2. After completing this chapter, you will be able to:
Explain what is meant by the terms recruitment and selection
Identify courses of action to be taken whenever a vacancy occurs
in an organization.
Discuss the factors that affect recruitment and selection
functions.
Identify effective recruitment and selection strategies
Describe the recruitment and selection process.
Identify sources and methods of recruitment
Explain the importance of assigning the right person on the right
job and the benefits of orientation
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Learning Objectives
3. Recruitment is the process of discovering
potential candidates for actual or anticipated
organizational vacancies.
It is an important part of the acquisition aspect
of human resource management .
It is the process of finding right people for right
positions at the right time.
It is concerned with identifying and attracting a
pool of qualified candidates to fulfill human
resource needs of an organization.
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4. It is a set of activities that an organization uses
to attract candidates who have the abilities
and attitudes needed to help the organization
achieve its objectives.
The recruitment process begins when new
recruits are sought and ends when
applications are received.
In general, the quality of human resources
very much depends on the quality of recruits.
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5. Size of the organization
EmployeeTurnover
Organizational Growth
Image of organization
Nature of the Job
Organizational policies
Government
Cost of Recruitment
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7. Sources serve as the pool for locating prospective job
applicants.
Methods stimulate the prospective job applicants to
apply for the jobs.
The sources and methods of recruitment can be:
Internal sources and methods
External sources and methods
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8. Internal sources involve recruiting within the
organization.
Prospective qualified candidates are found within the
organization to fill up job vacancies above the entry
level.
Many organizations follow the deliberate practice of
recruiting from internal sources.
The most common methods used for internal
recruiting are: Job posting, employee referrals,
Human Resource Inventory (Skills inventory).
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9. Better Selection
Moral Building
Adaptability
Management Development
Cost-effective
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10. Limited Choice
In- breeding
Favoritism
Limited Opportunities
The morale of employees can be adversely affected by
limited opportunities for internal recruitment.
In-fighting can happen for promotions.
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11. B. External Sources and Methods
External sources Involve recruitment from
outside the organization.
Qualified candidates from outside are attracted
to apply for vacancies.
Widely used to make recruitment for entry-level
and skilled jobs from the labor market.
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12. The most common methods used in external
recruitment are:
Advertising
Employment exchanges
Educational institution placement
Employee referrals
Walk-ins/write-ins/electronic search
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Sources of Recruitment cont’d …
13. I. Employment Exchanges/Agencies
Employment exchanges: maintain a databank of
job seekers and job vacancies. Furnish a list of
suitable candidates to prospective employers.
Private Employment Agencies: carry out
recruitment function on behalf of their client
organization.
Management consulting firms: used for recruiting
senior management level positions.
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Sources of Recruitment cont’d …
14. II. Walk-ins, Write-ins, and Electronic Search
Walk-ins:
job seekers who arrive at HR department in search of a
job.
Write-ins:
job seekers who send written enquiries in search of a job.
Electronic Search:
Bio-data of prospective candidates are made available
through Internet.
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Sources of Recruitment cont’d …
15. Qualitative Human Resources: provide a sufficiently large pool of
qualified candidates. Management has greater choice for
selection.
Organizational Rejuvenation: facilitates inflow of new ideas,
knowledge, skills, and enthusiasm in the organization
Environmental Adaptation:The inflow of new knowledge, skills
and experience helps organizations adapt to changing forces in
the environment.
Balanced Human Resource Mix: facilitate recruitment of specific
groups like women, disables, ethnic minorities etc.
Fairness in Recruitment:There are no preconceived notions,
reservations, favoritism and nepotism in external recruitment.
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16. High cost: costly compared to internal recruitment.
The cost of training new entrants is also high.
Poor Employee morale: Recruitment from outside
can adversely affect the morale of existing
employees.
Adaptability Problems: More time will be needed to
new employees to adapt to the work environment.
Wrong Selection: results in wrong selection of
employees.
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17. 3.2.1 Nature of Selection Process
It is the process of selecting the best candidate for a
job from among the prospective applicants.
It is concerned with hiring the right person for the right
job as well as rejecting the applicants.
Selection follows recruitment.
Objectives:
To predict which job applicant would be most
successful if hired
To inform and sell the candidate the job and the
organization
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18. Effective selection process requires:
1. Clearly spelled out job description and job specification for
the vacant positions.
