RECRUITMENT AND SELECTION 5

5 OBJECTIVES Distinguish Between Recruitment and Selection Recruitment Process Analyse the Steps Involved in Selection Process Interview Process and its Effectiveness Evaluate the Recruitment Process

Recruitment is ‘positive’ as the objective is to attract a larger pool of applicants in order to increase the selection ratio. Selection is ‘negative’ as the attempt is to eliminate applicants and select only the best ones suitable for the job required5 RECRUITMENT AND SELECTION

STAGES OF RECRUITMENT Stage 1 Defining the Job to be Done Is the purpose of the job clear and unequivocally defined? Is the contribution to the department and organizations’ objective evident? What is the responsibility of the job holder? Is the internal system supportive of the job? What are the skills and knowledge associated with effective job performance? Defining the Job – A checklist Purpose5 RECRUITMENT AND SELECTION

STAGES OF RECRUITMENT Stage 1 Defining the Job to be Done Is there clarity in reporting relationship outlined in job description? How are the results of the job holder recognized? Is there opportunity to influence the performance of self and others? Are the rewards/promotion linked to performance? Defining the Job – A checklist Purpose5 RECRUITMENT AND SELECTION

STAGES OF RECRUITMENT Stage 2 Defining the Characteristics of the Ideal Candidate Stage 3 Attracting Candidates5 RECRUITMENT AND SELECTION

Types of Recruitment Internal Recruitment Job Posting Talent Inventories Transfers Promotion5 RECRUITMENT AND SELECTION

External Recruitment Advertising 4P’s – Place, Product, Presentation and Price5 RECRUITMENT AND SELECTION

Recruitment Agencies Employee Referrals Institutions and Colleges/Campus Trade and Professional Associations Labor Unions Walk-In Applicants Foreign Nationals Nepotism Leasing Recruiting Former Employees Job Portals Creative Recruiting Method Mergers and Acquisitions Contingent Employees, Rehires and Recalls E-Recruitment Target Sourcing Benchmarking Recruiting5

SELECTION Stage 4 Selecting Candidates The scope of traditional job analysis has to be broadened at all levels: 1. Person-Job fit (Job analysis): the traditional approach, which considers the competencies necessary to fulfill the specific job. 2. Person-Team fit (Team analysis): which considers the competencies necessary to work within a multi-disciplinary team (West and Allen, 1997). 3. Person-Organization Fit (Organizational Analysis): which considers the competencies necessary to work effectively within the particular organizational culture. 4. Person-Environment Fit (Environmental Analysis): which considers what kinds of competencies will be needed in the future, gives the changes in society generally and in markets in particular5 RECRUITMENT AND SELECTION Cornerstones of Job Performance

Selection Procedure 1. Screening the Application 2. Preliminary Interview 3. Application Blank & CV 4. Reference Checking 5. Psychological Tests (a)Ability test or intelligence tests (b)Aptitude tests (c)Job knowledge tests (d)Personality questionnaires 6. Group Discussion Methods 7. Employment Interviewing process. 8. Approval by the Supervisor 9. Physical examination5 RECRUITMENT AND SELECTION

Objectives of Pre-Employment Interview Biographic data Employment history and discipline Relocation, attitude and commitment Shift attitude, availability and commitment Retention and permanency Financial responsibilities Integrity Reliability Service attitude and response Clarification of education history Falsification of reports/records5 RECRUITMENT AND SELECTION

Types of Interviews The situational interview The behavioral interview The structured interviews5 RECRUITMENT AND SELECTION

Principles of Interviewing5 There are certain principles of good interviewing. Good interviewing principles reflect in the various steps of interviews. Steps of Interview Preparation – Setting – Conduct of Interview – Close – Evaluation

Selection and Learning Figure 5.15 RECRUITMENT AND SELECTION

Evaluation Evaluating Recruiting Costs and Benefits Evaluating Time Required to Fill Openings Evaluating Recruiting Quality and Quantity5 Yield ratios Selection Ratio Number Hired Number of Applicants Acceptance rate Success base rate × 100= Selection rate (in %)