This document discusses recruitment and selection of employees. It covers forecasting labor supply and demand, sources of recruiting both internally and externally, challenges in hiring and meeting legal requirements. Recruitment methods covered include job postings, referrals, agencies, colleges. Selection involves screening applicants and making hiring decisions. The goal is finding the best fit for the job while following legal guidelines.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, and skills required for each job. There are several methods for conducting job analysis, including interviews, questionnaires, observation, diaries/logs, and technical conferences. The key outcomes of job analysis are job descriptions, job specifications, and job evaluations. Job analysis provides important information for human resource functions like recruitment, selection, performance management, training, development, and compensation.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
[1] Recruitment is the process of finding and attracting capable job applicants. It begins when new recruits are sought and ends when their applications are submitted, creating a pool for selection.
[2] The objectives of recruitment are to attract qualified candidates, create a talent pool for selection, and meet future hiring needs. It is a continuous process of developing applicant pools even without current vacancies.
[3] Key factors affecting recruitment are adapting to globalization, lack of motivation for recruiters, analyzing efficient processes, and prioritizing strategic needs to meet market changes. Knowledge process outsourcing is a growing sector with opportunities for postgraduates in fields like research, analytics, and management.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The document provides an overview of talent acquisition, including its importance, key components, and best practices. It discusses talent acquisition as a strategic process that includes sourcing, selecting, and onboarding new hires. The document outlines the talent acquisition workflow and explains important considerations like person-job and person-organization fit. It also provides tips for developing strong interview questions and effectively evaluating candidates.
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, and skills required for each job. There are several methods for conducting job analysis, including interviews, questionnaires, observation, diaries/logs, and technical conferences. The key outcomes of job analysis are job descriptions, job specifications, and job evaluations. Job analysis provides important information for human resource functions like recruitment, selection, performance management, training, development, and compensation.
The document discusses the importance of recruitment and selection for organizations and outlines the key processes involved, including identifying hiring needs, creating recruitment plans, screening applications, conducting interviews and assessments, checking references, and making job offers. It also provides examples of recruitment methods, types of interviews and selection tests, and discusses how to evaluate the effectiveness of a recruitment and selection program.
[1] Recruitment is the process of finding and attracting capable job applicants. It begins when new recruits are sought and ends when their applications are submitted, creating a pool for selection.
[2] The objectives of recruitment are to attract qualified candidates, create a talent pool for selection, and meet future hiring needs. It is a continuous process of developing applicant pools even without current vacancies.
[3] Key factors affecting recruitment are adapting to globalization, lack of motivation for recruiters, analyzing efficient processes, and prioritizing strategic needs to meet market changes. Knowledge process outsourcing is a growing sector with opportunities for postgraduates in fields like research, analytics, and management.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The document provides an overview of talent acquisition, including its importance, key components, and best practices. It discusses talent acquisition as a strategic process that includes sourcing, selecting, and onboarding new hires. The document outlines the talent acquisition workflow and explains important considerations like person-job and person-organization fit. It also provides tips for developing strong interview questions and effectively evaluating candidates.
Forecasting is the process of predicting future events or trends based on historical or current data. It is important for business planning and decision making. There are various quantitative and qualitative techniques used for human resource forecasting, including regression analysis, trend analysis, managerial judgment, and the Delphi technique. Accurate HR forecasting helps organizations prevent understaffing or overstaffing and allows for efficient use of functions like production. Common variables forecasted include staffing needs, absenteeism, and costs. The document discusses different forecasting methods and their applications in HR planning.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
The document discusses recruitment processes and trends. It defines recruitment as searching for and attracting job candidates. The recruitment process involves identifying vacancies, sourcing candidates, screening and selecting candidates. Companies use both internal and external sources for recruitment. Recent trends include outsourcing parts of the recruitment process and using online/electronic methods of recruitment. The recruitment industry includes traditional agencies, online recruiters, headhunters and in-house recruitment teams.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
This document discusses career planning and development. It defines key terms like career, career planning, and career path. It also discusses factors that affect career planning like life stages and career anchors. The document outlines individual career planning techniques like self-assessments. It also discusses organizational career planning and different types of career paths employees may take, like traditional, network, or lateral paths. Finally, it examines developing different generations of employees, like Generation X, factory workers, and future Generations Y and I.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
A Study of Recruitment and Selection At Quikr Internship ppt.Shweta Sinha
This document summarizes a study conducted on the recruitment and selection processes at Quikr India. The study aimed to analyze the effectiveness and costs of Quikr's recruitment strategies, policies for hiring employees, and selection processes based on offer and acceptance rates. Data was collected through questionnaires with 50 current employees. Key findings included that most candidates learn about jobs through personal referrals rather than online portals. On average, hiring takes 2-4 months and the offer acceptance rate is 40%. The conclusion is that Quikr's recruitment sources are effective and selection processes keep costs low by evaluating existing employee performance. Recommendations include focusing on other recruitment sources and providing clearer entry-level job descriptions.
