Recruiting, Selecting, and Interviewing

Candidates
Dr Arifur Rahman
Professor
Department of Management Studies
Bangladesh University of Professionals (BUP)
 Prepared By

Afsana Islam Brishti

Teaching Assistant

MBA in Human Resource Management

Recruiting
• Job analysis identifies the duties and human requirements of each of
the company’s jobs. The next step is to decide which of these jobs
you need to fill, and to recruit and select employees for them. The
recruiting and selecting process can be envisioned as a series of
hurdles, as illustrated in the Figure.

1. Decide what positions to fill, through workforce/personnel planning

and forecasting.
2. Build a pool of candidates for these jobs, by recruiting internal or
external candidates.
3. Have candidates complete application forms and perhaps undergo
initial screening interviews.
4. Use selection tools like tests, background investigations, and physical
exams to screen candidates.
5. Decide who to make an offer to, by having the supervisor and perhaps
others interview the candidates.
 Why effective recruiting is important?

Employee Recruiting: Finding and/or attracting applicants for the employer’s open
positions

Focus on: Effective Recruiting

Recruiter effectiveness check-points –

 Establish branding/build reputation (GE stresses Innovation)
 Focus on employment laws (federal, state, and local laws)
 Superior recruiting process
 Not to be rude and make offensive comments
 Appoint a recruiter having adequate knowledge of the job and its nature
 Why effective recruiting is important? (contd.)
A company needs 50 new entry-level accountants next year; Managers therefore use Recruiting Yield
Pyramid to fill those positions as shown below –
 Internal sources of candidates

Internal sources (current employees) are often the best sources of candidates

Advantages Disadvantages

 Strengths & weaknesses are  Inbreeding is harmful when new

known perspective is required
 Commitment  Sometimes it is a waste of time
 Moral engagement when manager already knows
 Less orientation and training who they will hire
 Outsiders come with higher  Handling rejected candidates
salaries than internal promotion
 Internal sources of candidates (contd.)
Finding internal candidates

Publicizing an open job to employees by

Job Posting 1 posting on bulletin boards and listing its
qualification, work schedule, supervisor etc.

Reveals employees who have right

Qualifications Skills Inventory 2 background for the open job

Lead to placements that seem unfair and

Internal Politics 3 suboptimal

They know how things are to be done but

Rehiring Employees 4 might return with negative attitudes,
appropriate measures, should be taken while
rehiring them
 Outside sources of candidates

Informal recruiting &

Recruiting via Internet Advertising
hidden job market
Many job openings aren’t Website/Online job boards Printed Ads
publicized at all

Recruitment process Temporary workers and

Employment Agencies alternative staffing
outsourcers
Associated with public, private, and Vendors handling recruitment
Part-time or just-in-time workers
non-profit organizations needs

Offshoring & Outsourcing Executive recruiters Referrals and Walk-ins

Headhunters to seek out top Request for referrals on its website,
Sending out job overseas
management talent bulletin boards, and/or wallboards
 OutsideBullet
sourcesList Sample(contd.)
of candidates

On-demand recruiting services

Recruiters who are paid by the hour/project to support a specific project

College recruiting
Sending an employer’s representatives to college campuses

Telecommuters
Employing remote workers

Military Personnel
Employing discharged military personnel

9
 Recruiting a more diverse workforce

1 2 3 4 5

Single Older Minorities The

Women
Parents Workers Disabled
 Why employee selection is important

Aim of employee selection

• To achieve person-job fit
• To achieve person-organization fit

Selecting the right employee is important for three (03) reasons –

• Employees with right skills work better for the employer and the company
• Effective selection of employee is essential as it is very costly
• To avoid ‘negligent hiring’ and facing legal consequences
 The basics of testing and selecting employees

Reliability Validity
• Tests the consistency of candidates • Test validity - The accuracy with which a test,
interview, and so on, measures what it purports to
• One is to administer a test to a group one day, re-
measure or fulfills the function it was designed to
administer the same test several days later to the
fill
same group, and then correlate the first set of
scores with the second • Criterion validity - Shows that scores on the test
(predictors) are related to job performance
• Reasons for test to be unreliable – physical
(criterion)
conditions, differences in the test taker, differences
in test administration. • Content validity - Contains a fair sample of the
tasks and skills needed for the job in question
• Construct validity - Demonstrates that a selection
procedure measures a construct, and that construct
is important for successful job performance.
 Types of test

