Recruitment and Selection

1. Recruitment and Selection Ilham Akhsanu Ridlo

2. Personnel Planning &Recruitment Decidewhatpositionsyou’llhavetofillthroughpersonnelplanningand forecasting. Buildapoolofcandidatesforthesejobsbyrecruitinginternalor externalcandidates. Have candidates complete application forms and perhaps undergoan initial screeninginterview. Use selection techniques like tests, background investigations, and physical exams to identify viablecandidates. Decidewhotomakeanofferto,byhavingthesupervisorand perhaps others on the team interview thecandidates.

3. Steps in Recruitment and SelectionProcess The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for thejob.

4. Recruitment andSelection Process Step1 Step 2 Step3 Planning for Recruitment &Selection Recruitment: Locating ProspectiveCandidates Selection: Evaluation andHiring • ScreeningResumes andApplications • InitialInterview • IntensiveInterview • Testing • AssessmentCenters • BackgroundInvest. • PhysicalExam • SelectionDecision and JobOffer • JobAnalysis • JobQualifications • JobDescription • Recruitment& • SelectionObjective • Recruitment & Selection Strategy • InternalSources • ExternalSources

5. Recruitment and SelectionObjectives: The things the organization hopes to accomplish as a result of the recruitment and selection process. They should be specifically stated for a givenperiod.

6. RECRUITMENT TheRECRUITMENTpartofHRM’sworkinvolvestryingtoENCOURAGESUITABLE PEOPLE toAPPLYFORanyVACANCIES(jobsthattheyneedworkers for)thatthe businesshas. Recruitment can be definedas: All activities directed towards locating potentialemployees The attraction of applications from suitableapplicants. Theaimofrecruitmentistogetthebestpersonsuitedtothejobbasedonobjective criteria for a particularjob Recruitment: the generation of an applicant pool for a position or job in order to providetherequirednumberofqualifiedcandidatesforasubsequentselectionor promotionprocess Applicantpool:thesetofpotentialcandidates whomaybeinterestedin,andwho are likely to apply for, a specificjob

7. Applicant PoolQuality Applicant Pool Applicant Pool Best “Best of theBest” “Best of theWorst” Worst

8. Rules Of Recrutiment AndSelection Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security Acting withoutdelay

9. Elements Influencing EffectivenessOf Recruitment: The breadth and quality of theprocess Thesizeofthelabourpoolandthelocationofjobs Offered pay andbenefits Job quality and requirements of theposition Organizationalimage

10. Constraints & ChallengesOf Recruitment PoorImage UnattractiveJob Conservative InternalPolicies Limited Budgetaryapproach Restrictive policies ofGov.

11. The Person-OrganizationFit Person-job fit: when a job candidate has the knowledge, skills, abilities, orother attributesandcompetenciesrequiredbythejobinquestion Person-organization fit: when a job candidate fits theorganization’s values and culture and has the contextual attributes desired by theorganization

12. Purpose ofRecruitment Increase pool of potential jobcandidates Increase success rate of the selectionprocess Make ensure the right people is selected against vacant position (minimizingprobability ofleavingorganizationincaseofselectionofwrongormisfitcandidate) Meeting legal and social obligation of workforcecomposition Identify and encouraging potential candidates/jobapplicants Evaluating the effectiveness of available sources and techniques ofrecruitment

13. RecruitmentProcess Personnel Planning Job Analysis Employee Requisition screening Searching Message Media Recruitment Planning Potential hires Applicant Pool JobVacancies Strategy Development Where Applicant Population Evaluation andcontrolling How When

14. RECRUITMENTPROCESS The steps in the recruitment process areto: Identify the jobvacancy Carry out a job analysis Prepare a JobDescription Prepare a Person Specification Advertise thejob Sent out applicationforms

15. JOBANALYSIS Job analysis involves finding out everythingabout what a job involves by identifying thefollowing: Tasks to be completed in the job Responsibilities of the job Technology that is used in thejob Knowledge needed to carry out thejob Skills needed to carry out thejob Level of initiative needed fromstaff

16. ADVERTISE THEJOB Candidates cannot apply for a job unless they knowit exists and this is where advertising comes in. The information for the advert will be taken from the Job Description and PersonSpecification. A job vacancy can beadvertised: INTERNALLY eg by email or a poster on a staff noticeboard(this results in existing staff being promoted which willcreate another vacancy) EXTERNALLY eg in a local or national newspaper, on thebusiness website, via a social networking site, via a recruitment agencyor at a Job Centre (this results in a new member of staffbeing found)

17. RECEIVEAPPLICATIONS Applications can be received in 2ways: By a candidate completing an APPLICATIONFORM (either on paper oron-line) By a candidate sending a copy of their CV(Curriculum Vitae) Businesses may prefer the Application Form asall candidates answer the same questions in the same order, which makes it easier for them to compare each candidate’sapplication.