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
This document discusses internal and external recruitment sources. Internal sources include transferring current employees, promotions, and employee referrals. Benefits are reduced costs, familiarity with the organization, and increased motivation. Disadvantages are limited new skills and losing talented external candidates. External sources include advertisements, job portals, company websites, social media, placement agencies, job fairs, campus interviews, and aim to attract skilled candidates from outside the organization.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document discusses strategic human resource management and its importance. It defines strategic HRM as formulating and executing HR systems to produce the competencies and behaviors an organization needs to achieve its strategic goals. A strategic HRM approach integrates HR with the company's strategy, mission, and goals. HRM can make significant contributions if included in strategic planning from the start. The document also outlines factors that influence HRM programs internally, such as organizational culture, goals, leadership style, and externally, such as economic conditions, government regulations, and the labor market.
This document outlines an exit procedure for NHS Shetland. It details the process for resignations, including notifying HR, conducting exit interviews, and providing references. Exit interviews are intended to gather feedback on employment that can help identify reasons for staff turnover and improve employment practices. References are only to include factual verified information about employment to ensure they are fair and not misleading. Information from exit interviews will be analyzed anonymously and reported to help address any issues and highlight good practices.
The document discusses the importance of effective recruitment and selection for organizational success. It outlines the key steps in a recruitment and selection strategy, including job analysis, creating job descriptions and person specifications, developing a recruitment plan, implementing a selection strategy with interviews and assessments, and providing feedback. Having a clear, systematic process helps avoid mistakes and ensures the right candidates are hired.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
A recruiting strategy is formal plan of action involving an organization's attempts to successfully identify, recruit, and hire high-quality candidates for the purpose of filling its open positions.
Selection tests in human resource managementSatya P. Joshi
This document discusses the use of selection tests in hiring. It states that selection tests measure abilities and skills that can't be determined from applications alone. The different types of tests mentioned include aptitude, intelligence, achievement, situational, interest, personality, and honesty tests. Selection tests are described as an unbiased tool that can predict future job performance if well-designed. The document emphasizes that effective selection depends on tests being both reliable, in giving consistent results, and valid, in actually measuring the skills required for the job.
Thesis presentation on evaluate the employees training & development prac...Ahmad Kawser Zohair
This presentation evaluates the employee training and development practices of First Security Islami Bank Limited. It has the following objectives: to inform about the bank's HR department, examine training programs, identify training issues, and suggest recommendations. The methodology includes primary sources like interviews and observations, and secondary sources like annual reports. The bank provides various on and off-the-job training programs covering areas like banking, accounting, credit management. However, issues identified include a lack of clear training methods, no needs assessment process, and inadequate pre-and post-training evaluation. Recommendations are made to address these issues to improve training effectiveness.
Recruiting & Selecting Employees process & important informationgourav kottawar
This document discusses recruitment and selection of employees. It begins by outlining the objectives of understanding approaches to matching labor supply and demand, weighing the advantages and disadvantages of internal and external recruiting, distinguishing major selection methods, and understanding legal constraints. It then defines key terms related to labor supply and demand, human resource planning, recruitment, selection and socialization. The document goes on to discuss forecasting methods, the hiring process, challenges in hiring, and approaches to effective recruitment and selection.
An abstract overview of the important aspect of HR department of every organisation that is recruitment which includes selection process, interviews, induction, orientation, etc.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
The document discusses recruitment processes and trends. It defines recruitment as searching for and attracting job candidates. The recruitment process involves identifying vacancies, sourcing candidates, screening and selecting candidates. Companies use both internal and external sources for recruitment. Recent trends include outsourcing parts of the recruitment process and using online/electronic methods of recruitment. The recruitment industry includes traditional agencies, online recruiters, headhunters and in-house recruitment teams.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
This document discusses career planning and development. It defines key terms like career, career planning, and career path. It also discusses factors that affect career planning like life stages and career anchors. The document outlines individual career planning techniques like self-assessments. It also discusses organizational career planning and different types of career paths employees may take, like traditional, network, or lateral paths. Finally, it examines developing different generations of employees, like Generation X, factory workers, and future Generations Y and I.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
A Study of Recruitment and Selection At Quikr Internship ppt.Shweta Sinha
This document summarizes a study conducted on the recruitment and selection processes at Quikr India. The study aimed to analyze the effectiveness and costs of Quikr's recruitment strategies, policies for hiring employees, and selection processes based on offer and acceptance rates. Data was collected through questionnaires with 50 current employees. Key findings included that most candidates learn about jobs through personal referrals rather than online portals. On average, hiring takes 2-4 months and the offer acceptance rate is 40%. The conclusion is that Quikr's recruitment sources are effective and selection processes keep costs low by evaluating existing employee performance. Recommendations include focusing on other recruitment sources and providing clearer entry-level job descriptions.
This document discusses job descriptions, job specifications, and the difference between the two. It provides details on:
- What a job description is and the typical sections it contains like job identification, duties and responsibilities, supervision, and working conditions.
- What a job specification is and the minimum qualifications it lists like physical, mental, psychological, and personal characteristics required to perform the job successfully.
- The key difference is that a job description outlines what the job duties are, while a job specification lists the minimum acceptable qualifications a person needs to have to do the job. Both are important tools that come from job analysis for selecting the right candidate for a role.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
This document discusses internal and external recruitment sources. Internal sources include transferring current employees, promotions, and employee referrals. Benefits are reduced costs, familiarity with the organization, and increased motivation. Disadvantages are limited new skills and losing talented external candidates. External sources include advertisements, job portals, company websites, social media, placement agencies, job fairs, campus interviews, and aim to attract skilled candidates from outside the organization.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document discusses strategic human resource management and its importance. It defines strategic HRM as formulating and executing HR systems to produce the competencies and behaviors an organization needs to achieve its strategic goals. A strategic HRM approach integrates HR with the company's strategy, mission, and goals. HRM can make significant contributions if included in strategic planning from the start. The document also outlines factors that influence HRM programs internally, such as organizational culture, goals, leadership style, and externally, such as economic conditions, government regulations, and the labor market.
