Recruitment & Selection Overview

• Human Resource Planning• 4 Steps/Key questions• Process overview (describe each in turn)• Common pitfalls/preventative measures• Practical tips (interviews)

Human Resource PlanningAssess trends in:

- External labour markets, - Current employees- Future organisational plans, - General economic

trends

Predict demand

Forecast internal Forecast externalsupply supply

Compare future demand and internal supply

Plan for short-falls or over-staffing

Labour Turnover

Number of employees who leave in one yearAverage number employed in past year

20% acceptable in modern large-scale companies30-35% cause for concern

X 100 = %

Reasons for High Turnover:• Low pay• Long/unsocial working hours• Absence of promotion prospects• Bad recruitment/induction• Bad management

Recruitment & Selection4 Steps:Define the job

Profile the person

Communicate your requirements

Choose methodically

Key QuestionsIs there a need for this job?What does the job involve?

What kind of person do we need?How do we get that person?

How do we make them welcome?

SYSTEMATIC APPROACH

Is there a need for this job?Re-organise the workUse overtimeMechaniseMake the job part-timeSub-contract

??? Job analysis

Job description

Person Specification

Recruit

Select

Induct

Recruitment Methods

1. Internal 2. Using existing contacts3. External contacts4. Advertising/media

Sourcing Internal ApplicantsAdvantagesMorale of ‘promotee’CheaperBetter knowledge of abilityDisadvantagesIn-breedingPolitical in-fighting

Sourcing External ApplicantsAdvantages‘New blood’Insights from competitorsCheaper than training DisadvantagesOrientation timeMorale of internalsMay not fit-in

Most Popular MethodsAd in local pressAd in specialist pressAd in national pressEmployment agencyNotice inside premisesJob centres

Education liasonUnsolicited applicationCareers serviceHead huntersCareers fairsInternetWord-of-mouth

Successful Job Advert• Introduction – Attention grabber• The Company• The job• The requirements (JD & JS)• Incentives

- pay, benefits, job satisfaction, prospects, location

• Action

Selection ToolsInterview

Psychometric testsPersonality/Attitude Questionnaires

Work sample testsAssessment Centres

Choosing selection methodsSelection criteriaAppropriatenessAvailable (HR) expertiseAdministrative easeTimeAccuracyCost

Possible StepsRecord Induction

Analysis & Decision

Medical

Second Interview

Reference Checks

Psychometric & WS tests

Initial interview

Application form / CV

The Selection InterviewThe selection interview has long been

recognised as having low predictive validity, in that typical unstructured interviews result in relatively poor predications of job performance.

4 Skills:1. Framing the question2. Controlling the flow3. Listening4. Making judgements

Functions of the Interview

1. Mutual Preview

2. Assessment

3. Negotiation

Sample Interview QuestionsBiographicalWhat did you do during you last summer break from college?SituationalSuppose you were giving a sales presentation and a Difficult technical question arose that you could not answer. What would you do?BehaviouralWhat is the most significant action you have taken

to help out a co-worker?

Before:• Study all available information• Agree coverage plan• Appoint chairperson• Allow adequate time• Climate & physical setting• Prepare for note-taking

During:• Establish rapport• Outline purpose & structure• Follow the coverage plan – interview in

turn• Listen (80%)• Maintain eye contact & give positive

feedback – use silence• Treat all candidates equally• Advise candidate of next stage

After:• Assess candidate against criteria immediately• Concentrate on solid facts of past behaviour• Incorporate information from other selection

methods• Advise candidate of outcome A.S.A.P.

Pitfalls

1. Fail to elicit/hear relevant information

2. Fail to use/interpret the information.

Common Errors- Inadequate preparation- Halo/horn effect- Early decisions- Accuracy of recall- Selective perception/stereotyping- Similar to “me”- Contrast effects

Preventative Measures• Structured Format• Use job description & person specification• Training & experience• Record during & after against criteria• Awareness of non-verbal behaviour

Responsibility for Recruitment & Selection

Line H.R. ConsultantsEmployees

Managers Professionals

Realistic Job Preview:

…designed to enable the candidates to make an informed choice. Involves providing them with extensive information about the organisation and the job.

How to succeed at interviews

• What would be your ideal candidate.• Prepare, prepare, practise…• Find out about the job/organisation• Copy & highlight – applicant, advert. & C.V.• 5 positive statements about you• Be up-to-date about developments in your

field.• Decide an acceptable reward package – but

let them bring it up.

Common QuestionsWhat have you been doing since…?What are your strengths/weaknesses as anemployee?What has been your best achievement?What are the qualities needed in a good (job title)?What do you see yourself doing in 5/10 years?

Avoid-• Criticising previous employers• Personal and domestic matters unless asked• Raising reward package• Name dropping • Interrupting• Pretending you’ve a better offer

Five Fundamental Questions - Interviewee

1. What does this job involve?2. Do my skills (etc.) really match this job?3. Are these the kind of people I would like to

work with?4. Can I persuade them that there is

something different about me than the other 19?

5. Can I persuade them to give me the salary I need/want?

Five Fundamental Questions - Interviewer

1. Why are you here?2. What can you do for us?3. What kind of person are you?4. What distinguishes you from the 19

candidates with the same skills?5. Can we afford you?

Assessment Centres* Planning * Organising* Oral/written communication* Leadership * Decision-making* Creativity * Initiative* Problem solving* Flexibility

Assessment CentresIn-tray exercisesLeaderless group discussionManagement games/ problem-solving

exercisesIndividual presentationsPsychometric / WS testsInterview

Multiple selection tools

Analyse & interpret information against criteria

Notify successful candidate

Medical

Start & induction

Induction/OrientationWeek 1:- Where everything is- Who everyone is- Establish expectations (on both sides)- Mentor/Buddy- What the company is about- What the culture is like

Indonesian Practice

• Advert. Most common recruitment method• External/internal sources – depends on job

level• Impact of Trade Unions• Large Companies – more sophisticated• MNCs Companies more sophisticated