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1. 1
Chapter 1
An Introduction to Recruitment and
Selection

2. What are the foundations/important basic
elements of recruitment and selection?
THE BIG QUESTION #1
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3. How do changes in the following have an
impact recruitment and selection:
Technology
Global competition
Shifting labour force demographics
Government regulation
Societal pressures for conformity to ethical/
human rights standards
THE BIG QUESTION #2
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4. How do these fit generally/specifically into
organization structures and HR practice?
Recruitment
and
Selection
Compensation
and Benefits
Employee and
Labour
Relations
Occupational
Health, Safety,
and Wellness
Compliance
Training and
Development
Planning and
Risk
Management

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Why Recruitment and Selection Matter
 Best practices in recruitment and selection:
◦ Involve the ethical treatment of job applicants
throughout the recruiting and hiring process
◦ Result from HR professionals following the
accepted standards and principles of professional
associations
◦ Are legally defensible (e.g., Human Rights
legislation)
◦ Reduce employee turnover and increase
productivity
◦ However, they are not ‘perfect’ practices

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◦ Are responsible for a firm’s relative profit
◦ Correlate with an organization’s long-term
profitability and production ratios
◦ Help to establish employee trust
◦ Improve the Knowledge, Skills, Abilities, and
Other Attributes (KSAO’s) of current and future
employees, increase motivation, and retain high
quality workers
Why Recruitment and Selection Matter
(cont)

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1. How has your experience influenced your
preferred career track in human
resources?
2. Is it important to engage with professional
associations activities?
Class Activity

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Basic Terms and Concepts
 Recruitment: the generation of an applicant
pool for a position or job in order to
provide the required number of candidates
for a subsequent selection or promotion
program

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Basic Terms and Concepts (cont)
 Selection: the choice of job candidates from
a previously generated applicant pool in a
way that will meet management goals and
objectives as well as current legal
requirements

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 Global Competition
 Rapid Advances in Technology and Internet
 Changing Work-Force Demographics
 Economic Context
 Type of Organization
 Organizational Restructuring
 Redefining Jobs
 Changing Best Practices
Social/Economic Factors Affecting
Recruitment and Selection

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Social/Economic Factors Affecting
Recruitment and Selection (cont)
 Global competition: index is based on
economic, social, and political globalization
◦ Increasing globalization has changed the level of
competition
 Rapid advances in technology and the
Internet: employers expect new hires to be
computer literate
◦ Hiring through e-recruiting – e.g. HIREVUE

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 Changing work-force demographics:
abolition of mandatory retirement at age 65
creates less room for new entry-level
employees
 Economic context: supply and demand of
jobs and people (e.g., economic booms,
recessions)
Social/Economic Factors Affecting
Recruitment and Selection (cont)

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 Types of organizations:
◦ Public sector: both federal- and provincial-
formalized recruitment and selection systems
◦ Private sector: may vary depending on the type
and size of the business/industry
◦ Union shop
◦ For profit/Not for profit
 Organizational restructuring: workforce that
is approaching retirement, flattening of
organizations
Social/Economic Factors Affecting
Recruitment and Selection (cont)

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Social/Economic Factors Affecting
Recruitment and Selection (cont)
 Redefining jobs: workers need a wide range
of skills in order to do their job; the “gig
economy” and contract labour
 Changing best practices: employers must
have in place HR strategies for recruiting,
identifying, and selecting employees who
will contribute to the overall effectiveness
of the organization

15. 1. Develop Recruitment Strategy
2. Develop the Applicant Pool
3. Screen the Applicant Pool
4. Review and Selection of Job Applicants
5. Evaluate the Recruiting and Selection
Effort
.
15
Elements of a Recruitment and
Selection Action Plan

16. Figure 1.1: Example of a Human
Resources System

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A Systems View of HR
 Two basic principles underlie the model
presented in Figure 1.1 (pp. 13-14)
◦ Principle 1: HRM must carefully coordinate its
activities with the other organizational units and
people if the larger system is to function properly
◦ Principle 2: HR managers must think in systems
terms and have the welfare of the whole
organization in mind

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Recruitment and Selection Today 1.3
 Examples of Professional Associations
Involved in Recruitment and Selection:
◦ Canadian Council of Human Resources
Associations (CCHRA): http://www.cchra.ca
◦ Canadian Psychological Association (including the
Canadian Society for Industrial and
Organizational Psychology): http://www.cpa.ca
◦ Human Resources Professional Association:
http://www.hrpa.ca

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 HR functions:
◦ Must keep abreast of developments in their field
through continuous learning
◦ Responsible for knowing the latest legal and
scientific information related to R & S
◦ Responsible for implementing policies and
procedures in accordance with accepted
professional standards
Recruitment and Selection and the HR
Profession

