HR recruitment and selection process

Submitted To: Dr. Soha Mourad

Abdullah Ahmed Zekry 16105344

Ahmed Ashraf Anwar 16106004
Mariam Magdy Gazal 16105416
Mohamed Hamdy Mohamed 16105538
Nadeen Mohamed Zaki 16106240
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Table of Content
I- Abstract ….. P3
II- Introduction ….. P4
a. Brief about the organization
i. History “ Organization information”
ii. Activity.
b. Main topic ……. P7
i. Hierarchy of any organization .
ii. H.R Responsibilities .
iii. Recruitment and selection definition .
iv. The scope of recruitment and selection .
v. Types of recruitment and selection .
vi. Steps of recruitment and selection Pre-employment
test and its stages .
III- Interview with H.R Analysis . ……… P20
IV- Recommendation. ……… P22
V- Conclusion. ……… P23
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Abstract

Our Topic will discuss briefly some information about Microsoft, also
the interview with HR employee from Microsoft, and concentrating
on how the H.R function operates, giving examples on Microsoft, H.R
responsibilities, the recruiting and selecting process is one of the
critical points that will be discussed , Finally our recommendation
will include solutions for any related issues with the HR Selection
Function.
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Introduction :
Company brief:
Microsoft Corporation (MS) is an American multinational technology
company with headquarters in Redmond, Washington. It develops,
manufactures, licenses, supports and sells computer software, consumer
electronics, personal computers, and related services. Its best known software
products are the Microsoft Windows line of operating systems, the Microsoft
Office suite, and the Internet Explorer and Edge web browsers. Its flagship
hardware products are the Xbox video game consoles and the Microsoft Surface
lineup of touchscreen personal computers. As of 2016, it is the world's largest
software maker by revenue, and one of the world's most valuable
companies. The word "Microsoft" is a portmanteau of "microcomputer" and
"software”. Microsoft is ranked No. 30 in the 2018 Fortune 500 rankings of the
largest United States corporations by total revenue.

Microsoft was founded by Bill Gates and Paul Allen on April 4, 1975, to
develop and sell BASIC interpreters for the Altair 8800. It rose to dominate
the personal computer operating system market with MS-DOS in the mid-
1980s, followed by Microsoft Windows. The company's 1986 initial public
offering (IPO), and subsequent rise in its share price, created three billionaires
and an estimated 12,000 millionaires among Microsoft employees. Since the
1990s, it has increasingly diversified from the operating system market and has
made a number of corporate acquisitions, their largest being the acquisition
of LinkedIn for $26.2 billion in December 2016, followed by their acquisition
of Skype Technologies for $8.5 billion in May 2011.
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Microsoft’s Corporate Mission Statement :

Microsoft’s corporate mission is “to empower every person
and every organization on the planet to achieve more.” This
mission statement shows that the business is all about
empowerment of people and organizations. Such
empowerment is achieved through the utility of the
company’s computing products. The following components
are significant in Microsoft’s corporate mission statement:

1. Empowerment.
2. Every person and every organization on the planet.
3. To achieve more.

Microsoft’s Corporate Vision Statement :

Microsoft’s corporate vision is “to help people and
businesses throughout the world realize their full potential.”
This vision statement shows that the company presents its
business and computing products as tools that people and
business organizations can use for their development.
Microsoft’s corporate vision statement has the following
components:

1. People and businesses throughout the world.

2. Help to realize.
3. Full potential.
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Activity Definitions:
Recruitment: is process of finding and hiring the best-
qualified candidate (from within or outside of an organization) for a
job opening, in a timely and cost effective manner. The recruitment
process includes analyzing the requirements of a job attracting
employees to that job, screening and selecting applicants, hiring, and
integrating the new employee to the organization.
Selection: is the process of choosing the most suitable candidate for
the vacant position in the organization. In other words, selection
means weeding out unsuitable applicants and selecting those
individuals with prerequisite qualifications and capabilities to fill the
jobs in the organization.
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Recruiting and Selection

