RECRUITMENT &

SELECTION
Mineva Glasgow
September 2022
OBJECTIVES
 To expose students to the rudiments of:
 Recruitment
 Selection
 Orientation
DEFINITION AND MEANING
RECRUITMENT
 Recruitment is defined as a
process that provides the
organization with a pool of
qualified job candidates from
which to choose.
DEFINITION AND MEANING
CONT’D
According to Edwin B. Flippo,“ Recruitment is the
process of searching the candidates for employment
and stimulating them to apply for jobs in the
organization ”

Meaning:
 Recruitment is the activity that links the employers
and the job seekers.
 A process of finding and attracting capable applicants
for employment
TYPES OF RECRUITMENT NEEDS
 PLANNED
the needs arising from changes in
organization and retirement policy.
 ANTICIPATED
Anticipated needs are those movements in
personnel, which an organization can predict
by studying trends in internal and external
environment.
 UNEXPECTED
Resignation, deaths, accidents, illness give
rise to unexpected needs.
PREPARING FOR RECRUITMENT
 Before organisations recruit, they must
implement proper staffing plans and
forecasting to determine how many people
they will need. The basis of the forecast will
be the annual budget of the organization and
the short- to long-term plans of the
organization—for example, the possibility of
expansion
FORECASTING
 Forecasting is based on both internal and
external factors. Internal factors include the
following:
 Budget constraints
 Expected or trend of employee separations
 Production levels
 Sales increases or decreases
 Global expansion plans
FORECASTING-EXTERNAL
FACTORS
 Changes in technology
 Changes in laws
 Unemployment rates
 Shifts in population
 Shifts in urban, suburban,
and rural areas
 Competition
IMPORTANCE OF RECRUITMENT
 Attract and encourage more and more candidates to
apply in the organisation.
 Create a talent pool of candidates to enable the
selection of best candidates for the organisation.
 Recruitment is the process which links the employers
with the employees.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of selection process.
THE RECRUITMENT PROCESS
 Identify vacancy
 Prepare job description and person
specification
 Advertising the vacancy
 Managing the response
 Short-listing
 Arrange interviews
 Conducting interview and decision making
SOURCES OF RECRUITMENT
 Internal and External
Internal Sources
 TRANSFER
 PROMOTION
 RETRENCHED EMPLOYEE
 RETIRED EMPLOYEE
SOURCES OF RECRUITMENT
External Sources
 walk-ins
 Employee referrals
 Advertising
 Educational associations
 Professional agencies
 E-recruitment (general recruitment
agents/ companies’ own sites)
 Word-of-mouth
FACTORS AFFECTING
RECRUITMENT
Internal External

Recruitment Policy Supply & Demand

Human Resource Planning Labour Market

Size of the Organsation Image/Goodwill

Cost of recruitment Political-Legal-Social

Environment

Growth & Expansion Unemployment Rate

Competitors
INTERNAL RECRUITMENT
 Advantages:
 Inexpensive.
 Quick and easy to post announcement.
 Responses arrive faster and in greater quantity.
 Will generate a wider range of applicants.
 Applicants can be screened by computer.
 Some selection tests can be administered by computer.
 Automated applicant tracking.
 Disadvantages:
 Ease of submission will result in a lot of applicants,
many who are not qualified.
 May take more HR time to sort through the greater
quantity of applicants.
ADVANTAGES OF EXTERNAL
RECRUITMENT
 It can bring fresher skills and inputs to the
table
 It promotes better competition
 More qualified candidates
 Lesser internal politics
 Generation of creative ideas
DISADVANTAGES OF EXTERNAL
RECRUITMENT
 It can take longer and cost more than hiring
from within the organization.
 It can also damage employee morale
because current employees may feel this
lessens their chances for promotion.
 May have a learning curve effect
DIVERSITY AND INCLUSION IN
HIRING
 Advertise widely
 Refrain from bias in the interview
process
 Prepare for an inclusive interview
 Have a diverse interviewing panel
 Let potential employees know your
stance on diversity-sell your culture
 Ask all candidates the same
questions
NEW TRENDS IN RECRUITMENT

 Outsourcing
 Poaching
 E-Recruitment
OUTSOURCING
 The process of sub-contracting human
resources functions to an external supplier.
Reviews of business processes have led many
organisations to decide that it makes
business sense to sub-contract some or all
non-core activities to specialist providers.
POACHING
 Also known as employee raiding,
employee poaching is the practice of
aggressively recruiting talented employees
from competitors. The term gained notoriety
in 2010 when it was revealed that a number
of companies attempted to suppress the
recruitment of their high-tech employees.
E-RECRUITMENT
Also known as “Online recruitment”, it is the use of
technology or the web-based tools to assist the
recruitment process. The tool can be either a job website
like naukri.com, the organisation’s corporate web site or
its own intranet.