Cognitive abilities Motor & Physical Personality & Achievement

abilities Interests Tests

Test of intelligence Speed and accuracy of Focus on ‘big-five’ Measure ‘job

and specific mental simple judgement, and personality knowledge’; basically,
abilities fingers, hand, arm dimensions to measures what
dexterity determine attitude, someone has learned
motivation, and
temperament
 Work samples and simulations
Situational Testing and Vide0-based testing

Miniature job training and evaluation approach

Management Assessment Centres

Realistic job previews

Situational Judgement test Choosing a selection method

 How to test a candidate’s background
1. Using preemployment information services - access information about matters such as workers’ compensation, credit
histories, and conviction and driving records, as well as criminal history report
2. The polygraph and honesty testing - the polygraph is a device that measures physiological changes like increased
perspiration. The assumption is that such changes reflect changes in emotional state that accompany lying.
3. Graphology - use of handwriting analysis to determine the writer’s basic personality traits, to discover the person’s
needs, desires, and psychological makeup.
4. Human Lie detectors - using experts who may (or may not) be able to identify lying just by watching candidates.
5. Physical exams - to verify that the applicant meets the job’s physical requirements, to discover any medical limitations
to consider in placement, and to establish a baseline for future workers’ compensation claims.
6. Substance abuse screening - employers may use urine testing to test for illicit drugs, breath alcohol tests to determine
amount of alcohol in the blood, blood tests to measure alcohol or drugs in the blood at the time of the test, hair analyses
to reveal drug history, saliva tests for substances such as marijuana and cocaine, and skin patches to determine drug us
7. Complying with immigration law - applicants can prove their eligibility for employment in two ways: show a
document that proves both identity and employment eligibility OR show a document that proves the person’s identity,
along with a second document showing his or her employment eligibility, such as a work permit
 Basic types of interviews

Unstructured Structured
Conversational-style interview Interview following a set
sequence of questions

Situational Behavioural
Focuses on how candidate Focuses on how candidate
would behave in a given reacted to actual situation
situation in the past

Job-related Stress
Focuses on relevant past job-related Identifies hypersensitive candidates
behaviors and asses their tolerance level
 Basic types of interview (contd.)
Based on administration of interview

Unstructured Sequential Structured Sequential

Interviewer forms an independent Applicant is sequentially interviewed by
opinion after asking different questions several persons; each of them rates
him/her

Panel Mass
A group of interviewers questions the Panel interviews several candidates
candidates simultaneously
 Avoiding errors that can undermine an Interview’s
usefulness

First impressions (snap judgements) Nonverbal behaviour & impression

management

Not clarifying what the job involves and

Interviewees’ personal characteristics
requires

Candidate-order error & pressure to hire Interviewer’s inadvertent behaviours

 Tips for interviewees

Think before answering

Preparation is essential

Uncover interviewer’s real

needs Remember that appearance
and enthusiasm are important

• Appropriate clothing
Relate yourself to interviewer’s • Good grooming Make a good first
• A firm handshake
needs impression
• Pride in past performance
• Genuine interest in employer’s operation
• Have thorough knowledge about the job position
 How to design an effective interview

The procedure is as follows –

Step 1: Analyze the job – create a job description

Step 2: Rate the job’s main duties – Rating each job duty (for instance from 1- 5)

Step 3: Create interview questions – situational, behavioral, job-related questions etc.

Step 4: Create benchmark answers – create ideal, marginal, and poor answers against each question

Step 5: Appoint the interview panel and conduct interviews – Creating a panel of 3-5 interviewers;
the job’s supervisor may also be present
 How to conduct an effective interview

Step 1: First, know the job – study the job description

Step 2: Structure the interview – structure the interview before hand

Step 3: Get organized – Review applicant’s resume, choose an appropriate place for conducting interview

Step 4: Establish rapport – Greet the candidate and try to keep him/her at ease

Step 5: Ask questions – Try to ask situational, behavioral, job-related questions and try to avoid open-ended questions

Step 6: Take brief notes during the interview

Step 7: Close the interview and answer questions from the candidates

Step 8: Review the interview

Thank You