Employee recruiting means finding and/or attracting applicants for the
employer’s open positions. Recruiting is important. If only two candidates apply
for two openings, you may have little choice but to hire them. But if 10 or 20
applicants appear, you can use techniques like interviews and tests to screen out
all but the best. Even when unemployment rates are high, many employers have
trouble finding qualified applicants. One survey found that about two-thirds of
the manufacturing executives surveyed a few years ago faced a “moderate to
severe shortage of skilled labor.”34 With manufacturing jobs increasingly high-
tech, the available jobs require more math and science than most applicants
possess.35 A recent Lloyd’s of London risk index listed “talent and skill
shortages” as the number 2 risk facing businesses today (“loss of customers”
was number 1).36 Of course, it’s not just recruiting but effective recruiting that
is important. Consider one study of recruiter effectiveness.37 Subjects were 41
graduating college students who’d been on several job interviews. When asked
after the initial job interview why they thought a particular company might be a
good fit, 39 mentioned the nature of the job, but 23 said they’d been turned off
by the recruiters. For example, some were dressed sloppily; others were “barely
literate”; some were rude; and some made offensive comments. Also potentially
undermining one’s recruiting is the fact that some recruiting methods are
superior to others, depending on the job, and that recruiting depends on no
recruitment issues such as pay.38 We’ve also seem that employment law
prescribes what you can do.39 Even the employer’s “brand” or reputation will
impact recruiting success. Most obviously, it is futile to recruit if the employer’s
reputation is that it’s an awful place to work. How does the employer want
others to see it as a place to work? The branding often focuses on what it’s like
to work at the company, including company values and the work environment.
GE, for instance, stresses innovation (hiring “bright, interesting people working
together on new and exciting projects”). Others stress being environmentally or
socially responsible.
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There are several types of recruiting:

 Internal Sources of candidates

Recruiting typically brings to mind LinkedIn, employment agencies, and

classified ads, but internal sources—in other words, current employees or
“hiring from within”—are often the best sources of candidates. Filling open
positions with inside candidates has advantages. First, there is really no
substitute for knowing a candidate’s strengths and weaknesses, as you should
after working with him or her for some time. Current employees may also be
more committed to the company. Morale and engagement may rise if employees
see promotions as rewards for loyalty and competence. And inside candidates
should require less orientation and (perhaps) training than outsiders. There are
other advantages. External hires tend to come in at higher salaries than do those
promoted internally, and some apparent “stars” hired from outside may turn out
to have excelled more because of the company they came from than from their
own skills. One executive recruiter argues that internal candidates are always
better than external ones unless the internal candidates simply can’t pass muster.
One study concluded that firms that hired their CEOs from inside rather than
outside performed better. On the other hand, some firms—particularly those
facing enormous challenges—such as IBM and Ford Motor Company—did
extremely well by bringing in outside managers (respectively, Louis Gerstner
and Alan Mullally).46 Hiring from within can also backfire. Inbreeding is a
potential drawback, if new perspectives are required. The process of posting
openings and getting inside applicants can also be a waste of time, since often
the department manager already knows whom he or she wants to hire. Rejected
inside applicants may become discontented; telling them why you rejected them
and what remedial actions they might take is crucial. There are some practical
rules to use in determining whether to go outside or promote from within. For
example, if you need specific skills that aren’t currently available in your
company, or have to embark on a tough turnaround, or face a situation in which
your current succession planning or skills inventory systems are inadequate, it
may be best to look outside. On the other hand, if your company is thriving and
you have effective succession planning and skills inventory systems, have the
skills you need internally, and have a unique and strong company culture, then
look within.
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1. Finding Internal Candidates

In a perfect world, the employer will adhere to formal internal-recruitment

policies and procedures. These typically rely heavily on job posting and on the
firm’s skills inventories. Job posting means publicizing the open job to
employees (usually by literally posting it on company intranets or bulletin
boards). These postings list the job’s attributes, like qualifications, supervisor,
work schedule, and pay rate. Qualifications skills inventories also play a role.
For example, they may reveal to the company’s r recruiters those employees
who have the right background for the open job. Ideally, the employer’s system
therefore matches the best inside candidate with the job. In practice, this doesn’t
always happen. For better or worse, internal politics and having the right
connections may well lead to placements that seem (and indeed may be) unfair
and suboptimal. Rehiring someone who left your employ has pros and cons.
Former employees are known quantities (more or less) and are already familiar
with how you do things. On the other hand, employees who you let go may
return with negative attitudes.48 inquire (before rehiring) about what they did
during the layoff and how they feel about returning. After a probationary period,
credit them with the years of service they had accumulated before they left.