This document outlines an exit procedure for NHS Shetland. It details the process for resignations, including notifying HR, conducting exit interviews, and providing references. Exit interviews are intended to gather feedback on employment that can help identify reasons for staff turnover and improve employment practices. References are only to include factual verified information about employment to ensure they are fair and not misleading. Information from exit interviews will be analyzed anonymously and reported to help address any issues and highlight good practices.
The document discusses the importance of effective recruitment and selection for organizational success. It outlines the key steps in a recruitment and selection strategy, including job analysis, creating job descriptions and person specifications, developing a recruitment plan, implementing a selection strategy with interviews and assessments, and providing feedback. Having a clear, systematic process helps avoid mistakes and ensures the right candidates are hired.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
A recruiting strategy is formal plan of action involving an organization's attempts to successfully identify, recruit, and hire high-quality candidates for the purpose of filling its open positions.
Selection tests in human resource managementSatya P. Joshi
This document discusses the use of selection tests in hiring. It states that selection tests measure abilities and skills that can't be determined from applications alone. The different types of tests mentioned include aptitude, intelligence, achievement, situational, interest, personality, and honesty tests. Selection tests are described as an unbiased tool that can predict future job performance if well-designed. The document emphasizes that effective selection depends on tests being both reliable, in giving consistent results, and valid, in actually measuring the skills required for the job.
Thesis presentation on evaluate the employees training & development prac...Ahmad Kawser Zohair
This presentation evaluates the employee training and development practices of First Security Islami Bank Limited. It has the following objectives: to inform about the bank's HR department, examine training programs, identify training issues, and suggest recommendations. The methodology includes primary sources like interviews and observations, and secondary sources like annual reports. The bank provides various on and off-the-job training programs covering areas like banking, accounting, credit management. However, issues identified include a lack of clear training methods, no needs assessment process, and inadequate pre-and post-training evaluation. Recommendations are made to address these issues to improve training effectiveness.
Recruiting & Selecting Employees process & important informationgourav kottawar
This document discusses recruitment and selection of employees. It begins by outlining the objectives of understanding approaches to matching labor supply and demand, weighing the advantages and disadvantages of internal and external recruiting, distinguishing major selection methods, and understanding legal constraints. It then defines key terms related to labor supply and demand, human resource planning, recruitment, selection and socialization. The document goes on to discuss forecasting methods, the hiring process, challenges in hiring, and approaches to effective recruitment and selection.
An abstract overview of the important aspect of HR department of every organisation that is recruitment which includes selection process, interviews, induction, orientation, etc.
This document discusses employee recruitment and provides guidance on effective recruitment strategies. It outlines five key steps for recruiting: 1) Know the job details; 2) Decide which labour market to target - internal or external; 3) Choose recruitment methods to reach the target market; 4) Plan and execute a recruitment campaign; 5) Evaluate results and apply lessons to future campaigns. Specific recruitment methods covered include internal job postings, manager nominations, succession planning to develop internal candidates, and utilizing employee referrals. The goal of recruitment is to attract qualified candidates while minimizing costs and time to hire.
The document discusses various aspects of the recruitment process, including:
1. It outlines internal and external sources of recruitment and discusses the merits and demerits of each.
2. It describes different recruitment methods like promotions, transfers, job posting, employee referrals, and campus recruitment. It also discusses potential benefits and costs of these methods.
3. It provides guidelines for effective campus recruiting and common mistakes to avoid.
4. It examines alternatives to recruitment like using overtime, subcontracting, temporary employees, and outsourcing to meet short-term needs.
A study on Recruitment and selection aT Paisabazaar.com.DOCShivNandan21
This document provides an overview of recruitment and selection processes. It discusses internal and external recruitment approaches, the recruitment process which includes job analysis, sourcing candidates, screening and selecting candidates. It also describes common recruitment models like in-house recruitment, social media recruitment, outsourcing recruitment, using employment agencies, executive search firms, and internet recruitment services. The types of recruitment discussed are in-house recruitment, internal recruiters, employee referrals, and outsourcing recruitment.
The document discusses various aspects of effective recruitment processes and techniques. It notes that recruitment has become a critical component of human resources, especially in competitive industries. Effective recruitment requires identifying top talent and ensuring good job-personality fits. Common mistakes include lack of planning, insufficient resources, and vague job descriptions. Assessments are an important but not sole determinant of fit. Outsourcing recruitment can lower costs but risks less control, while in-house retains branding but may be more expensive. Feedback from hiring managers and new employees helps evaluate different recruitment methods.
The document discusses key aspects of human resource planning and recruitment. It covers forecasting labor demand and supply, options for addressing expected surpluses or shortages, downsizing considerations, outsourcing, affirmative action planning, and recruitment sources and processes. The goal of HR planning is to align workforce needs with organizational strategy using forecasts to anticipate and address labor issues proactively. Recruitment aims to develop a pool of qualified job applicants to draw from if needed.
