CHAPTER NO.

RECRUITMENT
AND
SELECTION

Miss Sarah Siddique

AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

 Understand and Differentiate between strategic

recruitment and selection.
 Identify the dual goals of recruiting.
 Comprehend recruitment process from organizational as
well as individual perspective.
 Identify what strategic decisions are involved in recruiting.
 Explain the major recruitment methods and analyze their
advantages and disadvantages.
 Identify the basic selection criteria.
 Design and administer an effective selection process.
 Evaluate the three methods e.g., information gathering,
tests and interviewing used in employee selection.
 Appreciate varied contemporary interviewing techniques
used by interviewers.
 Design interview form and evaluation matrix.
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
 RECRUITMENT

The Process of generating a pool of qualified

candidates for a particular job.

OR

The Process of discovering potential

candidates.
RECRUITMENT GOALS

1
Attract the Qualified
Applicants.
2

Encourage Unqualified Applicants

to self-select themselves out.
 RECRUITMENT IS A TWO
WAY STREET

Applicants are
Organization is
Looking for the
Looking for a RECRUIT Potential
Qualified -MENT Emplacement
Applicants
Opportunities
 PROCESS..
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation
Generate candidate pool via internal or
Acquire Employment Experience
external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during
Make Offer Selection process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 STRATEGIC RECRUITING
DECISIONS
 How Many Employees Needed
HR  When Needed
PLANNING  KSAs Needed
 Special Qualifications
DECISIONS

 Where to Recruit: Internal/External

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

DECISIONS ON Advertising Choices

RECRUITING  Recruiting Activities
SOURCES/METHODS
 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 48 hours per week. Part-time employment
2. FULL-TIME OR PART-TIME consists of a regular schedule of less than 48 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
leasing company, after which the existing staff is
hired by the leasing firm and leased back to the
4. PROFESSIONAL EMPLOYER company. For a fee, a small business owner turns his
ORGANIZATIONS AND or her staff over to the leasing company, which then
EMPLOYEE LEASING 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 &

Bidding
Promotions and
Transfers
INTERNAL Employee
SOURCES Referrals
Re-recruiting former
Employees & Applicants

Internal Recruiting
Data base
SOURCES OF RECRUITMENT Cont . . .

INTERNAL SOURCES
ADVANTAGES DISADVANTAGES

 Morale of Promotee  Inbreeding

 Better assessment of abilities  Possible morale problems of
 Lower cost for some jobs those not promoted
 Motivator for good “Political” infighting for
performance promotions
 Causes a succession of  Need for management-
promotions Development program
 Have to hire only at entry level
SOURCES OF RECRUITMENT Cont . . .

Schools Colleges &

Universities

Employee Referral
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  Candidates not selected
in company  Longer “adjustment” or
 Organization already orientation 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
FACTORS INFLUENCING RECRUITMENT

1. Size of the Enterprise:

• The number of persons to be recruited will
depend upon the size of an enterprise.
• A big enterprise requires more persons at
regular intervals while a small undertaking
employs only a few employees.
• A big business house will always be in touch
with sources of supply and shall try to attract
more and more persons for making a proper
selection. It can afford to spend more amounts
in locating prospective candidates.
• 2. Employment Conditions:
• The employment conditions in an economy greatly
affect recruitment process. In under-developed
economies, employment opportunities are limited
and there is no dearth of prospective candidates.
• At the same time suitable candidates may not be
available because of lack of educational and
technical facilities. If the availability of persons is
more, then selection from large number becomes
easy.
• On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult
to locate suitable persons.
• 3. Salary Structure and Working Conditions:
• The wages offered and working conditions prevailing in
an enterprise greatly influence the availability of
personnel.
• If higher wages are paid as compared to similar
concerns, the enterprise will not face any difficulty in
making recruitments. An organization offering low
wages can face the problem of labour turnover.
• The working conditions in an enterprise will determine
job satisfaction of employees. An enterprise offering
good working conditions like proper sanitation,
lighting, ventilation, etc. would give more job
satisfaction to employees and they may not leave their
present job.
• On the other hand, if employees leave the jobs due to
unsatisfactory working conditions, it will lead to fresh
recruitment of new persons.
• 4. Rate of Growth:
• The growth rate of an enterprise also affects
recruitment process.
• An expanding concern will require regular
employment of new employees.
• There will also be promotions of existing employees
necessitating the filling up of those vacancies. A
stagnant enterprise can recruit persons only when
present incumbent vacates his position on
retirement, etc.
 RECRUITING EVALUATION
Quality of
Quantity of Applicants
Applicants
As the goal of a good In addition to quantity, the issue
recruitment program is to arises as to whether or not the
qualifications of the applicant pool
generate a large pool of
are sufficient to fill the job openings.
applicants from which to Do the applicants meet job
choose, quantity is a natural specification and do they perform
place to begin evaluation the jobs well after hire?

