The document discusses recruitment and selection methods used by organizations to hire employees. It covers analyzing jobs, internal and external recruitment strategies, screening applicants, using selection tests, and ensuring compliance with anti-discrimination laws. The goal is to attract qualified candidates and hire the best person for each job opening.

1. CHAPTER THREE
Recruitment and Selection:
Hiring the Right Person

2. 2
Learning Objectives
• At the end of this module, students will
understand the:
– Methods used by organizations to recruit
and select employees.
– Legal issues that affect recruitment and
selection.
– HR’s role in the recruitment and selection
process.
– Role of supervisors and peers in the
recruitment and selection of team members.

3. • When HR planning indicates the need for additional labor, organizations have
a number of choices to make.
• This may be the first step in a full-scale recruitment and selection process but
sometimes hiring additional employees is not the best method to obtain
additional labor.
• It may be practical for an organization to consider alternatives to recruiting
such as outsourcing or contingent labor.

4. Human Resource Planning
(Workforce Planning)
Matching the internal and external supply of candidates with job
openings anticipated in the organization over a specific period of
time
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LO 2

5. Human Resource Planning Process
External Environment
Internal Environment
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Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human
Resource
Availability
Surplus of
Workers
Demand =
Supply
No Action
Shortage of
Workers
Recruitment
Selection
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing

6. • If this is a temporary fluctuation in work volume. the simplest
solution may be part-time labor or overtime by existing
employees.
• Since the costs of recruitment and selection can be staggering,
hiring new employees should occur only after careful
consideration and only when the organization anticipates a long-
term need for additional labor.

7. Succession Planning
• Process of ensuring that qualified
persons are available to assume key
managerial positions once the positions
are vacant
• Goal is to help ensure a smooth
transition and operational efficiency
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8. Job Analysis
Job analysis is the systematic process of determining the
skills, duties, and knowledge required for performing jobs in
an organization.
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9. When Job Analysis Is Performed
• When the organization is founded and a
job analysis program is initiated
• When new jobs are created
• When existing jobs are changed
significantly
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10. Job
• Consists of group of tasks that must be
performed for organization to achieve its goals.
• May require the services of one person, such as
the company’s president.
• May require the services of 75 people, such as
machine operators in a large firm .
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11. Job Description/Job Specification
• Job Description: Provides information regarding
the essential tasks, duties, and responsibilities of
the job
• Job Specification: Minimum acceptable
qualifications a person needs to perform a
particular job
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12. Items Frequently Included in a Job Description
• Major duties performed
• Percentage of time devoted to each duty
• Performance standards to be achieved
• Working conditions and possible hazards
• Number of employees performing job
• The person to whom the employee reports
• The machines and equipment used for job
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Hiring the Right Person: Recruitment
• RECRUITMENT
– The process of attracting individuals in sufficient numbers with
the right skills and at appropriate times to apply for open
positions within the organization.

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Recruitment Issues
• Alternatives to recruitment:
– Outsourcing.
– Contingent labor.
– Part-time employees.
– Overtime.
Costs of recruitment and selection:
– Replacing supervisory, technical and management personnel
can cost from 50 percent of salary to several hundred percent
of salary.

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Internal Environment
• Promotion from within:
– Advantages:
• Promotion as a reward for good work.
• Motivational tool for other employees.
• Promoted employee gets up to speed must faster in his or
her new job.
– Disadvantages:
• Must fill the position vacated by the promoted employee.
• Lack of new ideas and creativity that may come from a
new person.
• Jealousy from those not promoted.

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Internal Environment
• Nepotism: Hiring relatives.
– Does your organization have a policy on
nepotism?
– May be discriminatory.
– Must ensure individuals are not in
supervisory positions managing their own
relatives.
– May create issues of favoritism.

