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Recruitement And Selection Process


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The propose of making report is considered whose ideas and facts are most important for conveying the significance of the organization.

The scope of the report is given ……….
1. Decide what positions we’ll have to fill through 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 an initial screening interview.
4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.

Published in: Education
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Recruitement And Selection Process

  1. 1. Page 1 of 42 Report on Preparedfor Faculty of Human Resource Management CBA –Collage of Business Administration Preparedby Group Name: “Introduction about the presentations” Name ID Program Section Ayesha Sultana 12102373 BBA H Nurunnahar Sumi 12102371 BBA H Sumon Miah 12102366 BBA H Mawdud Ahmed 12102359 BBA H Sanour BBA H Date of Submission: 19th July,2013 IUBAT-International University of Business Agriculture and Technology.
  2. 2. Page 2 of 42 Letter of Contents Head Line Page Number Letter O Transmittal 03 Acknowledgment & Executive Summary 04 Report Body Part-1 05 Introduction 06 Report Body Part-2 07 About Recruitment & SelectionProcess 08-13 Steps in Recruitment & Selection Process 14-40 Report Body Part-3 41 Limitations of Recruitment & SelectionProcess, Re-commendation& conclusion, Reference 42
  3. 3. Page 3 of 42 LETTER OF TRANSMITTAL 19th July,2013 Zakiya Binte Jamal Faculty of Human ResourceManagement CBA –Collage of Business Administration IUBAT-International University of Business Agriculture and Technology Subject: Submission of the report on RecruitementAnd Selection Process. Dear Madam, It is our utmost pleasure to submit you our report on RecruitementAnd Selection Processas a part of our Human Resource Managementprocesscourse. We acknowledge with thanks for the whole hearted supportand kind guidance from you. So, we therefore, pray and hope that you would be kind enough to accept our report and oblige thereby. Sincerelyyours, (Ayesha Sultana) On the behalf of the
  4. 4. Page 4 of 42 Acknowledgment “we would like to thank our respectable faculty Zakiya Binte Jamal gave for the valuable advice and support she has given us in the writing of this report. we would also like to thank our full team members for their encouragement and guidance.” Executive Summary We are the students of BBA program of IUBAT. For this reason our respectable faculty Zakiya Binte Jamal gave us to submit a report on that. The propose of making report is considered whose ideas and facts are most important for conveying the significance of the organization. The scope of the report is given ………. 1. Decide what positions we’ll have to fill through personnel planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidatescomplete application forms and perhapsundergoan initial screening interview. 4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates
  5. 5. Page 5 of 42
  6. 6. Page 6 of 42 INTRODUCTION We are the student of BBA program of IUBAT-International University of Business Agriculture and Technology. Our group is completed a report on Recruitment and Selection Process. It develops our life style increases our prestige and introduces us with modern culture. Our respectable faculty Zakiya Binte Jamal gave us in writing of the report. The purpose of making report is to clearly know that how much we leant from our report. Our information is a way that will give reader a clear understanding of the information in our report. The process ofcollecting data is from the Internet and our respectable teacher. The topics of making report is the human resources management. Every company has some limitation. Recruitment and selection Process has some limitations too.
  7. 7. Page 7 of 42
  8. 8. Page 8 of 42 About Recruitment and selection Process Recruitment is the process ofidentifying that the organisation needs to employ someone up to the point at which application forms for the posthave arrived at the organisation. Selection then consists of the processesinvolved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.
  9. 9. Page 9 of 42 The advantagesof internal recruitmentarethat: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'onpaper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else. External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process ofexamining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. Job analysisisused in order to: 1. Chooseemployees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job.
  10. 10. Page 10 of 42 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents suchas training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer. A job description will set out how a particular employee will fit into the organisation. It will therefore need to set out: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organisation. A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder. Forexample, a job specification for a trainee manager's postin a retail store included the following: 'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team.' Job analysis, description, and specification can provide useful information to a
  11. 11. Page 11 of 42 business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personalgoals and targets for the coming time period (e.g. the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to 'who does what' in a business.Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedurewill therefore take into consideration the following: keeping the costs of selection down making sure that the skills and qualities being sought have been identified, developing a process foridentifying them in candidates making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place. A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process ofjob analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: interviewing candidates asking them to get involved in simulated work scenarios asking them to provide samples of previous work getting them to fill in personality and intelligence tests giving them real work simulations to test their abilities. New workers in a firm are usually given an induction programme in which they meet other workers and are shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on an 'in-house' basis. This is particularly true of larger
  12. 12. Page 12 of 42 public companies such as banks and insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thus takes place in the following ways: 1. On the job - learning skills through experience at work 2. Off the job - learning through attending courses. Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for example, trainee accountants will be expected to pass exams set by the Association of Chartered Certified Accountants (ACCA). At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the training department within a business to make sure that staff with the right skills are coming up through the firm or being recruited from outside. The Association of Chartered Certified Accountants has 300,000 members and students throughout the world. It is a professional bodysetting standards for the accountancy profession. To be properly qualified, accountants must have passed examinations that make them eligible for membership of one or more professional accounting bodies, such as ACCA. Typically accountants will improve their knowledge and experience by taking courses run and organised by ACCA during their professional training enabling them to develop and enhance their careers. Induction is the process ofintroducing new employees to an organisation and to
  13. 13. Page 13 of 42 their work responsibilities in that organisation. Steps in Recruitment and Selection Process The recruitmentand selection process is a series of hurdles aimed at selecting the best candidate for the job.