The internet penetration is increasing and has tremendous

potential. According to a study by NASSCOM – “Jobs are
among the top reasons why new users will come on to the
internet, besides e-mail.” There are more than 18 million
resume’s floating online across the world.
KINDS OF E-RECRUITMENT THAT
ORGANISATIONS MAY USE
 Job portals –posting the position with the job
description and the job specification on the job
portal and also searching for the suitable resumes
posted on the site corresponding to the opening in
the organisation.
 Creating a complete online
recruitment/application section in the companies
own website. - Companies have added an
application system to its website, where the
‘passive’ job seekers can submit their resumes
into the database of the organisation for
consideration in future, as and when the roles
become available.
SELECTION
According to Thomas stone “Selection is the process of
differentiating between applicants in order to indentify and
hire those with a greater likelihood of success on the jobs.
”
In simple words……

It is the functions performed by the management of

selecting the right employees .After identifying the sources
of human resources, searching for prospective employees
and stimulating them to apply for jobs in an organization .
SELECTION

The objective of the selection
decision is to choose the
individual who can most
successfully perform the job
from the pool of qualified
candidates.
SELECTION PROCESS FLOW
CHART
 Job Analysis
 Recruitment
 Applications
 Written Examination
 Management Discussion
 Interview
 Reference Checks
 Line Manager’s Discussion
 Medical Examination
DIFFERENCES BETWEEN
RECRUITMENT
1. It the process of searching the AND SELECTION
It Involves the series of steps by which
candidates for employment and the candidates are screened for
stimulating them to apply for choosing the most suitable persons for
jobs in the organization. vacant posts.
2. The basic purpose of recruitment The basic purpose of selection process
is to create a talent pool of is to choose the right candidate to fill
candidates to enable the selection the various positions in the
of best candidates for the organization.
organization, by attracting more
and more employees to apply in
the organization.
IMPORTANCE OF RECRUITMENT
AND SELECTION
 Helps to get a proper candidate.
 Help to increase success rate or individual &
organization.
 Help to reduce the probability of turnover
 Helps to get organizations legal and social
obligations.
 Helps to increase organization and individual
effectiveness.
SELECTION TESTS
 Selection Test- Any instrument that is used
to make a decision about a potential
employee
 Standardisation- Uniformity of procedures
and conditions related to administering tests
 Reliabilty-The extent to which a selection
test provides consistent results.
 Validity-The extent to which a test measures
what it claims to measure. Do higher test
scores relate to higher success on the job?
KINDS OF SELECTION TESTS
 Cognitive aptitude tests measure reasoning,
vocabulary, verbal and numeric skills.
 Job knowledge tests measure knowledge
regarding a particular job.
 Work sample tests allow candidates to
demonstrate how they would work on the
job.
 Psychomotor abilities tests assess the skill
level of tasks required on the job.
KINDS OF SELECTION TESTS
CONT’D
 Personality tests assess traits and personal
characteristics. They are used to determine
if the applicant is the right fit for the
organization.
 Vocational interests' tests identify
occupations in which the candidate is most
interested.
 Honesty and integrity tests try to measure a
candidate’s truthfulness .
INTERVIEWING CANDIDATES
 Team or individual interviewer?
 Structured or patterned interview:
 Pre-set questions asked of all candidates.
 Nondirective interview:
 Minimum of questions, not planned in advance.
 Open-ended questions; interviewer follows the
candidate’s lead.
 Situational and problem-solving interview:
 Candidate describes how he or she would solve a
problem.
 Behavioral interview:
 Candidate describes how he or she responded to a
specific situation.
INTERVIEWING CANDIDATES
 In the past, the supervisor may have been the only person
interviewing a candidate but now most organizations use an
interview team consisting of representatives from the various areas
of the organization. Multiple interviewers represent broader areas
of interest and when interviewing is completed, there is more than
one person to make the selection decision. The downside to team
interviews is that the larger the team, the more difficult it will be
to find a time and a place in everyone’s schedule to make the
interview happen. In addition, candidates are likely to find a panel
interview more stressful than an interview by a single person.

