HUMAN RESOURCE MANAGEMENT

RECRUITMENT
AND
SELECTION
HUMAN RESOURCE MANAGEMENT (HRM)

Human Resource Management includes all activities

used to attract & retain employees and to ensure they
perform at a high level in meeting organizational goals.

These activities are made up of

1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.
 HRM Components

1. Recruitment: develop a pool of qualified applicants.

- Selection: determine relative qualifications & potential for a job.
2. Training & Development: ongoing process to develop worker’s
abilities and skills.
3. Performance appraisal & feedback: provides information about
how to train, motivate, and reward workers.
- Managers can evaluate and then give feedback to enhance
worker performance.
4. Pay and Benefits: high performing employees should be rewarded
with raises and bonuses.
- Benefits, such as health insurance, reward membership in firm.
5. Labor relations: managers need an effective relationship with labor
unions that represent workers.
Unions help establish pay, and working conditions.
 HUMAN RESOURCE MANAGEMENT

BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 Human Resource Planning
HR Planning includes all activities managers do to forecast current and
future HR needs.
Must be done prior to recruitment and selection
Demand forecasts made by managers estimate the number &
qualifications the firm will need.
Supply forecasts estimate the availability and qualifications of current
workers and those in the labor market.

Job analysis determines the tasks,

duties and responsibilities of the job.
A job analysis should be
done for each job in the
organization.
 RECRUITMENT

Recruitment is the process of generating a pool

of qualified candidates for a particular job.

1
Recruitment
Attract the Qualified Applicants.
Goals

2
Encourage Unqualified Applicants to self-
select themselves out.
 PURPOSE AND IMPORTANCE OF RECRUITMENT IN AN
ORGANIZATION

It determines the current and future job requirement.

It increases the pool of job at the minimal cost.
It helps in increasing the success rate of selecting the right candidates.
It helps in reducing the probability of short term employments.
It meets the organization’s social and legal obligations with regards to the work force.
It helps in increasing organizational effectives for a short and long term.
It helps in evaluating the effectiveness of the various recruitment techniques.
It attracts and encourages the applicants to apply for the vacancies in an organization.
It determines the present futures requirements of the organization and plan according.
It links the potential employees with the employers.
It helps in increasing the success ratio of the selection process of prospective
candidates.
RECRUITMENT IS A TWO WAY STREET

Organization is Applicants are

looking for a looking for the
qualified RECRUITMENT potential
applicants emplacement
opportunities
 Factors Affecting Recruitment

Internal Factors
Organizations have control over the internal factors that affect their
recruitment functions. The internal factors are:
 Size of organization
 Recruiting policy
 Image of organization
 Image of job
External Factors
External factors are those that cannot be controlled by an organization.
The external factors that affect the recruitment process include the following:
 Demographic factors
 Labor market
 Unemployment rate
 Labor laws
 Legal considerations
 Competitors
 Internal Factors Affecting Recruitment
Size of Organization: The size of the organization is one of the most important
factors affecting the recruitment process. To expand the business, recruitment planning
is mandatory for hiring more resources, which will be handling the future operations.
Recruiting Policy: Recruitment policy of an organization, i.e., hiring from internal or
external sources of organization is also a factor, which affects the recruitment process.
It specifies the objectives of the recruitment and provides a framework for
the implementation of recruitment programs.
Image of Organization: Organizations having a good positive image in the market
can easily attract competent resources. Maintaining good public relations, providing
Public services, etc., definitely helps an organization in enhancing its reputation in
the market, and thereby attract the best possible resources.
Image of Job: Just like the image of organization, the image of a job plays a critical
role in recruitment. Jobs having a positive image in terms of better remuneration,
promotions, recognition, good work environment with career development
opportunities are considered to be the characteristics to attract qualified candidates.
 External Factors Affecting Recruitment
Demographic factors: Demographic factors are related to the attributes of
potential employees such as their age, religion, literacy level, gender, occupation,
economic status, etc.
Labor market: Labor market controls the demand and supply of labor. For example,
if the supply of people having a specific skill is less than the demand, then the
hiring will need more efforts. On the other hand, if the demand is less than the supply,
the hiring will be relative easier.
Unemployment rate: If the unemployment rate is high in a specific area, hiring of
resources will be simple and easier, as the number of applicants is very high.
In contrast, if the unemployment rate is low, then recruiting tends to be very difficult
due to less number of resources.
Labor laws: Labor laws reflect the social and political environment of a market,
which are created by the central and state governments. These laws dictate the
compensation, working environment, safety and health regulations, etc., for
different types of employments. As the government changes, the laws too change.
 External Factors Affecting Recruitment

Legal considerations: Job reservations for different castes such as STs, SCs, OBCs
are best examples of legal considerations. These considerations, passed by government,
will have a positive or negative impact on the recruitment policies of the organizations.

