This document discusses recruitment and selection in human resource management. It defines recruitment as attracting qualified individuals to apply for jobs, and selection as determining which candidates are most likely to help the organization achieve its objectives. The document outlines the recruitment process, sources of recruitment including internal and external options, and common selection methods such as testing, interviews, and background checks.

1. SECTION FOUR
4. Recruitment and Selection
Objectives
 Define recruitment of human resource
 State sources of recruitment
 Identify steps involved in selection process
 Describe selection and its methods
 Explain human resource placement
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2. 4.1Meaning of Recruitment
 Recruitment is the process of attracting
individuals on a timely basis, in sufficient
numbers and with appropriate qualification,
and encouraging them to apply for jobs with
an organization.
 The objective of this recruitment process is
to provide a sufficiently large group of
qualified candidates so that suitable
employees can be selected out of them.
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3. Cont’d
 The need for recruitment arises out of the
following situations:
◦ Vacancies due to transfer, promotion,
retirement, termination, permanent
disability or death.
◦ Vacancies due to expansion,
diversification, growth or job re-
specification. 3
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4. Cont’d
• Factors Influencing HR Recruitment:
A. External Influences
◦ Government and union restrictions
◦ Labour market conditions
◦ Location of the organization
B. Internal Influences
◦ Organization policies and practices
◦ Organizational image
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5. 4.2 The Recruitment Process
Recruitment process is a process of
identifying the jobs vacancy, analyzing the job
requirements, reviewing applications,
screening, short-listing and selecting the right
candidate.
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6. Cont’d
 It is recommended that the HR team
of an organization follows the five best
practices:
 increase the efficiency of hiring,
 ensure successful recruitment without any
interruptions
 ensure consistency and compliance in the
recruitment process
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7. Cont’d
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8. Cont’d
I. Recruitment Planning
 It is the first step of the recruitment
process, where the vacant positions are
analyzed and described.
 It includes job specifications and its
nature, experience, qualifications and
skills required for the job, etc.
 A structured recruitment plan is
mandatory to attract potential candidates
from a pool of candidates.
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9. Cont’d
II. Recruitment Strategy
 It is the second step of the recruitment
process, where a strategy is prepared
for hiring the resources.
 The next step is to decide which
strategy to adopt for recruiting the
potential candidates for the
organization.
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10. Cont’d
III. Searching the Right Candidates
 Searching is the process of recruitment
where the resources are sourced
depending upon the requirement of the
job.
 Searching involves attracting the job seekers
to the vacancies. The sources are broadly
divided into two categories: internal
sources and external sources.
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11. Cont’d
 Searching process consists of two
steps:
◦ Source activation: Once the line
manager verifies and permits the
existence of the vacancy, the search for
candidates starts.
◦ Selling: Here, the organization selects
the media through which the
communication of vacancies reaches the
prospective candidates.
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12. Cont’d
IV. Screening /Short-listing
 It is the process of filtering the
applications of the candidates for
further selection process.
 It is an integral part of recruitment
process that helps in removing
unqualified or irrelevant candidates,
which were received through sourcing.
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13. Cont’d
V. Evaluation and Control
 In this process, the effectiveness and the
validity of the process and methods are
assessed.
 Recruitment is a costly process, hence it
is important that the performance of the
recruitment process is thoroughly
evaluated.
 The costs incurred in the recruitment
process are to be evaluated and
controlled effectively.
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14. Cont’d
 Finally, the question that is to be
asked is, whether the recruitment
methods used are valid or not?
 And whether the recruitment process
itself is effective or not?
 Statistical information on the costs
incurred for the process of recruitment
should be effective.
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15. 4.3 Sources of Recruitment
1. Internal Recruitment Sources
a. Internal Recruitment Sources. These
include personnel already on the pay-roll of
an organization, i.e., its present working
force.
 Whenever any vacancy occurs, somebody
from within the organization ID upgraded,
transferred, promoted or sometimes
demoted.
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16. Cont’d
 What are the major advantages and
disadvantages of internal recruitment?
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17. Advantages:
 Improves the probability of a good selection
since all the necessary information on
employ’s performance and behaviour is
readily available.
 It tends to increase the moral of employees
who perceive possibilities of promotion and
growth.
 It motivates present employees to work
toward and prepare themselves for
promotion.
 Internal candidates do not need the
extensive familiarization with organizational
policies and politics; 17
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18. Disadvantages:
 It may not bring the new ideas or innovation
that external recruits bring. The employee
tends to demonstrate on the job only what he
has learned in the organization and has few
new ideas.