  14. 14. Page 14 of 42 Steps in Recruitment and Selection Process In order to increase efficiencyin hiring and retention and to ensure consistencyand compliance in the recruitment and selectionprocess,it is recommendedthe following steps be followed (also refer to Staff Recruitment and SelectionChecklist). Details for each step include the minimum recommendedbestpractice to attract a talented and diverse applicant pool:  Step 1: Identify Vacancy and Evaluate Need  Step 2: Develop Position Description  Step 3: Develop Recruitment Plan  Step 4: SelectSearch Committee  Step 5: Post Position and ImplementRecruitmentPlan  Step 6: Review Applicants and Develop Short List  Step 7: Conduct Interviews  Step 8: SelectHire  Step 9: Finalize Recruitment Affirmative Action, Equal EmploymentOpportunity and Diversity are not to be consideredseparate actions or initiatives in the recruitment and selectionprocess.Instead,they are key variables which are woven into each step of the process to supportUCR’s achievement of excellence.
  15. 15. Page 15 of 42 Step 1: Identify Vacancy and EvaluateNeed Recruitments provide opportunities to departments such as aligning staff skill sets to initiatives and goals and planning for departmental and individual growth. Although there is work involved in the hiring process, properplanning and evaluation of the need will lead to hiring the right personfor the role and team. Newly Created Position When it is determined a new positionis needed,it is important to:  Understand and take into considerationstrategic goals for the University and/or department. Are there any upcoming changes that may impact this role?  Conduct a quick analysis of UCR Core Competencies.Are there any gaps? What core skills are missing from the department? Evaluate the core skills required now and those which may be needed in the future.  Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps. Replacement When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position,considerthe following:  As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the positionto what is currently required and to ensure properclassification. Your HR ClassificationAnalyst can assist in reviewing and completing.  Review the role and decide if there are any changes required as certain tasks and responsibilities performedby the previous personmay not or should not be performed bythe new person Carefully evaluate any changes needed forthe following:  Level required performing these tasks; considering the appropriate classificationlevel. Be aware that changes in the classificationof positions from represented to nonrepresented will require union notice and agreement
  16. 16. Page 16 of 42  Tasks carried out by the previous employee  Tasks to be removed or added if any of the work will be transferred within department  Supervisory or lead responsibility  Budgetresponsibility (if any)  Work hours  Is there still a requirement for this role at all? top Step 2: DevelopPositionDescription A positiondescriptionalso referred to as a job descriptionis the core of a successfulrecruitment process.From the job description,interview questions,interview evaluations and reference checks questions are developed. A well-written job description:  Provides a first and sometimes,lasting impressionof the campus to the candidate  Clearly articulates responsibilitiesand qualifications to attract the best suited candidates  Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfiedwhen they are performing duties they were not originally hired to perform.  Provides an opportunity to clearly articulate the value propositionfor the role and the departmentand helps attract candidates to apply  Optimizes search engine results by ensuring job postings rank highly in candidate search results when searching on-line  Serves as documentation to help prevent, or defend against, discrimination complaints by providing written evidence that employment decisions were based on rational business needs  Determine FLSA classificationand to map to the appropriate Payroll Title  Identifies tasks, work flow and accountability, enabling the departmentto plan how it will operate and grow  Assists in establishing performance objectives  Is used for career planning and training by providing clear distinctions between levels of responsibilities and competencies required  Is used as a benchmark to assist in ensuring internal and external equity
  17. 17. Page 17 of 42 IdentifyDuties and Responsibilities Prior to developing the job descriptionthe hiring manager should identify the following: 1. General Information 2. Position Purpose 3. Essential Functions 4. Minimum Requirements 5. Preferred Qualifications 1. GeneralInformation Basic positionand pay information will need to be determined to assist with the developmentof the job descriptionand job classificationand for entering into the ATS. This information will be differentfor each position being recruited:  Title Code — The Title Code determines the Payroll Title, FLSA status, PersonnelProgram Code and Description,and the Bargaining Unit Code and Descriptionfields in the ATS.  Pay Grade/Step  Working Title — Market titles should be recognizable and commonto various industries as most job seekers search for commonlyreferred to market titles when conducting on-line job searches  Department Name  Department Head  SupervisorName  Title Codes and Full-Time Equivalent numbers of employees supervised  SpecialRequirements and Conditions: o Specific requirements job seekers must possess or complete inorder to be hired (e.g. background check, valid driver’s license, etc.) o BFOQs which are in compliance with UCR’s applicable policies (e.g. physical or mental requirements) o Contact Staff Employmentand Developmentfor assistance with special requirements and conditions 2. Position Purpose Describesthe department’s functions, the unit’s functions, and/or the organizational unit’s functions. The statement should summarize the
