RECRUITMENT

Introduction
- Through employment planning, an organization identifies human resource needs
- An organization must acquire the people necessary to achieve its goals.
Recruiting - is the process of discovering potential candidates for actual or anticipated
organizational vacancies
Recruiters - essentially promote the organization to prospective applicants.
recruiters need to know the best places to recruit qualified candidates
Recruiting Goals
To provide information that will attract a significant pool of qualified candidates
To discourage unqualified ones from applying
Factors that affect recruiting efforts:
Organizational size
Employment conditions
Working conditions
Organizational growth or decline
Constraints on Recruiting Efforts
Constraints - Factors that can limit recruiting outcomes
Organizations image
o A poor image may limit its attraction to applicants, while excellent salaries and
outstanding benefits may attract potential employees.
Job attractiveness
o If the position to be filled is difficult, distasteful, or unattractive, recruiting a large
and qualified pool of applicants will be difficult.
Internal organizational policies
o Internal policies of the enterprise may also act as a constraint on recruitment of new
persons. A policy of filling up higher positions from outside can discourage
competent persons to apply in such an enterprise (because of lack of promotion
avenues)
Government influence
o Government policy may also require selecting a candidate from the list provided by
the government employment exchange. Such kind policies restrict the management
from recruiting by their choice.
o For example, an employer can no longer seek out preferred individuals based on
nonjob-related factors such as physical appearance, sex, or religious background.
Recruiting costs
o Sometimes budget restrictions put a time limit on searches. Accordingly, when an
organization considers various recruiting sources, it considers effectiveness, such
as maximizing its recruiting travel budget by first interviewing employees using
conference calls or through videoconferencing.
 Recruitment Sources

A. Internal Search
Advantages:
Promotes good public relations Less costly than going outside to recruit
Builds morale Helps with recruiting entry level workers
Encourages individuals who are qualified Reduced orientation and training costs
and ambitious Can act as training device for developing
Improves the probability of a good middle and top-level manager
selection

Disadvantages:
Can create problem if organization uses Decrease morale level of those not
less-qualified internal candidates selected
May generate infighting among rival May not promote diversity of people and
candidates for promotion ideas

Employee Referrals and Recommendation

- One of the better sources for individuals who will perform effectively on the job
- Recommendation from a current employee regarding a job applicant

Advantages:
More accurate information about their Excellent means of locating potential
potential jobs employees in hard-to-fill positions

Disadvantages
Recommenders may confuse friendship Minimize organizations desire to add
with job performance competence diversity to the workplace
May lead to nepotism-hiring individuals
related to persons already employed by the
organization

B. External Searches
1. Advertisement
Variables that influence response rate:
Identification of organization
Labor market condition
Degree to which the ad includes specific requirements
Blind-Box Ad- an advertisement that does not identify the advertising organization
 2. Employment Agencies- assist in matching employees seeking work with employers
seeking workers
Public and State Agencies-states provide public employment services
Private Agencies-collect fees from employers or employees for their matching services
Management Consulting Firms-executive recruiters headhunters specializes in
middle- and top-level executive placement, as well as hard to fill positions
Executive Search Firms-canvass their employees contract and do preliminary
screening; specializes in middle- and top-management placements
3. Schools, Colleges, and Universities- offer opportunities for recruiting recent graduates; can
be a good source of part-time and entry level employees
Job Fairs- events attended by employer representatives or recruiters with the goal of
reaching qualified candidates
4. Professional Organizations- operate placement services for the benefit of their members
5. Unsolicited Applicants-whether they reach the employer by letter, email, online
application, telephone, or in person, constitute a source of prospective applicants
6. Online Recruiting- process of using the Internet to actively seek out and recruit talented
candidates for an organization
- posting available positions on job boards
- reviewing candidate profiles on websites
- can be done through a company website

Recruitment Alternatives
1. Temporary Help Services
- Overtime
- Temporary Employees- are those who are hired for a specific time period until the task
gets accomplished
- Older Workers

2. Employee Leasing- company pays a fee to the leasing firm or the consultancy that handles
employee benefits, payroll, and all other HR functions on behalf of the client company
Leased Employee-Individuals hired by one firm and sent to work in another for a specific
time
3. Independent Contractors- referred to as consultants
- a certain portion of the work is delegated to other specialized
individual to meet a surge in the demand for goods and services

Global Recruitment
Host-country National (HCN)-Citizen of the host country hired by an organization based in
another country
Expatriates-Individual who lives and works in a country of which he or she is not a citizen
 SELECTION PROCESS
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organization. The selection activities usually
follow a standard pattern which consists of eight steps:
1. Initial Interview
2. Completion of Job Application Forms
3. Pre-employment Test
4. Comprehensive Interview
5. Conditional Job Offer
6. Background Investigation
7. Physical and Medical Examination
8. Job Offer

Initial Screening
A screening interview is a type of job interview that is conducted to determine if the applicant has
the qualifications needed to do the job for which the company is hiring.
Brief review of background
List of short questions to test if an applicant is viable for the position
example:
Tell me about yourself.
Do you have any work experience?
Are you willing to be relocated?

