RECRUITMENT AND SELECTION

● Able to understand the

job analysis involve in HR
● Acknowledge the
recruitment process of
HR
Learning ● Able to explain the
selection process in their
Objective own words
● Understand what is the
contract employment
 BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

Job Description Job Specification

RECRUITMENT

SELECTION
Job Analysis
The procedure through which you determine the duties of the
company’s positions and the characteristics of the people to hire for
them

Job analysis produces information for writing job descriptions (a list

of what the job entails) and job (or “person”) specifications (what kind
of people to hire for the job)
The supervisor or human resources specialist normally collects one or
more of the following types of information via the job analysis:
• Work activities
• Human behaviour
• Machines, tools, equipment, and work aids
• Performance standards
• Job context
Use of job
analysis
 Steps/stages/process/
procedure in Job Analysis

Collection of Selection of Collection of Developing

representative Job
background job to be job analysis job
Description
information analysed data specification
Techniques of Job Analysis Data
 Components
of Job Analysis

Job Job
Description Specification
 Components of Job Analysis

Job Description Job Specification

Job title
Job location Qualifications
Job Summary Experience
Reporting to Training
Working Conditions Skills
Job Duties Responsibilities
Machines to be used Emotional Characteristics
Hazards Sensory Demand
 Job
Description
 Job
Specification
RECRUITMENT
 RECRUITMENT

• The process of • The process of

generating a pool of discovering potential
qualified candidates for or candidates
a particular job
 RECRUITMENT GOALS

• Attract the Qualified • Encourage Unqualified

Applicants. Applicants to self- select
& themselves out.
Organization Applicants are
is Looking for Looking for
a Qualified the Potential
Applicants Emplacement
Opportunities
 RECRUITMENT PROCESS

ORGANIZATION CANDIDATE

Vacant or new position occurs Receives education and choose occupation

Acquire employment experience

Generate candidate pool via internal
or external recruitment methods Search for job openings
Evaluates candidates via selection
Apply for jobs
process
Impress company during selection process
Impress candidates
Evaluates jobs and companies
Make offer Accepts or reject job offers
 STRATEGIC RECRUITING DECISION

• How Many Employees Needed

HR PLANNING DECISIONS • When Needed
• Special Qualifications

• Where to Recruit: Internal/External

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

• Advertising Choices
DECISIONS ON RECRUITING
• Recruiting Activities
SOURCES/METHODS
SOURCE OF RECRUITMENT

Internal Sources

SOURCE OF
RECRUITMENT

External Sources
 SOURCE OF RECRUITMENT

EXTERNAL
❖Schools, Colleges, Universities
❖Labour unions
INTERNAL ❖Media sources
❖Employment agencies
❖Job Posting & Bidding
❖Promotions and Transfers
❖Employee Referrals
❖Re-recruiting former Employees &
Applicants
❖Internal Recruiting Data base
 SOURCE OF RECRUITMENT

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

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

EXTERNAL SOURCES
❖ News paper advertisement
❖ Internet
❖ Manpower agency
❖ Executive search
❖ Walk – ins
❖ Referrals
❖ Job fairs
❖ Campus recruitments
❖ Project basis
INTERNET RECRUITING METHODS

JOB
BOARDS

EMPLOYER
WEB SITES
 RECRUITING EVALUATION

Evaluating
Quantity of Quality of
Yield Ratio recruiting costs and
Applicants Applicants
benefits
In a cost/benefit analysis to
evaluate recruiting efforts,
As the goal of a good costs may include both
In addition to quantity, the
recruitment program is to A comparison of the number direct costs (advertising,
issue arises as to whether or
generate a large pool of of applicants at one stage of recruiters’ salaries, travel,
not the qualifications of the
applicants from which to the recruiting process to the agency fees, telephone) and
applicant pool are sufficient
choose, quantity is a natural number at the next stage the indirect costs
to fill the job openings
place to begin evaluation (involvement of operating
managers, public relations,
image).
 CONSTRAINTS ON RECRUITMENT

Image of the Attractiveness of

Company Job

Internal
Recruitment
Organizational
Cost
Policy
SELECTION
 SELECTION

• The Process of making a • Selection is the process

“Hire” or “No Hire” of choosing qualified
decision regarding each or individuals who are
applicant for a job. available to fill the
positions in organization
 BASIC SELECTION CRITERIA

Formal education

Experience and past

BASIC performance
SELECTION
CRITERIA Physical characteristics

Personality Characteristics
 THE SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Fail to complete job application Passed
or failed job specification
Employment test
Fail to test Passed
Passed Conditional Job
Comprehensive interview offer
Fail to impress interviewer and /
Passed
meet job expectation Background Examination if
Problem encountered required
Passed
Medical / physical
Reject Applicant examination if required
(condition job offer)
Fail to meet minimum qualification Able to perform essential
elements of job
Permanent job offer
 SELECTION METHOD

Testing

3 common
Gathering Information
method used
in selection
Interviewing
 3 Testing
common Tests measure knowledge, skill, and
method used ability, as well as other characteristics,
such as personality traits
in selection
Cognitive Personality Physical
Ability Test Test Ability Test

Work sample
Integrity Test Drug Test
testing
 3 Gathering Information
common Common methods for gathering information
method used include application forms and résumés,
biographical data, and reference checking.
in selection

Application
Reference
forms and Biological data
checking
resumes
 3 Interviews
common ❖ The interview is the most frequently
method used used selection method.
in selection ❖ 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.
 3 Interviews
common
method used
in selection Situation
interview
Structured
Interview
Types of Behaviour
interview Interview
Unstructured
Interview
 Interviews
1. Structured Interviews 2. Unstructured Interviews

Uses a list of predetermined questions. All applicants

Interviews –open ended questions are used such as “
are asked the same set questions. There are two types
Tell me about yourself”
of structured interviews.

Behavioural
Situational interview
interview

In which the This allows the

interviewer asks In which the interviewer to probe
questions about questions focus on and pose different
what the applicant the applicant’s applicants
would do in a behaviour in past
hypothetical situation
situation
 COMMON INTERVIEW MISTAKE

Poor
Dress To much
No preparation Communication Talking to much
inappropriately communication
Skills

Not talking to Giving wrong Badmouthing Forget to Follow

Fuzzy facts
much answer Past Employers Up
THOUGHT OF
THE DAY

“If an HR person is trying to choose

people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.