Final recruitment and selection

RECRUITMENT–
 Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.
 Recruitment refers to a process of finding and attracting
applicants for employment. It is the process of generating a pool
of capable people to apply for employment to an organization.
SELECTION-
 Once the recruiting effort has developed a pool of candidates, the
next step in the HRM process is to determine who is best
qualified for the job. This step is called the selection process .
MEANINGMEANING

RECRUITMENT & SELECTION
Determine
Recruitment and
Selection needs
Human
Resource
Planning
Job
Analysis
HRP helps determine
the number and type of
people an organization
needs.
Job Analysis and Job
Design specify the
tasks and duties of
jobs and the
qualifications expected
from prospective
jobholders.

RECRUITMENT PROCESS
Identify vacancy
Prepare job description and job
specification
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
Conducting interview and decision
making

SOURCES OF RECRUITMENT
Internal Sources
•Present Emloyee
•Transfers
•Promotions
•Demotion
•Retired Employee
External Sources
• Advertisements
•Educational Institutes
•Placement Agencies /
Outsourcing
•Employment Exchanges
•Labor Contractors
•Walk-ins
•Employee Referrals
• Job Fairs
SOURCES OF RECRUITMENT

Not team
Player
Problems with
co/workers
Less
Profit
Low
performance
Lack of
willingness
Lacks
Skills to do
the job
Bad HireBad Hire
FIVE EFFECTS OF BAD RECRUITMENT

Recruiting Yield Pyramid
 Recruiting yield pyramid
– The historical arithmetic relationships between recruitment
leads and invitees, invitees and interviews, interviews and
offers made, and offers made and offers accepted.

Internal Sources of Candidates:
Hiring from Within Advantages
 Foreknowledge of
candidates’ strengths
and weaknesses
 More accurate view of
candidate’s skills
 Candidates have a
stronger commitment to
the company
 Increases employee
morale
 Less training and
orientation required
 Disadvantages
 Failed applicants
become discontented
 Time wasted
interviewing inside
candidates who will not
be considered
 Inbreeding of the status
quo

Finding Internal Candidates
Job postings (e.g., web, newsletters,
bulletin boards)
Rehiring former employees (pros and
cons)
Succession planning (for higher levels in
the organization)

Outside Sources of Candidates
 Advertising
 The Media: 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
 Internet job sites
 Marketing programs
 Constructing an effective ad
 Wording related to job interest factors should evoke the
applicant’s attention, interest, desire, and action (AIDA) and
create a positive impression of the firm.

(cont’d)
 Employment agencies (public, private)
 Temporary agencies….
 Benefits of Temps:
 Paid only when working
 More productive
 No recruitment, screening, and payroll administration costs
 Costs of Temps
 Fees paid to temp agencies
 Lack of commitment to firm

Temp Agencies and Alternative
Staffing
 Benefits of Temps
 Paid only when working
 More productive
 No recruitment,
screening, and payroll
administration costs
 Costs of Temps
 Fees paid to temp
agencies
 Lack of commitment to
firm

Off shoring/Outsourcing
White-Collar and Other Jobs
 Specific issues in outsourcing jobs abroad
 Political and military instability
 Likelihood of cultural misunderstandings
 Customers’ security and privacy concerns
 Foreign contracts, liability, and legal concerns
 Special training of foreign employees
 Costs associated with companies supplying
foreign workers

(cont’d)
 Executive recruiters (headhunters)
 Special employment agencies retained by employers to seek
out top-management talent for their clients.
 Contingent-based recruiters collect a fee for their services
when a successful hire is completed.
 Retained executive searchers are paid regardless of the
outcome of the recruitment process.
 Internet technology and specialization trends are changing
how candidates are attracted and how searches are
conducted.

