CHAPTER 7 – RECRUITMENT AND SELECTION

KEY CONCEPTS AND SKILLS The recruitment process and alternatives to recruitment Internal recruitment methods Sources of external recruitment How recruitment process can be evaluated Types of information required in an application form Steps in the selection process Realistic job preview and why it is important Interview process and how validity can be improved Advantages and disadvantages of employment tests and cautions and limitations of employment tests

CHAPTER OUTLINE The recruitment process Alternatives to recruitment Internal recruitment methods Sources of external recruitment Evaluation of recruitment operations The selection process The application form Steps in the selection process Letter of offer Evaluation of the selection process Selection interviews Reliability and validity of interviews The interview process Employment tests

RECRUITMENT AND SELECTION In many organisations, recruiting and selection are combined and called the employment function Recruitment is process of finding and attracting capable applicants in sufficient numbers and encouraging them to apply for employment. Process begins when qualified individuals are sought and ends when applications are submitted. Recruitment results in a pool of applicants from which new employees are selected. Selection is process of choosing from these applicants the ones who are best suited for the positions.

THE RECRUITMENT PROCESS Essential tools are job descriptions and specifications Job openings identified through human resource planning or requests by managers Advanced knowledge of job openings will allow recruiters to be proactive and plan in advance their sources and recruitment strategies. Once openings identified, organisation makes decision on whether there is need or to use alternative ways to meet demand. When other alternatives not appropriate, recruitment process begins.

THE RECRUITMENT PROCESS Process begins when a manager initiates an employee requisition form Upon receiving employee requisition form, recruiters then find out what job requires by reviewing job description and job specification. Next step is to determine whether there are qualified candidates from within (internal source) or whether candidates must be recruited from outside (external sources) Then appropriate methods for either internal or external recruitment are used to obtain a pool of recruited individuals.

ALTERNATIVES TO RECRUITMENT Just because a vacancy exists, does not mean organisation should immediately recruit and hire Alternatives to recruitment: Overtime Subcontracting Temporary employees Employee leasing

Internal Recruitment Methods Two important tools in internal recruitment are skills inventories and a procedure for job posting and job bidding. A skills inventory will help to determine whether existing employees possess the necessary qualifications and skills for filling vacant positions. Job posting is a method for informing current employees that job vacancies exist. Job bidding is a procedure that allows employees who believe that they qualify for the jobs to apply for such posted jobs.

Internal Recruitment Methods One problem with internal candidates is that unsuccessful candidates are still employees Thus very important that internal candidates feel that selection process was fair and transparent so they will not be de-motivated if they are unsuccessful. For successful candidates, letter of promotion is normally given. Some organisations place newly promoted person on a three-month probation and then confirm him upon satisfactory performance.

SOURCES OF EXTERNAL RECRUITMENT Not all job vacancies can be filled through internal recruitment and there are times when external recruitment is necessary. Other circumstances that necessitate external recruitment are: when vacancies are for lowest level jobs when new job requires skills that are not present among current employees as a deliberate move to obtain new blood with new ideas.

SOURCES OF EXTERNAL RECRUITMENT Effective recruitment requires a variety of channels. Must be aware of advantages and disadvantages of each channel Most widely used sources of external recruitment are: Walk-ins Write-ins Employee Referrals Print Advertising Other Advertising Media Internet Advertising Armed Forces State Manpower Department Employment Agencies Executive Search and Recruitment Firms Open House

EVALUATION OF RECRUITMENT OPERATIONS Need to evaluate past and current recruitment operations to improve efficiency and effectiveness of future recruitment efforts. Information to be considered: Cost of operations Cost per hire, broken down according to source of recruitment. Number and quality of applicants, broken down according to source of recruitment. Acceptance/offer ratio Turnover within one year of being hired by recruitment source.

THE SELECTION PROCESS THE APPLICATION FORM The dividing line between recruitment and selection When application form is completed and signed, recruitment process is finished. End of recruitment process marks beginning of selection process

Parts of the application form 1. Personal Particulars 2. Education and Special Courses Attended 3. Membership of Professional Associations 4. Work History 5. Additional Information 6. References 7. Signature Line

STEPS IN THE SELECTION PROCESS 1. Short-listing 2. Preliminary interview 3. Selection tests 4. Selection interview 5. Supervisory approval 6. Check of references 7. Medical examination 8. Realistic job previews 9. Hiring decision

LETTER OF OFFER Essential information included in offer letter: Job title Starting salary Effective date Length of probationary period Notice period before and after probation Offer subject to passing medical examination Last date for acceptance of offer

EVALUATION OF THE SELECTION PROCESS Final outcome of selection process is new employees who are hired. Feedback required to evaluate both new employees and selection process. One major problem with feedback on performance of new employees: successful employees = their supervisors usually claim responsibility failures = blame placed on selection process.

SELECTION INTERVIEWS A formal, in-depth conversation which allows for a two-way exchange of information Interviewers learn about applicant, and applicant learns about employer. Most widely used single method of selection mainly because of its convenience and flexibility. Selection interview is more of an art than an exact science and there are limitations to its usefulness in predicting the ability of a candidate to do the job.