2. Promotion from Within

Many employers encourage internal recruiting, on the reasonable assumption

that doing so improves employee engagement. Thus, as IBM shifted from
supplying mostly hardware to consulting, it assessed its skills gaps and
instituted workforce plans to train current employees for new jobs; this
assumedly fostered employee engagement. Similarly, International Paper
appointed a single person “to provide support to all [business units], Staff
Groups and Regions for Workforce Planning and Engagement.”50 Other
employers, faced with strategic shifts, simply dismiss employees who don’t
“fit.” FedEx has had strong internal recruiting and promotion-from-within
policies almost from its inception. FedEx’s commitment to promotion from
within grew out of founder Frederick Smith’s belief that “when people are
placed first they will provide the highest possible service, and profits will
follow” (go to www.fedex.com, then to United States, about FedEx, FedEx
overview, and then corporate philosophy).51 FedEx weaves together promotion
from within with other policies—including annual employee attitude surveys,
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employee recognition and reward programs, a leadership evaluation process,

extensive employee communication, and an employee appeals process—to
foster employee commitment and engagement. FedEx’s approach underscores
the need to take an integrated approach to fostering employee engagement. For
example, as we will discuss further in Chapter 8 (Careers), promotion from-
within is futile without effective performance appraisal and training practices.
Also, as at FedEx, effective promotion from within requires a system for
accessing career records and posting job openings, one that guarantees eligible
employees are informed of openings and considered for them. FedEx calls its
job posting system JCATS (Job Change Applicant Tracking System).
Announcements of new job openings via this online system usually take place
each Friday. All employees applying for the position get numerical scores based
on job performance and length of service. They are then advised as to whether
they were chosen as candidates. A manager interested in fostering his or her
employees’ engagement can draw several useful guidelines from FedEx’s
promotion-from-within system: show a genuine interest in your employees’
career aspirations; provide career-oriented appraisals; have a formal job-posting
system; see that your employees have access to the training they need; and
balance your desire to keep good employees with the benefits of helping them
learn of and apply for other positions in your company.

 Outside Sources of candidates

Employers can’t always get all the employees they need from their current
staff, and sometimes they just don’t want to. We look at the sources firms use to
find outside candidates next.

1. Informal Recruiting and the Hidden Job Market

Many (or most) job openings aren’t publicized at all; jobs are created and
become available when employers serendipitously encounter the right
candidates. The author of Unlock the Hidden Job Market estimates that perhaps
half of all positions are filled informally (without formal recruiting).52
Similarly, one survey found that 28% of those surveyed found their most recent
job through word of mouth. Nineteen percent used online job boards, 16%
direct approaches from employers and employment services, 7% print ads, and
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only 1% social media sites (although 22% used sites like LinkedIn to search for
jobs).53

