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The process of finding and attracting job candidates

who are qualified to fill job vacancies.

According to EDWIN B FLIPPO, "Recruitment is

the process of searching for prospective employees
and stimulating and encouraging them to apply for
jobs in an organization.

Purpose and Importance of Recruitment

 Generate a large pool of candidates.

 Help increase the success rate of selection process by reducing the
number of visibly under qualified or overqualified job applicants.
 Meet the organization's legal and social obligations regarding the
compositions of its workforce.

Factors Governing Recruitment

 Image of the organization
 Attractiveness and nature of the job
 Internal policies
 Government requirements
 The recruiting budget

Recruitment Process

1. Identify vacancy

2. Prepare job description

and person

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview
and decision making

Sources of Recruitment

 Sources should match the position to be filled.

 The Internet is providing many new opportunities to

recruit and causing companies to revisit past recruiting

 Sources:
 Internal Searches
 Employee Referrals/
 External Searches
 Alternatives
Recruiting Sources

1. Internal Search
2. Employee Referrals/Recommendations

3. External Searches
•Advertisement 4. Alternatives
•Employment Agencies •Temporary help services
•School, Colleges •Independent contractors
•Internet Recruiting

Creative Recruitment Campaigns & Strategies

IKEA- Australia
Oye Happy
 Silicon valley billboard presented a mathematical puzzle to
onlookers, directing anyone clever enough to solve it to
Red5’s iPod incentive
- online videogame maker 
 The 20-member staff at Red5 assembled a list of 250 top
game developers and spent four months learning
everything they could about each.
 Each of the 100 “dream hires” received an iPod with
personalized engraving and artistic packaging.
Gyro International
Employer Branding as a Strategy for Recruitment

Employer Branding: is the process of creating a

desirable image in the minds of the potential
It is the image an organization has in the minds of its
current employees and key stakeholders in the
external market (active and passive candidates,
clients, customers etc)
It is a collection of ideas and beliefs that potential
employee have about the organization.
Employer brand always have an “EVP” ( Employee
Value Proposition):
1. Rational Benefits: Benefits that appeal to the rational
mind. Like compensation, career development etc.
2. Emotive Benefits: More of an emotional values add.
Eg: “I feel good about working here”
1. Netflix : Game changing parental leave policy
Barclays Video
Recruitment at Yes Bank

 Incorporated in 2003.
 Wanted to be known as a knowledge –driven bank and
differentiated itself in the market with its service
orientation, technology and HR
 Employer Branding- Bank believes that its employees need
to live the brand promise to convey the same to its

Customer External Value Talent

Market Brand Proposi Market
Employee Value Proposition : Initiative “Yes
Entrepreneurship in Action”



Sourcing: The bank concentrated largely on lateral
recruitment. Uses External and Internal sources of
Internal Source: Well established referral
programme, lateral recruitment.

External Source: For senior level recruitment – use

service of Korn and Ferry International. For other
positions uses ABC Consultants. 50% recruitment is
 Why evaluate the  Criteria’s on which to
recruitment process? evaluate Recruitment

 Is it attracting the required  The number of applicants and

number of applicants? the successful placement
 Are our sources appropriate?
 Is potential staff being targeted  The cost involved
through the recruitment
process?  The time taken
 How cost effective the process
 Suitability of the candidates for
 How efficient the overall
the selection process.
process is?

 Case Application:

Susan Chapman is southern regional manager of Lucky

Food Stores, a chain of supermarkets in the western United
states. Five districts supervisors report to her. Each of these
district supervisors, in turn, oversees the activities of eight
to twelve stores.
One spring morning as Susan was going over her morning
reports, her secretary buzzed her on the intercom. ”Ms.
Chapman, did you see the business section in this morning’s
paper?” No, why?

Susan answered. ”Well, it says here that Chunk bailey has
accepted the position of Arizona regional manager for
Safeway.” Leaping to her feet, Susan quickly went to see the
write-up for herself. Susan’s concern was not unwarranted.
Chunk bailey was one of her district supervisors.

He had been with Lucky for four years in his current job.
Lucky had hired him away from Alpha Beta markets, where
he had been a store manager. Susan felt hurt that she had to
learn of Chunk’s departure through the newspaper, but she
knew she would soon get over that. What was more relevant
was that Chunk was a very effective supervisor—his district
consistently outperformed the other four. And where was
she going to find a competent replacement

Several days passed. Susan talked with Chunk and sincerely wished
him well in his new job. She also discussed with him the problem of
finding a replacement. Her final decision was to transfer one of the
supervisors from a smaller district in her region into Chunk’s district,
and to begin an immediate search for someone to fill the smaller
district’s supervisor vacancy.
Susan went to her files and pulled out the job description for a district
supervisor’s position no job specification was available). It described
the job’s duties: ensuring that corporate standards of cleanliness,
service, and product quality are maintained; supervising store
managers and evaluating their performance; preparing monthly,
quarterly, and annual revenue and expense forecasts for the

district; making cost savings suggestions to head office
and/or store managers; coordinating buying; negotiating
cooperative advertising programs with suppliers; and
participating in union negotiations.