  18. 18. Page 18 of 42 position’s essential functions and its role in relation to supporting, administering, or managing the activities of the department, unit, or organizational unit. Posted Position Purpose — The posted PositionPurpose will be searchable and viewable by job seekers on UCR’s job board and other posting sites. Therefore it is important to ensure it:  Includes a descriptionof the role and its relation to the department, organization and University  Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5 years) for non-Career positions  Lists the number of openings when there is more than one position being recruited  Is written with a marketing angle to attract a talented diverse pool of applicants  Is optimized for search engines  Candidates conductjob searches by entering key words or phrases into search engines.  Most candidates utilize “job aggregators” such as Google and Indeed versus searching individual company job posts.  To ensure your positionreaches the top of candidate search results, include key words such as “career”,“job”,skills and title of the positionin the beginning of the posted positiondescription(first 150 words). Attracting a Talented Diverse ApplicantPool:  Once you have identified the positionpurpose,essential functions and qualifications, you will want to go back and review the description.Is it written to attract an individual who is a top performer?Does it describe the inclusive culture of your organization? Does it state the value propositionfor the role and the university  Marketing the job to a diverse audience is just as important as accurately describing the role. For more information and tips visit the BestPractices for Attracting a Diverse Workforcewebpage. 3. Essential Job Functions Essential job functions describe the duties and responsibilities of a position. A job function is consideredessentialwhen the performance of the function is the purpose forthe position. Typically, an essential
  19. 19. Page 19 of 42 function occupiesa significant amount of time of the employee’s time and requires specialized skills to perform.By accurately describing the essential functions of the job, job seekers will have a clear understanding of the role and your expectations for performing them. When developing essentialfunctions for the position the following should be noted:  Functions of the job which are critical for the positionare arranged by importance and percentage of time spent  Complexity level and authority for the role should be describedto help attract the appropriate level of qualified candidates  Essential tasks listed should be inter-related to the accomplishmentof the essential function. e.g., The essential function of event planning is composed of several independenttasks including scheduling and securing the venue; interviewing vendors and executing contracts for service;arranging for food delivery; supervising event workers and ensuring clean up. Therefore,the various tasks required to successfullyaccomplishthe essential function should be identified and described. 4. Minimum Requirements The minimum requirements or “basic qualifications” are those qualifications or criteria which was established in advance and advertised to potential applicants:  Must be relevant and relate back to the duties and responsibilities of the job (e.g., should not list driving requirement if not part of responsibilities or duties of the job).  “Softskills” can be required qualifications (e.g., communication/collaboration)and will: o Vary among applicants o Cannot be ascertained in resume o Able to evaluate in interview  Can be position/departmentspecific (e.g. valid driver’s license)  Can be assessedby reviewing the resume  Must be objective,non-comparative and business-related: o Objective
  20. 20. Page 20 of 42  Correct: Bachelor’s degree in Business Administration  Incorrect:A business degree from a “good school” o Non-comparative  Correct: 5 to 7 years of experience designing computersoftware programs  Incorrect:Must be one of the top five among the applicants in years of experience o Business-related  Correct: 5+ years of experience in accounting  Incorrect:Must have experience with volunteering for Habitat for Humanity  The minimum requirements should supportthe accomplishmentof the essential function. For example, the essential function of event planning could require: o Organizational skills (to ensure all details are cared for) o Communication skills (to interact with vendors and guests) o Prior event planning experience Listing too many skills as requirements significantly limits your applicant pooland selection.A good rule of thumb is no more than 3-5 required skills depending upon the level of the position. 5. Preferred Qualifications Preferred qualifications are skills and experience preferred in addition to basic qualifications and can be used to narrow down the pool of applicants. These preferred skills,knowledge,abilities and competencies can describe a more proficientlevel at which the essential functions can be performedsuch as:  Prior experience with corporate/institutional event planning (prior experience in a related area can be preferred)and knowledge of applicable UC policies and procedures (prior experience within the UC system can be preferred).  UCR experience,certifications and/or advanced degree are additional Applicants who meet some or all preferred qualifications (e.g. UC experience)tend to have shorter assimilation time, reach full job competence fasterand are able to take on advanced responsibilities sooner.