Introduction to Recruitment and employees management.pptxPaulOlivierSiaze
this cause is meant to introduce to learners the various recruitment strategies needed to obtain a competent and profitable staff in a company. it also helps the HR manager to manage employees effectively and efficiently in a way to boost a company's and market share. It helps to manage employees wadges properly to boost the level of motivation in them.
Business Studies Human Resources ResearchFlavio Alves
This document provides information on human resource management and recruitment processes. It discusses the importance of recruitment, selection, training, and motivation for business success. The stages of recruitment include establishing demand, creating job descriptions, internal/external recruitment, job advertisements, selection techniques like interviews and tests, making an appointment, and conducting an induction. Market research methods are also summarized, including reasons to conduct research and types of quantitative and qualitative data collected.
This document summarizes the key stages in the talent acquisition process: sourcing, prescreening, interviewing, background checks, and onboarding. It provides details on sourcing strategies like posting jobs online and using diversity recruiting tools. For prescreening, it discusses initial qualification questions by phone. Interview types include technical, committee, traditional, and behavioral based on past experiences. Background checks verify former employment, criminal history, and references. Onboarding involves orientation, training, and buddy programs for new hires.
This document discusses recruitment and personnel planning. It covers workforce planning, forecasting personnel needs, forecasting the supply of inside and outside candidates, and internal and external sources of recruitment. Internal sources include promotions, transfers, former employees, and job postings. External sources include advertising, employment agencies, executive recruiters, campus recruitment, employee referrals, internet recruiting, and walk-ins. Advantages and disadvantages of internal and external recruitment are also presented.
Staffing refers to the process of acquiring, maintaining, and developing an organization's workforce. It includes human resource planning, recruitment, selection, onboarding, training, and development. The key aspects of staffing are determining current and future human resource needs, attracting qualified candidates, evaluating applicants to select the best candidates, integrating new hires, and developing employees' skills over time. Staffing aims to put the right people in the right jobs to meet organizational goals.
The document discusses recruitment, which it defines as the process of finding and attracting capable applicants for employment. It describes internal recruitment sources like promotions, job postings, and referrals from existing employees, as well as external sources like schools, employment agencies, recruiters, and online methods. The advantages and disadvantages of internal and external recruitment are provided. Alternatives to recruitment like outsourcing, contingent workers, employee leasing, and overtime are also summarized.
This document discusses human resource management processes at Ergo Corporation, including recruitment and selection, and performance appraisal. It provides details on Ergo's recruitment sources and selection process, as well as the performance appraisal process, features, advantages, and techniques. Performance appraisals involve evaluating employee performance and productivity against criteria. They aim to facilitate communication between managers and employees to provide feedback, set goals, and determine compensation.
This document provides an overview of human resource management and staffing. It discusses estimating manpower requirements, recruitment, selection methods like screening and interviews, placement and orientation, training and development, promotions, compensation, and the advantages of proper staffing. Organizational culture is key to ensuring a good fit when staffing. A strong culture with widely shared values allows employees to know what is expected and act quickly.
This document provides an overview of recruitment, including definitions, the importance of recruitment, factors influencing recruitment, and sources of recruitment. It defines recruitment as the process of attracting qualified candidates for jobs. The recruitment yield pyramid is discussed as a tool for calculating the number of applicants needed to hire a target number of employees based on historical ratios. Internal sources of recruitment include transfers, promotions, job postings and employee references. External sources discussed include schools/universities, advertisements, employment exchanges, military personnel, casual visitors, labor contractors, and internet recruitment.
This document discusses the staffing process, including defining staffing, outlining the nature and steps of the staffing function, and describing the selection and hiring process. The key points are:
1) Staffing involves selecting and training individuals for specific job functions and responsibilities. It is an important, continuous, and pervasive managerial activity.
2) The staffing process involves determining manpower needs, recruitment, selection, orientation, training, remuneration, performance evaluation, and promotion/transfer.
3) The selection and hiring process consists of planning interviews, working with a selection panel, preparing for and conducting interviews, checking references, and being aware of potential biases. The goal is to select the
Recruitment & Selection by Raja Rao PagidipalliRaja Ramesh
This document provides an overview of recruitment and selection processes. It defines recruitment as discovering sources of qualified candidates and attracting them to apply for jobs. The objectives of recruitment are outlined, including attracting candidates with skills aligned to organizational strategies. Internal recruitment sources like job postings and promotions are discussed as well as external sources like job advertisements, agencies, and events. Modern recruitment sources using technology like e-recruitment are also covered. The document concludes with a discussion of realistic job previews and their benefits in reducing turnover.
This document provides an overview of personnel planning, recruitment, and selection. It begins by outlining the steps in the recruitment and selection process. It then discusses techniques for employment planning and forecasting, including analyzing trends, ratios, and scatter plotting. The document also covers internal and external sources for recruiting candidates, such as current employees, referrals, advertising, employment agencies, and temporary staffing agencies. It emphasizes the importance of effective recruiting and evaluating recruiting outcomes. The overall purpose is to guide students through the process of personnel planning and selecting job candidates.
This scenario raises ethical issues regarding using non-job-related criteria in employee selection. While considering the local basketball star may help relations with an important customer, solely basing hiring decisions on such factors could be discriminatory and undermine merit-based selection. A better approach may be to evaluate candidates fairly based on qualifications for the open role, while also maintaining good customer relationships through other appropriate means.