2. Recruiting via the Internet

Most employers recruit through their own websites, or through online job
boards such as Indeed and CareerBuilder. For example, the CareerBuilder.com
iPhone a application lets someone search nearly 2 million jobs on
CareerBuilder.com, the largest U.S. job site.54 Users may search for jobs by
keyword, read job descriptions and salaries, save jobs to a list of favorites, and
e-mail job links to anyone on their contact list. Employers increasingly use
niche job boards such as jobsinsports.com and vetjobs.com.55 Online recruiting
is getting more sophisticated. One example is the virtual office tour.56 In China
the local office of Accountants Deloitte Touché Tohmatsu Limited posted a
virtual office tour on Weibo (similar to Twitter’s messaging service). People
visiting the site can virtually enter each of the company’s offices in Asia,
walking through meeting rooms and talking virtually with local employees, to
get a feel for what working in that office is like. There are many other such
online recruiting tools. For example, ResumePal (see www.jobfox.com) is an
online standard universal job application. Job seekers submit it to participating
employers, who can then use the standardized application’s keywords to
identify viable candidates more easily.57 McDonald’s Corp. posted a series of
employee testimonials on social networking sites like Second Life to attract
applicants.58 Other employers simply screen through job boards’ résumé
listings.59 Monster helps employers integrate streaming video into their job
postings.60 The dot-jobs domain gives job seekers a one-click conduit for
finding jobs at the employers who register at www.goto.jobs. For example,
applicants seeking a job at Disneyland can go to www.Disneyland.jobs.
HireVue “lets candidates create video interviews and send them to employers to
review, share, and compare with other applicants.”61 Virtual (fully online) job
fairs are another option. Here online visitors see a similar setup to a regular job
fair. They can listen to presentations, visit booths, leave r ésumés and business
cards, participate in live chats, and get contact information from recruiters and
even hiring managers.62 Fairs last about 5 hours. PRoS and conS Online
recruiting generates more responses quicker and for a longer time at less cost
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than just about any other method. And, because they are richer and more
comprehensive in describing the jobs, web-based ads have a stronger effect on
applicant attraction than do printed ads.63 But, online recruiting has two
potential problems. First, older people and some minorities are less likely to use
the Internet, so online recruiting may inadvertently exclude more older
applicants (and certain minorities).64 The second problem is Internet overload:
Employers end up deluged with résumés. Self-screening helps: The Cheesecake
Factory posts detailed job duties listings, so those not interested needn’t apply.
Another approach is to have job seekers complete a short online prescreening
questionnaire, then use these to identify those who may proceed in the hiring
process.65 Most employers also use applicant tracking systems, to which we
now turn

After reviewing the applicants’ résumés, the manager turns to selecting the best
candidate for the job. This usually means reducing the applicant pool by using
the screening tools we discuss in this and the following chapter: tests,
assessment centers, interviews, and background and reference checks. The aim
of employee selection is to achieve person-job fit. This means matching the
knowledge, skills, abilities, and other competencies (KSACs) that are required
for performing the job (based on job analysis) with the applicant’s KSACs. Of
course, a candidate might be “right” for a job, but wrong for the organization.3
For example, an experienced airline pilot might excel at American Airlines but
perhaps not at Southwest, where the organizational values require that all
employees help out, even with baggage handling. Therefore, while person-job
fit is usually the main consideration, person-organization fit is important too. In
any case, selecting the right employee is important for three main reasons. First,
employees with the right skills will perform better for you and the company.
Employees without these skills or who are abrasive or obstructionist won’t
perform effectively, and your own performance and the firm’s will suffer. The
time to screen out undesirables is before they are in the door. Second, effective
selection is important because it is costly to recruit and hire employees. One
survey found that the average cost of hiring an employee who doesn’t work out
is about $50,000.4 Third, it’s important because inept hiring has legal
consequences. For one thing, we saw in Chapter 2 that equal employment laws
require nondiscriminatory selection procedures.5 Negligent hiring is another
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such problem. It means hiring employees with criminal records or other

problems who then use access to customers’ homes (or similar opportunities) to
commit crimes.6 In one case, Ponticas v. K.M.S. Investments, an apartment
manager entered a woman’s apartment and assaulted her.7 The court found the
apartment complex’s owner negligent for not checking the manager’s
background properly.8.

Few people question that recruitment and selection are key strategic domains in
HRM. At the same time, recruitment and selection also have an image problem.
First, recruitment and selection are often viewed as ‘old’ ingrained HRM
domains. It seems like the traditional recruitment and selection procedures have
been around for decades, which is at odds with the ever changing internal and
external environment of organizations. Hence, practitioners often wonder
whether there are any new research-based ways for recruiting and selecting
personnel
The analysis has shown that all employers, regardless of organization size or
activity type, tend to use more sophisticated, objective and cost‐effective
methods of recruitment and selection than before. The process of graduate
recruitment and selection in the UK has become more person‐related than
job‐oriented because many employers are more interested in the attitudes,
personality and transferable skills of applicants than the type or level of
qualification acquired. Although some of the usual methods such as
interviewing remain popular. The methods of graduate recruitment and
selection used in the UK seem to vary according to organizational size and
the number of graduates required, but the process has generally become
more rigorous and sophisticated as competition to obtain graduates has
increased. There has been a move from job‐related to person‐related
methods of recruitment and selection. As the number of graduates increases
there has been more interest in cost‐effective methods of graduate
recruitment and selection, such as the use of the internet and assessment
centers. Graduate employers are more interested in the attitude and
personality of applicants than in the type or level of qualifications acquired.
The type of university one graduates from is less important than the type of
degree and degree classification received. It seems, however, that some
methods of graduate recruitment and selection such as interviews are
culturally bound while the graduate labor market is no more the exclusive
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domain of large employers. The findings of this study are expected to b e

