The document summarizes the modern recruitment process in 3 main steps: 1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews. 2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process. 3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.

1. P R E P A R E D B Y -
A T I K U R R A H M A N
Modern Recruitment Process

2. Recruitment
process in
a
broad
manner

3. The Recruitment Process
 The selection process typically begins with the
preliminary interview; next, candidates complete the
application for employment.
 They progress through a series of selection tests, the
employment interview, and reference and background
checks. The successful applicant receives a company
physical examination and is employed if the results are
satisfactory.

4.  Several external and internal factors impact the selection
process, and the manager must take them into account in
making selection decisions.
 Typically selection process consists of the following steps
but it is not necessary that all organization go through all
these steps as per the requirement of the organization
some steps can be skipped while performing the selection
process.

5. The processes
 Initial Screening.
 Completion of the Application Form.
 Employment Tests.
 Job Interview.
 Conditional Job Offer.
 Background Investigation.
 Medical Examination.
 Permanent Job Offer.

6. Initial Screening
 The selection process often begins with an initial
screening of applicants to remove individuals who
obviously do not meet the position requirements.
 At this stage, a few straight forward questions are asked.
An applicant may obviously be unqualified to fill the
advertised position, but be well qualified to work in other
open positions.
 The Purpose of Screening is to decrease the number of
applicants being considered for selection.

7. Sources utilized in the screening effort:
Personal Resume presented with the job application is
considered a source of information that can be used for
the initial screening process. It mainly includes
information in the following areas:
Employment & education history.
• Evaluation of character.
• Evaluation of job performance.

8. If the screening effort is successful, those applicants that
do not meet the minimum required qualifications will not
move to the next stage in the selection process.
Companies utilizing expensive selection procedures put
more effort into screening to reduce costs.

9. Completion of the Application Form
 Application Blank is a formal record of an individual’s
application for employment. The next step in the selection
process may involve having the prospective employee
complete an application for employment.
 This may be as brief as requiring only an applicant’s
name, address, and telephone number. In general terms,
the application form gives a job-performance-related
synopsis of applicants’ life, skills and accomplishments.
 The specific type of information may vary from firm to
firm and even by job type within an organization.

10. Employment Tests
 Personnel testing is a valuable way to measure individual
characteristics.
 Hundreds of tests have been developed to measure various
dimensions of behavior. The tests measure mental
abilities, knowledge, physical abilities, personality,
interest, temperament, and other attitudes and behaviors.
 Evidence suggests that the use of tests is becoming more
prevalent for assessing an applicant’s qualifications and
potential for success. Tests are used more in the public
sector than in the private sector and in medium-sized and
large companies than in small companies.

11.  Large organizations are likely to have trained specialists
to run their testing programs.
 Selection testing can be a reliable and accurate means of
selecting qualified candidates from a pool of applicants.
 As with all selection procedures, it is important to identify
the essential functions of each job and determine the skills
needed to perform them.

12. Job Interview
An interview is a goal-oriented conversation in which the
interviewer and applicant exchange information. The
employment interview is especially significant because
the applicants who reach this stage are considered to be
the most promising candidates.

13. Interview Planning:
 Interview planning is essential to effective employment
interviews.
 The physical location of the interview should be both pleasant
and private, providing for a minimum of interruptions. The
interviewer should possess a pleasant personality, empathy and
the ability to listen and communicate effectively.
 He or she should become familiar with the applicant’s
qualifications by reviewing the data collected from other
selection tools. In preparing for the interview, a job profile
should be developed based on the job description.

14. Content of the Interview:
The specific content of employment interviews varies
greatly by an organization and the level of the job
concerned.
 The specific content of employment interviews varies
greatly by an organization and the level of the job
concerned.
 Occupational experience: Exploring an individual’s
occupational experience requires determining the applicant’s
skills, abilities, and willingness to handle responsibility.

15.  Academic achievement: In the absence of significant work
experience, a person’s academic background takes on greater
importance.
 Interpersonal skills: If an individual cannot work well with other
employees, chances for success are slim. This is especially true in
today’s world with increasing emphasis being placed on the use of
teams.

16.  Personal qualities: Personal qualities normally observed during the
interview include physical appearance, speaking ability, vocabulary,
poise, adaptability, and assertiveness.
 Organizational fit: A hiring criterion that is not prominently
mentioned in the literature is organizational fit. Organizational fit is
ill-defined but refers to management’s perception of the degree to
which the prospective employee will fit in with, for example, the
firm’s culture or value system.

17. Conditional Job Offer
 Conditional job offer means a tentative job offer that
becomes permanent after certain conditions are met.
 If a job applicant has passed each step of the selection
process so far, a conditional job offer is usually made.
 In essence, the conditional job offer implies that if
everything checks out – such as passing a certain medical,
physical or substance abuse test – the conditional nature
of the job offer will be removed and the offer will be
permanent.

18. Background Investigation
 Background Investigation is intended to verify that
information on the application form is correct and
accurate.
 This step is used to check the accuracy of application
form through former employers and references.
Verification of education and legal status to work, credit
history and criminal record are also made.
 Personal reference checks may provide additional insight
into the information furnished by the applicant and allow
verification of its accuracy.

19.  Past behavior is the best predictor of future behavior. It is
important to gain as much information as possible about
past behavior to understand what kinds of behavior one
can expect in the future.
 Knowledge about attendance problems, insubordination
issues, theft, or other behavioral problems can certainly
help one avoid hiring someone who is likely to repeat
those behaviors.
 Background investigations primarily seek data from
references supplied by the applicant including his or her
previous employers.

