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Recruitment and Selection

Recruitment and Selection

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 Recruitment and Selection
BUSINESS
OBJECTIVES
RECRUITMENT
HR PLANNING
JOB DESCRIPTION JOB SPECIFICATION
JOB ANALYSIS
Recruitment
- Recruitment is defined as “the process of searching
for and obtaining applicant for jobs, from among whom
the right people can be selected”
- Theoretically recruitment process ends when job
applications have been received
- In practice it goes further to screening applications to
filter those applicants who are not eligible for or suitable
for job
- The term recruitment is often described or
understood as complete process of employee hiring
- Recruitment and selection are two different processes
Purpose of Recruitment
- Increase pool of potential job candidates
- Increase success rate of the selection process
- Ensure the right people are selected against vacant
position (minimizing probability of leaving organization in
case of selection of wrong or misfit candidate)
- Meeting legal and social obligation of workforce composition
- Identify and encourage potential candidates/job applicants
- Evaluating the effectiveness of available sources and
techniques of recruitment
Factors Influencing Recruitment
External Forces
Supply and demand
Unemployment rate
Labour market
Political-legal
Image
External Forces
Supply and demand
Unemployment rate
Labour market
Political-legal
Image
Internal Forces
Recruitment policy
HRP
Size of the firm
Cost
Growth and expansion
Internal Forces
Recruitment policy
HRP
Size of the firm
Cost
Growth and expansion
Recruitment
Source: Aswathappa, 2008, p. 145
Sources of Recruitment
Method and Sources of Recruitment
Internal Sources External Sources
Present Employees Advertisement
Employee Exchanges
Employee Referrals Campus Recruitment
Walk-ins
Former Employees Contractors
Displaced Persons
Previous Applicants Radio and Television
Competitors
E-Recruiting
Recruiting Agencies
Source of Recruitment
1 Internal Recruitment
- Former Employees (Performance is known, aware
with organizational culture)
- Previous Applicants (best when to fill in job quickly,
cost effective)
2 External Recruitment
- Advertisement
- Blind ad (no identification of company)
- AIDA (attention, interest, desire, action)
Content of Job Advertisement
I) job content ii) working conditions
iii) location of job iv) compensation
v) job specification vi) to whom apply
Source of Recruitment
Internal Sources
Advantages Disadvantages
Less costly Candidates current work may be
affected
Better knowledge of skills and
performance
Old concept of doing
Morale and Commitment Organizational politics
Awareness of culture Morale problem for employee not
promoted
External Sources
External Sources
New skills and new experience Costly and time consuming
Compliance with laws Right candidate rejected (false
positive error) wrong candidate
selected (false negative error)
Scope for resentment and jealousy
reduced
Person and organization misfit
Source:Aswathappa,2008,p.159
Yield Ratio
20
30
40
200
2000
Initial contacts
Invited for test
Invited for interview
Job Offer
Job Acceptance
10:1
5:1
4:3
3:2
Source: Aswathappa, 2008, p. 149
Set job expectations realisticallySet job expectations realistically
Job is viewed as attractiveJob is viewed as attractive
High rate of job offer/acceptanceHigh rate of job offer/acceptance
Work experience does not
Match with expectation
Work experience does not
Match with expectation
Dissatisfaction, thought for
quit job
Dissatisfaction, thought for
quit job
Set job expectations highSet job expectations high
Job may or may not be attractive
Depending on person needs
Job may or may not be attractive
Depending on person needs
Some accept some rejectSome accept some reject
Work experience match
expectation
Work experience match
expectation
High job survival, satisfiedHigh job survival, satisfied
Traditional ProceduresTraditional Procedures Realistic ProceduresRealistic Procedures
Source: Aswathappa, 2008, p. 163
Traditional and Realistic Job Preview
Alternatives to Recruitment
Overtime
Temporary Employment
Employee Leasing
 Recruitment and Selection
Selection is defined as “the process of
differentiating between applicants in order to
identify and hire those with a greater likelihood
of success in a job”
Or
Selection is “the process of picking individuals
(out of the pool of job applicants) with requisite
qualification and competence to fill jobs in the
organization.”