17. • Be careful of civil rights violations. In many states, it is illegal to discriminate
in hiring practices based on a person’s marital status. Many organizations
have nepotism policies, so find out where your employer stands on the issue.
• When hiring relatives, most employers require family members to work in
different areas to prevent issues of favoritism and possible morale problems
among other employees. It is never appropriate for family members to be in
supervisory positions where they are required to manage their own relatives.

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External Environment
• Labor market conditions:
– Strong economy = difficulty hiring.
– Weak economy = too many applicants.

19. External Environment
• The strength of the economy and labor market conditions will
significantly affect your organization’s ability to attract and retain
top-level employees. When the economy is strong with little
unemployment, you may have to compete with other employers
for a limited number of skilled employees.
• This may require increased compensation or benefit incentives to
attract quality applicants. The reverse may be true in a soft
economy with high levels of unemployment. The problem then is
not a shortage of qualified applicants; instead, the problem is
managing a huge number of applications that must be pared
down to find a few potential good hires.

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Discrimination Issues in Recruiting
• Civil Rights Act of 1964.
• Age Discrimination in Employment Act of 1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections
against discrimination.

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Internal Recruitment
• Job Posting: The process of announcing job openings to employees.
– Job information must be made available to all
employees.
– Ensure minority workers and disadvantaged
individuals are aware of job opportunities.
– Employee cynicism occurs when there is not “equal”
opportunity for open positions.
• Employee Referrals:
– Some believe this is the route to the best employees.
– Can perpetuate discriminatory hiring practices.

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External Recruitment
• Employment agencies.
• Executive search firms.
• In-house recruiters.
• Local advertising:
– Newspaper.
– Multimedia.
• Internships.
• Job fairs.
• College recruiting.
• Walk-in candidates.

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Internet Recruiting
• Advantages:
– Inexpensive.
– Quick and easy to post announcement.
– Responses arrive faster and in greater quantity.
– Will generate a wider range of applicants.
– Applicants can be screened by computer.
– Some selection tests can be administered by computer.
– Automated applicant tracking.
• Disadvantages:
– Ease of submission will result in a lot of applicants, many
whom are not qualified.
– May take more HR time to sort through the greater quantity
of applicants.

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Recruitment for Diversity
• An ethnically diverse workforce enhances creativity and may
facilitate expansion into global markets.
• Recruiting must generate applicants from a wide variety of
individuals.
• Train recruiters to use objective standards.
• Include pictures of minority and disabled employees on
recruitment flyers.
• Make sure ads and interviews are bi-lingual.

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HR Dilemma: Employee Referrals
An organization starts an employee referral program to find employees for its
assembly plant. The program is very effective, but no candidates from
protected groups are referred or hired.
1. Could the organization be guilty of discrimination?
2. Should the organization abandon its referral program?

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The Employment Application
• Applications must include:
– Applicant information.
– Applicant signature certifying validity of information.
– Statement of employment at will, if permitted.
– Permission from the applicant for reference check.
• Avoid the following:
– Discriminatory information.
– Citizenship and Social Security data.
– Information on past use of FMLA, ADA or Workers’ Compensation.
– Disability information.
– Past salary levels.
– Birth date or education dates.
– Driver’s license information, unless driving is a job requirement.

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Screening Interview
• Usually conducted by telephone.
• Not done in all organizations.
• A few straight-forward questions.
• Can eliminate those less qualified early in the
selection process.

28. Selection Test:
• Selection tests are used to identify applicant skills that cannot be
determined in an interview process. Using a variety of testing methods,
applicants are rated on aptitude, personality, abilities, honesty and
motivation.
• Tests are generally administered and evaluated before interviewing
candidates. Testing applicants has two major advantages: test results are
objective and free from personal bias and test results are usually
expressed numerically so they can be validated by statistical analysis.
Employers often use tests to determine the applicant’s knowledge level or
proficiency in required job skills.