2. 5-2
Chapter ObjectivesChapter Objectives
Understand approaches toUnderstand approaches to
matching labor supply andmatching labor supply and
demanddemand
Weigh the advantages andWeigh the advantages and
disadvantages of internal anddisadvantages of internal and
external recruitingexternal recruiting
Distinguish among the majorDistinguish among the major
selection methods and use theselection methods and use the
most legally defensible of themmost legally defensible of them
to provide the best ‘fit’ forto provide the best ‘fit’ for
your firmyour firm
Understand the legalUnderstand the legal
constraints on the hiringconstraints on the hiring
processprocess
Review Key Terms
Employee SupplyEmployee Supply
Employee DemandEmployee Demand
Human Resource PlanningHuman Resource Planning
RecruitmentRecruitment
SelectionSelection
SocializationSocialization
3. 5-3
Key TermsKey Terms
Employee SupplyEmployee Supply
The availability of workers with the required skills toThe availability of workers with the required skills to
meet the firm’s employee demand.meet the firm’s employee demand.
Labor DemandLabor Demand
How many workers the organization will need in theHow many workers the organization will need in the
future.future.
Human Resource PlanningHuman Resource Planning
The process an organization uses to ensure that it hasThe process an organization uses to ensure that it has
the right amount and the right kind of people tothe right amount and the right kind of people to
deliver a particular level of output or services in thedeliver a particular level of output or services in the
future.future.
6. 5-6
The Hiring ProcessThe Hiring Process
RecruitmentRecruitment
Process of generating a pool of qualifiedProcess of generating a pool of qualified
candidates for particular jobcandidates for particular job
SelectionSelection
Process of making a ‘hire’ or ‘no hire’ decisionProcess of making a ‘hire’ or ‘no hire’ decision
regarding each applicant for a jobregarding each applicant for a job
SocializationSocialization
Orienting new applicants to the organizationOrienting new applicants to the organization
and the departments to which they will beand the departments to which they will be
workingworking
7. 5-7
Challenges in the Hiring ProcessChallenges in the Hiring Process
Determining the characteristics most important toDetermining the characteristics most important to
performanceperformance
Measuring the characteristics that determineMeasuring the characteristics that determine
performanceperformance
The motivation factor:The motivation factor:
performance = ability x motivationperformance = ability x motivation
Who should make the decision?Who should make the decision?
8. 5-8
Meeting the Challenges ofMeeting the Challenges of
Effective Staffing -Effective Staffing - RecruitmentRecruitment
Sources of recruitingSources of recruiting
Current employeesCurrent employees
Referrals from current employeesReferrals from current employees
Former employeesFormer employees
Print and radio advertisementsPrint and radio advertisements
Internet advertising and career sitesInternet advertising and career sites
Employment agenciesEmployment agencies
Temporary workersTemporary workers
College recruitingCollege recruiting
CustomersCustomers
MilitaryMilitary
9. 5-9
Meeting the Challenges ofMeeting the Challenges of
Effective Staffing-Effective Staffing- RecruitmentRecruitment
External vs. internal candidatesExternal vs. internal candidates
Recruiting protected classesRecruiting protected classes
Planning the recruitment effortPlanning the recruitment effort
Planning your job searchPlanning your job search
10. 5-10
Recruitment - Hiring from WithinRecruitment - Hiring from Within
Advantages
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
Disadvantages
Failed applicants become
discontented
Time wasted interviewing
inside candidates who will
not be considered
Inbreeding of the status
quo
11. 5-11
Recruitment - Finding Internal CandidatesRecruitment - Finding Internal Candidates
Job posting
Publicizing an open job to employees (often by literally
posting it on bulletin boards) and listing its attributes.
Rehiring former employees
Advantages:
They are known quantities.
They know the firm and its culture.
Disadvantages:
They may have less-than positive attitudes.
Rehiring may sent the wrong message to current employees about how
to get ahead.
12. 5-12
Recruitment - Finding Internal CandidatesRecruitment - Finding Internal Candidates
Succession planning
The process of ensuring a suitable supply of
successors for current and future senior or key jobs.
Succession planning steps:
Identifying and analyzing key jobs.
Creating and assessing candidates.
Selecting those who will fill the key positions.
13. 5-13
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Advertising
The Media: selection of the best medium depends on
the positions for which the firm is recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Marketing programs
Constructing an effective ad
Wording related to job interest factors should evoke
the applicant’s attention, interest, desire, and action
(AIDA) and create a positive impression of the firm.
14. 5-14
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Employment agencies:
Public agencies operated by federal, state, or local
governments
Agencies associated with nonprofit organizations
Privately owned agencies
15. 5-15
Recruitment - Private Employment AgenciesRecruitment - Private Employment Agencies
Reasons to Use:
When a firm does not have an HR department and is not geared
to doing recruiting and screening.
The firm has found it difficult in the past to generate a pool of
qualified applicants.
The firm must fill a particular opening quickly.
There is a perceived need to attract a greater number of
minority or female applicants.
The firm wants to reach currently employed individuals, who
might feel more comfortable dealing with agencies than with
competing companies.
The firm wants to cut down on the time it is devoting to
recruiting.
16. 5-16
Recruitment - Private Employment AgenciesRecruitment - Private Employment Agencies
Avoiding problems with employment agencies:
Give the agency an accurate and complete job description.