Selection as a Source of Competitive
Advantage/ Disadvantage
Organizational performance depends on individual
performance
Individual performance depends upon competent
selection process
Wrong or misfit candidate is de-motivated and
unwilling or not competent to work effectively
Recruitment and selection is very expensive process
and cost of hiring wrong candidate is even more
damaging to organization
Errors in Selection
Selection Strategy : Centralized vs
Departmental
Larger pool of applicant can be attracted to apply for
job as applicants have to submit/apply to HR
department
Operating managers focus on their functional duties
Better hiring as specialists are handling hiring
process
Compliance with employment rules and regulations
Selection Process
Step 1 : Application Screening
Negative Process : Why?
Reject ineligible Candidates
For eg. MBA required, but the candidate does not
possess one
Step 2 : Selection Test
Characteristics of a Good Test
Reliability : The Scores in the test result should be
consistent across contexts
Validity : The test should be valid for the job
requirement
Standardisation : The test should be conducted the
same way across contexts
Objectivity : The evaluation of the test should be
done the same way by different persons
Step 2 : Selection Test
Types of Test
Aptitude Test
Personality Test
Ability Test
Interest Test
Graphology Test
Step 3 : Interview
Type Questions Application
Structured Predetermined and fixed number
of questions asked for all
applicants
Valid results
Semi
structured
Set predetermined set of
question and questions arises
during interview
In depth analysis of personality and explore
interest and preferences of candidates and
good comparison can be made among
candidates
Unstructured Without any predetermined set
of questions
Useful to explore details about candidate
Situational Questions are asked based on
given situation
Good to explore behavior and reasoning of
candidate in given situation
Stress full A harsh, emotional, and tough
questions are asked with the
intention to disturb or put
candidate in stress
Useful when candidate is being considered
to hire for tough and stressful job
Step 3 : Interview
Errors While Conducting Interviews
Step 4 : Reference and
Background Checks
Eg. Previous Empoloyers
Recommendation Letters from Experts
Step 5 : Selection Decision
Objective Evaluation
Organisational Culture Fit
Step 6 : Physical Examination
Eg. Color Blindness for engineering jobs
Step 7 : Job Offer
Letter of Appointment
Step 8 : Employment Contract
Terms of the Contract
Eg. Job Title, Duties, Holidays, Salary, etc.
Step 9 : Evaluation

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Recruitment and Selection

  • 3. Recruitment - Recruitment is defined as “the process of searching for and obtaining applicant for jobs, from among whom the right people can be selected” - Theoretically recruitment process ends when job applications have been received - In practice it goes further to screening applications to filter those applicants who are not eligible for or suitable for job - The term recruitment is often described or understood as complete process of employee hiring - Recruitment and selection are two different processes
  • 4. Purpose of Recruitment - Increase pool of potential job candidates - Increase success rate of the selection process - Ensure the right people are selected against vacant position (minimizing probability of leaving organization in case of selection of wrong or misfit candidate) - Meeting legal and social obligation of workforce composition - Identify and encourage potential candidates/job applicants - Evaluating the effectiveness of available sources and techniques of recruitment
  • 5. Factors Influencing Recruitment External Forces Supply and demand Unemployment rate Labour market Political-legal Image External Forces Supply and demand Unemployment rate Labour market Political-legal Image Internal Forces Recruitment policy HRP Size of the firm Cost Growth and expansion Internal Forces Recruitment policy HRP Size of the firm Cost Growth and expansion Recruitment Source: Aswathappa, 2008, p. 145
  • 6. Sources of Recruitment Method and Sources of Recruitment Internal Sources External Sources Present Employees Advertisement Employee Exchanges Employee Referrals Campus Recruitment Walk-ins Former Employees Contractors Displaced Persons Previous Applicants Radio and Television Competitors E-Recruiting Recruiting Agencies
  • 7. Source of Recruitment 1 Internal Recruitment - Former Employees (Performance is known, aware with organizational culture) - Previous Applicants (best when to fill in job quickly, cost effective) 2 External Recruitment - Advertisement - Blind ad (no identification of company) - AIDA (attention, interest, desire, action) Content of Job Advertisement I) job content ii) working conditions iii) location of job iv) compensation v) job specification vi) to whom apply
