2. Objectives:
At the end of this session the participants will be able to:
1- Define recruitment& selection
2- Identify Recruitment variables
3- Discuss recruitment purpose
4- Explain recruitment process
5- list criteria for good recruitment policy
6- Differentiate between sources of recruitment
3. 7- Discuss constraints on recruitment
the selection processExplain8-
9- Mention selection criteria
5. 6- Criteria for good recruitment policy
7- Sources of recruitment
8- Recruitment evaluation
9- Constraints on recruitment
10- Definitions of selection
11- Factors that selection depend on
12- The selection process
13- Selection criteria
14- Conclusion
6. Introduction
Recruitment forms the first stage in the
process, which continues with selection and
cease with placement of the candidate.
Recruitment makes it possible to acquire the
number and type of people necessary to
ensure the continued operation of the
organization.
7. Recruitment definitions
•1- In simple terms Recruitment is understood as a
process for searching and obtaining applicants for
jobs, from among the available recruits.
2- Recruitment is the process of searching for
prospective employees and stimulating them to
apply for jobs in the organizations.
8. 3- The Process of generating a pool of
qualified candidates for a particular job.
4- The Process of discovering
potential candidates.
OR
10. Recruitment variables:-
successful recruitment of an adequate workforce is
dependent upon many variables
1- Resources available for advertisement , and visits to
career day programs.
2- number of new and experienced nurses available.
3- competitiveness of the organizations salaries and
benefits.
4- attractiveness of the setting to the potential workforce.
5- the reputation of the organization regarding past
employment practices and quality of patient care.
11. Purpose of recruitment
1. Attract and encourage candidates to apply for the
post in the organization
2. Determine present and future requirements for the
organization
3. Create a pool of candidates to enable the selection
of best candidate for the organization
4. Create a pool of candidates at low cost
5. Begin identifying and preparing potential applicants
who will be appropriate candidates
12. Steps in the recruitment process:-
1- organizational policies regarding recruitment should
be reviewed prior to the advertisement of a job positions.
2- all possible sources of potential applicants must be
identified.
3- the optimum mode of publicizing job vacancies must
be determined.
4- the recruitment need and qualifications required
must be stated.
5- the response to the recruitment effort should be
evaluated and adjusted as needed.
13. Criteria for good recruitment policy
- Complies with government policies
- Provides job security and fair treatment
- Provides employee development opportunities
- Flexible to accommodate changes
- Ensures its employees long-term employment
opportunities
-Cost effective for the organization-
15. WHAT IS INTERNAL SOURCES OF
RECRUITEMENT?????
Sources of recruitment are from within the
organization.
16. • Promotions :
Promotion means to give a higher position, status, salary and
responsibility to the employee. So, the vacancy can be filled by
promoting a suitable candidate from the same organization.
• Transfers :
Transfer means a change in the place of employment without
any change in the position, status, salary and responsibility of
the employee. So, the vacancy can be filled by transferring a
suitable candidate from the same organization.
INTERNAL SOURCES OF RECRUITEMENT
17. • Internal Advertisements :
Here, the vacancy is advertised within the organization. The
existing employees are asked to apply for the vacancy. So,
recruitment is done from within the organization.
• Retired Managers :
Sometimes, retired managers may be recalled for a short period.
This is done when the organization cannot find a suitable
candidate.
18. • Recall from Long Leave :
The organization may recall a manager who has gone on a long
leave. This is done when the organization faces a problem which
can only be solved by that particular manager. After he solves
the problem, his leave is extended.
19. ADVANTAGES OF INTERNAL SOURCES OF
RECRUITEMENT
- It is time saving, economical, simple and
reliable.
- There is no need of induction training because
the candidate already knows everything about
the organization, the work, the employee, the
rules and regulations, etc.
20. • It motivates the employees of work hard in order to get higher
jobs in the same organization.
• It reduce executive turnover.
• It increases the morale of the employees and it improves the
relations in the organization.
• It develops loyalty and a sense of responsibility
21. Disadvantages Of Internal Recruitment
1. Limited Internal Sources
The source of supply of manpower is limited in internal recruitment method. When an employee is
promoted, his/her previous position will be vacant and another personnel is to be recruited to fill that
vacant position.
2. Implementation Of Traditional System
Internal recruitment requires the implementation of traditional form, system, process and procedures. And
this limits the scope of fresh talent in the organization.