Make sure tests, application blanks, and interviews are part of
the agency’s selection process.
Periodically review data on candidates accepted or rejected by
your firm, and by the agency. Check on the effectiveness and
fairness of the agency’s screening process.
Screen the agency. Check with other managers or HR people to
find out which agencies have been the most effective at filling
the sorts of positions needed to be filled.
Review the Internet and a few back issues of the Sunday
classified ads to discover the agencies that handle the positions
to be filled.
17. 5-17
Recruitment - Temp Agencies & Alternative StaffingRecruitment - Temp Agencies & Alternative Staffing
Benefits of Temps
Paid only when working
More productive
No recruitment, screening,
and payroll administration
costs
Costs of Temps
Fees paid to temp agencies
Lack of commitment to
firm
18. 5-18
Recruitment - Temp Agencies & Alternative StaffingRecruitment - Temp Agencies & Alternative Staffing
Concerns of Temp Employees
Treatment by employers in a dehumanizing, impersonal, and ultimately
discouraging way.
Insecurity about their employment and pessimistic about the future.
Worry about their lack of insurance and pension benefits.
Being misled about their job assignments and in particular about whether
temporary assignments were likely to become full-time positions.
Being “underemployed” (particularly those trying to return to the full-time
labor market).
In general they were angry toward the corporate world and its values;
participants repeatedly expressed feelings of alienation and disenchantment.
19. 5-19
Recruitment -Recruitment - Temp Agencies & Alternative StaffingTemp Agencies & Alternative Staffing
Guidelines for Using Temporary Employees
Do not train your contingent workers.
Do not negotiate the pay rate of your contingent workers.
Do not coach or counsel a contingent worker on his/her job performance.
Do not negotiate a contingent worker’s vacations or personal time off.
Do not routinely include contingent workers in your company’s employee
functions.
Do not allow contingent workers to utilize facilities intended for
employees.
Do not let managers issue company business cards, nameplates, or
employee badges to contingent workers without HR and legal approval.
Do not let managers discuss harassment or discrimination issues with
contingent workers.
Do not discuss job opportunities and the contingent worker’s suitability for
them directly.
Do not terminate a contingent worker directly.
20. 5-20
Recruitment - College recruitingRecruitment - College recruiting
College recruiting
Recruiting goals
To determine if the candidate is worthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information package
Planned interviews
Timely employment offer
Follow-up
Internships
21. 5-21
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Employee referrals
Applicants who are referred to the organization by
current employees
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce
Walk-ins
Direct applicants who seek employment with or
without encouragement from other sources.
Courteous treatment of any applicant is a good
business practice.
22. 5-22
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Recruiting via the Internet
More firms and applicants are utilizing the Internet in
the job search process.
Advantages of Internet recruiting
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
24. 5-24
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Recruiting a Diverse WorkforceRecruiting a Diverse Workforce
Single parents
Providing work schedule flexibility.
Older workers
Revising polices that make it difficult or unattractive for older
workers to remain employed.
Recruiting minorities and women
Understanding recruitment barriers.
Formulating recruitment plans.
Welfare-to-work
Developing pre-training programs to overcome difficulties in
hiring and assimilating persons previously on welfare.
25. 5-25
Recruitment - Finding External CandidatesRecruitment - Finding External Candidates
Recruiting a Diverse WorkforceRecruiting a Diverse Workforce
Minority student associations
College organizations of students with disabilities
Targeted radio announcements
Professional organizations
Minority organizations
26. 5-26
Meeting the Challenges ofMeeting the Challenges of
Effective Staffing-Effective Staffing- SelectionSelection
Reliability and validityReliability and validity
Selection tools as predictors of jobSelection tools as predictors of job
performanceperformance
Combining predictorsCombining predictors
Selection and the person/organization fitSelection and the person/organization fit
Reactions to selection devicesReactions to selection devices
27. 5-27
Meeting the Challenges ofMeeting the Challenges of
Effective Staffing-Effective Staffing- SelectionSelection
The Problem:
Selecting the best Employees from Applicant Pool
The Solution:
Implementing Targeted Selection
Firms must:
Identify the critical job elements required for the position
Organize selection element into a comprehensive system
Use past behavior to predict future behavior
Apply effective interviewing skills and techniques
Involve several interviewers in organized data-exchange discussions
Augment the interview with observations from behavior simulations
28. 5-28
Meeting the Challenges ofMeeting the Challenges of
Effective Staffing-Effective Staffing- SelectionSelection
ReliabilityReliability
Consistency of measurement, usually across time but alsoConsistency of measurement, usually across time but also
across judges.across judges.
ValidityValidity
The extent to which the technique measures the intendedThe extent to which the technique measures the intended
knowledge, skill, or ability. In the selection context, it is theknowledge, skill, or ability. In the selection context, it is the
extent to which scores on a test or interview correspond toextent to which scores on a test or interview correspond to
actual job performance.actual job performance.
Concurrent: correlation between selection and performance when
measured at the same time
Predictive: extent to which selection scores correlate with performance
scores when performance is measured later in time
29. 5-29
Selection -Selection - Equal Employment Opportunity (EEO)Equal Employment Opportunity (EEO)
and the Aspects of Testingand the Aspects of Testing
A organization must be able to prove:
That its tests are related to success or failure on the job
(validity)
That its tests don’t unfairly discriminate against minority or
non-minority subgroups (disparate impact).