 In a structured or patterned interview, the interviewer follows a

pre-set list of questions that are asked of all candidates. This
allows for consistency in the process, ensures that important
questions are not left out and helps guarantee that all candidates
are assessed by the same standards.
INTERVIEWING CANDIDATES
 The nondirective interview is conducted with a minimum of
questions asked by the interviewer and questions are not
always planned. This technique involves open-ended
questions such as “tell me about the work you do in your
field,” allowing the candidate to express his or her thoughts
and feelings that might be relevant to the job and allowing
the interviewer to follow the direction set by the candidate.

 Situational interviewing is characterized by questions like,

“what would you do in this situation?” allowing the candidate
to speculate on how they would handle a particular job
problem.


INTERVIEWING CANDIDATES
 Behavioral interviewing asks the candidate to
“describe what you did in a particular
situation?” It requires the candidate to give
real examples of past actions and results and
it is based on the theory that past behavior is
a good predictor of future behavior.
Generally, behavioral questions are more
likely to give real-world information that
may be relevant in making a good selection
decision.
BACKGROUND & VERIFICATION
CHECKS-IMPORTANCE
 The importance of checking:
40 percent of applicants lie about work histories
and educational backgrounds.
20 percent of applicants falsify credentials and
licenses.
30 percent of applicants make
misrepresentations on their resumes
LEGAL LIABILITY-NEGLIGENCE
 NEGLIGENT HIRING: The liability incurred
when failing to conduct a reasonable
investigation of an applicant’s background
and then assigns a potentially dangerous
person to a position where he or she can
inflict harm.
THE JOB OFFER
 Making the job offer:
May be done by phone, letter or in
person.
Decide for further conditions:
 Physical exam and drug screening.

Discuss salary and benefits:

 Avoid quoting an annual salary.

Realistic job preview,

ORIENTATION
 Orientation is a systematic and planned
introduction of employees to their jobs, their
co-workers and the organization.

 It is also called Induction.

 Orientation is designed to provide a new

employee with the information he/she needs to
function comfortably and effectively in the
organization.

 Should be a process, not an event.

PURPOSE OF ORIENTATION
• The idea is to make the new employees feel ‘at home’ in the
new environment

• Expedite proficiency

• Enhance adjustment to work group and norms

• Encourage positive attitude

• The terms and conditions of employment

• It helps a new employ to know the job, its content, policies,

rules and regulations.

• The people with whom he /she is supposed to interact.

STEPS IN ORIENTATION
 Welcome the new employee to the organisation
 Explain about the company.
 Show the location, department where the recruit will
work. .
 Give the company's manual to the recruit.
 Provide details about various work groups .
 Give details about pay, benefits, holidays, leave, etc.
Emphasize the importance of attendance or punctuality.
 Explain about future training opportunities and career
prospects.
 Clarify doubts, by encouraging the employee to come out
with questions.
ABOUT THE ORGANISATION
 History of company

 Names and titles of key executives.

 Employees' title and department.

 Layout of physical facilities

 Probationary period

 Products/services offered
ABOUT THE ORGANISATION
CONT’D
 Overview of production/Business processes

 Company policy and rules

 Disciplinary procedures

 Safety steps

 Employee Handbook
EMPLOYEE BENEFITS
Pay scales, pay days

o Vacations, holidays

o Rest pauses

o Training Avenues

o Counselling

o Insurance, medical, recreation, retirement benefit

JOB DUTIES
 Job location
 Job tasks
 Job safety needs
 Overview of jobs
 Job objectives
 Relationship with other jobs
APA REFERENCING
 Must be done in strict alphabetical order by
surnames
 Reference page follows text
 References must be discussed in text
 Double space
 First line is flush left with remaining lines of
reference indented five (5) spaces. This is
also known as a hanging indent
APA REFERENCING
 Peer-reviewed academic journals or
textbooks
 Elkind, D. (1978). The child's reality: Three
developmental themes. New York: Lawrence
Erlbaum Associates.
 Issac, G. (1995). Is bipolar disorder the most
common diagnostic entity in hospitalized
adolescents and children? Adolescents, 30
(118), 273-276
COMMON APA ERRORS
 Failure to double space
 Failure to use unjustified right
edge
 Quotes need 3 things (author’s
last name, year of publication
and page number and/or
paragraph number).
THE END
 Thank you