22. 3. Favourism
There will be tendency of referring friends and family members in the
organization. Then, the organization will be overstaffed with talent-
less crowd.
4. No Opportunity
In internal recruitment, the internal employees are protected from
competition by not providing any opportunity to fresh talents. This also
develops a tendency among the employees to take promotions without any
extra knowledge or talent.
23. External sources
•The external sources of recruitment refer to reaching out to
the external labor market to meet the labor requirements.
•They are huge, diverse and important for recruitment.
•Tapping these sources calls for careful planning by the
organization.
24. 1- recruitment agencies: Transferring the whole or a
few parts of the recruitment process to an external HR
consultant rendering recruitment services is called outsourcing
recruitment.
2- Advertisements: printed advertisements are a
preferred mode of external recruitment for several reasons.as
printed adv. Reach many people in short period of time, the
vacancies can be communicated to a potential candidate quickly.
Classification of external sources
25. 3- Deputation:انتداب
The employee of one organization Are selected or taken on
deputation from other organization for filling the vacancies for
a certain time
4- On line recruitment
The job candidate sends details of vacancies on screen and asks
if he or she wants to apply on line
4- Telecasting:
The practice of telecasting of vacant posts over T.V
26.
27.
28. RECRUITING EVALUATION
As the goal of a good recruitment program
is to generate a large pool of applicants
from which to choose, quantity is a natural
place to begin evaluation
In a cost/benefit analysis to evaluate
recruiting efforts, costs may include both
direct costs (advertising, recruiters’ salaries,
travel, agency fees, telephone) and the
indirect costs (involvement of operating
managers, public relations, image).
Quantity of
Applicants
A comparison of the number of
applicants at one stage of the recruiting
process to the number at the next stage.
In addition to quantity, the issue arises as to whether
or not the qualifications of the applicant pool are
sufficient to fill the job openings. Do the applicants
meet job specification and do they perform the jobs
well after hire?
Quality of
Applicants
Yield Ratio
Evaluating Recruiting
Costs and Benefits
30. SELECTION
1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.
Or
31. Factors that selection of personnel depend on
• Size of the organization.
• Nature of the job to be filled.
• Number of people to be selected.
• Pressure of the outside forces.
33. 1. Preliminary Interview:
The purpose of this interview is to
scrutinize the applicants, i.e. elimination of
unqualified applications.
2. Selection Tests:
Different types of selection tests may be
administrated, depending on the job and the
organization.
Generally tests are used to determine the
applicant’s ability, aptitude(talent), and
personality.
34. 3. Employment Interview:
The next step in the selection process is
employment interview, an interview is conducted at the
beginning, and at the selection process of the
employment interview can be one- to-one interview or
panel interview.
4. Reference and Background Checks:
Many employers request names, address,
telephone numbers or references for the purpose to
verify information and gaining additional background
information of an applicant.
35. 5. Selection Decision:
Selection decision is the most critical
of all steps in selection process. The final
decision has to be made from the pool of
individuals who pass the tests, interviews and
references checks.
6. Physical Examinations:
After selection decision and before
the job offer is made, the candidate is required
to undergo a physical fitness test. A job offer is
often; contingent upon the candidate being
declared fit after the physical examinations.
36. 7. Job Offer:
The next step in selection process is job
offer. Job offer is made through a letter of appointment.
Such a letter generally contains a date by which the
appointee must report on duty
8. Contract Of Employment:
Basic information is written in Contract of
employment that varies according to the levels of job. After
the offer and acceptance of the job certain document is the
attestation formالتوقيع على التصديق.
9 Evaluation of Selection program:
The broad test of effectiveness of the
selection process is a systematic evaluation .a periodic
audit is conducted in the HR department that outlines and
highlights the areas which need to be evaluated in the
selection process
37. 1-Application form
• Definition :
is away to collect the demographic
information as a personal history,
educational background and work
experience).
38. Uses of application form
• Furnish background data useful in planning the selection
interview.
• Determine whether the applicants meets the minimal hiring
requirements.
• Obtain names of references that may be contacted for
additional information about the applicant’s work
experience and general character.
41. PERSONAL INFORMATION:
First Name _____________________________
Middle Name ___________________________
Last Name _____________________________
Street Address
_______________________________________________________
City, State, Zip Code
_______________________________________________________
Phone Number
(___)___________________________________
Are you eligible to work in the United States?
