Recruitment Selection Guide
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This Presentation includes, Goals and Definition of recruitment and selection. Recruitment Process including Local and International Most common methods for selection Types of Interviews International Recruitment Methods
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Recruitment Selection Guide
- 1. RECRUITMENT AND SELECTION ABDUL RASHED BARAKZAI
- 2. Recruitment
- 3. DEFINITION The process of generating a pool of qualified candidates for a particular Job The process of discovering potential candidates
- 4. RECRUITMENT GOALS Attract The Qualified Applicant Encourage Unqualified Applicant to self select themselves out
- 5. MOSTLY THERE IS TWO WAYS OF RECRUITMENT Recruitment Organization is looking for a qualified applicant Applicants are looking for the Potential Emplacement Opportunity
- 6. RECRUITMENT PROCESS 1. Organization 2. Candidate
- 7. CONTINUE… Organization Vacant or new position Internal or external recruitment method Evaluation Selection Offer Candidate Education & Selection of Occupation Employment Experience Searching for Job Apply for Job Impress Company in Slection Evaluate company Accept or Reject
- 8. SOURCES OF RECRUITMENT External Source Internal Source
- 9. INTERNAL SOURCE Job Posting Promotion or transfer Employee Reference Selection EXTERNAL School Collage & university Media Source Employee Agencies
- 10. JOBS WEB SITE ON INTERNET
- 11. SELECTION • Is the process of Discovering the qualifications and characteristics of the job applicant in order to perform the job or task sufficiently, Professionally and successfully. • Is the process of making a “ Hire” or “No Hire decision regarding each applicant for a job. • Is the Process of choosing qualified individuals who are available to fill the position in organization or company • A good selection is required a methodical approach of finding the right Person for the Right Job.
- 12. SELECTION PROCESS • Shortlisting • Test • Employment Interview • Reference and Background check/ Analysis • Physical Examination/ some task required physical fitness • Job offer • Employment Contract
- 13. MOST COMMON METHODS FOR SELECTION 1. Testing 2. Gathering Information 3. Interviewing
- 14. COMMON METHOD OF SELECTION 1. Testing
- 15. 1.TESTING • Test is used to measure the knowledge, skill, and ability as well as other characteristic required for the Job. • Example Personality & Information
- 16. CONTINUE…. Cognitive Personality Test Physical Ability Test Integrity Test Drug Test Work Sample Testing Types of Test
- 17. 1. COGNITIVE ABILITY TESTING Is defined as a general mental capability involving reasoning, problem solving, planning, abstract thinking, complex idea comprehension, and learning from experience (Gottfredson, 1997) Or, is defined as a general mental capability involving reasoning, problem solving, planning, abstract thinking, complex idea comprehension, and learning from experience (Gottfredson, 1997 E.g. Intelligence Test, IQ test
- 18. 2. PHYSICAL ABILITY TESTING Physical ability test is use to measure muscular strength, Cardiovascular endurance and coordination. Eg. Army, Police, WWE
- 19. 3. PERSONALITY TESTING A personality test is a method of assessing human personality constructs. Most personality assessment instruments are in fact introspective self-report questionnaire measures or reports from life records such as rating scales. It measures the patterns of thought, Emotion and behavior. Eg. Office, Hotels
- 20. 4. INTEGRITY TEST Integrity means the quality of being honest and having strong moral principles; moral uprightness Integrity tests are meant to measure honesty, dependability and work ethic. It is designed to assess the likelihood that applicant will be dishonest or engage in illegal activity An integrity test is a specific type of personality test designed to assess an applicant's tendency to be honest, trustworthy, and dependable. A lack of integrity is associated with such counterproductive behaviors as theft, violence, sabotage, disciplinary problems, and absenteeism
- 21. FORMS OF INTEGRITY TEST 1- Overt integrity Overt Integrity ( Also know is clear purpose test) Use to measure attitude relating to dishonest behavior. It is different from Personality test It contains question About applicant own involvement in illegal behavior ( E.g Theft, Drug use, absenteeism)
- 22. CONTINUE… 2- Covert Testing Is personality based. They assess integrity by proxy (e.g. conscientiousness.) Covert questions essentially use an indirect approach to gauge the same type of information that overt questions do. However, one advantage of covert integrity tests is that it is more difficult for job candidates to manipulate an integrity test that uses covert questions
- 23. 5. DRUG TESTING This test could be require from applicant.
- 24. WORK SAMPLE TEST • Measures performance on some element of the job Eg. Graphic designer, Web developer etc.
- 25. COMMON METHOD OF SELECTION 2. Information Gathering
- 26. INFORMATION GATHERING This include: 1. Resume 2. Curriculum Vitae ( CV) 3. Getting sample of written book, Report etc. 4. Biographical Data 5. Reference check French word Means summary Most common Resume Cv Long Application 3 to 5 pages Detail information Work Education etc
- 27. CONTINUE Application form & Resume Generally asking for information like, Address, Phone number, education, work experience and special training At professional level, Similar information is generally presented in resume Biographical Data Historical events that have shaped a person’s behavior and identity Reference Check Involves contacting and applicant previous employee, or background check
- 28. COMMON METHOD OF SELECTION 3. Interview
- 29. INTERVIEW • It is most common selection method • Applicants response to asking question • Typically questions includes education, Experience, knowledge of Job, ability, Personality, communication ability, psychological test
- 30. TYPE OF INTERVIEW 1. Structure interview Situational Interview Behavioral Interview 1. Unstructured interviews
- 31. CONTINUE… 1. Structure Interviews: Use a list of predetermined questions. All applicants are asked the same set questions. • Situational Interview: Job-seekers are asked to respond to a specific situation they may face on the job. These types of questions are designed to draw out more of your analytical and problem-solving skills as well as how you handle problems with short notice and minimal preparation • Behavioral Interview: Here the applicants focus on behavior in past situation.
