Recruitment and Selection

Presented By: Mr. Bakary Singhateh

Introduction

• Recruiting– Once an organization identifies its human

resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.

Introduction

• Recruiting brings together those with jobs to fill and those seeking jobs.

Recruiting Goals

• To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

Recruiting Goals

• Factors that affect recruiting efforts – Organizational size – Employment conditions in the

area – Working conditions, salary and

benefits offered – Organizational growth or

decline

Recruiting Goals

• Constraints on recruiting efforts include: – Organization image – Job attractiveness – Internal organizational policies– Recruiting costs

Recruiting: A Global Perspective

• For some positions, the whole world is a relevant labor market.

• Parent (Home) country nationals are recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before.

Recruiting: A Global Perspective

• Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity.

• HCN’s minimize potential problems with language, family adjustment and hostile political environments.

Recruiting Sources

• Sources should match the position to be filled.

• Sources:– Internal Searches– Employee Referrals/

Recommendations– External Searches– Alternatives

Recruiting Sources

The internal search • Organizations that promote

from within identify current employees for job openings:– by having individuals bid for

jobs– by using their HR

management system– by utilizing employee referrals

Recruiting Sources

The internal search• Advantages of promoting from within

include – morale building– encouragement of ambitious employees– availability of information on existing

employee performance– cost-savings– internal candidates’ knowledge of the

organization

Recruiting Sources

The internal search• Disadvantages include:– possible inferiority of internal candidates– infighting and morale problems

Recruiting Sources

Employee referrals/recommendations • Current employees can be asked to recommend

recruits. • Advantages include:– the employee’s motivation to make a good

recommendation – the availability of accurate job information for

the recruit– Employee referrals tend to be more acceptable

applicants, to be more likely to accept an offer and to have a higher survival rate.

Recruiting Sources

Employee referrals/recommendations

• Disadvantages include:– the possibility of friendship

being confused with job performance

Recruiting Sources

External searches • Advertisements: Must decide type

and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification).

• Two factors influence the response rate:– identification of the organization– labor market conditions

Recruiting Sources

External searches• Employment agencies: – Public or state employment services focus

on helping unemployed individuals with lower skill levels to find jobs.

– Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber.

Recruiting Sources

External searches• Schools, colleges, and

universities: – May provide entry-level or

experienced workers through their placement services.

– May also help companies establish cooperative education assignments and internships.

Recruiting SourcesRecruitment alternatives • Temporary help services.– Temporary employees help organizations meet

short-term fluctuations in HRM needs. – Older workers can also provide high quality

temporary help. • Employee leasing. – Trained workers are employed by a leasing

company, which provides them to employers when needed for a flat fee.

– Typically remain with an organization for longer periods of time.

SelectionSelection

Selection – the process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions

Internal Environmental Factors Influencing Selection

• Organization characteristics that can influence the selection process:– Size– Complexity– Technological ability

External Environmental Factors Influencing Selection

• Government employment laws and regulations

• Size, composition, and availability of local labor markets

Selection Criteria

Formal EducationExperience and

Past Performance

PhysicalCharacteristics

PersonalCharacteristics and

Personality Type

Reliability of Selection Criteria

• Reliability – how stable or repeatable a measurement is over a variety of testing conditions.

Validity of Selection Criteria

• Validity – addresses the questions of:– What a selection tool measures– How well it has measured it

• It is not sufficient for a selection tool to be reliable

• The selection tool must also be valid

4. Backgroundand Reference

Checks

5. SelectionDecision

6. PhysicalExamination

2. EmploymentInterview

3. EmploymentTests

1. PreliminaryScreening

Steps in the Selection Process

The Selection Process

Initial Screening – Involves screening of

inquiries and screening interviews.

– Job description information is shared along with a salary range.

The Selection ProcessEmployment InterviewInterviews involve a face-to-face meeting with the

candidate to probe areas not addressed by the application form or tests

• Two strategies for effective use of interviews:1. Structuring the interview to be reliable and valid2. Training managers on best interview techniques

The Selection Process

Types of Interviews: • Unstructured interview• Structured interview• Behavioral Interviews – Candidates are observed not only for what

they say, but how they behave. – Role playing is often used.

• Stress Interviews.

The Selection Process

Realistic Job Preview – RJP’s present unfavorable as well as

favorable information about the job to applicants.

– May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job.

– RJP’s reduce turnover without lowering acceptance rates.

The Selection Process

Employment Tests• Mechanism that attempts to measure

certain characteristics of individuals, e.g.,– aptitudes– intelligence– personality

• Should be validated before being used to make hiring decisions

The Selection ProcessEmployment Tests • Estimates say 60% of all organizations

use some type of employment tests.– Performance simulation tests: requires the

applicant to engage in specific job behaviors necessary for doing the job successfully.

– Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.

The Selection Process

Employment Tests– Assessment centers: A series of tests

and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills.

– Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.

The Selection Process

Background Investigation: • Verify information from the

application form • Typical information verified includes:– former employers– previous job performance– education– legal status to work– credit references – criminal records

The Selection Process

Background Investigation• Do not always provide an organization

with meaningful information about applicants

• Concerns over the legality of asking for and providing confidential information about applicants

The Selection Process

Physical Examinations• Should be required only after a

conditional offer of employment has been made

Summary

• Putting more money into selection can significantly reduce the amount of money it must spend on training

• A selection system will make some mistakes– No guarantee of successful job performance