18. INFORMATION ON APPLICATIONFORM/CV Information collected by either method shouldcontain details of eachapplicant’s: Personal details eg name and contact details Qualifications andskills Previous workexperience Reasonswhytheywantthejob/feelsuitedtothejob Specific questions relating to thejob A personal statement Referee’s contactdetails

19. Advantages&DisadvantagesofInternal&External Recruiting Bone OfContention Reliable &Satisfying Widechoice 1–19

20. Finding InternalCandidates Promotion &transfer Job postings (e.g., web, newsletters, bulletin boards) &Job Biddings. Employee Referrals & Employee Enlistment (everyemployee becomesrecruiter). Rehiring former employees (pros andcons) Succession planning (for higher levels in theorganization)

21. Outside Sources ofCandidates Locating OutsideCandidates ExecutiveRecruiters Recruiting via theInternet 6 1 On Demand Recruiting Services(ODRS) 2 Advertising 7 CollegeRecruiting 8 3 EmploymentAgencies Temp Agencies andAlternative Staffing Referrals andWalk-ins 9 4 5 Offshoring/Outsourcing

23. Comparison of Recruitment Methods(continued)

24. Comparison of Recruitment Methods(continued)

25. Comparison of Recruitment Methods(continued)

26. Advertising: In Directmethod Advertisement: The most popularmethod Blind ad (no identification ofcompany) AIDA (attention, interest, desire,action) Constructing (Writing) EffectiveAds Create attention, interest, desire, and action(AIDA). Create a positive impression (image) of thefirm. Content of JobAdvertisement I) job content ii) workingconditions iii) location of job iv)compensation v) jobspecification vi) to whomapply

27. OtherMethods • private employment SearchFirms • EmploymentExchanges • Gate Hiring &Contracting • Unsolicited Applications /Walk-ins • Internetrecruiting • Raiding • Nepotism: Hiringrelatives. • Does your organization have a policy onnepotism? • May bediscriminatory. • Must ensure individualsarenotinsupervisorypositions managingtheirownrelatives. • May create issues offavoritism.

28. Recruiting via theInternet • Advantages • Cost-effective way to publicize jobopenings • More applicants attracted over a longerperiod • Immediate applicantresponses • Online prescreening ofapplicants • Links to other job searchsites • Automation of applicant tracking andevaluation • Disadvantages • Exclusion of older and minorityworkers • Unqualified applicants overload thesystem • Personal information privacy concerns ofapplicants

29. Employee Referrals and Walk- ins • EmployeeReferrals • Referring employees become stakeholders. • Referral is a cost-effective recruitmentprogram. • Referral can speed up diversifying theworkforce. • Relying on referrals may bediscriminatory. • Walk-ins • Seek employment through a personal direct approach to theemployer. • Courteous treatment of any applicant is a good businesspractice.

30. Outside Sources ofCandidates • Executive recruiters(headhunters) • Special employment agencies retained by employers to seek outtop- • management talent for theirclients. • Contingent-based recruiters collect a fee for their services when a successful hire iscompleted. • Retained executive searchers are paid regardless of the outcome of the recruitmentprocess. • Internet technology and specialization trends are changing howcandidates • are attracted and how searches areconducted.

31. Outside Sources ofCandidates • College recruiting • Recruitinggoals • To determine if the candidate is worthy of furtherconsideration • To attract goodcandidates • On-sitevisits • Invitationletters • Assignedhosts • Information package • Plannedinterviews • Timely employmentoffer • Follow-up • Internships

32. Campus Recruitment: Direct method • - ShortlistCampus • -Choose recruiting teamcarefully • -Pay Smartly, nothighly • -Present a clearImage • -Do Not oversellyourself • Get inEarly • Not everyone fits thebill.

