The document discusses the recruitment and selection process. It defines recruitment as finding potential job candidates and selection as deciding which candidates should be hired. The selection process involves defining job requirements, identifying potential candidates, examining application materials, sorting applications, conducting interviews and assessments, making a selection, and extending a provisional offer subject to reference checks. Structured interviews and competency-based interviews are commonly used selection methods. The best results come from combining intelligence tests with structured interviews.

1. S
recruitment and
selection process

2. profile
S Name : Nyi Raden Sekar Kadaton
S NPM : 6019210065
S Phone : 087782077111
S Email : sekarkadaton01@gmail.com
S Studies :
S Psychology student Pancasila University 2nd semester

3. Introduction
S Recruitment is the process of finding and engaging the
people the organization needs.
S Selection is that part of the recruitment process
concerned with deciding which applicants or candidates
should be appointed to jobs.

4. introduction
S If we know what the job requires and which human attributes
are necessary to fulfill those requirements, we can target our
recruiting efforts to specific groups of potential candi- dates. For
technical jobs, these groups might be defined by credentials (a
bachelor’s degree in engineering) or experience (five years of
programming in C􏰁􏰁). (Wiley , 2013)
S Once we know the attributes most likely to predict success in a
job, we can identify and choose (or develop) the actual
assessment tools. Based on the job analysis, we may choose a
personality test that measures the Big Five, a commercially
available test of general mental ability, or an interview format
intended to get at some subtle aspects of technical knowledge
or experience.

5. Defining Requirements
S Requirements are set out in the form of role profiles and
person specifications.
S A person specification, also known as a recruitment or
job specification, defines the knowledge, skills and
abilities (KSAs) required to carry out the role, the types of
behaviour expected from role holders (behavioural
competencies) and the education, quali fications, training
and experience needed to acquire the necessary KSAs.
The specification is set out under the following headings:

6. S Qualifications and training
S Experience
S Specific demands
S Special requirements
S Knowledge
S Skills and abilities
S Behavioural competencies

7. Analyse the requirement

8. Identify sources of candidates
Initially, consideration should be given to internal
candidates. An attempt can be made to persuade former
employees to return to the organization or obtain
suggestions from existing employees (referrals). If these
approaches do not work the main sources of candidates are
online recruiting, advertising, agencies and job centres,
consultants, recruitment process outsourcing providers and
direct approaches to educational establishments.

9. Examining information from
candidates
The following suggestions have been made by Pioro and Baum
(2005) on how to use application forms more effectively:
S Decide what the criteria for selection are and how these will
be assessed by use of the application form.
S Keep questions clear, relevant and non- discriminatory.
S Ask for only the bare minimum of personal details.
S Widen your pool of applicants by offering different options
and guidance for completing and viewing application forms.

10. Sorting applications
1. Essential – applicants will not be considered unless this
criterion is satisfied.
2. Very desirable – preference will be given to applicants who
meet this criterion.
3. Desirable – applicants who meet this criterion will be given
favourable consideration but it is not an essential
requirement. However, if a number of applicants meet the first
two criteria, satisfying desirable criteria would be a factor in
making a choice.

11. Example of application form
(compressed)

12. Selection methods
The aim is to assess the suitability of candidates by
predicting the extent to which they will be able to carry out a
role successfully. It involves deciding on the degree to which
the characteristics of applicants match the person
specification and using this assessment to make a choice
between candidates. The interview is the most familiar
method of selection. The aim is to elicit information about
candidates that will enable a prediction to be made about
how well they will do the job and thus lead to a selection
decision.

13. Structured interviews
A structured interview is one based on a defined framework.
Within the framework there may be a set of predetermined
questions. All candidates are asked the same questions and
the answers may be scored through a rating system.

14. Competency-based interviews
In its purest form, a competency-based interview is
a structured interview that focuses on the required
behavioural competencies as set out in the person
specification. The questions will be designed to establish the
typical behaviour of a candidate in work situations.

15. Selection tests
Selection tests are used to provide valid and reliable
evidence of levels of abilities, intelligence, personality
characteristics, aptitudes and attainments.

16. Choice of selection methods
There is a choice between the selection methods.
The most important criterion is the predictive validity of the
method or combination of methods. Schmidt and Hunter
(1998) found that the best results were obtained by
combining intelligence tests with structured interviews.

17. References and offers
After the interviewing and testing procedure has been
completed, a provisional offer by telephone or in writing can
be made. This is normally ‘subject to satisfactory
references’. It is essential to check the information provided
by candidates on qualifications and their work experience

18. Reference
S Armstrong, M. (2012). Armstrong's handbook of strategic human
resource management. Kogan Page Publishers.
S Weiner, I. B., Weiner, I. B., Schmitt, N. W., Highhouse, S., Schinka,
J. A., & Velicer, W. F. (2013). Handbook of psychology. Hoboken,
NJ: Wiley.
S Landy, F. J., & Conte, J. M. (2013). Work in the 21st century: an
introduction to industrial and organizational psychology. Malden,
MA: Blackwell.
S Pioro, I and Baum, N (2005) How to design better job application
forms, People Management, 16 June, pp 42–3