  21. 21. Page 21 of 42 Career Ladder Recruitments When the scope of the position and the department needs allow for varying levels of skills and experience,a position may be advertised with multiple job titles at differentlevels within a single class series.Referto UCR LocalProcedure 20: Recruitment for more information. top Step 3: DevelopRecruitmentPlan Each positionrequires a documented RecruitmentPlan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the bestqualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities. In addition to the position’s placement goals the plan contains advertising channels to be used to achieve those goals. The recruitment plan is typically developedby the hiring manager in conjunction with the Departmental HR Coordinator. Placement goals identified are entered into the position requisition in the ATS. To ensure the most current placement goals are identified for the department and unit, you may contact the office ofFaculty and Staff Affirmative Action. Recruitment Plan Elements: A. Posting Period B. Placement Goals C. Additional Advertising Resources D. Diversity Agencies E. Resume Banks A. Posting Period  Minimum posting requirements are as follows: o ProfessionalSupport Staff (PSS) – 10 business days from date posted beginning the next business day o Management/Senior Professional(MSP) – 15 business days from date posted beginning the next business day
  22. 22. Page 22 of 42  “Openuntil filled” is an option for both PSS and MSP positions which allows the posting to remain openand viewable on the career site until filled. This option is recommended forall recruitments.  Continuous Recruitment — To be used only for on-going recruitment such as lab assistants, custodial support, etc. B. PlacementGoals  Placementgoals are required for each recruitment  Review your PlacementGoals and develop a recruitment plan which will assist in reaching those goals o To ensure the most current placement goals are identified for the department and unit, you may contact the office ofFaculty and Staff Affirmative Action.  PlacementGoals should include outreach efforts to veterans and individuals with disabilities C. Additional Advertising Resources  A variety of recruiting sources (both internally and externally) should be utilized to attract candidates who reflectthe diversity UCR values in its workforce.Every effortshould be made to conducta thorough search by advertising widely before filling a position. Note: Any advertising relatedto employmentat UCR and/or recruitment(job) advertisingshould includethis statementin the body of the advertisement: “UCR is an EqualOpportunity and Affirmative Action Employerwith a strong institutional commitmentto the achievementof excellence and diversity among its faculty and staff.” Internet job boards UCR sponsored — UCR Staff positions which are posted on the UCR Jobs website are automatically posted to the following UCR contracted job boards:  Southern California Higher Education   CAL Jobs (State Required)
  23. 23. Page 23 of 42  Diverse Issues in Higher Education (must be manually launched via JobTarget)  Additional job boards: o Available through JobTarget,over 3,000 job boards available which include diversity job boards — targeted to women and under- represented groups,and niche job boards — targeted to individuals by technical discipline or industry. o Job posting rates vary and are charged to the organizational unit. Contact your Service Center or Departmental HR Coordinator for more information. Print Advertisement  Local media, national publications (not used as frequently, but may be suitable for certain positions)and other paper advertisements  JobTarget can provide assistance with most advertising media by coordinating your ad placement. Contact your Service Center or Departmental Human ResourcesCoordinatorfor assistance.  Associations and other membergroups which are helpful in targeting candidates with specificniche skillsets SocialMedia LinkedIn, Twitter and Facebookare good alternative recruiting sources. Contact your Service Center or Departmental HR Coordinator to learn more about these tools and their properuse. Referto University of California Recruitment Through the Use of Social Networks. Job Fairs Before the internet, job fairs were considered a popular method for meeting candidates face-to-face.They were used as a vehicle to promote organizations by promoting the organization’s image and brand. Job fairs such as those aimed at diverse candidates or industry specific, are still considered one of the best methods formeeting potential candidates in a single event ProfessionalConference and Campus Recruiting Conference and campus recruiting events are a great way to market UCR and your departmentand provide you with an opportunity to
  24. 24. Page 24 of 42 network with potential qualified candidates for current and future openings. Conference and campus career centers may offerto assist you in your recruitment needs by providing job posting services and interviewing facilities. When utilizing these events for current recruitments, the standard hiring process is followed to include:  Posting the Job:Ensure the positionis posted on Jobs@ucr.eduand all applicants are directed to apply on-line  Conducting Interviews o All qualified applicants selected forinterviews receive short-list approval prior to being interviewed o On-site Screening Interviews o Screening interviews conducted to gather preliminary information on prospective candidates o To be conducted by more than one committee memberin attendance o Screened-inapplicants invited to interview with all committee members  On-Site SelectionInterviews  Interviews used to make final hiring decisions  Requires all committee members to be in attendance In order to ensure fairness and equity in the hiring process for interviewees not in attendance, the guidelines set forth in Conducting Virtual Interviews are to be followed. D. Diversity Agencies  Agencies which assist women and under-representedgroups are another great source of talent  Developing relationships and a pipeline of potential candidates with these agencies allows candidates to have a better understanding of your staffing needs and the University’s missionand values  Contact Human Resourcesformore information on diversity agencies.
