Recruitment and Selection

1. Recruitment and Selection Presented By: Mr. BakarySinghateh

2. Introduction Recruiting Once an organization identifies its human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.

3. Introduction Recruiting brings together those with jobs to fill and those seeking jobs.

4. Recruiting Goals To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

5. Recruiting Goals Factors that affect recruiting efforts Organizational size Employment conditions in the area Working conditions, salary and benefits offered Organizational growth or decline

6. Recruiting Goals Constraints on recruiting effortsinclude: Organization image Job attractiveness Internal organizational policies Recruiting costs

7. Recruiting: A Global Perspective For some positions, the whole world is a relevant labor market. Parent (Home) country nationals are recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before.

8. Recruiting: A Global Perspective Host-country nationals (HCNs) are targeted as recruits when companies want each foreign subsidiary to have its own distinct national identity. HCN’s minimize potential problems with language, family adjustment and hostile political environments.

9. Recruiting Sources Sources should match the position to be filled. Sources: Internal Searches Employee Referrals/ Recommendations External Searches Alternatives

10. Recruiting Sources The internal search Organizations that promote from within identify current employees for job openings: by having individuals bid for jobs by using their HR management system by utilizing employee referrals

11. Recruiting Sources The internal search Advantages of promoting from within include morale building encouragement of ambitious employees availability of information on existing employee performance cost-savings internal candidates’ knowledge of the organization

12. Recruiting Sources The internal search Disadvantages include: possible inferiority of internal candidates infighting and morale problems

13. Recruiting Sources Employee referrals/recommendations Current employees can be asked to recommend recruits. Advantagesinclude: the employee’s motivation to make a good recommendation the availability of accurate job information for the recruit Employee referrals tend to be more acceptable applicants, to be more likely to accept an offer and to have a higher survival rate.

14. Recruiting Sources Employee referrals/recommendations Disadvantagesinclude: the possibility of friendship being confused with job performance

15. Recruiting Sources External searches Advertisements:Must decide type and location of ad, depending on job; decide whether to focus on job (job description) or on applicant (job specification). Two factors influence the response rate: identification of the organization labor market conditions

16. Recruiting Sources External searches Employment agencies: Public or state employment services focus on helping unemployed individuals with lower skill levels to find jobs. Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher caliber.

17. Recruiting Sources External searches Schools, colleges, and universities: May provide entry-level or experienced workers through their placement services. May also help companies establish cooperative education assignments and internships.

18. Recruiting Sources Recruitment alternatives Temporary help services. Temporary employeeshelp organizations meet short-term fluctuations in HRM needs. Older workers can also provide high quality temporary help. Employee leasing. Trained workers are employed by a leasing company, which provides them to employers when needed for a flat fee. Typically remain with an organization for longer periods of time.

19. Selection

20. Selection – the process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions

21. Internal Environmental Factors Influencing Selection Organization characteristics that can influence the selection process: Size Complexity Technological ability

22. External Environmental Factors Influencing Selection Government employment laws and regulations Size, composition, and availability of local labor markets

23. Selection Criteria Experience and Past Performance Formal Education Personal Characteristics and Personality Type Physical Characteristics

24. Reliability of Selection Criteria Reliability – how stable or repeatable a measurement is over a variety of testing conditions.

25. Validity of Selection Criteria Validity – addresses the questions of: What a selection tool measures How well it has measured it It is not sufficient for a selection tool to be reliable The selection tool must also be valid

26. Steps in the Selection Process 1. Preliminary Screening 3. Employment Tests 2. Employment Interview 6. Physical Examination 5. Selection Decision 4. Background and Reference Checks

27. The Selection Process Initial Screening Involves screening of inquiries and screening interviews. Job description information is shared along with a salary range.

28. The Selection Process Employment Interview Interviews involve a face-to-face meeting with the candidate to probe areas not addressed by the application form or tests Two strategies for effective use of interviews: 1. Structuring the interview to be reliable and valid 2. Training managers on best interview techniques

29. The Selection Process Types of Interviews: Unstructured interview Structured interview Behavioral Interviews Candidates are observed not only for what they say, but how they behave. Role playing is often used. Stress Interviews.

30. The Selection Process Realistic Job Preview RJP’s present unfavorable as well as favorable information about the job to applicants. May include brochures, films, tours, work sampling, or verbal statements that realistically portray the job. RJP’s reduce turnover without lowering acceptance rates.

31. The Selection Process Employment Tests Mechanism that attempts to measure certain characteristics of individuals, e.g., aptitudes intelligence personality Should be validated before being used to make hiring decisions

32. The Selection Process Employment Tests Estimates say 60% of all organizations use some type of employment tests. Performance simulation tests: requires the applicant to engage in specific job behaviors necessary for doing the job successfully. Work sampling: Job analysis is used to develop a miniature replica of the job on which an applicant demonstrates his/her skills.

33. The Selection Process Employment Tests Assessment centers: A series of tests and exercises, including individual and group simulation tests, is used to assess managerial potential or other complex sets of skills. Testing in a global arena: Selection practices must be adapted to cultures and regulations of host country.

34. The Selection Process Background Investigation: Verify information from the application form Typical information verified includes: former employers previous job performance education legal status to work credit references criminal records

35. The Selection Process Background Investigation Do not always provide an organization with meaningful information about applicants Concerns over the legality of asking for and providing confidential information about applicants

36. The Selection Process Physical Examinations Should be required only after a conditional offer of employment has been made

37. Summary Putting more money into selection can significantly reduce the amount of money it must spend on training A selection system will make some mistakes No guarantee of successful job performance