EEO guidelines and laws apply to all selection devices,
including interviews, applications, and references.
Testing alternatives if a selection device has disparate
impact:
Institute a different, valid selection procedure that does not
have an adverse impact.
Show that the test is valid—in other words, that it is a valid
predictor of performance on the job.
Monitor the selection test to see if it has disparate impact.
30. 5-30
Selection -Selection - Test Takers’ Individual Rights and TestTest Takers’ Individual Rights and Test
SecuritySecurity
Under the American Psychological Association’s
standard for educational and psychological tests,
test takers have the right:
To privacy and information.
To the confidentiality of test results.
To informed consent regarding use of these results.
To expect that only people qualified to interpret the
scores will have access to them.
To expect the test is fair to all.
31. 5-31
SelectionSelection
Major types of tests used by employers
Basic skills tests (45%)
Drug tests (47%)
Psychological tests (33%)
Use of testing
Less overall testing now but more testing is used as
specific job skills and work demands increase.
Screen out bad or dishonest employees
Reduce turnover by personality profiling
Source of tests
Test publishers
32. 5-32
Selection ToolsSelection Tools
Selection tools as predictors of job performanceSelection tools as predictors of job performance
Letters of recommendationLetters of recommendation
Application formsApplication forms
Ability testsAbility tests
Personality testsPersonality tests
Psychology testsPsychology tests
Honesty testsHonesty tests
33. 5-33
Selection ToolsSelection Tools
Selection tools as predictors of job performanceSelection tools as predictors of job performance
Interviews – Structured & UnstructuredInterviews – Structured & Unstructured
Assessment centersAssessment centers
Drug testsDrug tests
Reference checksReference checks
Background checksBackground checks
Handwriting analysisHandwriting analysis
34. 5-34
Selection ToolsSelection Tools
Personality TestsPersonality Tests
Extraversion
The tendency to be sociable, assertive, active, and to experience
positive effects, such as energy and zeal.
Emotional stability/neuroticism
The tendency to exhibit poor emotional adjustment and experience
negative effects, such as anxiety, insecurity, and hostility.
Openness to experience
The disposition to be imaginative, nonconforming, unconventional, and
autonomous.
Agreeableness
The tendency to be trusting, compliant, caring, and gentle.
Conscientiousness
Is comprised of two related facets: achievement and dependability.
35. 5-35
Selection - Structured Job InterviewSelection - Structured Job Interview
Situational Interview QuestionsSituational Interview Questions
Supervisors and workers rewrite critical incidents ofSupervisors and workers rewrite critical incidents of
behavior as situational interview questions thenbehavior as situational interview questions then
generate and score possible answers as benchmarkgenerate and score possible answers as benchmark
Job Knowledge QuestionsJob Knowledge Questions
Assess whether or not candidate has the basicAssess whether or not candidate has the basic
knowledge needed to perform the jobknowledge needed to perform the job
Worker Requirements QuestionsWorker Requirements Questions
Assess whether or not worker is willing to performAssess whether or not worker is willing to perform
the job under prevailing job conditionsthe job under prevailing job conditions
36. 5-36
Selection - Unstructured Job InterviewSelection - Unstructured Job Interview
Unstructured InterviewsUnstructured Interviews
Be preparedBe prepared
Put applicants at ease in the first few minutesPut applicants at ease in the first few minutes
Don’t be ruled by snap judgments or stereotypesDon’t be ruled by snap judgments or stereotypes
Ask results-oriented questionsAsk results-oriented questions
Don’t underestimate the power of silenceDon’t underestimate the power of silence
Close the interview with careClose the interview with care
37. 5-37
Selection - Legal Issues in StaffingSelection - Legal Issues in Staffing
Discrimination LawsDiscrimination Laws
Affirmative ActionAffirmative Action
Negligent HiringNegligent Hiring
Develop clear policies onDevelop clear policies on
hiring as well as onhiring as well as on
disciplining anddisciplining and
dismissing employeesdismissing employees
Check state lawsCheck state laws
regarding hiringregarding hiring
applicants with criminalapplicants with criminal
recordsrecords
Learn as much as possibleLearn as much as possible
about applicants’ pastabout applicants’ past
work-related behaviorwork-related behavior
38. 5-38
Selection -Selection - Background Investigations and ReferenceBackground Investigations and Reference
ChecksChecks
Extent of investigations and checks
Reference checks (87%)
Background employment checks (69%)
Criminal records (61%)
Driving records (56%)
Credit checks (35%)
Reasons for investigations and checks
To verify factual information provided by applicants.
To uncover damaging information
39. 5-39
Selection - The PolygraphSelection - The Polygraph
The polygraph (or lie detector)
A device that measures physiological changes,
The assumption is that such changes reflect changes
in emotional state that accompany lying.
Employee Polygraph Protection Act of 1988.
Prohibits employers (in most all cases) from
conducting polygraph examinations of all job
applicants and most employees.