  25. 25. Page 25 of 42 E. Resume Banks Resume banks are another good source for identifying qualified candidates. Job seekers posttheir resume to these which are then searched by prospective employers.The following resume banks provide access to UCR HR Departmental and Organization HR Coordinators:  Southern California Higher Education  To requestlog-in access,contact Staff Employmentand Development. OFCCP’s record keeping requirements for 3rd party resume searches are:  Title of the position for which each search of the database was made  The search criteria used  Date of the search  Names of resumes of any job seekers who met the minimum qualifications and whom you requested to apply This required information is to be documented in the comments section of the requisition in the ATS. top Step 4: SelectSearchCommittee To ensure applicants selectedforinterview and final considerationare evaluated by more than one individual to minimize the potential for personal bias, a selectioncommittee is formed.The hiring manager will identify members who will have directand indirect interaction with the applicant in the course of their job. Each hiring manager should make an effortto appoint a search committee that represents a diverse cross sectionof the staff. A memberof the committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor the affirmative action aspects of the search committee.Under-represented groups and women are to have equal opportunity to serve on search committees and specialefforts should be made to encourage participation. Departments that lack diversity in their own staff should considerappointing staff outside the department to search committees
  26. 26. Page 26 of 42 or develop other alternatives to broadenthe perspective of the committee. For positions that are frequently recruited and utilize a search committee,the mix of search committee membersshould change frequently as well to minimize the risk of “group think” or collective bias.  The Hiring Manager will determine the size (no more than 6) and compositionof the committee based on the nature of the position. It is highly recommended the committee members include: o At least one individual who has a strong understanding of the role and its contribution to the department o A job specialist(technical or functional) o Staff representative if positionhas supervisoryresponsibilities o An individual who will interact closelywith the positionand/or serves as a main customer  Search committee members mustensure no conflictof interest in relation to the applicants under considerationand must never be individuals who may have interest in the position  Search committee members should ensure they are well equipped for their role in the recruitment process to ensure fairness and compliance. The following tools are available to assist committee members with the recruitment process: o Staff Search Committee FAQs o Search Committee Checklist  Each committee memberis expected to be well versed in the recruitment and selectionprocess and have an understanding of laws related to Affirmative Action and Equal EmploymentOpportunity. The following training opportunities are available (registration through UC Learning Center). At a minimum, the search committee membermust have completedone of the learning activities listed below before serving on the committee: o Training workshop - Affirmative Action 101 o Training workshop - Recruitment & SelectionStrategies for the Hiring Manager o Recruitment Advertising & Affirmative Action webinar o Diversify and Train the Search Committee tutorial
  27. 27. Page 27 of 42  It is recommended the committee communicate prior to the application review to determine criteria for applicant evaluation  The Search Committee Chair should ensure that all members of the committee are thoroughly familiar with the job description top Step 5: Post Position and ImplementRecruitmentPlan Once the position descriptionhas been completed,the positioncan then be posted to the UCR career site via the ATS. Every effortshould be made to ensure the accuracy of the job descriptionand posting text. It is not advisable and in some instances, not possibleto change elements of a posted position.The reason for this has to do with the impact a given change may have on the applicant pool. To postthe position:  The requisition is created by the Service Center Human Resources Coordinator or Departmental Human Resources Coordinatorand approved by the Service Center HR Organizational Coordinatoror Organizational HR Coordinator  Once approved,the Departmental HR Coordinatoror Service Center will review the requisition and route online to the HR ClassificationAnalyst who will assign the classification  The requisition is then routed to the HR Recruitment Analyst who will postthe position  Applications can be reviewed once the minimum number of posting days has been reached  Internal candidates will apply through the regular application process and will be included in the candidate pool along with external candidates (see 6.0 SpecialConsiderations for details) Talent Sourcing and Outreach In order to identify the widest and talented applicant pool, sourcing and outreach activities should be engaged.Passive candidate sourcing is an activity which can be conducted during this phase in the recruitment process.This is typically done using social media and networking channels. OFCCP has specificguidance on this area of recruitment. Contact Lorena Velasquezfor information.
  28. 28. Page 28 of 42 Monitoring/Updating Recruitment Plan/Diversity Strategy Continuous monitoring of recruitment activity and recruitment plan effectivenessis critical to a successfulsearch. Specialattention should be given to the progress of the diversity strategy. Applicant pools for each recruitment can be monitored by search committee members throughoutthe recruitment cycle by reviewing the Affirmative Action Statistics located in the ATS. top Step 6: ReviewApplicants and Develop ShortList Once the position has been posted,candidates will apply via UCR’s job board. Candidates will complete an electronic applicant for each position (resume and cover letter are optional). Candidates will be considered “Applicants” or “Expressions of Interest”. All applicants must be reviewed and considered.Applicants are those who apply during the initial application period as described in Step 5. Candidates who apply after the initial application period will be considered “expressions ofinterest” and not viewable by the search committee. It is recommended that all search committee members reviewall Applicants to ensure more than one personassessestheir qualifications and that individual opinion or biases are avoided. Each committee membermay provide comments to each Applicant’s qualifications as they relate to the minimum requirements of the position. Upon the search committee’s review of each Applicant, the Chair or Chair’s Associate will review all search committee comments and develop the short list. Once the short list has beendetermined,the AACO will request an Affirmative Action Applicant Pool Statistics analysis from the OFSAA.If the short list is deemed to representa sufficientlydiverse applicant pool,the short list will be approved. Once approved,the applicants can then be contacted for interviews. If the shortlist is not sufficientlydiverse in light of the department’s placementgoals, the OFSSA will contact the Search Committee Chair or Chair’s Associate to discuss how the pool might be diversified.One option might be to review the existing applicant pool to evaluate any additional qualified applicants prior to reviewing applicants who are
