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1. HUMAN RESOURCE MANAGEMENT
CHAPTER 3: RECRUITMENT AND SELECTION

2. Learning
Objectives
3.1 Define recruitment and describe the recruitment
process.
3.2 Summarize the environment of recruitment.
3.3 Explain internal recruitment methods.
3.4 Identify external recruitment sources.
3.5 Summarize external recruitment methods.
3.6 Describe alternatives to recruitment.

3. Learning
Objectives
3.7 Explain employee selection and environmental factors that
affect the selection process.
3.8 Explain the importance of preliminary screening as well as
reviewing applications and résumés.
3.9 Describe the use of tests in the selection process.
3.10 Explain the use of the employment interview.
3.11 Describe the use of pre-employment screening and
background checks.
3.12 Explain the selection decision and the metrics for
evaluating recruitment/selection effectiveness.

4. 3.1 Recruitment
Recruitment is the process of
attracting enough individuals on a
timely basis with appropriate
qualifications to apply for jobs with
an organization

5. Recruitment definition
When
Why
Who
Where
How
Shortage situation
HR requirements higher
than HR availabilities
Qualified candidates
Internal and external resource
Recruitment process

6. 3.1 Recruitment Process

7. 3.2 Environment of
Recruitment
!Labor market conditions
!Active or passive job seekers
!Legal considerations

8. Labor market conditions
Example

9. Active or passive job seekers
Actively seeking a new job
Immediatetly available
Currently be employed
May not be available
immediately.

10. Legal
considerations
• Working hours
• Vacation and holiday
• Minimum wage

11. Legal considerations
Find 5 jobs/ position inVietnam that are not allowed
to hire women

12. 3.3 Internal Recruitment Methods
HUMAN RESOURCE
DATABASES
JOB POSTING JOB BIDDING EMPLOYEE
REFERRAL

13. 3.4 External Recruitment Sources
• High schools and vocational schools
• Community colleges
• Colleges and universities
• Competitors in the labor market
• Former employees
• Unemployed workers
• Military personnel
• Self-employed workers
• Ex-offenders

14. Teamwork 3.3 +3.4
Discuss advantages and
disadvantages of Internal and
external resource?

15. 3.5Traditional External Recruitment Methods (1/4)
• Media advertising
• Private employment agencies
• Public employment agencies
• Executive search firms

16. Media advertising

17. Mua và bán

18. Internet

19. Internet

20. Internet
Microsoft Word
Document

21. Vietnamworks

22. Vietnamworks

23. Traditional External Recruitment Methods
(2 of 4)
Recruiters Job fairs Internships

24. Head-hunter company
No Organization Adress
1 Navigos Search Add: 6FV-Building 125 -127 BaTrieu, Hanoi,Vietnam
Phone: (84 4) 6278 5199
website: navigossearch.com
2 NIC Human
Resources
Information
Office: 3rd Flr., Gemadept Bldg., 108 Lo Duc Str., Hanoi
Tel: (+84 4) 3971 2763
Website: nicvn.com
3 Man Power Add:Lầu 8, CapitalTower, 109Trần Hưng Đạo, Hoàn Kiếm, Hà Nội
Tel; (84 4) 39748574
Website/; candidate.manpower.com
4 Hr2B Add: 22nd Floor, CapitalTower, 109Tran Hung Dao, Hanoi
Tel: +84 4 3736 6843
Website: hr2b.com
5 Talentnet Add: Unit 6, 6th floor International Centre 17 Ngo Quyen, Ha Noi,
Tel: (84 4) 3936 7618
Website: talentnet.vn
6 Harvey Nash Wesite: harveynash.com/vn/
E.town 1, 6F, 364 Cong Hoa, Ward 13,Tan Binh Dist, Ho Chi Minh

25. Traditional External Recruitment Methods
(3 of 4)
• Professional associations
• Unsolicited applicants
• Open houses

26. Traditional External Recruitment Methods
(4 of 4)
EVENT RECRUITING SIGN-ON BONUSES COMPETITIVE GAMES

27. Tailoring
Recruitment
Methods to
Sources
Tailored to each firm’s
needs
Sources and methods
vary according to
position being filled

28. Methods and Sources of Recruitment for an Information
Technology Manager

29. 3.6 Alternatives to
Recruitment
Promotion policies
Overtime
Onshoring

30. Promotion
fromWithin
Filling vacancies above entry-level
positions with current employees
Incentive to strive for advancement
Organization usually aware of employees’
capabilities
Good goal: 80%

31. Overtime
• Most commonly used method of
meeting short-term fluctuations
in work volume
• Avoids recruitment, selection,
and training costs
• Employees benefit from
increased profit
• Potential problems

32. Onshoring
• Moving jobs not to another country
but to lower cost cities
• Government may require onshore
handling of certain financial, health,
and defense data

33. 3.7Selection
Process of choosing the individual
best suited for a particular position
and organization from a group of
applicants.
Goal is to properly match people
with jobs and organization
Selecting wrong person for any job
can be costly.