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The CHRP Edge
Notebook 1.2
There are six characteristics that define a
profession:
1. A common body of knowledge
2. Agreed performance standards
3. A representative professional organization
4. External perception as a profession
5. A code of ethics
6. An agreed certification procedure

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 Ethics: the determination of right and
wrong; the standards of appropriate
conduct or behaviour for members of a
profession; what those members may or
may not do
An Introduction to Professional Issues
and Ethical Standards

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An Introduction to Professional Issues
and Ethical Standards (cont)
 Professional standards: provide guidance on
how HR professionals should behave in
certain situations including the use of
employment tests

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 Applicant testing: ethical dilemmas
frequently occur during the testing of job
applicants with various selection tools
 Employment interview: subject to the same
set of regulations as any other employment
test and must meet professional standards
when used in making high-stakes decisions
Ethical Dilemmas

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 SEE Recruitment and Selection
Today 1.4, p. 20
Ethical Dilemmas to Consider

25.  The central requirement for any selection
tests or assessment procedures is that they
accurately assess the individual's
performance or capacity to perform
essential components of the job in question
safely, efficiently, and reliably without
discriminating against protected group
members…
Psychological Testing
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26.  …except where the knowledge, skills,
abilities, or other attributes (KSAO’s) can be
established as a bona fide occupational
requirement (BFOR)
Psychological Testing (cont)
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27.  Must be developed in conformity with
accepted professional standards to ensure
reliability and validity (More on this in
Chapter 2)
Testing Standards
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28.  Know your limits and hire certified
professionals
 Recognize basic cautions:
1. Informed consent and applicants right to know
2. Access to results
3. Privacy and Confidentiality
4. Language and Culture
5. Disability
Who Can Test?
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29.  Cautions involved in testing should not
dissuade HR professionals from
incorporating testing into recruitment and
selection procedures and practices
 However, as with all typical methods:
Any test, no matter how reliable and valid,
may still provide inaccurate information.
Other Concerns: Reliability and
Validity
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Useful HR Websites
 Human Resources–Related Organizations
◦ Academy of Management
http://www.aomonline.org
◦ Administrative Sciences Association of Canada
http://www.asac.ca
◦ American Psychological Association
http://www.apa.org
◦ BC Human Resources Management Association
http://www.bchrma.org
◦ Canadian Psychological Association
http://www.cpa.ca
◦ Canadian Society for Industrial and
Organizational Psychology
http://psychology.uwo.ca/csiop

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Useful HR Websites
◦ Canadian Council of Human Resources
Associations http://www.cchra.ca
◦ Human Resources Association of New Brunswick
http://www.hranb.org
◦ Human Resources Association of Nova Scotia
http://www.hrans.org
◦ Human Resources and Skills Development Canada
http://www.hrsdc.gc.ca
◦ Human Resources Institute of Alberta
http://www.hria.ca
◦ Human Resources Management Association of
Manitoba http://www.hrmam.org

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Useful HR Websites
◦ Human Resources Professionals Association
(Ontario +) http://www.hrpa.ca
◦ International Personnel Assessment Council
http://www.ipmaac.org
◦ International Public Management Association for
Human Resources http://www.ipma-hr.org
◦ Ordre des conseillers en ressources humaines
agréés http://www.rhri.org
◦ Saskatchewan Association of Human Resource
Professionals http://www.sahrp.ca

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Useful HR Websites
◦ Society for Human Resource Management
http://www.shrm.org
◦ Society for Industrial and Organizational
Psychology http://www.siop.org
 Human Resources Information Sources
◦ Canadian Business
http://www.canadianbusiness.com
◦ Canadian HR Reporter
http://www.hrreporter.com
◦ Globe and Mail Report on Business
http://www.reportonbusiness.com

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Useful HR Websites
◦ HR Focus http://www.hrfocus.co.za
◦ HR-Guide.com http://www.hr-guide.com
◦ HR Magazine http://www.shrm.org/hrmagazine
◦ HRN Management Group
http://www.hronline.com
◦ Occupational Outlook Quarterly Online
http://www.bls.gov/opub/ooq/ooqhome.htm
◦ People Management
http://www.peoplemanagement.co.uk
◦ Statistics Canada http://www.statcan.gc.ca
◦ Workforce Management
http://www.workforce.com

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 Effective recruitment and selection are
important because they contribute to
organizational productivity and worker
development
 Professional associations and groups exist
to help HR professionals and their clients
through ethical codes/standards of practice
Summary

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1. How can HR professionals demonstrate
that they add value to a company’s
bottom line?
2. Discuss the impact that current
socioeconomic conditions are having on
recruitment and selection practices.
Discussion Questions