Understand the importance of recruitment to the organization Identify the outcomes of the Selection Decision to the organization Detail the main biases that can occur during the selection process Implement an effective Recruitment Process

1. Matching the right person for the right job
@PHONERSIS
CONSULTING
Delivered By
Leke Oshiyemi
Head, Human Resources
Verod Capital Management Limited
March 03, 2012

2. My Contact Details:
leke_oshiyemi@yahoo.com
www.linkedin.com/in/lekeoshiyemi
www.facebook.com/lekeoshiyemi
www.twitter.com/lekeoshiyemi
(Mobile)+2348033071649

3.  To demystify the Recruitment Process
 Enlighten on How to Get a Job in 2011.
 Determining what your exact hiring needs are
 Demonstrate how to Initiate a recruitment action
(All from the perspective of Employer & Employee)

4.  Understand the importance of recruitment to
the organization
 Identifythe outcomes of the Selection Decision
to the organization
 Detailthe main biases that can occur during
the selection process
 Implement an effective Recruitment Process

5. • Understand the function of the
interview and types of interview
questions that can be employed
• Discuss applications of psychometric
testing within the recruitment process
• Effectively measure the recruitment
process

6.  Interviewing those candidates that you
believe can perform the work of the
position
 Selectingthe “best qualified” candidate
for each and every position you advertise
 Retaining the employees once you have
them

7. Recruitment
Prospective employee Gap Employer

10.  Three Main Functions
• Attract a pool of suitable candidates
• Deter unsuitable candidates from applying
• Create a positive image of the organization

11. The right person for the right job

12.  Put out job advert
 Filter application forms
 Interviewing
 Short listing
 Selecting
 Training

13. Important questions to Ask when writing a
job advert
 What, how much, when, where, etc
 Temporary or permanent
 Does it suit requirements?

14. Fill out an Interview Record Sheet
• Make decision
• Offer position to successful candidate
• Inform unsuccessful candidates
• Companies will keep a formal record of
interviews and keep these on file with
application forms for future reference.
• Both the offer and the refusal are
usually done in writing, and again
copies of these letters are held on file.

15. Outcome 1 Outcome 2
Accept Good Performers Reject Poor Performers
Outcome 3 Outcome 4
Accept Poor Performers Reject Good Performers
It’s a game of Elimination and Selection

16.  Determining what your exact hiring
needs are
 Initiating a recruitment action
 Issuing a vacancy announcement
for the position
 Marketing the position to get high
quality applicants

17. Interviews

18.  The most widely-used hiring tool among
practitioners
 Yet are widely criticized by researchers
• unreliable
• susceptible to bias
• poor validity

19. Lack of structure/standardization
 Reduces reliability
 Opportunity for disparate treatment
 Questions often aren’t job related

20. Opportunity for bias
 Positive or negative
 Unintended or intentional
• Physical attractiveness; similarity
• What you ask, how you interpret, non-verbal
cues, self-fulfilling prophecy

21. Interview behavior may not reflect KSAs
...Knowledge, Skills and Abilities...
For Leke: Its Attitude, Skills, Knowledge...ASK
 Nervousness
 Coaching
 Faking

22.  Behavior Description interviewing
• How have you handled situations before?
 Situational interviewing
• How would you respond to hypothetical job
situation?
 Case interviews
• Can you demonstrate reasoning skills in logic
puzzle questions?

23. KSAs...Knowledge, Skills and Abilities...a list of special qualifications and
personal attributes that you need to have for a particular job. These are the
unique requirements that the hiring agency wants to find in the person selected
to fill a particular job.
A primary purpose of KSAs is to measure those qualities that will set one
candidate apart from the others.
How well an applicant can show that he or she matches the position’s
defined KSAs determines whether that person will be seriously considered
for the job.
Knowledge A body of information applied directly to the performance of a
function.
Skill statements refer to the proficient manual, verbal or mental manipulation of
data or things.
Ability statements refer to the power to perform an observable activity at the
present time. This means that abilities have been evidenced through activities or
behaviors that are similar to those required on the job, e.g., ability to plan and
organize work.

24. Best Practice for Interviewing
 Be prepared
 Assess the candidate objectively
 Convince the applicant to accept a position
 Market the company
 Focus on KSAs for which interviews are best suited
 Pre-planned, standardized questions
 Focus on behavior, not traits
 Standardized rating system

25. “Recruitment; to the Employer: IS A BID TO FILL A NEED
Recruitment; to the Employee: IS A BID TO FILL A NEED
To fill these NEEDs, both Employee and Employer must
be STRATEGIC”- Leke Oshiyemi

26. Leke Oshiyemi
HR-Expert| Recruiter | Seminar/Conference Speaker: on
Human Resources Management and Social Media/LinkedIn.
 leke_oshiyemi@yahoo.com
 www.linkedin.com/in/lekeoshiyemi
 www.facebook.com/lekeoshiyemi
 www.twitter.com/lekeoshiyemi
 (Mobile)+2348033071649