  29. 29. Page 29 of 42 expressions of interest status. If it is determined the expressions of interests are to be reviewed, the Search Committee Chair or Chair’s Associate may move those in the expressionof interest status to the applicant pool, in one or more batches on certain date(s) and time(s), as needed to achieve a sufficiently diverse and qualified pool. All expressions of interest candidates moved to the applicant poolare to be reviewed by the search committee. Note: Several bargaining unit contracts contain language related to applicant screening.Referto the appropriate contract for specific requirements. top Step 7: ConductInterview The interview is the single most important step in the selectionprocess. It is the opportunity for the employerand prospective employeeto learn more about each other and validate information provided by both. By following these interviewing guidelines,you will ensure you have conducted a thorough interview processand have all necessary data to properly evaluate skills and abilities. Preparing for the Interview Once the short list (typically 3-5 identified for interview) is approved by the Office of Faculty and Staff Affirmative Action, the interview process can begin. It is important to properly prepare for the interview as this is the opportunity to evaluate the skills and competencies and validate the information the applicant has provided in their application and resume. Choose one or two questions from each competencyand minimally required skills to develop your interview questions.Review the applicant's application or resume and make note of any issues that you need to follow-up on. For special accommodations requestedby the interviewee, contact the Disability Management Office. The Committee Chair should determine the following:  Format of the interview and order of questions  Questions to be asked of all applicants  Specific questions to be asked of individual applicants
  30. 30. Page 30 of 42  Who is going to ask which questions  Determine if a work sample should be submitted  The optimum start date for the position  Any other details applicants may need about the role that were not noted in the positiondescription Prior to the interviews being conducted,the Search Committee Chair will notify members to download the application packets form iRecruit. The Search Committee Chair will provide the committee with interviewee comparisontools to assist in the evaluation process. Phone Interviews A phone interview may be conducted to initially screen the applicant for information such as availability, salary requirements,specialposition requirements (e.g. ability to perform shift work) and other preliminary information. Although a phone interview should not ordinarily take the place of the in-person interview, it is possible to screenout an applicant due to information obtained during this initial screening.Phone interviews should be properly documented and attended by all search committee membersif possible. Panel Interviews Prior to the panel interview, committee members should ensure they know which interview questions each will ask. Committee members should limit the number of questions to 2-4 to allow sufficienttime for all committee membersto participate. At the start of the interview, introductions of the Chair and panel members,including names and job titles/roles,are given. Next, the Chair should outline the format of the interview so that the candidate is aware of what is going to happen. A typical format might be:  Introductions of each panel member  A brief descriptionof the role they are being interviewed for  Describe how the interview panel will conduct the interview (e.g. each alternates questions and all will take notes)  The candidate gives an overview of their experience  Each panel memberprovides their questions
  31. 31. Page 31 of 42  The interviewee is given time at the end to ask questions  The interviewee is informed of the next step (e.g. will be contacted either by phone or in writing of the outcome)  Thank the candidate for coming and ensure someone shows the candidate out Virtual Interviews To reduce travel costs and time associated with interviewing out of area applicants, virtual interviews can provide an alternative method to the in- personinterview. Guidelines for conducting virtual interviews are as follows: To ensure fairness and equity in the interview process,it is recommended outof area applicants are provided an opportunity to interview in the same manner as local applicants during each stage of the interview process.Departments should cover the travel costs associated with out of area applicant interviews. When department budgetary constraints do not allow for a consistent interview process,on an exceptionbasis, the following may be practiced when interviewing both local and out of area applicants:  First Round Interviews o Out of area applicants provided the opportunity to interview in person o Department may offerto covertravel costs,but are not required  Second/FinalInterviews o All applicants provided the opportunity to interview in person o Department covers travel costs Interview Questions Typical interview questions used are those which are relevant to the position and seek information on specific skills and abilities to perform the job such as “describe your experience working with students in an academic environment and/or post-secondarydegree-granting institutions”. Interview questions not pertaining to the current requirements of the position are not to be used (e.g. an interview question on supervisoryexperience if positionwill not be supervising employees).
  32. 32. Page 32 of 42 The use of behavioral and/or competencybased interview questions are strongly encouraged as, when properly crafted,they allow the interviewer to obtain more meaningful data to determine the applicant’s ability to carry out the duties and responsibilities of the job, as well assess their ability to adhere to the University’s core competencies. Behavioral/competencybased interview questions do not simply ask “if” they performed a certain task, they ask “how”. They can be designed to probe specificallyfor past behaviors, competencies and characteristics which are believed to predictfuture behavior. Examples of behavioral/competencyinterview questions include:  We often need to explore many details and aspects of a particular problem before coming up with an effective solution. If you can, give me an example of how you’ve done this in the recent past (Detail-oriented)  Tell me about a time when you found it necessaryto speak to co- workers about the quality of their work because it posed a real or potential risk to the organization (Quality-focused)  Tell me about a time when you were able to maintain your poise and composure in a delicate situation (Emotional Intelligence)  Some tasks require you to fully think through the results. Tell me about a time when you avoided making a quick decisionbecause you faced these circumstances (Problem Analysis) Appropriate/(Prohibited)Inappropriate Interview Questions Although many interview questions may appear to be harmless, it is illegal to ask applicants questions that are not job related and/or personal in nature or that would otherwise solicit protected information. All interviewers should review the list of Appropriate/Inappropriate Interview Questions prior to conducting the interview to ensure illegal questions are avoided. After the Interview Upon completing the interview, committee members will complete the Search Committee Interview Rating Sheet which is forwarded to the Committee Chair at the end of the interviews. Candidate evaluations should be sure to include only those comments which are relevant to the requirements of the position.