  • 8. Source of Recruitment Internal Sources Advantages Disadvantages Less costly Candidates current work may be affected Better knowledge of skills and performance Old concept of doing Morale and Commitment Organizational politics Awareness of culture Morale problem for employee not promoted External Sources External Sources New skills and new experience Costly and time consuming Compliance with laws Right candidate rejected (false positive error) wrong candidate selected (false negative error) Scope for resentment and jealousy reduced Person and organization misfit Source:Aswathappa,2008,p.159
  • 9. Yield Ratio 20 30 40 200 2000 Initial contacts Invited for test Invited for interview Job Offer Job Acceptance 10:1 5:1 4:3 3:2 Source: Aswathappa, 2008, p. 149
  • 10. Set job expectations realisticallySet job expectations realistically Job is viewed as attractiveJob is viewed as attractive High rate of job offer/acceptanceHigh rate of job offer/acceptance Work experience does not Match with expectation Work experience does not Match with expectation Dissatisfaction, thought for quit job Dissatisfaction, thought for quit job Set job expectations highSet job expectations high Job may or may not be attractive Depending on person needs Job may or may not be attractive Depending on person needs Some accept some rejectSome accept some reject Work experience match expectation Work experience match expectation High job survival, satisfiedHigh job survival, satisfied Traditional ProceduresTraditional Procedures Realistic ProceduresRealistic Procedures Source: Aswathappa, 2008, p. 163 Traditional and Realistic Job Preview
  • 13. Selection is defined as “the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job” Or Selection is “the process of picking individuals (out of the pool of job applicants) with requisite qualification and competence to fill jobs in the organization.”
  • 14. Selection as a Source of Competitive Advantage/ Disadvantage Organizational performance depends on individual performance Individual performance depends upon competent selection process Wrong or misfit candidate is de-motivated and unwilling or not competent to work effectively Recruitment and selection is very expensive process and cost of hiring wrong candidate is even more damaging to organization
  • 16. Selection Strategy : Centralized vs Departmental Larger pool of applicant can be attracted to apply for job as applicants have to submit/apply to HR department Operating managers focus on their functional duties Better hiring as specialists are handling hiring process Compliance with employment rules and regulations
  • 18. Step 1 : Application Screening Negative Process : Why? Reject ineligible Candidates For eg. MBA required, but the candidate does not possess one
  • 19. Step 2 : Selection Test Characteristics of a Good Test Reliability : The Scores in the test result should be consistent across contexts Validity : The test should be valid for the job requirement Standardisation : The test should be conducted the same way across contexts Objectivity : The evaluation of the test should be done the same way by different persons
  • 20. Step 2 : Selection Test Types of Test Aptitude Test Personality Test Ability Test Interest Test Graphology Test
  • 21. Step 3 : Interview Type Questions Application Structured Predetermined and fixed number of questions asked for all applicants Valid results Semi structured Set predetermined set of question and questions arises during interview In depth analysis of personality and explore interest and preferences of candidates and good comparison can be made among candidates Unstructured Without any predetermined set of questions Useful to explore details about candidate Situational Questions are asked based on given situation Good to explore behavior and reasoning of candidate in given situation Stress full A harsh, emotional, and tough questions are asked with the intention to disturb or put candidate in stress Useful when candidate is being considered to hire for tough and stressful job
  • 22. Step 3 : Interview Errors While Conducting Interviews
  • 23. Step 4 : Reference and Background Checks Eg. Previous Empoloyers Recommendation Letters from Experts
  • 24. Step 5 : Selection Decision Objective Evaluation Organisational Culture Fit
  • 25. Step 6 : Physical Examination Eg. Color Blindness for engineering jobs
  • 26. Step 7 : Job Offer Letter of Appointment
  • 27. Step 8 : Employment Contract Terms of the Contract Eg. Job Title, Duties, Holidays, Salary, etc.
  • 28. Step 9 : Evaluation