 Inadequacy of supply would also arise since
fewer people would be available to choose
from as opposite to external recruitment;
 Recruiting friends/relatives of present
employees may often create unnecessary
tensions and charges of favouritism,
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19. 2. External Recruitment Sources and
Methods
a. Sources of External Recruitment
 External recruitment is attracting applicants
from various sources outside the
organization.
 The vacancy is usually announced on
Television, Radio, Internet, Newspaper,
Magazines, etc.
 At times, an organization must look for
beyond itself to find employees, particularly
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20. Cont’d
 The following circumstances require
external recruitment:
◦ to fill entry level jobs.
◦ to acquire skills not possessed by current
employees.
◦ to obtain employees with different
backgrounds to provide new ideas.
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21. Cont’d
 Organizations may attract employees from
a variety of external sources:
◦ high schools and vocational schools,
◦ colleges and universities,
◦ competitors and other firms, and
◦ the unemployed.
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22. Advantages:
 Outside people can often bring new and
innovative ideas to the workplace.
 New employees are less likely to be
involved in company politics.
 It may be less expensive to hire a well
trained specialist or professional from
outside the organization than to train and
develop existing personnel.
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23. Disadvantages:
 If existing employees reject the new comers,
then the newcomer may learn not to
contribute or learn that his/her expectation
will not be met.
 An externally recruited employee requires a
great deal of time to become initiated into the
way things are in the organization.
 When newcomers are selected over popular
“insiders,” the work group may resent their
presence and attempt directly or indirectly to
force them to leave.
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24. b. Internal Recruitment Methods
Skills Inventory: is information maintained
on non-managerial employees in a company
regarding their availability and preparedness
to move them laterally or into higher-level
positions.
 It includes information about a worker such
as:
◦ Background and biographical data
◦ Work experience
◦ Specific skills and knowledge
◦ Licenses or certifications held
◦ Training programs completed
◦ Previous performance appraisal24
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25. Cont’d
 A properly designed and updated skills
inventory system permits management to
readily identify employees with particular
skills and match them as well as possible to
the changing needs of the company.
Job posting: Job posting is a procedure for
informing employees that job opening exist.
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26. Cont’d
 If care has not been taken to ensure that
the most qualified applicant is not
chosen, the system will lack credibility.
 Even successful implementation of such
a system cannot completely eliminate
complaints.
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27. b. Methods of External Recruitment
 Advertisement: It communicates the firm’s
employment needs to the public through
media such as radio, newspapers, television,
magazines, journals and other publications.
However, these advertisements generally
attract a large number of unqualified
applicants, and increase the cost and time
involved in processing them.
The advertisement should therefore, be
specific and include sufficient detail.
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28. Cont’d
 Employment Agencies: It is an
organization that helps firms recruit
employees and, at the same time, aids
individuals in their attempts to locate jobs.
These agencies perform many recruitment
and selection functions that have proven
quite beneficial to many organizations.
Employment agencies are of two types-
public and private.
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29. Cont’d
 Internship: It is a special form of
recruiting in which a student is placed in a
temporary job.
In this arrangement, there is no obligation
by the company to hire the student
permanently or by the student to accept a
permanent position with the firm following
graduation.
It typically involves a temporary job for the
summer months or a part-time job during
the school year. 29
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30. Cont’d
Employee Referrals Programs (ERP): It is
basically a word-of-mouth technique in
which present employees refer candidates
from outside the organization.
This technique is relatively inexpensive and
can be quite effective in quickly finding
candidates in particular skill areas that may
be needed within the organization.
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31. Cont’d
 In addition, employees who are hired
through such referrals tend to stay with the
organization longer and display greater
loyalty and job satisfaction than employees
who are recruited by other means.
 However, a disadvantage of this source is
that current employees tend to refer people
who are demographically similar to
themselves, which can create equal
employment opportunity (EEO) problem.
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32. Cont’d
 Internet Recruiting: Finding well-
qualified applicants quickly at the lowest
possible cost is a primary goal for
recruiters.
Recent trends indicate that, if you're
looking for a job in the technical field or
to fill a technical job, you need to
consider using the Internet.
The same may will be true for non-
technical jobs in the near future. 32
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33. Alternatives to Recruitment
 Overtime: It is the most frequently used
method to deal with temporary increases in
demands for goods and services. The
employer may benefit by avoiding
recruitment, selection, and training costs.
The employee may benefit from a higher
rate of pay.