  33. 33. Page 33 of 42 Testing and other SelectionMethods Tests and other selectionmethods such as requesting work samples are additional tools used to asses candidates. Because tests must be validated using statistical methods and administered consistently across the hiring process,all tests, along with their administration procedure and scoring rubric, must be approved by Human Resources and the Office of Faculty and Staff Affirmative Action prior to use. The EEOC has set for the following Employerguidelines when developing and administering tests:  Employers should administer tests and other selectionprocedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability.  If a selectionprocedure screens out a protected group,the employer should determine whether there is an equally effective alternative selectionprocedure that has less adverse impact and, if so, adopt the alternative procedure.For example, if the selectionprocedure is a test, the employershould determine whether another test would predictjob performance but not disproportionatelyexclude the protected group.  To ensure that a test or selectionprocedure remains predictive of success ina job, employers should keep abreast of changes in job requirements and should update the test specifications or selection procedures accordingly.  Employers should ensure that tests and selectionprocedures are not adopted casually by managers who know little about these processes.A test or selectionprocedure can be an effective managementtool, but no test or selectionprocedure should be implemented without an understanding of its effectivenessand limitations for the organization, its appropriateness fora specific job,and whether it can be appropriately administered and scored.  Employers should ensure that employmenttests and other selection procedures are properlyvalidated for the positions and purposes for which they are used.The test or selectionprocedure must be job-related and its results appropriate for the employer's purpose.While a test vendor's documentation supporting the validity of a test may be helpful, the employeris still responsible forensuring that its tests are valid.
  34. 34. Page 34 of 42 Tests and sample work products should not be relied upon as the only screening tool and should only be required of short list candidates. As an alternative to testing applicants, requesting applicants provide job related written certifications of completionfor courseworkor technical/industry certifications (as related to the position) help to provide a measure of skill aptitude to further evaluate qualifications. Welcoming the Interviewee Ensuring a good interview experience increases the likelihood that they will be able to communicate their attributes effectively.From providing the interviewee with properdirections to greeting with a firm handshake, it demonstrates your genuine interest in their time and effortand helps them to feel calm and confident.Interviewing can be a very stressful experience for some and the more at ease an interviewee is, the better you are able to identify true attributes. The following should be considered:  Panel interviews, if conducted,can be an even more intimidating environment for an interviewee, so rememberto break the ice if possible  When organizing interviews, it is bestto assign a personwho ensures the interviewees have the properdirections,parking details and who is easily accessibleon the date of the interview  Allow enough time for the interview so the interviewee does not feel rushed. Let the interviewee do most of the talking. Rememberthe 80/20 rule. The interviewee should be doing 80% of the talking. While it’s important to articulate the needs of your department and the role, this is the one time you will have to gather as much data to evaluate their experience and ensure a properfit.  Be sure to review the interviewee’s resume in advance to demonstrate your interest in their skills and background as this helps in appearing prepared and organized. Take notes and ask for clarification on responsesif needed.  Be sure to avoid any inappropriate or illegal interview questions (see Prohibited Interview Questions).  University literature (if available) and benefit information should be provided to the applicant at the conclusionof the interview top
  35. 35. Page 35 of 42 Step 8: SelectHire Final Applicant Once the interviews have been completed,the committee will meetto discuss the interviewees. Committee memberswill need to assess the extent to which each one met their selectioncriteria. The search committee rating sheet will be helpful in justifying decisions and making them as objective as possible. The most important thing to rememberis that you will need to be able to justify your decision.Documentation is key and required to be in compliance with OFCCP requirements.As one of the most critical steps in the process,it is important to keep the following in mind:  The best candidate for the position was chosen based on qualifications  The candidate will help to carry out the University and Department’s missions ReferenceChecks Referencechecks should be conducted on the final applicant prior to making an offer.While it is advisable to conduct a reference with the candidate’s current supervisorbefore a candidate starts employment,if the candidate is reluctant a conditional offerof employmentcan be made. Before you beginthe reference checkprocess,be sure to: 1. Prepare carefully  Familiarize yourself thoroughly with the information the applicant has already provided,including the application, resume, work sample (if applicable) and interview responses  Identifyareas that require elaboration or verification such as the work sample  Set up a telephone appointment with one or more references provided by the applicant  Many employers are prohibited from providing information without a release, so if requested,send the signed Applicant Release and
  36. 36. Page 36 of 42 Disclosure consentform and the job description(optional) in advance of your telephone call  Write down your questions before you call, highlighting the information you want verified or expanded upon.  Note: You may considerconducting reference checks on all finalists before the final selectionis made. 2. Set up an environmentthat encourages the referenceto respond willingly, cooperatively,and honestly.  Begin your conversation on commonground by referring to information that has already been provided by the applicant. For example:” John Doe has asked us to speak with you regarding information he has already shared with us during the interview process.” Or “I'm calling to verify information provided by Mary Roe.” 3. Describe the position  Describe the responsibilities,duties,and working environment of the position for which the individual has applied.  After describing the position, ask, “Given our requirements,what is your assessmentof the individual’s qualifications for the job?” 4. In addition to your prepared questions,ask follow-up questions  If you get a general response (“She's great!”),followup with a specific question (“What did she do to merit that compliment? or “Why did she leave?” or “How have things changed since she left?”)  If the reference providerdeclines to answer a question, ask if someone else might be able to share information about the topic. 5. Ask questions thatare specifically job-related  There are legal ramifications if you ask illegal/ inappropriate questions that may have to do with race, color, national origin, religion, sex, physical or mental disability, medicalcondition, ancestry, marital status, age, sexual orientation, citizenship, or status as a covered veteran.