33. Alternatives ToRecruitment Overtime Subcontracting TemporaryEmployees Employeeleasing Outsourcing

34. Temp Agencies and Alternative Staffing • Benefits ofTemps • Paid only whenworking • Moreproductive • No recruitment,screening, and payroll administration costs • Costs ofTemps • Fees paid to tempagencies • Lack of commitment tofirm

35. Offshoring/Outsourcing White-Collar and OtherJobs • Specific issues in outsourcing jobsabroad • Political and militaryinstability • Likelihood of culturalmisunderstandings • Customers’ security and privacyconcerns • Foreign contracts, liability, and legalconcerns • Special training of foreignemployees • Costs associated with companies supplying foreignworkers

36. Measuring RecruitingEffectiveness • What to measure and how tomeasure • How many qualifiedapplicants were attracted from each recruitmentsource? • Assessingboththequantityandthequalityoftheapplicantsproducedby a source. • High performancerecruiting • Applying best-practices management techniques torecruiting. • Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employeereferrals. • Evaluation andControlling • Recruitment process is very expensive andcrucial • Salaries ofrecruiters • Time spent on preparing job analysisdata • Cost of overtime and outsourcing during vacanciesunfilled • Cost ofrecruiting • Evaluation of RecruitmentProcess • Number of suitablecandidates • Number of applicationreceived • Performance and retention of selectedcandidate • Cost of process and timelapsed • ImageProjected Time Lapse Data Yield Ratio Surveys &Studies

37. Recruiting YieldPyramid • Recruiting yieldpyramid • – The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offersaccepted.

38. SCREENING ~ PreliminaryApplication ~ Test ofdeselection ~ Screening Interviews -Thereisnodefinite numberofapplicants interviewed. The decision will dependon: -the number ofapplicants, -thequalityoftheirapplications, -thenumber&typeofjobsavailable,and -the amount of timeavailable. that shouldbe

39. Selection • Selection • The process that managers use to determine the relative qualifications ofjob • applicants andtheirpotentialforperformingwellinaparticularjob. • SELECTIONPROCESS • ~ Identify the best candidates from those thathave applied • ~ Draw up a shortlist • ~ Interview the candidates on the shortlist • ~ Carry out testing of thecandidates • ~ Check the candidatesreferences • ~ Select the best person for thejob

40. The SelectionProcess Screening Interview Application Bank Selection Test Selection Interview Medical Examination Reference Checks Hiring Decision Reception

41. Selection Tools AsPredictors Of JobPerformance • Letters ofrecommendation • Applicationforms • Abilitytests • Personalitytests • Psychologytests • Honestytests • Interviews –structured • Assessmentcenters • Drugtests • Referencechecks • Backgroundchecks • Handwritinganalysis

42. SelectionTesting Intelligence Test AptitudeTest Personality Test (PIP) [Projective, Interest, Preference] AchievementTest SimulationTest Assessment Centre [ In-basket, Leaderless Group Discussion,Business Games] Graphology Test [HandwritingTest] Polygraph Test [Lie Detector Test] IntegrityTest

43. IntelligenceTest AptitudeTest PersonalityTest

44. An in-basket test or an in-basket exercise is a test used by companies and governments in hiring and promoting employees. During the test, job applicants receive a numberof mails, telephone calls, documents and memos. They then have a limited periodof time to set priorities, organize their working schedule accordingly and respond tomail and phonecalls. It also helps in acquainting employees about their job where a number of problems arekeptinthe"inbasket"(usuallykeptonthedeskoftheemployee).Theworkerhas tolookattheproblemswhich couldalsobecomplaintsfromdifferentemployees and simultaneously deal with those problems. As the employee solves these problem, he/she transfers them to the"out-basket". In basket exercises are often part of Assessment centers thatare comprehensive multi- day assessments involving a variety of simulation exercises and tests, typically used to identify managementtalent.

45. The Big Five PersonalityDimensions

46. Traits Measured by PersonalityTests 1. Emotional intensity 2. Intuition 6. Trust Personality tests measure 3. Recognition motivation 5. Assertiveness 4. Sensitivity

47. Tests As SelectionTools • Reliability • Test RetestReliability • -Inner raterreliability • Intra RaterReliability • Validity • QualifiedPeople • Preparation • Sustainability • Usefulness • Standardization

48. SelectionInterview • Types OfInterview • Non DirectiveInterview • Directive Interview or Structuredinterview • SituationalInterview • BehavioralInterview • StressInterview • PanelInterview

49. InterviewProcess • Preparation • Reception • InformationExchange • Termination • Evaluation • » MedicalExamination • » ReferenceCheck • » HiringDecision

50. Selection Decision and JobOffer Evaluate qualifications in order ofimportance Look for offsetting strengths and weaknesses Rankcandidates If none meet qualifications, mayextend search Mayhavetooffermarketbonus(signingbonus)tohighlyqualified candidates