Yes _______ No_______
If you are under age 18, do you have an employment/age certificate?
Yes ___ No ___
Have you been convicted of or pleaded no contest to a felony within the last five
years?
Yes_______ No_______
If yes, please explain: _________________________________________
42. Position Applied For
________________________________________
Days/Hours Available
Monday ____
Tuesday ____
Wednesday ____
Thursday ____
Friday ____
Saturday ____
Sunday ____
Hours Available: from _______ to ______
What date are you available to start work?
________________________________________
EDUCATION:
Name and Address Of School - Degree/Diploma - Graduation Date
Skills and Qualifications: Licenses, Skills, Training, Awards
43. EMPLOYMENT HISTORY:
Present Or Last Position:
Employer: _____________________________________________________
Address:______________________________________________________
Supervisor: ____________________________________________________
Phone: _______________________________
Email: ________________________________
Position Title: _________________________
From: ______________ To: ______________
Responsibilities: ____________________________________________________
__________________________________________________________
Salary: _______________
Reason for Leaving: ____________________________________________
44. Previous Position: _____________________________________________________
Address:______________________________________________________
Supervisor: ____________________________________________________
Phone: _______________________________
Employer:
Email: ________________________________
Position Title: _________________________
From: ______________ To: ______________
Responsibilities: ___________________________________________________
__________________________________________________________
Salary: _______________
Reason for Leaving: ____________________________________________
46. Types of Tests What do they measure??
Intelligence Tests measures the general mental
individuals in intelligent behaviors.
Aptitude Test Measure individual’s ability to learn a
given job , when given adequate training.
Achievement Tests. Measure the job related proficiency and
knowledge of the applicants.
Situational Tests. To test the applicant’s likely responses
to real life situations.
Interests test Understand the degree of interests a
candidate has in a
job.
Personality Tests. Assess an individual’s value system,
emotions, maturity and other
personal characteristics.
47. Preparation : objectives,
relevant questions, mode of
evaluation, time .
Setting:
Conduct of Interview: Open
ended questions, attentively listen, take
notes and mark relevant points.
Closing an Interview:
Evaluation.
Interview
48. How to Conduct an Effective Interview (3 steps
of interview process for the interviewer)
1) Prepare for the interview
Secure a private room to minimize interruptions.
Review the candidate’s application and résumé.
Review the job specifications
2) During the interview
a) Establish rapport-Break the ice.
b) Gather information.
49. 3) Closing the interview:
a) Give the applicant the chance to ask questions.
b) Confirm the follow up method, end with a positive note
and thank the candidate.
50. • What not to ask:
1) What do your parents do?
2) What is the model and the
year of your car?
3) Why did you get divorced?
4) How much time do you
spend with your family?
52. Formats of Interviews
Structured or directive
interview
An
interview
following a
set sequence
of questions.
Adv.:
1) Same questions to all
candidates.
2) Avoid bias.
Disadv.:
1) The interviewee some times
expects the questions and
prepare the answers.
2) Makes limitation.
54. Types of interviews
Situational interview
A series of job-related questions that focus on how
the candidate would behave in a given situation.
Behavioral interview
A series of job-related questions that focus on how
they reacted to actual situations in the past.
55. Stress interview
An interview in which the interviewer seeks to
make the applicant uncomfortable with
occasionally rude questions that supposedly to
spot sensitive applicants and those with low or
high stress tolerance.
56. • Puzzle questions
• Recruiters for
technical, finance,
and other types of
jobs use questions
to pose problems
requiring special
(“out-of-the-box”)
solutions to see
how candidates
think under
pressure.
57. Personal or Individual Interviews
Structured sequential
interview
An interview in which the
applicant is interviewed
sequentially by several
persons; each rates the
applicant on a standard form.
58. • Panel interview
• An interview in which a group of interviewers questions
the applicant.
59. • Mass interview
• An interview in
which one of the
interviewer
questions a group
of applicants.
60. Weaknesses of interviewing
• Biases.
• Prejudices.
• Subjective emotions of interviewer.
• The halo effect.( Some candidates are rated above average
from the first impression)
• a horns effect (Some candidates are rated under average
from the first impression )
61. • Have applicants interview on two separate occasions.
• Have applicants interviewed rated by more than one
person.
• Use planned, structured, nondirective interview format.
• Use other data to make the final selection in addition to
interview.
Methods to overcome Weaknesses of interviewing
