1

Chapter 3

Recruitment & Selection

What is the Primary Reason you Accepted
Your Job?
35%

30%

25%

20%

15%

10%

5%

Source: Snapshots, USA Today, March 13, 2008, p. B1

0%
Flexibility Compensation Work Culture Training Advancement
Opportunities
 HUMAN RESOURCE
MANAGEMENT

BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT
Employee Recruiting & Selection
•Recruiting – the formation of a pool of qualified job candidates
from which management selects employees.
the process of discovering potential candidates

Recruitment Goals

Attract the Qualified Applicants.

2
Encourage Unqualified Applicants to self-
select themselves out.
 Recruitment is a two way street

Applicants are Looking

Organization is Looking
for the Potential
for a Qualified Applicants RECRUITMENT Emplacement
Opportunities
 Recruitment Process
ORGANIZATION CANDIDATE

Receive Education and choose

Vacant or New position occurs
Occupation

Generate candidate pool via internal

Acquire Employment Experience
or external recruitment methods

Evaluate Candidates via Selection

Search for Job Openings
process

Impress Candidates Apply for jobs

Impress Company during Selection

Make Offer
process

Evaluate Jobs and Companies

Accept or Reject Job Offers

 Strategic Recruiting Decisions

➢ How Many Employees Needed

HR PLANNING ➢ When Needed
DECISIONS ➢ KSAs Needed
➢ Special Qualifications

➢ Where to Recruit: Internal/External

STRATEGIC ➢ Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS ➢ Nature of Job Requirements

DECISIONS ON
RECRUITING ➢ Advertising Choices
SOURCES/METHODS ➢ Recruiting Activities
 Sources of Recruitment

SOURCES OF
RECRUITMENT

INTERNAL EXTERNAL
SOURCES SOURCES
 Sources of Recruitment

Job Posting &

Bidding

Promotions and Transfers

Employee Referrals
INTERNAL
SOURCES
Re-recruiting former Employees &
Applicants

Internal Recruiting
Data base
 Sources of Recruitment
INTERNAL SOURCES
ADVANTAGES
➢ Morale of Promotee
➢ Better assessment of abilities
➢ Lower cost for some jobs
➢ Motivator for good performance
➢ Causes a succession of
promotions
➢ Have to hire only at entry level
DISADVANTAGES
➢ Inbreeding
➢ Possible morale problems of
those not promoted
➢ “Political” infighting for
promotions
➢ Need for management-
Development program
 Sources of Recruitment

Schools Colleges &

Universities

Labor Unions

EXTERNAL
SOURCES
Media Sources

Employment Agencies
 Sources of Recruitment

EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES

➢ New “blood” brings new
perspectives
➢ Cheaper and faster than training
➢ Professionals
➢ No group of political supporters in
company
➢ Organization already
➢ May not select someone who will
“fit” the job or organization
➢ May cause morale problems for
internal
➢ Candidates not selected
➢ Longer “adjustment” or orientation
time

➢ May bring new industry insights

 Internet Recruiting Methods

INTERNET RECRUITING
METHODS

1. Job Boards

2. Employer Web
Sites
 Internet Recruiting Methods

ADVANTAGES DISADVANTAGES
➢ Cost savings ➢ More unqualified applicants
➢ Time savings ➢ Additional work for HR staff
➢ Expanded pool of applicants members
➢ Many applicants are not
seriously seeking employment
➢ Access limited or unavailable to
some applicants
 Employee Selection

1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.

Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the
positions in organization.
Employee Selection

•Selection – the process of collecting information about

applicants and using information to make hiring decisions.

•Application
•Interviewing
•Testing
•Reference Checking
 Basic Selection Criteria

Formal Education

Experience and Past Performance

BASIC
SELECTION
CRITERIA Physical Characteristics

Personality Characteristics
 Selection Process
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Failed to complete job
application or failed job Passed
specification
Employment test
Failed Test
Passed
Passed Conditional job
Comprehensive interview
offer
Failed to impress
interviewer and / meet
job expectations
Background Examination
Problem if required
encountered
Passed
Reject Applicant
Medical/physical examination if
Unfit to do essential required (conditional job offer
elements of job Able to perform
essential elements
of job

Permanent job offer

 Selection Methods

The Three most Common Methods

used are:

1.Testing

2.Gathering Information-
through applications

3. Interviewing
Selection Methods

•Application --

•First stage of the selection process

•Name, address, telephone
•Education, previous work experience, references
•Qualifications for the position
Selection Methods

•Interview --

•2nd phase of selection

•Detailed information on candidate (applicant)
•Attitudes toward job
Selection Methods

•Testing --

•Ability and performance testing

•Aptitude, IQ, Personality tests
•Applicant assessment
•Goodness of “fit”
•Myers-Briggs Type Indicator
 Selection Methods
1. TESTING
Tests measure knowledge, skill,
and ability, as well as other
characteristics, such as personality
traits.

