
—Role playing is often used.
• Stress Interviews.
 Recruiting Sources
Recruitment alternatives
• Temporary help services.
—Temporary employees help organizations meet
short-term fluctuations in HRM needs.
—Older workers can also provide high
quality temporary 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.
 Recruiting Sources
• Sources should match the position
to be filled.
• Sources:
—Internal Searches
—Employee Referrals/
Recommendations
—External Searches
—Alternatives
 Recruiting Sources

Employee
referrals/recommendations
• Disadvantages include:
— the possibility of
friendship being confused
with job performance
 Recruiting Sources
Employee referrals/recommendations
• Current employees can be asked to recommend
recruits.
• Advantages ”include:
—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, to be more likely to accept
an offer and to have a higher survival
rate.
 Recruiting Sources

The internal search

• Advantages of promoting from within include
—morale building
—encouragement of ambitious employ
—availability of information on existing employee
performance
—cost-savings
—internal candidates' knowledge of the organization
 Recruiting Sources
External 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).
• Two factors influence the response
rate:
—identification of the organization
—labor market conditions
 Recruiting Sources
The 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 referr
 Recruiting Sources

The internal search

• Disadvantages include:
—possible inferiority of internal candidates
—infighting and morale problems
 Recruiting Sources
External searches
• 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.
 Recruiti
Goals
• To provide information that will
attract a significant pool of qualified
candidates and discourage unqualified
ones from applying.
 Recruiting
oals
• Factors that affect recruiting
efforts
—Organizational size
—Employment conditions in the
area
—Working conditions, salary and
benefits offered
—Organizational growth or
decline
 Recruiting
oals
• Constraints on recruiting efforts
include:
—Organization image
—Job attractiveness
—Internal organizational policies
—Recruiting costs
 Val ity of Selection Criteria
• Validity - addresses the questions
of:
—What a selection tool measures
—How well it has measured it
• It is not sufficient for a selection tool
to be reliable
• The selection tool must also be valid
Relia of Selection
I Criteria
• Reliability how stable or
repeatable a measurement is
over a variety of testing
conditions.
 Internal Environmental Factors
Influencing Selection

• Organization characteristics that can

influence the selection process:
— Size
Complexity
Technological
ability
 External Environmental
Factors Influencing
Selection
• Government employment laws and
regulations
• Size, composition, and
availability of
local labor markets
 Recruiting: A Global Perspective

• For some positions, the whole world is

a relevant labor market.
• Parent (Home) country nationals are
recruited when an organization is
searching for someone with
extensive
company experience to launch a very
technical product in a country whe
has never sold before.
 Recruiting: A Global
Perspective
• Host-country nationals (HCNs) are
targeted as recruits when
companies want each foreign
subsidiary to have its own
distinct national identity.

• HCN's minimize potential problems

with language, family adjustment
and hostile political environments.
 Summary
• Putting more money into selection can
significantly reduce the amount of
money it must spend on training

• A selection system will make

some mistakes
— No guarantee of successful job
performance