Evaluating Recruiting
Yield Ratio Costs and Benefits

In a cost/benefit analysis to
A comparison of the evaluate recruiting efforts, costs
number of applicants at one may include both direct costs
stage of the recruiting (advertising, recruiters’ salaries,
travel, agency fees, telephone) and
process to the number at
the indirect costs (involvement of
the next stage. 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 • Bad reputation of an organization

Company • Undesirable attitude of management

Attractiveness of • Hazardous job

Job • No growth opportunities

• A policy of filling up higher positions from

Internal outside can discourage competent persons
Organizational Policy to apply in such an enterprise (because of
lack of promotion avenues).

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
BASIC Experience and Past Performance
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

 Recruitment for
permanent & Recruitment & Selection Process
temporary employees
(Telenor)
Offer
Acceptance
Assessme
6-8 weeks nt center,
Consist of 7 test &
key elements interview Yes No
s

Recruitment If offer is not

Identify
forwards accepted,
Candidate the accepted recruitment
hiring need
Finalizati
and prepare
on & offer
offer to reserves the
hiring plan concerned right to
approval
regional withdraw
operations. offer
Prepare
Job Yes
No Offer
Description
placeme
nt

Sourcing
and Offer email is Recruited
sent to
vacancy
selected or
announce
ment candidate Rejected

Screen
and
shortlist
applicants
 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,

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. e.g. Myers
Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

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

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

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

CREATING STRUCTURED INTERVIEW

QUESTIONS
SELECTION METHODS Cont . . .

INTERVIEW
QUESTION
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION
FORM
 Kohinoor Mills Ltd.
 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

KOHINOOR
MILLS LTD.
 SELECTION METHODS Cont . . .

WATEEN
TELECOM
SELECTION METHODS Cont . . .

FAUZ
 SELECTION METHODS Cont . . .

COMMON INTERVIEWING
MISTAKES

Snap Judgments Negative Emphasis

Halo Effect Horn Effect

Biases Cultural Noise

 Organizational Promotions &
Attract the Qualified CHAPTER : 3 Internal Job Posting
Data Base Transfers
Applicants Recruitment
Recruitment Sources Employee Employee Re-recruit Former
Goals Focused Referrals Employee
Encourage Unqualified
Applicants to self
Colleges & Professional Employee
select themselves out External Universities Organizations Leasing
Organization is looking
Recruitment
Sources Unsolicited Media Sources Placement
for a Qualified Applications & Job Fairs Agencies
Applicants Recruitment
(2 way process) Internet
Applicants are also RECRUITMENT Recruitment Employer Web
looking for the Job Boards
Sources Sites
Opportunities
Regular vs. Recruiting Quantity of Quality of
Budgeting Yield Ratio
Flexible Evaluation Applicants Applicants
Strategic
Recruitment Image of the Attractiveness
Organizational Internal vs. Constraints on Company of Job
vs. Outsourcing External
Decisions Recruiting
Internal Org. Recruitment
Recruitment Policy Cost
&
Selection
Formal Experience and Cognitive Personality Physical
Education Past Performance Basic Selection Ability Test Test Ability Test
Physical Criteria Testing
KSA Work Sample
Characteristics Integrity Test Drug Test
Test
Personality Other
Characteristics Characteristics Application Biographical
Resumes
Information Forms Data
 Initial Screening
Gathering Reference Defamation of Negligent
 Completed Application
SELECTION Checking Character Hiring
 Employment Test
 Comprehensive Interview Selection Structured Situational Behavioral
 Conditional Job Offer process Interviews
Unstructured
 Background Examination
 Medical or Physical
Examination
Common Snap Judgments Halo Effect Horn Effect
 Permanent Job Offer
Management Interviewing Negative
Cultural Noise Biases
Mistakes Emphasis
Gathering
Testing
information Selection Quality Circle
Interviews Methods
 THOUGHT OF THE DAY

“If an HR person is trying to choose

people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.