Competitors: When organizations in the same industry are competing for the best
qualified resources, there is a need to analyze the competition and offer the resources
packages that are best in terms of industry standards.
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Vacant or New position occurs Receive Education and choose

Occupation

Generate candidate pool via internal

or external recruitment methods Acquire Employment Experience

Evaluate Candidates via Selection Search for Job Openings

process
Apply for jobs
Impress Candidates
Impress Company during Selection
process
Make Offer
Evaluate Jobs and Companies

Accept or Reject Job Offers

STRATEGIC RECRUITING DECISIONS

 How Many Employees Needed

HR  When Needed
PLANNING  KSAs Needed
DECISIONS
 Special Qualifications

STRATEGIC Where to Recruit: Internal/External

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

DECISIONS ON
RECRUITING Advertising Choices
METHODS  Recruiting Activities

Note: KSA stands for Knowledge, Skills, and Abilities

 STRATEGIC RECRUITING DECISIONS
FLEXIBLE STAFFING DESCRIPTIONS
Regular employment consists of continuous,
predictable, and scheduled employment of six
1. REGULAR EMPLOYMENT months' duration or 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
2. FULL-TIME OR PART-TIME consists of a 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,
CONTRACTORS security, and advertising/public relations.
An employer signs an agreement with an employee
4. PROFESSIONAL EMPLOYER leasing company, after which the existing staff is
ORGANIZATIONS AND hired by the leasing firm and leased back to the
company. For a fee, a small business owner turns his
EMPLOYEE LEASING
or her staff over to the leasing company, which then
writes the paychecks, pays 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
5. TEMPORARY WORKERS or use agencies supplying 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
6. SEASONAL EMPLOYEES
help during 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

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Database
SOURCES OF RECRUITMENT Cont . . .

INTERNAL SOURCES
ADVANTAGES DISADVANTAGES

 Morale of Promotee
 Better assessment of abilities  Possible morale problems of

 Lower cost for some jobs those not promoted

 Motivator for good performance  “Political” infighting for

 Causes a succession of promotions
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 DISADVANTAGES

New “blood” brings new  May not select someone who will
perspectives “fit” the job or organization
Cheaper and faster than training  May cause morale problems for

Professionals internal
No group of political supporters in  Longer “adjustment” or orientation
company time

May bring new industry insights

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)

100 Final Interviews

Final Interview/Offers
(Yield ratio = 2:1)

50 Offers
Offers/Hires
(Yield ratio = 2:1)

25 Hires
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

Experience and Past Performance

BASIC
SELECTION
CRITERIA Physical Characteristics

Personality Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Failed to complete job
application or failed job Passed
specification
Employment test
Failed Test
Passed
Passed Conditional job
Comprehensive interview
offer
Failed to impress
interviewer and / meet
job expectations
Background Examination
Problem if required
encountered
Passed
Reject Applicant
Medical/physical examination if
Unfit to do essential required (conditional job offer
elements of job Able to perform
essential elements
of job

Permanent job offer

 SELECTION METHODS
The Three most Common Methods
used are:

1. Testing

2. Gathering Information

3. Interviewing
 SELECTION METHODS Cont . . .
1. 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
Drug Test Sample
Test Test Testing
 SELECTION METHODS Cont . . .

1. Cognitive Ability 2. Physical Ability

Testing Testing

It measures the
learning, understanding, It assesses muscular
and ability to solve strength, and
problems. e.g. Intelligence TESTING coordination.
TYPES
Tests.

3. Personality Testing

It measures the patterns of

thought, emotion, and
behavior. e.g. Myers
Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

It is designed to assess
the likelihood that
applicants will be
dishonest or engage in
illegal activity.
Normally requires
applicants to provide
TESTING
required sample that is
TYPES
tested for illegal
substances.

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
Application address and phone number, education, work
experience, and special training.
Forms and
Résumés  At the professional-level, similar information
is generally presented in résumés.

Biographical  Historical events that have shaped a

Data person’s behavior and identity.

 Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
Checking about the applicant Issues with reference
checking
 SELECTION METHODS Cont . . .

3. 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
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
 SELECTION METHODS Cont . . .
1. Structured 2. Unstructured
Interviews Interviews

Uses a list of predetermined

questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer
to probe and pose different
•In which the •In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant applicant’s
would do in a
hypothetical behavior in past
situation situations.
SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
SELECTION METHODS Cont . . .

INTERVIEW QUESTION
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION FORM

 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

WATEEN
TELECOM
 SELECTION METHODS Cont . . .

FAUZ