HUMAN RESOURCE

MANAGEMENT

RECRUITMENT
AND
SELECTION

CHAPTER NO. 4
 HUMAN RESOURCE
MANAGEMENT
BUSINESS
OBJECTIVES

HR PLANNING
And
JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT

SELECTION
 RECRUITMENT

The Process of generating a pool of qualified candidates for

a particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-

select themselves out.
 Recruitment needs types
PLANNED
The needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in HR, which an organization
can predict by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
 RECRUITMENT IS A TWO
WAY STREET

Applicants are Looking

Organization is Looking
for the Potential
for a Qualified
RECRUITMENT Emplacement
Applicants
Opportunities
 RECRUITMENT PROCESS
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal

Acquire Employment Experience
or external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during Selection

Make Offer
process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 IMPORTANCE OF RECRUITMENT

• Attract and encourage more and more candidates to apply in the

organization.
• Create a talent pool of candidates to enable the selection of best
candidates for the organization.
• Recruitment is the process which links the employers with the
employees.
• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of selection process.

SOURCES OF RECRUITMENT

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
SOURCES OF RECRUITMENT

Job Posting &

Bidding

Promotions and
Transfers

INTERNAL Employee
SOURCES Referrals

Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .
INTERNAL SOURCES
ADVANTAGES
 Morale of Promotee
 Better assessment of abilities
 Lower cost for some jobs
 Motivator for good performance
 Causes a succession of
promotions
DISADVANTAGES
 Inbreeding
 Possible morale problems of
those not promoted
“Political” infighting for
promotions
 Need for management-
Development program
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Labor
Unions
EXTERNAL
SOURCES
Media Sources

Employment Agencies
 Sources of Outside Applicants

Other Sources of Outside Applicants

Employee
Walk-ins
referrals
Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

2 7 On Demand Recruiting Services (ODRS)

Advertising

3 Employment Agencies 8
College Recruiting

4 Temp Agencies and Alternative Staffing Referrals and Walk-ins

9

5 Offshoring/Outsourcing
 Recruiting via the Internet
•Advantages
 Cost-effective way to publicize job openings
 More applicants attracted over a longer period
 Immediate applicant responses
 Online prescreening of applicants
 Links to other job search sites
 Automation of applicant tracking and evaluation
•Disadvantages
 Exclusion of older and minority workers
 Unqualified applicants overload the system
 Personal information privacy concerns of applicants
Advertising for Outside Candidates
•The Media Choice
 Selection of the best medium depends on the positions
for which the firm is recruiting.
 Newspapers: local and specific labor markets
 Trade and professional journals: specialized
employees (Sales Management)
 Internet job sites: global labor markets
•Constructing (Writing) Effective Ads
 Create attention, interest, desire, and action (AIDA).
 Create a positive impression (image) of the firm.
College Recruiting
•On-campus recruiting
goals
 To determine if the
candidate is worthy of
further consideration
 To attract good candidates
•On-site visits (inviting
good candidates to the office or
plant)
 Invitation letters
 Assigned hosts
 Information packages
 Planned interviews
 Timely employment
offer
 Follow-up
•Internships
Employee Referrals and Walk-ins

• Employee Referrals
 Referring employees become stakeholders.
 Referral is a cost-effective recruitment program.
 Referral can speed up diversifying the workforce.
 Relying on referrals may be discriminatory.

• Walk-ins
 Seek employment through a personal direct approach to the
employer.
 Courteous treatment of any applicant is a good business practice.
SOURCES OF RECRUITMENT Cont . . .
EXTERNAL SOURCES
ADVANTAGES
 New “blood” brings new
perspectives
 Cheaper and faster than training
 Professionals
 No group of political supporters in
Organization already
 May bring new industry insights
DISADVANTAGES
 May not select someone who will
“fit” the job or organization
 May cause morale problems for
internal candidates not selected
 Longer “adjustment” or orientation
time
SELECTION

Or
 Selection
The process of choosing individuals who
have relevant qualifications to fill existing
or projected job openings.
 Differentiation between recruitment and selection
Recruitment Selection
 It the process of searching the  It Involves the series of steps by

candidates for employment and which the candidates are screened for

stimulating them to apply for jobs choosing the most suitable persons for

in the organization. vacant posts.