 Subcontracting: The firm may choose to
subcontract the work to someone else. This
arrangement often has considerable
benefits for both parties. 33
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34. Cont’d
 Temporary Employees: This method is a
way of getting temporary help through other
organizations that specialized in finding
employees. This worker pool can be a
relatively inexpensive means to meet
sudden demands for organizational
products.
 Employee Leasing: An alternative to
recruitment that has grown in popularity in
recent years. In employee leasing, a
company obtains certain workers by
contracting for the services of another 34
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35. 4.4 Selection Methods
5.4.1The Meaning of Selection
 Define human resources selection and
explain its implications in HRM.
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36. Cont’d
 Employee selection is the process of
determining which individuals, either inside
the organization or outside, are to staff the
organization.
 The purpose of employee selection is to
select the candidates that are most likely to
aid the organization in furthering its
objectives.
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37. Cont’d
 Selecting qualified and competent
employees improves the benefits an
organization reaps/gathers.
 Selection decision is a long lasting decision.
Once the decision is made reversing it is
very difficult.
 If an organization hires poor performers, it
cannot be successful long, even if it has a
perfect plans and good control systems.
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38. Cont’d
 In today’s business what makes the real
difference is the kind of human resource
you have, not technology or financial
resource.
 Selection affects other HR functions. If less
qualified people are selected, then it will be
necessary to budget funds for training
them.
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39. Cont’d
Environmental factors affecting the selection
process:
 Legal Considerations: HRM is influenced by
legislation, executive orders, and court
decisions.
 Speed of Decision Making: The time
available to make the selection decision can
have a major effect on selection process.
 Organizational Hierarchy: Different methods
of selection are taken for filling positions at
varying levels in the organization.
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40. Cont’d
 Applicant Pool (Labour Market): The
number of qualified applicants for a
particular job can also affect the selection
process. When the applicants are very few,
the selection process becomes a matter of
choosing whoever is at hand.
 Probationary Period: Many firms use a
probationary period that permits them to
evaluate an employee’s ability based on
established performance.
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41. Cont’d
 Probationary period is required for either of
the following two reasons.
1. A substitute for certain phases of the
selection process (if the an individual can
successfully perform the job during the
probationary period, other selection tools
may not be needed)...OR...
2. A check on the validity of the selection
process (to determine whether the hiring
decision was a good one).
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42. Cont’d
The Selection Process
 In selection process, the sequence of steps
may vary from one organization to another,
the following is a popular procedure though
it may be modified to suit individual
situations.
Step 1: Preliminary selection: It is often
done by setting minimum standards for the
job, and communicating these standards to
your employees, and agencies who help
you recruit. 42
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43. Cont’d
 The fact that some potential applicants may
not apply because of their inability to meet
the minimum requirements serves as an
initial screening device.
 Then, when reviewing resumes and
application forms, firms are further able to
screen out unacceptable job candidates.
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44. Cont’d
Step 2: Employment Tests: Are often used
to assist in assessing an applicant’s
qualification and potential for success.
 These selection tests for applicants
measure only employee characteristics.
 The test must ensure that the individual
employee has a meaningful impact on work
outcomes.
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45. Cont’d
Step 3: Employee Interview: The employment
interview is conducted to learn more about
the suitability of people under consideration
for a particular job and is one further obstacle
for the applicant to overcome.
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46. Cont’d
 The interview is one further means of
reducing the number of people who might
be eligible for the job.
 The specific content of employment
interview can vary from organization to
organization and from one job to another.
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47. Cont’d
Step 4: Verification of References:
Questions like what kind of person is the
applicant and is the applicant a good and/or
reliable worker need answers to know more
about the applicant.
Step 5: Medical Evaluation: It is health and
accident information of the selected
employee supplemented by a physical
examination.
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48. Cont’d
Step 6: Supervisory Interview: Since the
immediate supervisor is ultimately
responsible for new workers, he or she
should have input into the hiring decision.
 The supervisor is better able to evaluate the
applicant’s technical capabilities and is in a
better position to answer the interviewee’s
job-related questions.
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49. Cont’d
Step 7: Realistic Job Preview: The realistic
job preview involves showing the applicant(s)
the job site in order to acquaint them with the
work setting, commonly used equipment, and
prospective co-workers.
Step 8: Hiring Decision: The actual hiring of
an applicant constitutes the end of the
selection process. At this stage, successful
(as well as unsuccessful) applicants must be
notified of the firm’s decision.
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50. 4.5 Placement
 Placement refers to the assignment or
reassignment of an employee to a new job.
 Employee placement is mainly decided
jointly by both the employee's immediate
supervisor and the top management.
 In this case, the human resource
department should provide advice and
counselling services regarding employee
assignment or reassignment.
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