CHAPTER THREE

RECRUITMENT, SELECTION, And

INDUCTION
 Recruitment
• Process of attracting individuals:
– On a timely basis
– In sufficient numbers
–With appropriate qualifications
• Encouraging them to apply for jobs
• Recruitment is a process of
searching for and obtaining applicants
for jobs.
 Factors governing
recruitment
External
• Supply and demand
• Unemployment rate
• Labor market
• Political-legal
 External Factors (con’d)
• Supply and demand-
– if the demand for a particular skill is high relative to the
supply, an extraordinary recruiting effort may be
needed.
• Unemployment rate-
– when the unemployment rate in a given area is high,
the company’s recruitment process may be simpler.
• Labor-market-
– labor market conditions in a local area are of primary
importance in recruiting for most non-managerial,
supervisory and middle-management positions.
 External Factors (con’d)

Political-legal considerations-
• Reservation of jobs for minorities and other
economically backward classes is a political decision.
• There are various laws that cover working conditions,
compensation, retirement benefits and safety and
health of employees in industrial establishments.
 Internal Factors
• Organization Image
• Job Attractiveness
• Internal Organizational Policies
• Recruitment policy
• HRP
• Size of the firm
• Recruiting Costs
• Growth and expansion
 Internal Factors (con’d)
• Organization image -A poor image may limit its
attraction to applicants.
• Recruiting policy- most companies have a policy
preferring internal sourcing. Another related
policy is to have temporary and part-time
employees.
• HRP- Effective HRP facilitates the recruitment
process.
 Internal Factors (con’d)
• Size- an organization with one thousand
employees will find recruiting less problematic
than a firm with just one hundred employees.
• Cost of recruiting- recruiters must operate
within budgets.
• Growth and expansion- an organization
registering growth and expansion will have
more recruiting on hand than the one which is
declining.
Recruitment Sources and
Methods
• Recruitment sources: Places
where qualified individuals are
found
• Recruitment methods: Means by
which potential employees can be
attracted to firm
Sourc o Recruitme
es f External
ntRecruitment
Sources of

Expensive Hiring costsDemerits

could go up substantially
Time  It takes time to advertise, screen, to test and to
consuming select
suitable
employees.
 Where suitable ones are not available, the
process hasemployees
 Existing to be repeated.
who have put in considerable
De-
motivating service
may the of filling up from
resist process vacancies outside.
 The feeling that their services have not been
recognized by the organization, forces them to work
with less enthusiasm and motivation.
 There is no guarantee that the organization,
Uncertainty ultimately, will the services of suitable
be able hire
to candidates.
 It may end up hiring someone who does not 'fit'
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 External Sources Recruitment
of
Merits
Wide  The organization has the freedom to select ates from
choice candidate
large from a
pool.
 Persons with requisite qualifications could be
Injection People with special skills and knowledge could be
picked up.
hired to stir up
the existing and pave the way for way of
of employees innovative s
fresh working.
blood
Motivatio  It helps in motivating internal employees to work
hard and with external candidates while seeking
compete
n al force career
growth.
 Such a competitive atmosphere would help an
employee to
Long-term work to the
Talented best could
people of his join
abilities.
the ranks, new ideas
benefits could find expression, a competitive atmosphere would
meaningful
compel
people to give out their best and earn rewards, etc.
65
Interna Recruitment 'Recruiting People from
l Within' (Merits
)
Economical: The cost of recruiting internal candidates is minimal.
No
expenses are incurred on advertising.
Suitable: The organization can pick the right-candidates
having the
requisite skills. The candidates can choose a right vacancy
where their
talents can be
Reliable: Thefully utilized. has knowledge about the suitability
organization
of a
candidate for a position.
“Known devils are better than unknown
Satisfying:
angels!’ A policy of preferring people from within offers
regular promotional
avenues for employees. It motivates them to work hard and earn
promotions.They
will work with loyalty, commitment and enthusiasm .
Reduces Training
Time
Internal Recruitment 'Recruiting People
from Within' (DeMerits)
Limited Choice: The organization is forced to
select candidates from a limited pool.
Inbreeding: It discourages entry for talented
people, available outside an organization. (they
may have a tendency to maintain the
statuesque)
Inefficiency: Promotions based on length of
service rather than merit, may prove to be a
blessing for inefficient candidates.
Bone of contention: Recruitment from
within may lead to fighting among
employees
Unit raiding: where divisions compete for
the same people
•Employees who apply for the jobs and did not
get them may discontented”