- 32. UNSTRUCTURED INTERVIEW It is also called non-direct interview Open ended questions are asked ” Tell me about your self”
- 33. INTERNATIONAL RECRUITMENT METHODS 1. Ethnocentric Approach 2. Polycentric Approach 3. Geocentric Approach 4. Regiocentric Approach
- 34. 1. ETHNOCENTRIC APPROACH Ethnocentric staffing means to hire staff of same nationality / same country. Requirement process involve Four Stages self-selection creating a candidate pool, technical skills assessment making a mutual decision
- 35. 2. POLYCENTRIC APPROACH Is the strategy of limiting recruitment to the nationals of the host country (local people). purpose of adopting this approach is to reduce the cost of foreign operations gradually. Local Employee or company understands the local market conditions, political scenario, cultural and legal requirements. The companies that adopt this method normally have a localized HR department Example: Nikon (camera) and Sony have appointed Indians to lead their local operations, which were earlier managed by the Japanese.
- 36. 3. GEOCENTRIC APPROACH When a company adopts the strategy of recruiting the most suitable persons for the positions available in it, International companies adopts this Approach This approach is too difficult to maintain or Adopt ( Political, Ethnical factor & Government)
- 37. 4. REGIOCENTRIC APPROACH This Approach is adaptable to company and product strategies. Specially use when regional expertise is needed. Native of region are hired It is is when Product knowledge is crucial, From local market or parent country person is hired, who has the knowledge and information of local market.
- 38. MOST COMMON MISKTAES WHEN HIRING INTERNATIONAL EMPLOYEE • Prioritizing languages skills over core skills • Failure to comply fully with set employment/ termination of law • Avoiding uncomfortable conversations with new employee • Ignoring mandatory employee benefits • Hasty Hiring
Editor's Notes
- Cardiovascular” is a type of hearth test
- Overt integrity tests (also referred to as clear-purpose tests) are designed to directly measure attitudes relating to dishonest behavior. They are distinguished from personality-based tests in that they make no attempt to disguise the purpose of the assessment. Overt tests often contain questions that ask directly about the applicant's own involvement in illegal behavior or wrongdoing (e.g., theft, illicit drug use). Such transparency can make guessing the correct answer obvious. Applicant faking is always a concern with overt integrity tests. The score results from such tests should be interpreted with caution.
- Conscientiousness= Wejdan
- Countries with branches in foreign countries have to decide how to select management level employees. Ethnocentric staffing means to hire management that is of same nationality of parent company. When a company follows the strategy of choosing only from the citizens of the parent country to work in host nations, it is called anethnocentric approach. Normally, higher-level foreign positions are filled with expatriate employees from the parent country. The general rationale behind the ethnocentric approach is that the staff from the parent country would represent the interests of the headquarters effectively and link well with the parent country. The recruitment process in this method involves four stages: self-selection, creating a candidate pool, technical skills assessment, and making a mutual decision. Self-selection involves the decision by the employee about his future course of action in the international arena. In the next stage, the employee database is prepared according to the manpower requirement of the company for international operations. Then the database is analysed for choosing the best and most suitable persons for global assignments and this process is called technical skills assessment. Finally, the best candidate is identified for foreign assignment and sent abroad with his consent. The ethnocentric approach places natives of the home country of a business in key positions at home and abroad. In this example, the U.S. parent company places natives from the United States in key positions in both the United States and Mexico.
- When a company adopts the strategy of limiting recruitment to the nationals of the host country (local people), it is called a polycentric approach. The purpose of adopting this approach is to reduce the cost of foreign operations gradually. Even those organizations which initially adopt the ethnocentric approach may eventually switch over lo the polycentric approach. The primary purpose of handing over the management to the local people is to ensure that the company understands the local market conditions, political scenario, cultural and legal requirements better. The companies that adopt this method normally have a localized HR department, which manages the human resources of the company in that country. Many international companies operating their branches in advanced countries like Britain and Japan predominantly adopt this approach for recruiting executives lo manage the branches."The polycenlric approach uses natives of the host country to manage operations in their country and natives of the parent country to manage in the home office. In this example, the Australian parent company uses natives of India to manage operations at the Indian subsidiary. Natives of Australia manage the home office.
- The regiocentric approach is adaptable to the company and product strategies. When regional expertise is needed, natives of the region are hired. If product knowledge is crucial, then parent-country nationals, who have ready access to corporate sources of information, can be brought in. One shortcoming of the regiocentric approach is that managers from the region may not understand the view of the managers at headquarters. Also, corporate headquarters may not employ enough managers with international experience. The regiocentric approach places managers from various countries within geographic regions of a business. In this example, the U.S. parent company us natives of the United States at company headquarters. Natives of European countries are used to manage the Italian subsidiary.
- Hasty= شتاب زده