20. Common sources of background information include:
 References are provided by the applicant and are usually very
positive.
 Former employers should be called to confirm the candidate’s work
record and to obtain their performance appraisal.
 Educational accomplishments can be verified by asking for
transcripts.

21.  Legal status to work.
 Credit references, if job-related.
 Criminal records can be checked by third-party investigators.
 Background checks are conducted by third-party investigators.

22. Medical/Physical Examination
 After the decision has been made to extend a job
offer, the next phase of the selection process involves
the completion of a medical/physical examination.
 This is an examination to determine an applicant’s
physical fitness for essential job performance.

23.  Typically, a job offer is contingent on successfully
passing this examination.
 For example, firefighters must perform activities that
require a certain physical condition. Whether it is
climbing a ladder, lugging a water-filled four-inch
hose or carrying an injured victim, these individuals
must demonstrate that they are fit for the job.

24. Permanent Job Offer
 Individuals who perform successfully in the
preceding steps are now considered eligible to
receive the employment offer. The actual hiring
decision should be made by the manager in the
department where the vacancy exists.

25. Notification to Candidates
The selection process results should be made known
to candidates successful and unsuccessful as soon as
possible.
Any delay may result in the firm losing a prime
candidate, as top prospects often have other
employment options. As a matter of courtesy and
good public relations, the unsuccessful candidates
should also be promptly notified.

26. Steps
Of
Recruitment
process

27. Creating a
Recruitment
Plan
Talent
Search
Screening &
Short-listing
Interviewing
Evaluation &
Offer of
Employment

28.  There are five major steps of recruitment process
given bellow:
 Creating a Recruitment Plan: If a job opening has been
newly formed, or vacated recently, it is important to find out
what the position, and eventually your organization, needs in a
candidate who will assume the position.

29.  Talent Search: Finding the best sources of recruitment,
identifying the right talent, attracting and motivating them to
apply for the job help you bring in a fresh perspective to your
organization.
 Screening & Short-listing: In order to zero-in on the right
candidate for the job and move along with the recruitment
process, it is important to effectively screen your candidates

30.  Interviewing: Short-listed candidates will move to the
interview process after which you will determine whether the
candidate is to be offered the job or rejected.
 Evaluation & Offer of Employment: Once you have
screened through all the potential candidates, you will have to
offer the position to the most deserving one(s) who will be
evaluated for credibility prior to the offer.

31. Employee
on
boarding,
Employee
orientation
, Employee
induction
on
job training

32. Employee onboarding:
 Employee onboarding is the process of integrating a
new employee with a company and its culture, as
well as getting a new hire the tools and information
needed to become a productive member of the team.
 Onboarding new hires at an organization should be a
strategic process that lasts at least one year, staffing
and HR experts say, because how employers handle
the first few days and months of a new employee's
experience is crucial to ensuring high retention.

33. Employee Onboarding Process Steps :
 Step 1: New Employee Recruitment
 Step 2: First Office Visit
 Step 3: Sending an Offer Letter
 Step 4: Early Onboarding For New Employees
 Step 5: Welcoming New Hires on Day 1
 Step 6: Onboarding and Orienting New Employees in the First
Weeks
 Step 7: Ongoing Employee Engagement & Team Building

34. Employee Orientation:
 Orientation is the planned introduction of new
employees to their jobs, coworkers, and the
organization.
 Orientation is the process of giving ideas,
philosophy, and information about the organization
to the newly appointed employees so that they can
adjust themselves with the organization.
 After orientation, employees can work comfortably.

35.  Objectives of orientation:
Significant objectives of orientation are to;
 gain employee commitment,
 reduce his or her anxiety,
 help him, or she understands the organization’s
expectations, and
 convey what he or she can expect from the job and the
organization.

36. Types :
Types
of
orientations
Realistic
Orientation
Investigative
Orientation
Social
Orientation
Conventional
Orientation
Enterprising
Orientation
Artistic
Orientation

37.  Realistic Orientation:
These people are attracted to occupations that
involve physical activities requiring skill, strength,
and cooperation. Examples include forestry, farming,
and agriculture.

38.  Investigative Orientation:
Investigative people are attracted to careers that
involve cognitive activities (thinking, organizing, and
understanding) rather than affecting activities
(feeling, acting, or interpersonal and emotional
tasks). Examples include biologists, chemists,s, and
college professors.

39.  Social Orientation:
These people are attracted to careers that involve
interpersonal rather than intellectual or physical
activities. Examples include clinical psychology,
foreign service, and social work.

40.  Conventional Orientation:
A conventional orientation favors careers that
involve structured, rule-regulated activities as well as
careers in which it is expected that the employee
subordinates his or her personal needs to those of
the organization. Examples include accountants and
bankers.

41.  Enterprising Orientation:
Verbal activities aimed at influencing others characterize
enterprising personalities. Examples include managers,
lawyers, and public relations executives.

42.  Artistic Orientation:
People here are attracted to careers that involve self-
expression, artistic creation, expression of emotions,
and individualistic activities. Examples include
artists, advertising executives, and musicians.
Most people have more than one occupational
orientation (they might be realistic, social and
investigative) and Holland believes that the more
similar or compatible these orientations are, the less
internal conflict or indecision a person will face in
making a career choice.

43. Employee induction:
Induction is a structured and supportive method of
introducing a new staff member to the organisation.
It should communicate the University's strategic
directions, policies and procedures to new staff and
include an introduction to their role and their
immediate work area.

44. Employee induction procedure:
 Meet colleagues
 Tour of workplace
 Health and safety
 Get all the necessary documents sorted
 Get to grips with company policies
 Understand their role
 Identify any training needed
 Organise first appraisal meeting

45. Thank You