67 67
 Internal Recruitment
Methods
• Human resource databases
• Job posting
• Job bidding
• Internet
• Intranet
• Company’s online newsletter
Job Posting and Job Bidding
• Job posting: Procedure to
inform employees of existing
job openings
• Job bidding: Procedure that
permits individuals in
organization to apply for
posted job
 External recruitment
Why External Recruitment Is Needed?
• To fill entry-level jobs
• To acquire skills not possessed by current
employees
• To obtain employees with different
backgrounds to provide diversity of ideas
Selection
 Selection
• It is the process of choosing the individual who can
most successfully perform the job from the pool of
qualified candidates.
 Selection
• Process of choosing the individual best
suited for particular position and
organization from a group of applicants.
• Goal is to properly match people with jobs
and organization.
• Selecting wrong person for any job can be
costly.
Environmental Factors Affecting
the Selection Process
• Other HR functions
• Legal considerations
• Decision-making speed
• Organizational hierarchy
• Applicant pool
• Type of organization
• Probationary period
 The Selection Process
External Environment
Internal Environment

Recruited Candidate

Rejected Applicants
Preliminary Screening

Review of Applications and Résumés

Selection Tests
Employment Interviews
Pre-Employment Screening:
Background and Reference Checks

Selection Decision

Physical Examination

New Employee
 Preliminary Screening
• Removes obviously
unqualified individuals
• Benefit: Applicant may be
qualified for another
position with the firm
 Review of Applications and
Résumés
• Application form must reflect firm’s informational needs;
– Standardized format
– Certifies that information provided is accurate
– Should state position is employment at will
– Gives permission for background check
• Résumé is a summary of applicant’s relevant experience
and education.
– Professional/managerial applicants often begin selection
process by submitting résumé.
 Selection Tests
Potential Problems of Using Selection Tests
• Can do versus will do
– Selection tests may accurately predict an applicant’s ability to
perform the job, but are less successful in predicting what the
individual will actually do when on the job.
• Test anxiety
– Applicants with test anxiety may have their true abilities
underestimated.
• Legal liabilities
– when a test excludes a protected class of applicants at a
significant rate, these applicants may have grounds for filing a
discrimination lawsuit under federal employment laws.
 Characteristics of Properly Designed
Selection Tests

• Standardization: Uniformity of procedures

and conditions of administering test
• Objectivity: Everyone scoring a test obtains
same results
• Norms: Frame of reference for comparing
applicant's performance with that of others
 Characteristics of Properly Designed
Selection Tests (cont.)

• Reliability: Provides consistent results

• Validity: Measures what it is supposed to
measure (basic requirement)
• Requirement for job relatedness: Must not
have adverse impact on minorities, females,
and individuals with backgrounds or
characteristics protected under law
Types of Employment Tests

• Cognitive aptitude
• Psychomotor abilities
• Job knowledge
• Work-sample (simulation)
• Personality
Cognitive Aptitude Tests

Measures individual’s
ability to learn, as well
as to perform a job
Psychomotor Abilities Tests

• Strength
• Coordination
• Agility
 Job-Knowledge Tests
• Measure candidate's knowledge of duties of
position for which he or she is applying
• While such tests are commercially available,
individual firms may design them based on
data derived from a specific job analysis.
 Work-Sample
• Perform set of tasks
representative of job
• Job related
• Produces high validity
• Reduces adverse impact
• More acceptable to
applicants
Personality Tests
• Personality tests are self-
reported measures of
– Traits
– Temperaments
– Emotion
 The “Big Five”
Extraversion

