RECRUITMENT

AND SELECTION
PROCESS
Present by :
• Khalilah Hassan
• Mohd. Khairul Shahrin
• Nurul Aida Fatihah Baharuddin
 RECRUITMENT
Definition:
• Process of locating potential
individuals who might join an
organization and encouraging them
to apply for existing/anticipated job
opening
Sources :
i. Within organization (Internal)
ii. Outside Organization (External)
•
 O rg a n iza tio n ’ s H R p o licie s

A va ila b ility o f p e rso n n e l

q u ire m e n ts o f jo b to b e sta ffe d

S T E P S O N R E C R U IT M E N T P R O C E S S
•

i.
•
 RECRUITING TALENT
EXTERNALLY….
Outside sources for recruitment :
1) Advertisement
Method to attract applicant
websites, newspapers, trade journals, radio,
TV, billboards, posters & e-mail
• 2) Unsolicited Application & Resumes
may/may not be good prospect for
employment
company must have good relation
5) Internet Recruiting
cheaper, faster & more effective
 RECRUITING TALENT
EXTERNALLY….
• 4) Employee Referrals
Recommendation from the firm’s current
employee about potential candidates
company create portals on their own Web site as
referral/recommendation from firm’s current
employee’s about potential candidates
• 5) Executive Search Firms
help employers to find right person for job
• 6) Educational Institutions
young applicants with formal training but
relatively little full-time work experience
•
 RECRUITING TALENT
EXTERNALLY….
• 7) Professional Association
offer placement service to their members
as one of their benefits
• 8) Labor Union

employment consideration for employer

eligibility requirement and applicant
availability
• 10) Public Employment Agencies

assist employer to matching

unemployment applicants with job
opening without fees
 RECRUITING TALENT
EXTERNALLY….
• 11) Private Employment and
Temporary Agencies
charging fees for their services
hire and place workers in temporary position
• 12) Employee Leasing
process of dismissing employees who are then
hired by a leasing company and contracting
with that company to lease back the
employees
 C o st o f R e cru itm e n t – sim p le se t o f ca lcu la
n t fro m re cru itm e n t so u rce th a t m a ke it to th e n ext sta g e o f se le ctio n p ro ce ss

Rru
e aite
listic
rs -Jop bro Pfere voien aw l H– Rin, fo
ssi H rm
R gine gn eara
p plilst
ica
, mn ts
a naabgoeurt/ asu
llpaesprvi
e cts
so r o f th e jo b , in clu d
Recruiting Talent
Internally…
M e th o d s fo r Id e n tify Q u a lifie d C a n d id a te s
Chapter 6: Employee selection
qMatching people and jobs
üTo increase the number of
applicant whose qualification
meet job requirement and need of
organization.
üSelection program is often the
formal responsibility of the HR
department, line manager
typically make the final decision
about hiring people in their unit.
 The goal of selection : maximize “hits”

h ig h
H it
M iss
A ccu ra te p re d ictio n ( p e rso n su cce e d s o n th e jo b )
te p re d ictio n ( p e rso n w o u ld h a ve su cce e d e d o n th e jo b )
Jo b p e rfo rm a n ce

M iss
H it
In a ccu ra te p re d ictio n ( p e rso n fa ils o n th e jo b )
p re d ictio n ( p e rso n w o u ld n o t h a ve su cce e d e d o n th e jo b )
lo w

lo w h ig h
P re d icte d su cce ss
 a ) Pe rso n -jo b fit: b e g in n in g w ith jo b a n a lysis

in g re lia b le a n d va lid in fo rm a tio n

M a tch in g p e o p le a n db j)oPebrso
s n o rg a n iza tio n fit

c ) T h e se le ctio n p ro ce ss
 Steps in the selection process

H irin g d e cisio n M e d ica l exa m / d ru g te st

re lim in a ry se le ctio n in H R d e p a rtm e n St u p e rviso r/ te a m in te rvie w

B a ckg ro u n d in ve stig a tiEomn p lo ym e n t te stin g ( a p titu d e , a ch ie ve m e n t)

C o m p le tio n o f a p p lica tio n In itia l in te rvie w in H R d e p a rtm e n t