(cont’d)
 College recruiting
 Recruiting goals
 To determine if the candidate is worthy of further
consideration
 To attract good candidates
 On-site visits
 Invitation letters
 Assigned hosts
 Information package
 Planned interviews
 Timely employment offer
 Follow-up
 Internships

(cont’d)
 Employee referrals
 Applicants who are referred to the organization by current
employees
 Referring employees become stakeholders.
 Referral is a cost-effective recruitment program.
 Referral can speed up diversifying the workforce
 Walk-ins
 Direct applicants who seek employment with or without
encouragement from other sources.
 Courteous treatment of any applicant is a good business
practice.

(cont’d)
 Recruiting via the Internet
 More firms and applicants are utilizing the Internet in the job
search process.
 Advantages of Internet recruiting
 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

Issues in Recruiting a More Diverse Workforce
 Single parents
 Providing work schedule flexibility.
 Older workers
 Revising polices that make it difficult or
unattractive for older workers to remain employed.
 Recruiting minorities and women
 Understanding recruitment barriers.
 Formulating recruitment plans.
 Instituting specific day-to-day programs.

Issues in Recruiting a More Diverse Workforce
(cont’d)
Welfare-to-work
Developing pre-training programs to
overcome difficulties in hiring and
assimilating persons previously on welfare.
The disabled
Developing resources and policies to
recruit and integrate disable persons into
the workforce.

Selection Process
1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background Analysis
5. Physical Examination
6. Job Offer
7. Employment Contract

SELECTION PROCEDURE/STEPSSELECTION PROCEDURE/STEPS
1 PRELIMINARY SCREENING
2 SENDING APPLICATION FORMS
3 TRADE TEST
4 WRITTEN TEST
5 PSYCHOLOGICAL TEST
6 INTERVIEW
7 PHYSICAL TEST
8 ON THE JOB TEST
9 REFERENCE
10 ORIENTATION
11 FINAL SELECTION
12 INTIMATION TO SALARY DEPT.

Types of Interviews
Structured
Unstructured
Mixed
Behavioral
Stressful

Psychometric test
The word psychometric is formed from
the Greek words for mental and
measurement. Psychometric tests
attempt to objectively measure aspects
of your mental ability or your personality.

.
Ability Tests – Measure your ability to
perform or carry out different tasks.
Personality Questionnaires - Measure
your way of doing things, and specifically
the way you interact with your
environment and other people.

Aptitude Tests
 Verbal Ability - These include questions which test your ability to spell words
correctly, use correct grammar, understand analogies and follow detailed written
instructions.
Numeric Ability - These include questions on basic arithmetic, number sequences
and simple mathematics. In more complex numerical critical reasoning questions,
blocks of information are provided that require interpretation.
Abstract Reasoning - These tests are usually based on diagrams and measure
your ability to identify the underlying logic of a pattern and then determine the
solution.
Spatial Reasoning - These tests measure your ability to manipulate shapes in two
dimensions or to visualize three-dimensional objects presented as two-
dimensional pictures.
Mechanical Reasoning - These tests are designed to assess your knowledge of
physical and mechanical principles.

Fact
Psychometric tests are used by more
than 70% of large businesses
Myers Briggs Type Indicator
Big 5 or Five Factor Modelling

What do these tests for?”
“Tests for individuals like Myers Briggs
are designed to be wholly without
discrimination and can measure
important aspects of people’s
intellectual ability, personality and
interests” http://www.psychometric-success.com/faq/faq-what-are-psychometric-tests.htm

What is
induction?Induction is the process of acquainting
the new employees with the existing
culture and practices of the new
organization.
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Formal Induction Programme
HR
Representative
Organisational
Issues
Employee
Benefits
Introduction
Supervisor
Specific Job
Location and
Duties
Special
Anxiety
Reduction
Seminars
To Placement
30

Internal mobility
 Internal mobility —the movement of employees from one position to another within
a corporation— is an efficient and cost-effective method of talent deployment, and
can be a significant component of a company’s staffing strategy.
 Broadening assignments
 Career moves
 Job rotation
 Internal sourcing
 Fixed term

Final recruitment and selection

Final recruitment and selection

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