Emotional
Conscientiousnes
stability/
s
Neuroticism

Openness to
Agreeableness
experience
 Employment Interview
• Goal-oriented conversation where
interviewer and applicant
exchange information
• Continues to be primary
method used to evaluate
applicants
• At this point, candidates
assumed to be qualified
 Content of the Interview
• Seek additional job-related information and
examples of past job-related behaviors:
– Occupational experience
– Academic achievement
– Interpersonal skills
– Personal qualities
• Provide information about:
– Company
– Job
– Expectations
 Potential Interviewing
Problems
• Inappropriate questions
• Permitting non-job-related information
• Premature judgment
• Interview illusion
• Interviewer domination
• Contrast effect
• Lack of training
• Nonverbal communication
 Pre-Employment Screening:
Background Investigations
• Determine accuracy of information
submitted or determine if vital information
was not submitted.
• Principal reason is to hire better workers.
– Before making an offer to a potential
employee, it is wise to determine the
accuracy of the information submitted.
 Reference Checks
• Information from individuals who know
applicant.
• Provide additional insight into information
furnished by applicant.
• Verify accuracy of information.
• Possible flaw: Virtually everyone can name
three or four individuals willing to make
favorable statements.
Medical Examination
• Determines whether applicant is
physically capable of performing
the work.
• All exams must be directly
relevant to the job
requirements, and a firm
cannot order a medical exam
until the applicant is offered
employment.
 Notification to
Candidates
• Results should be made known to
candidates as soon as possible.
• Delay may result in firm losing prime
candidate.
• Unsuccessful candidates should also be
promptly notified.
 Orientation /induction/socialization
• A procedure for providing new employees with basic
background information about the firm.
• It is the introduction of new employees to the
organization, work unit, and job.
• This can be done by oral or written communications
like manual, guidelines, etc
• The degree of the new employee’s knowledge about
an organization affects his/her level of performance
on the job… at least in the first few months.
Who does the orientation?

• Major responsibility of orientation falls on the

human resource department, especially as it
relates to the general information concerning
the organization.
• Immediate supervisor takes the responsibility
of job/department orientation as he /she is
likely to give accurate and relevant
information.
 Orienting Employees Cont…

• Orientation content
– Information on employee benefits
– Personnel policies
– The daily routine
– Company organization and operations
– Safety measures and regulations
– Facilities tour

8–43
 Purpose of orientation l ish
com p
ld a c
s h ou
ta ti o n
o r ie n y e e s :
sf u l m p lo se . a d
ucc e s e w e at ea a bro
s fo r n a nd n in
• A hi ng s e lc o m e
n iza ti o
four t ee l w o rg a
t em
h
f dtatnh e s of e rm
k e rs in t
– Ma e m u nde
p e c te d
e lp t h is e x
– H w h a t o y e es
n se . h e m e m p l
se r t o t i et y
c le a io r. l a n x
e v i a
– Mak and beha ce th e i n it
n ew j o b .
wor k r e d u i ng a
m t o eg i n n
lp t h e h e n b
– H e e el w
l y f
usual 8–44
 Levels of Orientation
• There are two basic level of orientation:-
a. General Company orientation: it covers topics of
relevance and interest to all employees.
Some issues likely to be covered include:
 Overview of the organization: like founding, growth, goals,
priorities, problems, etc.
 Key Policies and Procedures
 Compensation: pay rates, how pay is received, advance on
payment, loans from credit unions, etc.
 Fringe Benefits: Insurance, holidays and vacations, sick leave,
maternity, etc. , retirement plans and options, training
opportunities, recreation and social activities, etc..
 Safety and Accident prevention: health and first aid clinic,
safety precaution, fire prevention and control, etc. 45
 Levels of cont…
b. Departmental and Job Orientation:- orientation that covers topics
that are specific to the new employees department and job. It is
usually given by the new employee’s supervisor or assigned co-worker
qualified to give the orientation.
Some of the topics covered include:-
•Department Functions: Goals and current priorities, department
structure, department’s relationship with other departments…etc
•Job Duties and Responsibilities: detailed explanation of the job
description, common problems and ways to over come them,
explanation on where and how to get materials, have equipment
maintained and repaired, overtime needs and requirements, etc.
•Policies, Procedures, Rules and Regulations: Rules unique to the
department, safety precaution, tour of the department and other
facilities, etc.

46
Thanks
!