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Selection Tests
• SELECTION TEST: Any instrument that is used to make a decision
about a potential employee.(1)
• STANDARDIZATION: Uniformity of procedures and conditions related to
administering tests.(2)
• RELIABILITY: The extent to which a selection test provides consistent
results.(2)
• VALIDITY: The extent to which a test measures what it claims to
measure.(2) Do higher test scores relate to higher success on the job?
(1) Myrna L. Gusdorf
(2) R. Wayne Mondy

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Kinds of Selection Tests
• Cognitive aptitude tests measure reasoning, vocabulary, verbal and
numeric skills.
• Job knowledge tests measure knowledge regarding a particular job.
• Work sample tests allow candidates to demonstrate how they would work
on the job.
• Psychomotor abilities tests assess the skill level of tasks required on the
job.
• Personality tests assess traits and personal characteristics. They are used
to determine if the applicant is the right fit for the organization.
• Vocational interests tests identify occupations in which the candidate is
most interested.
• Honesty and integrity tests try to measure a candidate’s truthfulness .

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Interviewing Candidates
• Team or individual interviewer?
• Structured or patterned interview:
– Pre-set questions asked of all candidates.
• Nondirective interview:
– Minimum of questions, not planned in advance.
– Open-ended questions; interviewer follows the candidate’s lead.
• Situational and problem-solving interview:
– Candidate describes how he or she would solve a problem.
• Behavioral interview:
– Candidate describes how he or she responded to a specific
situation.

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Background Verification and Reference
Checks
• The importance of checking:
– 40 percent of applicants lie about work histories and educational
backgrounds.
– 20 percent of applicants falsify credentials and licenses.
– 30 percent of applicants make misrepresentations on their
resumes.

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Legal Liability
• DEFAMATION: The act of harming the reputation of another by
making a false statement to a third party.(1)
• NEGLIGENCE: The failure to exercise the standard of care that a
reasonably prudent person would have exercised in the same
situation.(1)
• [1] Garner, B. A. (Ed.). (1999). A handbook of basic law terms. St. Paul, MN: West Group.

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Legal Liability - Negligence
• NEGLIGENT REFERRAL: The legal risk incurred when a past
employer fails to warn a potential employer of the inherent danger
presented by a former employee.(1)
• NEGLIGENT HIRING: The liability incurred when failing to conduct
a reasonable investigation of an applicant’s background and then
assigns a potentially dangerous person to a position where he or
she can inflict harm. .(1)
(1) Mondy, R. W. (2008). Human resource management (10th ed.). Prentice Hall, NJ: Pearson

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The Job Offer
• Making the job offer:
– May be done by phone, letter or in person.
– Make arrangements for further conditions:
• Physical exam and drug screen.
– Discuss salary and benefits:
• Avoid quoting an annual salary.
– Realistic job preview,
– Verify employment eligibility:
• I-9 form.

36. 36
HR Dilemma: I-9 Verification
A landscaping company requires all legal aliens to
provide a permanent resident card at the point of hire.
The company hires a worker and verifies that his
permanent resident card is legal. Two weeks after
starting the job, the company and the employee fill out
the I-9 form for the employer’s files.
1. Is the company in violation of the Immigration Reform
and Control Act?
2. What changes in procedures would you suggest to the
company?

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Evaluating the Recruitment and Selection
Process
• Cost:
– Did you stay within your recruitment budget?
• Time:
– How long did it take you to fill the position?
• Quality:
– Were your applicants well qualified for the job?
• Longevity:
– What about turnover? Do your new hires stay for the
long term?

38. Global Talent Management
Talent management is a strategic endeavor to optimize the
use of human capital, which enables an organization to
drive short- and long-term results by building culture,
engagement, capability, and capacity through integrated
talent acquisition, development, and deployment processes
that are aligned to business goals.

39. Global Talent Management
• Strategic endeavor to optimize use of human
capital
• Enables an organization to drive short- and long-
term results
• Builds culture, engagement, capability, and
capacity through integrated talent acquisition,
development, and deployment processes that are
aligned to business goals
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Thank You!