  37. 37. Page 37 of 42 Ask the same basic questions about all applicants for whom you obtain referencesto ensure consistency.Weigh information you receive in the same manner for all applicants. Social network tools such as Facebook,Twitter and LinkedIn are not be used to conduct reference or background checks.Referto University of California Guidelines RecruitmentThrough the Use of Social Networks. Additional information and guidelines can be found on the Reference Checks webpage. MandatedHiring Prerequisites Depending upon the nature of the position, additional hiring prerequisites may be required. Any costs associated with these prerequisites are the responsibilityof the hiring department. Additional information can be found on the Mandated Hiring Prerequisites webpage. top Step 9: FinalizeRecruitment Upon completionof the recruitment processthe offerto the selected finalist is made. The salary to be offeredis to be equitable and lead to the retention and motivation of employees. Prior to initiating the offer,it is recommended that one more check of the selectionprocessbe completed as follows:  Review the duties and responsibilities ofthe positionand ensure they were accurately describedand reflected in the job descriptionand interview process  Review selectioncriteria used to ensure they were based on the qualifications listed for the position  Confirm interview questions clearly matched the selectioncriteria  Confirm all applicants were treated uniformly in the recruitment, screening,interviewing and final selectionprocess Initiating the Offer  Once a final check of the selectionprocessand the final applicant has been determined,the Committee Chair or designee will notify the
  38. 38. Page 38 of 42 Departmental HR Coordinator with the finalist’s name, salary and start date enter the selectioninformation into the ATS  The Departmental HR Coordinator reviews the requisition in the ATS and ensures all applicants on the requisition have been assigned a decisioncode  The Departmental HR Coordinator forwards this information to the Organizational HR Coordinator for review and approval  Once approved,the Departmental HR Coordinatornotifies the Committee Chair or designee of offerapproval  The Committee Chair or designee makes the offerto the finalist Note: A verbal offerof employmentand the finalist’s verbal acceptance creates a contractual relationship – therefore,ensure the offerhas been approved prior to verbally offering the position Negotiating the Offer  Wheneverpossible,it’s recommended your best offerbe made the first time as this displays propermarket and internal equity practices and demonstrates good faith to the applicant. As salary requirements would have beenidentified earlier on in the recruitment process,there should be a good understanding of the applicant’s requirements and whether you are able to work with those requirements.  When offering the finalist the position, be sure to discuss the total compensationpackage (in addition to salary) such as paid time off and retirement benefits.Be excited and enthusiastic about the offerand let them know you are excited about them joining your team.  UCR benefits and retirement programs are great selling points. In many cases,they are a key factor when deciding on acceptor decline the offer.Finalists with additional benefitrelated questions should be referred to the Benefits webpage or Central Human ResourcesBenefits office.  Lastly, if possible,discuss the great learning and development opportunities which may be available to them in achieving their professionalgoals. Most individuals value this just as much, in some cases more, than the base salary being offered.
  39. 39. Page 39 of 42 Countering the Offer  Despite your best offer,there may be instances where the applicant declines  Discuss the reasons for the offerbeing declined with the applicant – and look beneath the surface. Applicants decline offers forvarious reasons and not always due to the salary being offered.  If an offeris declined due to salary, the department may make a counter offerprovided the amount is within the appropriate guidelines for the role and department  Counter offers mustbe reviewed and approved by the Organizational HR Coordinator Finalizing the Offer It is important that each recruitment be properly closed,including the notification of those interviewed and not selected,as well as all documentation associated with the recruitment be uploaded to the ATS. To ensure properclosure, the Staff Recruitment and SelectionChecklist should be completed and the following actions conducted:  Once an offerhas beenaccepted,the Committee Chair or designee notifies the Departmental HR Coordinator and requests the offerletter be sent  The Departmental HR Coordinator prepares and sends the offerletter  The Departmental HR Coordinator ensures written acceptance of offer  The Departmental HR Coordinator enters the finalist information into the ATS upon receiptof the signed offer(see iRecruit User Guide for instructions)  The Departmental HR Coordinator contacts those individuals interviewed and not selected (at a minimum) by phone or letter. If contact is made by phone, ensure the conversation is documented.  The Departmental HR Coordinator ensures all recruitment related documents are uploaded to the requisition in the ATS  Upon notification of the recruitment being closed,the Departmental HR Coordinator will close out the requisition in the ATS.
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  42. 42. Page 42 of 42 Limitations of Recruitment and Selection Process Every part has limitation. Recruitment and selection process has also some limitations. Such as…… 1. Sometimes qualified candidates are not allowed. 2. Sometimes corruption is going on company in recruitment and selection process. 3. Low Government collaboration. Re-commendation & Conclusion Recruitment and selection process is very important for selection employee. The company plays a very important role in our economy. For this reason, it is very helpful us to select qualify employers for any company. Reference We collect the information : i) Our knowledge & ii) Internet