2. Sufficiently large pool of prospective applicants.
3. Series of steps through which applicants pass.
4. Selection standards to be used in selection.
Selection is a two-way process.The organization chooses
the employee.The employee chooses the employer.
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Selection process cont’d …
19. Right selection creates
Human capital,
Improves employer-employee relations,
Increases productivity and commitment of employees and
Facilitates environmental adaptation
Poor selection leads to
Increased employee turnover,
Absenteeism,
Accidents
Job dissatisfaction,
High costs of training and
Productivity losses.
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3.2.2 Importance of Employee Selection
20. The selection process consists of a series of steps
through which applicants pass.
Each step serves as a hurdle, which the successful
candidate must pass.
The steps differ from organization to
organization-some use only interview, others use
written tests plus interview, still others follow all
the steps.
Systematic selection process consists of the
following steps:
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23. 1. Application Form Evaluation
Personal background information: Name, sex, age, marital
status, nationality etc.
Qualifications: Educational, professional and other
qualifications and specialized skills.
Work Experience: Experience in previous jobs and the name
of organizations served; duties, responsibilities etc.
Salary: Salary drawn in present employment and expected
salary.
References: Names and addresses of persons who can be
contacted for references.
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24. AptitudeTests: measure aptitude for the job.Test a candidate's
learning capacity.
AchievementTests: measure theoretical and/or practical
knowledge and skills.
SituationalTests: abstract real life situations. Candidates are
asked to cope with the situational problems.
InterestTests: inventories of the likes and dislikes of candidates
in relation to work, hobbies, recreational activities etc.
PersonalityTests:They measure personality dimensions of the
candidates
Candidates scoring low in the selection tests are rejected
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25. The most effective ways of minimizing individual
bias when conducting selection are:
To establish objective selection criteria before the
selection process begins which will be applied to all
candidates
Using two or more individuals in the selection
process to minimize any unfairness caused by
personal bias
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26. Reliability andValidity of tests should be
given emphasis.
Content validity
Construct validity
Criterion related validity
▪ Predictive validity
▪ Concurrent validity
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27. When selected candidates report for duty,
they should be placed in the right job.
The first placement is for a probation period,
usually extending from 6 to 12 months.
Orientation and pre-service trainings are
given to the employee during the probation
period.
If the performance is satisfactory during the
probation period, the employee is given a
permanent posting.
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28. Socialization:- A process of adaptation that
takes place as individuals attempt to learn
the values and norms of work roles.
Orientation:- the activities involved in
introducing new employees to the
organization and their work units
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29. 29
The HRM activity that introduces new employees
to the organization and to the employees’ new
tasks, superiors, and work groups
30. To reduce anxiety
Hazing
Reduces turnover rate
Saves time and thus
money
Develops realistic
expectations
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31. Who Does It
OrientationGoals
Orientation Program
Policies
Mentoring
OrientationChecklists
OrientationOverload
Orientation Follow-up
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32. Organizational objectives, history, philosophy,
procedures and rules
Personnel policies such as hours of work, pay
procedures, overtime requirements, and fringe
benefits.
The specific duties and responsibilities of the new
member’s job.
Touring the organization’s physical facilities
Introducing the employee to his or her superior and
coworkers
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33. The supervisor of the new employee
HRM department
Combination of the two
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34. Underlying assumptions:-
Socialization influence performance
New employees suffer from anxiety and has
two implications:
New employees need special attention
The existence of tension could be motivating
Socialization does not occur in a vacuum (is
affected by informal interactions)
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35. 1. Prearival stage
At this stage individuals arrive with a set of
organizational values, attitudes and
expectations about the work and the
organization
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36. experience high anxiety at entry,
want to reduce their anxiety quickly
go through a settling period
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37. 2. Encounter
This is the confrontation of the new entrants with
the realities of their job, co-workers, boss and the
organization in general,
If the reality fits with the expectation it reaffirms
the earlier perception
If the reality is different from the expectation it
requires socialization that will detach them from
their previous assumptions.
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38. 3. Metamorphosis
The process of working out any problems that are encountered during the
encounter stage
Metamorphosis and the entry socialization process become complete if:
Members (new employees) become comfortable with the organization and their
job,
They have internalized of the norms of the organization and their work groups,
they understand and accept these norms
The new members feel that they are accepted by their peers as trusted and
valued individuals
They are self- confident that they have the competence to complete their job
successfully,
They understand the system i.e. the rules, procedures, and informally accepted
practices, and
They know what criteria will be used to measure and appraise their work
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