useful for employers considering initiating graduate recruitment programs
and for those wishing to improve their existing ones as well as to institutions
of higher education to reconsider the type of knowledge and skills they
provide to prepare their students for the real world of work.
Recruitment and Selection, today, is finally moving away from transactional
thinking and beginning to understand how to better connect and engage with
relevant talent prospects. There was a time, not so long ago, when recruiting
was very much simpler. You had an approved opening and you filled it. The
technology tools at our disposal included a phone, a rolodex and a notebook.
Quality candidates were plentiful and sourcing meant calling people on that
rolodex, searching through one’s privately maintained databases and maybe
getting the word out about open positions through print publications. The
recruiters’ “world of data” largely revolved around the holy grail metric –
cost per hire, and a company’s “recruitment strategy” meant knowing when
to step down on its in-house efforts and call in the third-party brigade.
Hierology, a leading talent Assessment firm in the USA, recently released an
info graphic titled The Evolution of Finding Candidates, which provides an
interesting account of how recruitment and selection has evolved over time.
Starting with employee referrals dating back to ancient Rome, the info
graphic includes statistics and facts about how the industry has changed and
where it is headed. Back in those “dark ages”, candidates’ snail-mailed
typewritten resumes in response to these print advertisements. An early
innovation here was the “fax machine” which allowed candidates to digitally
send resumes to employers. But the real game changers were the desktop
computers and the advent of the Internet which completely democratized
recruiting. As the business environment becomes more volatile and
ambiguous and the market for top drawer talent gets tighter, the business of
recruiting and sourcing is probably undergoing a paradigm shift. The biggest
challenge for today’s recruiter is that the job of finding talent has become
more complex. In his ground breaking book It’s Not the How or the What
but the Who, Claudio Fernández-Aráoz succinctly traces the shifting
paradigms of talent spotting, from the era of focus on physical attributes,
moving on to IQ – verbal, analytical, mathematical and logical cleverness –
to the “competency & skills” movement we see today. He further argues that
in a volatile, uncertain, complex and ambiguous environment of today,
competency-based appraisals and appointments are increasingly insufficient,
and organizations must navigate to a new era of talent spotting – one in
which our evaluations of one another are based not on brawn, brains,
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experience or competencies, but on potential. Geopolitics, business,

industries and jobs are changing so rapidly that we cannot predict the
competencies needed to succeed even a few years out:

The lesson: Recruitment models of today must factor this new imperative &
identify and on-board people by moving into the deeper waters of
understanding a potential hire(s) psychology and motivation.

People who talk more during interviews are more likely to get offered a job
than those who talk less. Good‐looking applicants are more likely to be
successful at interview than people who are less good‐looking. Less likeable
applicants are asked more difficult questions than more appealing applicants.
Interviewers give significantly greater rates to negative information about
candidates than they do to the positive. Interviewers frequently ignore
information that does not fit their overall impression of the candidate.
These results of scientific study of interviewing techniques highlight the
scope for making mistakes during the recruitment process. They helped to
convince Crédit Suisse to develop a state‐of‐the‐art scientific process to
make personnel selection more objective.

Crédit Suisse, which provides private clients and small and medium‐size
companies with banking services and financial advice, operates in more than
50 countries. It counts more than 100 nationalities among its more than
20,000 employees. Based in the Swiss city of Zürich, which this year topped
the William M. Mercer “quality of life” index of world cities for the fourth
time, the company attracts large numbers of applicants from prospective
employees.