 The basic purpose of recruitments  The basic purpose of selection process

is to create a talent pool of is to choose the right candidate to fill

candidates to enable the selection the various positions in the

of best candidates for the organization.

organization, by attracting more

and more employees to apply in
the organization.
 Recruitment is a positive
process i.e. encouraging
more and more employees
to apply .
 Recruitment is concerned
with tapping the sources of
human resources.
 There is no contract of
recruitment established in
recruitment
 Selection is a negative process
as it involves rejection of the
unsuitable candidates.
 Selection is concerned with
selecting the most suitable
candidate through various
interviews and tests.
 Selection results in a contract
of service between the
employer and the selected
employee.
 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:
 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,

It assesses muscular
understanding, and ability
strength, cardiovascular
to solve problems. e.g. TESTING endurance, and
Intelligence Tests. TYPES
coordination.

3. Personality Testing

It measures the patterns of

thought, emotion, and
behavior.
 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
TYPES required sample that is
tested for illegal
substances.

5. Work Sample Testing

Measures performance on
some element of the job.
 SELECTION METHODS Cont . . .

TEST
SAMPLE
Classification of Personnel Tests
 Reliability of test
The degree to which interviews, tests, and other
selection procedure yield comparable data over
time and alternative measures.
 Reliability Standards

• Consistency Performance
• Over a Time Period
• Re-evaluation Must Yield Some Result
• Across People/Tools
 Examples of Reliability
(Stability Over Time)
HIGH RELIABILITY
APPLICANT TEST SCORE RETEST SCORE
Smith 90 93
Perez 65 62
Riley 110 105
Chan 80 78

VERY LOW RELIABILITY

APPLICANT TEST SCORE RETEST SCORE
Smith 90 72
Perez 65 88
Riley 110 67
Chan 80 111
 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 address
and phone number, education, work experience,
Application Forms and special training.
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 Checking employers, teachers, or friends to learn more
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

• This allows the interviewer

to probe and pose different
sets of questions to different
applicants.
 SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
 SELECTION METHODS Cont . . .

INTERVIEW QUESTION
 Definition: Orientation is a systematic and planned
introduction of employees to their jobs, their co-workers
and the organization.

 It is also called as Induction.

 Orientation is designed to provide a new employee with

the information he/she needs to function comfortably
and effectively in the organization.

 Should be a process, not an event.

 To reduce start up costs (associated with job learning)

 To reduce anxiety

 To reduce employee turnover

 To save time for supervisor & colleagues

 To Develop Realistic Job Expectations and Job Satisfaction 

 The idea is to make the new employees feel ‘at
home’ in the new environment
 Expedite proficiency
 Enhance adjustment to work group and norms
 Encourage positive attitude
 The terms and conditions of employment
 It helps a new employ to know the job, its content,
policies, rules and regulations.
 The people with whom he is supposed to interact.
 Steps In Induction Programme
1. Welcome to the organization

2. Explain about the company.

3. Show the location, department where the new recruit will work. .

4. Give the company's manual to the new recruit.

5. Provide details about various work groups .

6. Give details about pay, benefits, holidays, leave, etc. Emphasize

the importance of attendance or punctuality.

7. Explain about future training opportunities and career prospects.

8. Clarify doubts, by encouraging the employee to come out with

questions.
 Content of induction
1. About the organization
2. Employee benefit
3. Job duties
 About the Organisation
History of company
Names and titles of key executives
 Employees' title and department
Layout of physical facilities
Probationary period
Products/services offered
Overview of production process
Company policy and rules
Disciplinary procedures
Safety steps
Employees' handbook
 Employee benefits

 Pay scales, pay days

 Vacations, holidays
 Rest pauses
 Training Avenues
 Counselling
Insurance, medical, recreation, retirement
benefit
 Job duties
• Job location
• Job tasks
• Job safety needs
• Overview of jobs
• Job objectives
• Relationship with other jobs
Too much paperwork
high Cost to company
Only expenditure no income
Information overload
Too much “selling” of the organization
Too much one-way communication
Difficult for the employee to relate
 Yo u !
Tha nk