 What recruitment sources do you think Susan
should pursue? Why?


 Selection is the process of picking individuals( out of the

pool of job applicants) with requisite qualifications &
competence to fill jobs in the organization

 Selection is the process of differentiating between

applicants in order to identify & hire those with a greater
likelihood of success in a job.

 Selection of the right applicant, for the right job & at the
right time is an important aspect of recruitment &
selection procedure in every organization


 Recruitment & selection  are the crucial steps of the HR process, but
there is a fine distinction between the two steps

 Recruitment refer to the process of identifying & encouraging

prospective employees to apply for the jobs…
 Recruitment is positive in its approach as it seeks to attract as many
candidates as possible

where as
 Selection is concerned with picking up right candidates from the pool of
job applicants
 Selection on the other hand is negative in its application as it seeks to
eliminate as many unqualified applicants as possible.

Difference Between Recruitment and Selection

Recruitment Selection
 The process of recruitment  The process of selection
commenced from the time ends once the offer letter is
the manpower request is given to the candidate.
raised.  Series of screening steps
 It is a process of sourcing which helps in elimination
and searching candidates of candidates who may not
be suitable and thereby
to suit a particular role.
short-listing the suitable
 The objective is to create a
talent pool of candidates  The objective of selection is
to select the right candidate.
The Selection Process
initial screening
Failed to meet minimum qualifications

completed application
Failed to complete application or
Passed failed job specifications

employment test
Failed test
conditional comprehensive interview
job offer Passed Failed to impress interviewer and/or
meet job expectations

background examination
if required Problems encountered

job offer medical/physical examination
(conditional job offer made) reject applicant
Unfit to do essential
elements of job

Able to perform essential

elements of the job
Selection Methods

Application forms and




Physical examination

Application Forms and Resumes

 Application forms and/or resumes are usually the first

sources of information about a potential employee.
 Applications and resumes usually record the applicant’s
desired position and job-related qualifications and
 Both serve as prescreening devices to help determine
whether an applicant meets the minimum requirements of a
 Both also allow for preliminary comparisons with the
credentials of other candidates.

Selection Testing: Ability Tests

Cognitive Ability Tests

 Measure an individual’s thinking, memory, reasoning, and
verbal and mathematical abilities.
Physical Ability Tests
 Measure an individual’s strength, endurance, and muscular
Psychomotor Tests
 Measure an individual’s dexterity, hand-eye coordination, arm-
hand steadiness, and other factors.
Work Sample Tests
 Require an applicant to perform a simulated task.
Situational Judgment Tests
 Measure a person’s judgment in work settings.
Assessment Centers
 A series of evaluation exercises and tests used for the selection
and development of managerial personnel.
 Multiple raters assess participants in multiple exercises and
problems that are job content-related to the jobs for which the
individuals are being screened.
Other Tests

Personality Tests
 Myers-Briggs Type Indicator (MBTI)
 16 Personality Factors and others
Personality or Personal Tests

 Judge whether a person “fits” into the organization.

 To measure a prospective employee’s motivation to function in a

particular working environment

 The goal is to hire people who already have characteristics and

attitudes that are line with the core values of the organization
and it’s culture.

 It is assumed that it is easier to teach a person the details of a job

than it is to teach him or her to change deeply his attitudes or
change personality characteristics.
Physical Examinations

 A physical exam is intended to ensure that a person is

physically able to carry out certain job requirements.
 A physical exam can also be used to enroll employees in
fringe benefits such as health, life, or disability
 Drug tests, while controversial, are used by many
companies for both hiring and for continued

Structured Interviews

Structured Interview
 Uses a set of standardized questions asked of all job
 Useful for initial screening and comparisons
 Obtains consistent information needed for selection decision
 Is more reliable and valid than other interview formats
 Meets human rights guidelines for the selection process
Structured Interviews

Biographical Interview
 Focuses on a chronological exploration of the candidate’s past
Behavioural Interview
 Applicants are asked to give specific examples of how they have
performed a certain task or handled a problem in the past.
 Helps discover applicant’s suitability for current jobs based on
past behaviours.
 Assumes that applicants have had experience related to the
Structured Interviews

Situational Interview
 Applicants are asked how they would respond to a specific
job situation related to the content of the job they are
Less Structured Interviews

Nondirective Interview
 Applicants are queried using questions that are developed
from the answers to previous questions.
 Possibility of not obtaining needed information.
 Information obtained may not be not job-related or
comparable to that obtained from other applicants.
Stress Interviews
 An interview designed to create anxiety and put pressure on
an applicant to see how the person responds.
Questions Commonly Used
in Selection Interviews