“We wanted to introduce a structured selection process in line with Crédit

Suisse competencies and with the concrete requirements of the vacant
position,” said Sibylle Mäder, Crédit Suisse head of business‐support
human‐resource management. “We also wanted to ensure that we selected
the best‐qualified people and reduced the costs of wrong hires and employee
turnover.”
The new “structured recruiting process” (SRP) places strong emphasis on
pre‐selection. After dossier analysis, all applicants are asked to complete an
internet‐based personality test, which lasts between 30 and 40 minutes.
Candidates are informed immediately, online, whether they have been
successful and are able to go to a telephone interview. If successful in the
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telephone interview, candidates go forward for a so‐called “multimodal”

face‐to‐face interview with recruitment and line managers.

“The questioning method we use in the multimodal interview enables us to

screen the candidates from different angles,” said Sibylle Mäder. “Every
candidate for a single position receives exactly the same questions, created
not by HR, but by the relevant line manager.”

Crédit Suisse defines the answers it expects candidates to provide. They are
rated between one and five, according to how closely their actual answer
corresponds to the answer Crédit Suisse would like to hear.

The whole process is designed to ensure that candidates: have qualifications

that match the function for which they are applying; possess the ability to
think and act in a way that is focused on performance and results; are
committed to the organization's goals; take an innovative and entrepreneurial
approach; relish working in teams; and demonstrate an open attitude towards
change.
“Skilled employees who feel an obligation to our company and its objectives
are our most important assets,” said Denise Stüdi, global head of human
resources. “This means we are not only concerned with applicants’
professional qualifications, but also more importantly with the balance
between their qualifications and personality.

“We are not looking for hired help, but for capable, performance‐oriented
and responsible individuals who demonstrate an entrepreneurial approach
and are willing to question the status quo.”

While levels of awareness and adoption continue to develop both for

recruiters and job applicants, organizations must consider adding social
media to their overall recruitment strategy to meet the goals of being cost‐
effective, targeted, and strategic; remaining competitive; and sourcing top
talent.

Several years ago, it was acceptable for organizations to pass on social

media, citing the fact that these channels may be no more than a fad, and
reconciling themselves to the fact that they simply were not resourced to
accommodate yet another channel. Today organizations can no longer afford
to sit it out. The business reasons for engaging in social networking have
been sufficiently documented through success stories across industries,
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signaling to organizations that if they choose not to engage, they risk

becoming less competitive at best, and irrelevant at worst (McCann, 2010).

As part of an organization's recruitment strategy, social media is compelling.

It is also still in the stages of being formulated, being adapted, and being
adopted, which for many adds a layer of angst and apprehension. And yet, in
this climate of slow economic recovery, companies have a need to get it
right when it comes to hiring decisions, and they have a need to get it right
in a way that is cost‐effective and efficient.

Tactics such as job boards and employment fairs are proving less successful
in a glutted market. They are producing far more individuals who are far less
qualified for positions, and can now be supplemented with channels that are
largely free and reach a more targeted talent pool.

If you are not convinced of the power of social networks, consider Twitter, a
micro blogging site that enables users to tweet out messages of 140
characters. To date, more than 10,000 recruiters are using this platform. In
early 2011, an initial attempt at a “25 Most Influential Recruiters on
Twitter” was compiled based on data retrieved from We Follow, a user‐
generated Twitter directory (Buss, 2010).

While the methodology behind the list may be questioned (e.g., users who
are not self‐registered on We Follow were excluded from the data set), the
takeaway is that Twitter has become a viable channel for sourcing talent
beyond more traditional means.

Companies using Twitter effectively for recruitment include: Kaplan Test

Prep Services (@KTPA_Careers), McCormick & Schmick
(@Careers_At_MSSR), US Dept of State (@DOScareers), AT&T
(@ATTjobs), and Hyatt Hotels & Resorts (@Hyattcareers) (2020 Workplace,
2009).