34. How to select the right candidates?

35. Teamwork 3.7
• What are the characteristics of the organization?
• Why employees quit the organization
• Specify the recruitment process
• Specify the selection process
• Points to note when selecting candidates and employers

36. The Selection
Process

37. 3.8Preliminary Screening and Review of
Applications and Resumes
• Preliminary screening: removes obviously unqualified individuals
• Review of applications
• Essential information in a standardized format
• Informational needs and Equal Employment Opportunities (EEO)qual
requirements
• Resumes: Goal-directed summary of a person’s experience, education, and
training

38. Applications screening and reviewing
Which one is easier to
screen resumes?Why?

39. 3.9SelectionTests
Reliable and accurate means of selecting qualified candidates
• Cost is cheap in comparison
• Identify attitudes and job-related skills that interviews cannot recognize
Advantages:
• Can do versus will do
• Test anxiety
• Legal liabilities
Disadvantages/Potential problems:

40. Characteristics of Properly Designed
SelectionTests
• Standardization: Uniformity
• Objectivity: Everyone scoring a test obtains same results
• Norms: Frame of reference for comparing applicant's performance with that of
others
• Reliability: Provides consistent results
• Validity: Measures what it is supposed to measure
• Requirement for job relatedness: Must not have adverse impact on minorities,
women, and individuals with backgrounds or characteristics protected under law

41. TestValidation Approaches
• Criterion-related validity: Comparing scores on selection
tests to some aspect of job performance
• Concurrent validity
• Predictive validity
• Content validity: Includes certain tasks actually required by
job
• Construct validity: Measures certain traits or qualities
important in performing job

42. Types of EmploymentTests
COGNITIVE ABILITY
TESTS
PERSONALITYTESTS JOB KNOWLEDGE
TESTS
JOB PERFORMANCE
ANDWORK-SAMPLES

43. 3.10
Employment
Interview (1 /2)
• Goal-oriented conversation where
interviewer and applicant
exchange information
• Continues to be primary method
used to evaluate applicants
• At this point, candidates are
assumed to be qualified

44. 3.10
Employment
Interview
(2/2)
Interview planning
• Seek additional job-related
information and examples of past
job-related behaviors:
• Occupational experience
• Academic achievement
• Interpersonal skills
• Personal qualities
Content of the interview

45. Types of Interviews
Unstructured Structured
Behavioral Situational

46. Methods of
Interviewing
One-on-one interview: Applicant meets one-on-one with
interviewer
Group interview: Several applicants interact in presence
of one or more interviewers
Board interview: Several firm representatives interview
candidate at same time
Multiple interviews: Applicants typically interviewed by
peers, subordinates, and supervisors
Stress interview: interviewer intentionally creates anxiety
Realistic Job Preview (R J P): provides both positive and
negative job information to applicant in unbiased manner

47. Teamwork 3.10.
Design an interview to seclect
3 telesales.
- Decide which type
- Decide methods
- Take note the considerstions.

48. Potential Interviewing Problems (1 /3)
• Inappropriate questions
• Basic rule: Ask only job-related questions
• Permitting non-job-related information
• If candidate begins volunteering personal information not related to job,
interviewer should steer conversation back on course

49. Potential Interviewing Problems (2/3)
• Interviewer bias
– Stereotyping bias
– Positive halo bias
• Horn error bias
• Contrast bias
• Premature judgment bias
• Interview illusion bias

50. Potential Interviewing Problems (3 /3)
• Interviewer domination
• Lack of training
• Nonverbal communication

51. STAR InterviewTechniques
Describe in detail the events, details and experiences you've ever experienced
from the jobs that have worked
S-Situation
The objectives and outcomes that you set for the project you once did.
T-Task
It's the process, the steps you take that project. Let's state the difficulties
encountered and how you solved them.
A-Action
Result of that project, the experiences and benefits that you gain
R-Result

52. Concluding
the Interview
When interviewer has obtained
necessary information and answered
applicant’s questions, he or she should
conclude the interview
Tell applicant he or she will be notified
of the selection decision shortly
Management must then determine
whether candidate is suitable for the
open position and organization

53. 3.11 Pre-Employment Screening and Background
Checks
Determine accuracy of information submitted or determine if vital information
was not submitted
Principal reason is to hire better workers
Background investigations involve obtaining data from various sources
Intensity of background investigations depends on the nature of the open
position

54. Continuous Background Investigation
• Some employers are screening their employees on an ongoing basis
• Financial devastation, marital collapse, or a medical crisis can send a
person with a clean record over the edge
• Background investigations with social networking: increasingly being
used
• Use an applicant’s Facebook, LinkedIn, and postings made on an
industry blog to find out about individuals they are considering hiring

55. 3.12 Selection
Decision and
Evaluating the
Effectiveness
of Selection
Decisions
Most critical step
Person whose qualifications most closely conform to
requirements of open position and organization
should be selected
Making the selection decision
Medical examination
Notification of candidates

56. Evaluating
Selection
Decisions
Quality of
hire
Time required
to hire
New hire
retention
Hiring
manager
overall
satisfaction
Turnover
rate
Cost per hire
Yield rate