TESTING TYPES

Work
Cognitive Personality Physical Integrity
Drug Test Sample
Ability Test Test Ability Test Test Testing
 Selection Methods
1. Cognitive Ability 2. Physical Ability
Testing Testing

It measures the
learning, understanding, a It assesses muscular
nd ability to solve strength, cardiovascular
problems. e.g. Intelligence TESTING endurance, and
Tests. TYPES
coordination.

3. Personality Testing

It measures the patterns

of thought, emotion, and
behavior. e.g. Myers
Briggs
 Selection Methods

4. Integrity Testing 6. Drug Testing

It is designed to assess
the likelihood that
applicants will be
dishonest or engage in
illegal activity.
Normally requires
applicants to provide
TESTING
TYPES required sample that is
tested for illegal
substances.

5. Work Sample Testing

Measures performance on
some element of the job.
 Selection Methods

TEST
SAMPLE
 Selection Methods
2. INFORMATION GATHERING:
Common methods for gathering information include
application forms and résumés, biographical data, and
reference checking.
 ➢ Generally ask for information such as
Application address and phone number, education, work
experience, and special training.
Forms and
Résumés ➢ At the professional-level, similar information
is generally presented in résumés.

Biographical ➢ Historical events that have shaped a

Data person’s behavior and identity.

➢ Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
Checking about the applicant Issues with reference
checking
 Selection Methods

3. INTERVIEWS:

➢ The interview is the most frequently used

selection method.
➢ Interviewing occurs when applicants
respond to questions posed by a manager
or some other organizational
representative (interviewer).
➢ Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental ability, personality, communication
ability, social skills.
 Selection Methods

Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
 Selection Methods
1. Structured 2. Unstructured
Interviews Interviews
Uses a list of predetermined
questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer
to probe and pose different
•In which the •In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant
would do in a applicant’s
hypothetical behavior in past
situation situations.
 Selection Methods
CREATING STRUCTURED INTERVIEW
QUESTIONS
 Selection Methods

INTERVIEW QUESTION
 Selection Methods
COMMON INTERVIEWING
MISTAKES

Snap Judgments Negative Emphasis

Halo Effect Horn Effect

Biases Cultural Noise

Employee Recruiting & Selection

Top 10 Interview Questions

Recruiting & Selecting Employees

Top 10 Mistakes Made in Interviewing

1. Not taking the interview seriously
2. Not dressing appropriately (dressing down)
3. Not appropriately discussing experience and education
4. Being too modest about one’s accomplishments
5. Talking too much
6. Too much concern about compensation
7. Speaking negatively of a former employer
8. Not asking enough or appropriate questions
9. Not showing the proper enthusiasm level
10. Not engaging in appropriate follow-up to interview
Legal Issues in Recruiting & Selection
Title VII of the Civil Rights Act --
•Prohibits discrimination in employment
•Equal Employment Opportunity Commission (EEOC)
•Tests must be validated

Laws affecting HRM --

•Americans with Disabilities
Act (ADA)
•Age Discrimination in
Employment Act
•Equal Pay Act
 Organizational Job Posting Promotions &
Attract the Qualified CHAPTER : 3 Internal Data Base Transfers
Applicants Recruitment
Recruitment Sources Employee Employee Re-recruit Former
Encourage Unqualified Goals Focused Referrals Employee

Applicants to self Colleges & Professional Employee

select themselves out External Universities Organizations Leasing
Recruitment
Organization is looking Unsolicited Media Placement
Sources
for a Qualified Applications Sources & Agencies
Applicants Recruitment
Internet Job Fairs
(2 way process) RECRUITMENT
Applicants are also Recruitment Employer Web
Job Boards
looking for the Sources Sites
Opportunities
Regular vs. Recruiting Quantity of Quality of Yield Ratio
Budgeting Flexible Evaluation Applicants Applicants
Strategic
Recruitment Image of the Attractiveness
Organizational Internal vs. Decisions Constraints on Company of Job
vs. External Recruiting
Outsourcing Internal Org. Recruitment
Recruitment Policy Cost

Selection
Formal Experience and Cognitive Personality Physical
Education Past Performance Basic Selection Ability Test Test Ability Test
Physical Criteria Testing
KSA Work Sample
Characteristics Integrity Test Drug Test
Test
Personality Other
Characteristics Characteristics Application Biographical
Resumes
Information Forms Data
➢ Initial Screening
Gathering Reference Defamation of Negligent
➢ Completed Application
SELECTION Checking Character Hiring
➢ Employment Test
➢ Comprehensive Interview Selection Structured Situational Behavioral
➢ Conditional Job Offer process Interviews
Unstructured
➢ Background Examination
➢ Medical or Physical
Examination
Common Snap Judgments Halo Effect Horn Effect
➢ Permanent Job Offer Interviewing Negative
Management Emphasis
Cultural Noise Biases
Gathering Mistakes
Testing
information Selection Quality Circle
Interviews Methods