For recruiters who are new to social media as a recruitment tool, or are
looking to optimize their efforts, the following are best practices for
launching a successful social media recruitment strategy:


First, know that social media is neither a quick fix nor a replacement
for existing recruitment tools. Consider social media an extension of
your existing strategy; so before you turn on social networking sites,
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 ensure that your corporate recruitment site is up‐to‐date and capable of

handling additional volume.

 Ensure that you are resourced appropriately to engage in the channels

you create. Social media comes with a different set of expectations –
conversation, timely response, and being there to interact are central
across networks. Immediacy matters in this space.

 Create a social media recruitment plan based on business objectives.

Your plan should include a content strategy (e.g. what types of content
will you provide? How often will you offer this content?).

 Choose social networks that are most closely aligned with where your
target audience can be found.

Like everything else to do with social media, using these channels for
recruitment takes time and effort. Companies must approach the use of
social networks as building a long‐term online community for sourcing
talent – one that is more targeted and serves both proactive and responsive
recruiting purposes. The key is to create a well‐thought plan before engaging
in the space, ensure that you are adequately resourced, start small, and use
knowledge gained to further fine tune and optimize your online recruitment
strategy.

The process of recruitment may begin with advertising vacancies, this may be
done internally or externally or both and can be achieved using a range of
media, which may involve using the company web site. The use of the internet
for recruitment purposes has become very popular However, the different level
of technical evolution found among organizations in relation to the use of new
technology in selection. Alternative methods may be through spreading the
word informally using existing employees, family members and other contacts
and or through the expanding use of outsourcing the activity to a firm of
consultants or employment agency Organizations may also make use of state
run job centers or employment agencies. Informal methods of recruitment have
the advantage of being cheap and in relatively poor countries with a strong
collective dimension to the culture a family or group dimension to the
organization facilitate control with the threat of family and friends displeasure
acting as an informal control mechanism over employees once in post. There
are three main areas of country difference impacting recruitment labor
legislation whether the labor market is internal or external and also the
recruitment sources usually used Selection there are a range of practices that
may be used including: applications forms, curriculum vitae, one-to-one and
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panel interviews, psychometric testing, assessment centers, job trials, job