Completion of Application Form

An application Form is a form that an applicant must fill out when seeking employment in a firm
and generally contains basic information such as name, number, e-mail address and open-ended
questions (e.g. Why should we consider you for this job)
Pre-employment Testing
Performance simulation tests conducted to observe the candidate perform the actual job in a
controlled environment. There are two types of simulation tests known as work sample test and
assessment centers.
Work samples are used where the job is monotonous and routine. These jobs are well defined and
can be matched with the performance output of the candidate. Work sample technique is used to
hire skilled labor such as electricians, welders, machine workers and so on.
Assessment centers however are used to evaluate candidates for a managerial position. Potential
candidates are put through a series of jobs and challenges that they could face while being
observed a trained psychologist and/or line managers. Candidates are put through various exercises
such as interviews, group discussions or business games each involving decision making
situations.
Job Interview
 It can be one-on one encounter between interviewer and applicant (Traditional interview)
or involve several individuals who interview an applicant at once (Panel interview)
Conditional Job Offer
A conditional job offer is made if the applicant passed the previous steps of selection so far
but still need to undergo the next processes to be qualified for the job.
Background Investigations
Background investigation is done to check the applicants past employment, personal
reputation, police record, etc.
To verify information
To uncover damaging information

Medical/Physical Examination
Medical or physical examinations are needed to test if the applicant is fit for the job.
Sometimes the organization may ask the candidate to get them examined from the medical expert.
Job Offer
Individuals who performed in the job selection successfully is now eligible to receive the
employment offer. The offer is typically made by the HRM representative. But the actual hiring
decision should be made by the department manager where the job vacancy exists.
Selection for Self-Managed Teams
HRM having full responsibility for the selection process is not always the case.
Some companies are more team oriented, empowering their employees to take
responsibility for the day-to-day functions in their areas.
Thus, these employees may now work without direct supervision and take on the
administrative responsibilities once performed by their supervisor (ie. hiring their co-
workers)
This brings varied experiences and backgrounds; it better enables them to assess
applicants skills in their field of expertise; they focus their attention on the job duties
required and on the special skills and qualifications necessary for success.
Although a more objective evaluation may result, thats not to say that there are no
problems when self-managed work teams make hiring decisions. If these workers are
unfamiliar with proper interviewing techniques or the legal ramifications of their hiring
decisions, they too could experience many of the difficulties often associated with
interviews

Key Elements for Successful Predictors

HR is concerned with selection activities that can help predict which applicants will perform
satisfactorily on the job
Reliability- the ability of the selection tool to measure an attribute consistently
Validity- the proven relationship of a selection device to relevant criterion
 o Content validity- degree to which test content, as a sample, represents all situations
that could have been included, such as a typing test for a clerk typist
o Construct validity- degree to which a test measures a particular trait (usually abstract
in nature, such as the measure of intelligence, and are called constructs) related to
successful performance on the job; most difficult type of validity to prove because you
are dealing with abstract measures
o Criterion-related validity-degree to which a particular selection device accurately
predicts the important elements of work behavior, as in the relationship between a test
score and job performance; shows the relationship between some predictor (ie. test
score) and a criterion (production output or managerial effectiveness)
-To establish criterion-related validity, either of two approaches can be used:
predictive validity- uses test scores of applicants to compare with their future
job performance
concurrent validity- correlates test scores of current employees with measures
of their job performance
Cut scores- separate successful from unsuccessful performers; can be determined by
validity studies; applicants scoring below the cut score are predicted to be unsuccessful on
the job and are rejected

Selection from a Global Perspective

selection criteria for international assignments are broader in scope than those for
domestic selection
other than technical expertise and leadership ability, it requires greater attention to
personality and especially to flexibility in the design
individual must have an interest in working overseas and a talent for relating well to all
types of people
ability to relate to different cultures and environments, sensitivity to different
management styles, and a supportive family are often selection requirements
many corporations consider personal factors of maturity and age, as well as the family
situation factor, far more important in their international assignments than in domestic
placements.
many human resource managers believe that marital stability reduces a persons
likelihood of returning home early and in many countries enhances the individuals
social acceptability

Statistics

organizations know that some Middle Eastern countries will not grant working papers
to American women executives
Although women in Japan hold senior management positions in only 25 percent of
companies, women in the Philippines lead the world with senior management positions
in 97 percent of the companies.
According to a recent survey, over 80 percent of the companies in China, Malaysia,
 Brazil, Hong Kong, Thailand, and Taiwan have women in senior management positions
Thus, past reluctance to assign women to overseas positions where culture rather than
law once made them rare is vanishing, and American women are more often working in
Asia and Latin America. Not only may the candidates gender be considered, but also
the social acceptability of single parents, unmarried partners, and blended families.

Excelling at the Interview

Do some homework on the company
Get a good nights rest the night before
Dress appropriately
Arrive early for the interview
Use a firm handshake, maintain good eye contact, observe good posture
Take the opportunity to have practice interviews
Thank the interviewer in person, send a thank-you note

References:
http://www.mbaskool.com/business-concepts/human-resources-hr-terms/15689-performance-
simulation-test.html
https://www.slideshare.net/versitrian/selection-process-hrm
http://www.hrwale.com/recruitment/selection-method/
http://open.lib.umn.edu/humanresourcemanagement/chapter/5-1-the-selection-process/
https://hr.uoregon.edu/recruit/recruitment-and-selection/guidelines-recruitment-and-selection
http://www.yourarticlelibrary.com/recruitment/sources-of-recruitment-of-employees-internal-and-
external-sources-recruitment/25954/