OBJECTIVES OF THE INTERVIEW Interviews allow a two-way exchange of information: interviewers learn about the candidate and the candidate learns about the organisation. Selection interview should have at least the following objectives for it to be successful: 1. Obtain additional information about the candidate 2. Provide information regarding the job and organisation 3. Sell the organisation 4. Maintain good public relations

RELIABILITY AND VALIDITY OF INTERVIEWS Two major problems with interviews are reliability and validity. RELIABILITY Refers to consistency in interpretation of interview results from same interviewer for different candidates and different interviewers for same candidates Some reasons for inconsistent and unreliable interview results are: Contrast effect. Halo effect. Stereotyping. First impression bias. Inconsistent standards.

RELIABILITY AND VALIDITY OF INTERVIEWS Validity refers to the relationship between interview results and actual work performance It means the correctness of the interview as a predictor of job performance Due to subjectivity of interview process there may be very little relationship between the ratings by interviews and actual on-the-job performance Training of interviewers will help to increase validity of interviews.

STEPS IN THE INTERVIEW PROCESS 1. Interviewer preparation Preparation divided into three parts; determining specific objectives of interview in terms of what kind of person is required determining kind of structured questions that need to be developed collecting as much information as possible about candidates before the interview.

STEPS IN THE INTERVIEW PROCESS 2. Establishing rapport Two types of settings for interview: physical and mental. Physical setting should be both private and comfortable Mental setting aimed at creating rapport which is heart of interview process.

STEPS IN THE INTERVIEW PROCESS 3. Conduct of interview Step where most of the action takes place Interview process is conversation that exchanges information Ask questions to learn as much information as possible Also, listen attentively to what the candidate says.

STEPS IN THE INTERVIEW PROCESS 4. Close As interview process comes to an end, interviewer must draw session to a close Non-verbal communication is useful Responsibility of interviewer to bring interview to a smooth close Candidate should not be given an indication of his prospects for getting the job.

STEPS IN THE INTERVIEW PROCESS 5. Evaluation When candidate has left interview room, interviewer should immediately undertake task of evaluating candidate while details are fresh in mind May involve recording of specific notes and general impressions about candidate If rating sheet used, then should fill up required details with supporting information Use of rating sheet can improve reliability of interview as a selection technique.

INTERVIEW BY COLLEAGUES One variant of interview is have candidate interviewed not only by HR manager and hiring department manager but to also get people of same level from the department to interview Advantage of involving colleagues is to see whether they can work together Sometimes candidates are more relaxed talking to people who would be their future colleagues Another advantage is when successful candidate reports for duty, he would already have met the colleagues and this would make him adjust faster and feel more welcomed

INTERVIEW BY COLLEAGUES Salary normally not discussed in interviews with colleagues but only with HR manager Main input from colleagues would be technical expertise and personality of candidate.

EMPLOYMENT TESTS Advantages and Disadvantages of Employment Tests Help to make better decisions on selection and hiring Where tests are valid and reliable, they may save money through increased productivity, less expenses on training, and reduced turnover. Disadvantages Performance related to two main factors, ability and motivation Employment tests may accurately measure ability to perform the job but may not be able to measure person’s motivation or will to perform

TYPES OF TESTS 1. Intelligence tests Test used to measure the intelligence or IQ of a job applicant. 2. Aptitude tests Test that measures whether an individual has the capacity or latent ability to learn a given job if given adequate training. Another form of Aptitude tests is Psychomotor Abiities Test Test that measures physical abilities and often used in selecting candidates for jobs that require strength, co-ordination, or dexterity.

TYPES OF TESTS 3. Achievement or performance tests A test which measures the ability of an applicant to do some parts of the work for which he is to be hired. 4. Personality tests A psychological test that attempts to describe the personality of the person. 5. Attitude tests Attitude tests are used in some circumstances to learn about the attitudes of job applicants on a variety of job-related subjects. These tests are designed to assess attitudes about honesty and on-the-job behaviours. They can also reveal employee attitudes and values about work.

TYPES OF TESTS 6. Assessment Centres A comprehensive, standardised procedure that uses multiple evaluation techniques such as situational exercises and job simulations to obtain valid information on individuals for purposes of identifying their managerial or supervisory potential and developmental needs.

CAUTIONS AND LIMITATIONS OF EMPLOYMENT TESTS Testing is not always feasible Even when tests available cost may not be justified Use of tests must also be flexible Need not always be first or last step in selection process Should be used at point deemed appropriate Where tests are cheap and there are many applicants, may be advisable to test before interview Where tests are expensive may be more appropriate to conduct interview first and test those candidates who have a good chance of success.

CAUTIONS AND LIMITATIONS OF EMPLOYMENT TESTS Remember that the employment test is only one of several techniques in selection process Its use is limited to factors that can be easily tested and validated There are other factors not measurable through testing, which may be equally important.