specific aptitude or knowledge tests, graphology, group-based activities and
references. recruitment and selection practices in Egypt, Egypt is a developing
economy with a growing population, relatively high unemployment, low-
education levels and skills shortages in the developing sectors of the economy
The labor market is regulated with a number of requirements and restrictions
affecting the contents of employment contracts However, the shortage of
necessary skills, the legislative restrictions upon temporary employment
contracts and lawful termination the management models and practices might
well mitigate these traditional preferences to encouraging the use of more
formal external means of attracting candidates and there may be more emphasis
upon tests of aptitude and vocational qualifications in selection. Recruitment
and selection is not subject to legislation encouraging equality of opportunity
and seeking to prevent discrimination. Organizations in Egypt are using the
same three
Methods which have been found to be popular in Europe, the interview,
application
Form and references External recruitment has become the dominant talent
management strategy for many firms However; external recruitment bears a
certain risk as employers lack complete information about various candidates’
characteristics, such as productivity, motivation, or trustworthiness. Studies on
talent management have shown that when it comes to investment on human
resources, job differentiation is a better strategy than individual differentiation
an employee with a tendency to shrink, may not be able to do so if the output of
the job is easily monitored. Formal and informal recruitment channels informal
recruitment channels (i.e. via social connections) are used more frequently than
formal ones formal channels that include public and private employment
agencies, advertisements, and recruitment from schools and colleges; and
second, informal channels that include information from relatives, friends,
acquaintances, current employees, and other employers While formal
recruitment channels offer benefits in terms of a larger pool of potential
employees (and thus a higher probability of finding the right person The
benefits are mainly related to detailed and accurate information about the
prospective employee.
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Interview Analysis
Going through the interview with Mrs. Nancy Mohamed we asked her about
various aspects regarding to recruiting and selecting in Microsoft Corporation.
We found out that there are similarities and differences between the scientific
talk in the literature review and what actually happens in real life in Microsoft
Corporation. Firstly we will start with the recruiting process used in Microsoft
Corporation. They use in Microsoft Corporation commonly used recruiting
types which are internal through promotion and external through recruiting via
internet and social media and we asked them how they apply talent acquisition.
They use internal recruiting through promoting employees from lower positions
to upper positions as they encourage internal promotion because doing so will
increase their work voltage of the employees under the hope that they will get
promoted to better positions that will help them live a better life and that also
that saves a lot of expenses spend through along recruiting and selecting
processes. They use external recruiting through two paths which are recruiting
via internet social media. They use recruiting via internet and social media
because they believe that it’s cost effective compared to the traditional ways of
recruiting and because of its wide geographical coverage and because it requires
less time in hiring because all the process is done electronically through scored
tests for example .so if 100 candidate applied for the job you will only interview
who passed the test unlike traditional ways that you are forced to interview the
whole time which consumes more time and money. Now we will talk about
talent acquisition which they don’t prefer to use it. Talent acquisition is
considered as an external way of recruitment because all you do is to attract
superior talents from outside the company to help develop the company but they
don’t tend to use it because they believe that with keeping the best employees
and developing them and Investing on them by offering them courses, trainings
and workshops and by sharing both knowledge and experience with them they
will turn to special talents and they will not need to acquire special talents from
outside the company and this is by keeping special employees at the
organization by offering them various benefits because these employees if they
left Microsoft Corporation to another company they will be considered a special
talent there and the same applies oppositely so they think that it’s foolish to give
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up on special talents from inside and to go search for special talents from
outside. Now we will talk about the selection process in Microsoft Corporation.
The first and the most important thing is that the prospective employee must
have the capabilities to do the job and estimating the value the candidate will
add to the position he targets and to have a proper experience to handle his tasks
and to achieve his targeted objectives. The candidate must go through five
tests and must pass each one to go to the other them to take the job. The
first is an online technical scored test. Once you pass it you make a
personal interview through Skype. Then once you pass it. you go to the
organization you do a personal interview with an Human Resource
employee to express you qualifications and your past work experiences and
then you make two more technical interviews. Once you pass all these you
get the job but there is a probability of a sixth interview in case more than
one candidate passes those stages .A sixth interview is made to them by the top
management and the decide whom to hire. We asked them does a person who
starts talk and talks a lot during the interview give him an advantage over
another who briefly answers the questions during the interview. They said
that what most matters with them is the quality not quantity of the talk
which is completely different from what we found in the literature review.
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Recommendations
Due to Microsoft’s long lasting years of existence in the technological market
globally and locally, they are too professional and well known to accept any sort
of recommendation. Clients have never stopped dealing with them along the
years which indicates their trustworthiness and lack of disappointments. We
think that Microsoft Corporation applies recruitment process in a fair way and
we are satisfied with it. Our first recommendation for Microsoft Corporation is
to enhance their Selection system. We view that their way of selection process
used in Microsoft Corporation is not the best way to select candidates because
they let the candidates go through five interviews between personal and
technical interviews before the candidate can take the job. We think that over
testing candidates in that way can cause nervousness to the candidates because
of the numerous number of tests they are put into so they may mess up and fail
the interview and don’t take the job although they may be special employees
and may have all the requirements for the job and if they were hired they could
have benefited the company in a way or another. So we recommend that if
Microsoft Corporation reduces number of interviews the candidate goes through
like most other companies that way they will know all information they need
about the candidate and they will be able to take the right decision fairly. Our
second recommendation is that they should consider using talent acquisition to
provide more quality to their staff.
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Conclusion
Going through the project we studied Recruiting and Selecting Generally and
particularly in Microsoft Corporation in Egypt. Firstly we have talked generally
about recruiting and selecting in the literature review. We’ve talked about the
different ways used in recruiting employees such as recruiting internally and
recruiting externally. We’ve talked also about the stages of selecting used in
choosing the best candidates and the effect of the personal traits of the
candidates on that choice. Secondly we talked about recruiting and selecting
particularly by interviewing Mrs. Nancy Mohamed who’s an HR manager in
Microsoft. There were similarities and differences between what we found in
the literature review and what actually happens in real life Microsoft. We were
convinced that some of the differences were okay and other differences were
not okay with as shown in the recommendations paragraph.
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