1. The document summarizes key aspects of recruitment and selection from chapters 5-7 of Gary Dessler's Human Resource Management textbook, including the multi-step recruitment and selection process, sources of internal and external candidates, and different types of tests used in selection. 2. It discusses techniques for employment planning and forecasting needs, and the importance of selecting the right employees for organizational performance, legal obligations, and costs. 3. Internal sources of candidates include promotions, transfers, and current employees, while external sources include advertising, employment agencies, colleges, and referrals. The document also addresses recruiting a more diverse workforce.

1. GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 5, 6 and 7
Recruitment and
Selection
Copyright © 2011 Pearson Education Part 2 Recruitment and Placement

2. Copyright © 2011 Pearson
Education
WHERE WE ARE NOW…
FIGURE 1–10 Strategy and the Basic Human Resource Management Process

3. Human Resource Management Processes
Acquisition
Training
Appraisal
Compensation
Labor Relations
Health and Safety
Fairness
Human
Resource
Management
(HRM)
Copyright © 2011 Pearson
Education
Last Time…
What Is Human Resource Management (HRM)?
The process of acquiring, training,
appraising, and compensating employees,
and of attending to their labor relations,
health and safety, and fairness concerns.

4. • Job Analysis
– The procedure for determining the duties and skill requirements of a
job and the kind of person who should be hired for it.
• Job Description
– A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities—one product of a job
analysis.
• Job Specifications
– A list of a job’s “human requirements,” that is, the requisite education,
skills, personality, and so on—another product of a job analysis.
Copyright © 2011 Pearson
Education
The Basics of Job Analysis: Terms

5. Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via Job
Analysis
Types of Information Collected
Copyright © 2011 Pearson
Education

6. Copyright © 2011 Pearson
Education
FIGURE 4–1 Uses of Job Analysis Information
Job analysis
Job description
and specification
Recruiting
and selection
decisions
Performance
appraisal
Job evaluation—
wage and salary
decisions
(compensation)
Training
requirements
Uses of Job Analysis Information

7. Copyright © 2011 Pearson
Education
WHERE WE ARE NOW…
Today…

8. Copyright © 2011 Pearson
Education
1. List the steps in the recruitment and selection process.
2. Explain the main techniques used in employment planning
and forecasting.
3. Explain and give examples for the need for effective
recruiting.
4. Name and describe the main internal sources of candidates.
5. List and discuss the main outside sources of candidates.
6. Explain how to recruit a more diverse workforce.
LEARNING OUTCOMES

9. 1. Decide what positions to fill through personnel
planning and forecasting.
2. Build a candidate pool by recruiting internal or
external candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.
The Recruitment and Selection Process
Copyright © 2011 Pearson
Education

10. Copyright © 2011 Pearson
Education
FIGURE 5–1 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Steps in Recruitment and Selection Process

11. • Employment or Personnel Planning
– The process of deciding what positions
the firm will have to fill, and how to fill
them.
• Succession Planning
– The process of deciding how to fill the
company’s most important executive
jobs.
• What to Forecast?
– Overall personnel needs
– The supply of inside candidates
– The supply of outside candidates
Planning and Forecasting
Copyright © 2011 Pearson
Education

12. Copyright © 2011 Pearson
Education
FIGURE 5–6 Recruiting Yield Pyramid
16% ● ● ● ● ● ●
75% ● ● ● ●
67% ● ● ●
50% ● ●
●
Recruiting Yield Pyramid

13. • Foreknowledge of
candidates’ strengths
and weaknesses
• More accurate view of
candidate’s skills
• Candidates have a stronger
commitment
to the company
• Increases employee morale
• Less training and
orientation required
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will
not be considered
• Inbreeding strengthens
tendency to maintain the
status quo
Advantages Disadvantages
Copyright © 2011 Pearson
Education
Internal Sources of Candidates

14. 1
2
3
4
5
Advertising
Recruiting via the Internet
Employment Agencies
Temp Agencies and Alternative
Staffing
Offshoring/Outsourcing
6
7
8
9
On Demand Recruiting Services
(ODRS)
Executive Recruiters
College Recruiting
Referrals and Walk-ins
Locating Outside Candidates
Copyright © 2011 Pearson
Education
Outside Sources of Candidates

15. Single parents
Older workers
Welfare-to-work
Minorities and
women
The disabled
Copyright © 2011 Pearson
Education
Recruiting A More Diverse Workforce

16. WHERE WE ARE NOW…
Copyright © 2011 Pearson
Education

17. Organizational
performance
Costs of recruiting
and hiring
The Importance of Selecting
the Right Employees
Legal obligations
and liability
Why Careful Selection is Important?
Copyright © 2011 Pearson
Education

18. • Major Types of Tests
– Basic skills tests
– Job skills tests
– Psychological tests
• Why Use Testing?
– Increased work demands = more testing
– Screen out bad or dishonest employees
– Reduce turnover by personality profiling
Copyright © 2011 Pearson
Education
How Do Employers Use Tests at Work?

19. • Online tests
– Telephone prescreening
– Offline computer tests
– Virtual “inbox” tests
– Online problem-solving tests
• Types of Tests
– Specialized work sample tests
– Numerical ability tests
– Reading comprehension tests
– Clerical comparing and checking tests
Copyright © 2011 Pearson
Education
Computerized and Online Testing

20. Cognitive
abilities
Motor and
physical abilities
Personality
and interests
What Different Tests Measure
Current
achievement
Copyright © 2011 Pearson
Education
Types of Tests

21. Extraversion
Emotional
stability/
Neuroticism
Agreeableness
Openness to
experience
Conscientious
ness
Copyright © 2011 Pearson
Education
Personality and interests
O C E A N
The “Big Five” MBTI
DiSC