Also prohibited are other mechanical or electrical
devices including psychological stress evaluators and
voice stress analyzers
40. 5-40
Selection - The PolygraphSelection - The Polygraph
Employers with contracts involving:
National defense or security
Nuclear-power (Department of Energy)
Access to highly classified information
Counterintelligence (the FBI or Department of
Justice)
Other exceptions
Hiring of private security personnel
Hiring persons with access to drugs
Conducting ongoing investigations involving
economic loss or injury to an employer’s business
41. 5-41
Selection – Honesty TestsSelection – Honesty Tests
Paper-and-pencil honesty tests
Psychological tests designed to predict job applicants’
proneness to dishonesty and other forms of counter
productivity.
Measure attitudes regarding things like tolerance of
others who steal, acceptance of rationalizations for
theft, and admission of theft-related activities
42. 5-42
Selection - Antitheft Screening ProcedureSelection - Antitheft Screening Procedure
Ask blunt questions.
Listen, rather than talk.
Do a credit check.
Check all employment and personal references.
Use paper-and-pencil honesty tests and
psychological tests.
Test for drugs.
43. 5-43
SelectionSelection
Reactions to Selection DevicesReactions to Selection Devices
Applicant reactions to selection devicesApplicant reactions to selection devices
Manager reaction to selection systemsManager reaction to selection systems
44. 5-44
Selection - Avoiding Negligent Hiring ClaimsSelection - Avoiding Negligent Hiring Claims
Carefully scrutinize information supplied by the applicant on his
or her employment application.
Get the applicant’s written authorization for reference checks, and
carefully check references.
Save all records and information you obtain about the applicant.
Reject applicants who make false statements of material facts or
who have conviction records for offenses directly related and
important to the job in question.
Balance the applicant’s privacy rights with others’ “need to
know,” especially when you discover damaging information.
Take immediate disciplinary action if problems arise.
45. 5-45
Selection - Avoiding Negligent Hiring ClaimsSelection - Avoiding Negligent Hiring Claims
Include on the application form a statement for
applicants to sign explicitly authorizing a
background check.
Use telephone references if possible.
Be persistent in obtaining information.
Ask open-ended questions to elicit more
information from references.
Use references provided by the candidate as a
source for other references.
46. 5-46
SelectionSelection
Concerns about checking applicant histories
Various equal employment laws discourage or
prohibit the use of such information in employee
screening.
Courts view making employment decisions based on
solely on someone’s arrest record as unfairly
discriminatory.
The EEOC says a poor credit history should not by
itself preclude someone from getting a job.
47. 5-47
Selection – Additional ConsiderationsSelection – Additional Considerations
1. Check all applicable state laws.
2. Review the impact of federal equal employment laws.
3. Remember the Federal Fair Credit Reporting Act.
4. Do not obtain information that you’re not going to use.
5. Remember that using arrest information will be highly suspect.
6. Avoid blanket policies (such as “we hire no one with a record of
workers’ compensation claims”).
7. Use information that is specific and job related.
8. Keep information confidential and up to date.
9. Never authorize an unreasonable investigation.
48. 5-48
Selection - Additional ConsiderationsSelection - Additional Considerations
10. Make sure you always get at least two forms of
identification from the applicant.
11. Always require applicants to fill out a job application.
12. Compare the application to the résumé
13. Particularly for executive candidates, include
background checks of such things as involvement in
lawsuits, and of articles about the candidate in local or
national newspapers.
14. Separate the tasks of (1) hiring and (2) doing the
background check.
49. 5-49
Selection - Additional ConsiderationsSelection - Additional Considerations
Marital Status
Inappropriate:
Are you married?
Is this your maiden or married name?
With whom do you live?
Appropriate:
After hiring, marital status on tax and insurance forms
Parental Status
Inappropriate:
How many kids do you have?
Do you plan to have children?
Are you pregnant?
Appropriate:
After hiring, asking for dependent information on tax and insurance
forms
50. 5-50
Selection - Additional ConsiderationsSelection - Additional Considerations
Age
Inappropriate:
How old are you?
What year were you born?
When did you graduate from high school?
Appropriate:
Before hiring, asking if you are over the legal minimum age for the hours or
working conditions, in compliance with state or Federal labor laws.
After hiring, verifying legal minimum age with a birth certificate or other ID,
and asking age on insurance forms
National Origin
Inappropriate:
Where were you born?
Where are your parents from?
What's your heritage?
Appropriate:
Verifying legal U.S. residence or work visa status
51. 5-51
Selection - Additional ConsiderationsSelection - Additional Considerations
Race or Skin Color
Inappropriate:
What race are you?
Are you a member of a minority group?
Appropriate:
Generally indicate equal opportunity employment.
Asking race only as required for affirmative-action programs
Religion or Creed
Inappropriate:
What religion are you?
Which religious holidays will you be taking off from work?
Do you attend church regularly?
Appropriate:
Contact religious or other organizations related to your beliefs, that you
list as employers or references
52. 5-52
Selection - Additional ConsiderationsSelection - Additional Considerations
Criminal Record
Inappropriate
Have you ever been arrested?
Have you ever spent a night in jail?
Appropriate:
Questions about convictions by civil or military courts, if accompanied by a
disclaimer that answers will not necessarily cause loss of job opportunity.
Specific convictions, if related to fitness to perform the job. Generally,
employers can ask only about convictions and not arrests, except for law-
enforcement and security-clearance agencies.
Disability
Inappropriate:
Do you have any disabilities?
What's your medical history?
How does your condition affect your abilities?
Appropriate
Ask if you can perform specific duties of the job.
After hiring, ask about medical history on insurance forms