Selection
• the process of choosing individuals who have relevant
qualification to fill existing or projected job opening.
Reliability
The degree to which interviews, test, and other selection
procedures yield comparable data over time and
alternative measure.
Validity
• The degree to which a test or selection procedure
measures a person’s attributes.
Criterion-related validity
• The extent to which a selection tool predicts, or
significantly correlates with important element of
behavior.
• Concurrent validity
• Involves obtaining criterion data from current
employees at about the same time that rest score(or
others predictor information) are obtained.
•
 Predictive validity
• The extent to which applicant’ test scores match
criterion data obtain from those applicants/employees
after they have been on the job for some indefinite
period.
Cross-validation
• Verifying the result obtained from a validation study by
administering a test or test battery to a different
sample(drawn from the same population)
Validity generalization
• The extent to which validity coefficients can be
generalized across situation
Content validity
• The extent to which a selection instrument, such as a
test, adequately samples the knowledge and skills
needed to perform a particular job
Construct validity
• The extent to which a selection tool measures a
theoretical construct or trait.
 •

O n lin e a p p lica tio n

•

o f in fo rm a tio n a b o u t jo b ca n d id a te s
•

• B io g ra p h ica lin fo rm a tio n b la n k

•

A p p lica tio n fo rm
•

• •

Also called biodata

Purpose :
•

Cover issue as family life,

Provide information for deciding
whether applicant meet minimum hobbies, club memberships
requirement. and so on.
Set information about applicant Be score like a test
background •
G ra p h o lo g y
Offer source of references •

•
•

•
Po lyg ra p h te st Hand writing analysis

Also known as lie detector

Use device to measure change in
breathing, blood pressure, and
pulse person who being question.
 H o n e•sty a n d in te g rity te st
n fo rm a tio n a b o u t jo b ca n d id a te s co n t.
•

Respond to Polygraph Protection

Act
Use of pencil-and-paper test
•
B a ckg ro u n d ch e ck
D ru g te stin g
•
•

•2 method of background check: Test use urine, sweat, hair and

saliva
•Checking references
M e d ica lexa m in a tio n
Via e-mail, phone, faxes and so
on.
Reliable information usually
from former employer or The later test in selection process
supervisor. because it costly
•Credit report
Generally given to ensure health
Extend beyond the financial of applicant meet the job
arena to include almost any requirement.
compilation of information on
an individual that is prepared
from the third party.
•
 EMPLOYMENT TEST
-used to help in identified potential candidates as well as
select and place other potential recruits

N A T U R E O F E M P LO Y M E N T T E S T
ize d m e a su re o f b e h a vio r th a t is u se d to g a u g e p e rso n a lkn o w le d g e , skills, a b ilitie s a n d o th

C la ssifica tio n o f e m p lo ym e n t te st

• • •
C o g n itive a b ility te rso n•a lity & in te re st in ve n to ri
Pest Pehsysica la b ilitie s te st
• •
• Measure disposition and •
Measure mental temperament. Particularly demanding
capabilities and potentially
dangerous job.
Physical characteristic
such as height,
strength, agility and
weight.
 Classification of employment test cont.

Job knowledge test Work sample tests

Type of achievement test design Or job sample test

to measure person level of Require the applicant to
understanding about a performed task that actually
particular job. part of the work required on
the job
 Employment Interview
Central role of selection process

Interview methods

Non directive interview Situational interview

• •
Applicant is allow Structure interview Applicant given a
maximum hypothetical
amount of A set of incident and
freedom in standardized of asked how
determine the question having he/she would
course of an establish to respond.
discussion . answer by Their respond will
applicant be evaluate.
 Panel interview
In te rvie w m e th o d s co n t. •
A board of interviewer
questions & observe
single candidates.

ehavioral description interviewComputer & virtual interview

Focus on actual
work incidents in
the interviewee’s
past.
What he or she
actually did in Video & digitally record interview
given situation.

Interview been video and

digitally-recorded.
Goal enable faster, higher –
quality decision and low
cost.
 Guidelines for Employment interviewers

A review of the best Interviewer training

•
Are your question legal?
In general if a question is job related , is asked for everyone, does
not discriminate against a certain class of applicants, it is likely
acceptable to government authority.
•
 REACHING A SELECTION DECISION
Most critical step in select or reject the applicant

Summarizing information about applicant

Evaluating the candidates on the basic information assembled

Decision making strategy

Clinical approach Statistical approach

Making decision review all data Contrast to clinical approach, it

on the applicant is more objective and
quantified data such as
Basis on their understand of the
score / rating from interviewer
job and the individual who has
and are then combine
been successful in the job,
according weighted value:
they make decision
Compensatory model
Multiple cutoff model
Multiple hurdle model
 Final decision
Applicant that has pas all the
selection process will go through
last process which is interviewed
by manager or supervisor.
They will make the final decision
and communicate with human
resource department.