1. Topic 10: RECRUITMENT AND SELECTION
Aims / objectives
Describe the strategic recruitment / strategic selection
Discuss the major internal and external sources of human resources
Explain the major recruitment methods and their advantages and disadvantages
Discuss the recruitment of women, people with disabilities, older workers and minorities
understand the validation of employee selection procedures
Appreciate the factors that make for successful selection
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Topic 10: Recruitment & Selection

2. Strategic Recruitment
The pressure of competition, cost saving, downsizing, and global skill shortages have made recruitment a top priority.
An organization must attract qualified candidates if it is to survive and grow
Leading US Companies such as Microsoft have created an ‘employment band’ to convey their values, policies, systems and culture in order to create a differentiated image in the minds of potential employees and attract top talents.
Employment branding involves promoting an image of the company as a good employer to create a favorable impression with potential applicants. employment branding is now recognized as a competitive tool in the ‘war’ for talent.
Management must anticipate changes in the organization's environment to ensure that people who are recruited have the unique skills, know-how and values required by the organization strategic business objectives.
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Topic 10: Recruitment & Selection

3. Topic 10: Recruitment & Selection
Strategic recruitment does this, by linking recruiting activities to the organization's business objectives and culture.
Recruitment is thus a means of delivering behaviours seen as necessary to support the organization's culture and strategies.
Organizational strategies and culture determine whether the focus is on technical skills and formal qualifications or on personality, the ability to ‘fit in’ and the potential for development.
Toyota for e.g., seeks people who can work as a team, who have ideas for improvement and who can demonstrate an ability to learn.
Similarly, Nissan favours attention to quality pride in the job, a spirit of team work and cooperation, and a desire for continual improvement.
Recruitment is a two way process: information is given and received by both the applicants and the organization.
It is concerned with satisfying the organization's strategic HR requirements and with helping potentials candidates decide whether they meet the job requirements, are interested in the position and want to join the organization.
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Topic 10: Recruitment & Selection

4. Topic 10: Recruitment & Selection
EEO and Recruitment
EEO legislation requires fair treatment for all members of the community and the elimination of discrimination.
It means selecting the best person for the job in terms of their job related skills. Thus candidates should be treated fairly irrespective of differences in race, sex, religion, nationality or other non- job related factors.
Good HRM demands that organizations have well-defined EEO objectives and policies. In turn, these must be communicated to all employees and must be clearly seen to have top management support
Recruitment of women - Although, women’s participation rate in the workforce continues to increase, they are still predominant in the low-paid occupations.
Because of their family responsibilities, they face considerable time pressures if in full-time work, thus often preferring casual or part-time employment
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Topic 10: Recruitment & Selection

5. Topic 10: Recruitment & Selection
Barriers encountered by women - One invisible barrier to women rising to the top is the glass ceiling which occurs when people can see higher- level positions but are blocked by an unseen barrier, such as discrimination.
This phenomenon is typically experienced when a woman attempts to move from middle management into general management.
Less than half of Australia’s top 200 companies have a woman in an executive management position. It is argued that this is a product of male sexism, a ‘macho’ corporate culture, women’s self doubt and guilt over being a working mother.
A recent survey of successful Australian business women, for e.g., found that one of the most important ingredient for success is a supportive partner.
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Topic 10: Recruitment & Selection

6. Topic 10: Recruitment & Selection
Women in trades and non-traditional occupations
Women have a long history of employment in manufacturing industries.
During the world war II, women worked as welders, assemblers and machine operators.
Despite this and recent EEO drives, only a small percentage of women enter apprenticeships and other non – traditional occupations. This is because they often face a hostile environment and a lack of support.
Women in sales
selling success is directly related to performance, so sales is a field in which women can demonstrate their abilities.
Yet few women occupy professional sales positions. Most are found in low- status, poorly paid retailing jobs.
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Topic 10: Recruitment & Selection

7. Topic 10: Recruitment & Selection
Recruitment of people with disabilities
According to the Australian Bureau of Statistics, it is claimed that nine out of ten often people with disabilities experience difficulty in finding work are subjected to considerable discrimination.
Unemployment with vision – impaired people, for e.g., is at least three times higher than that of the rest of the community
Some universities in Hong Kong have expressed a fear that admitting a greater number of disabled students may undermine their academic standards.
In mainland China, two universities refused to enroll an award – wining students on the grounds that his ugly face would scare away other students. People with disability in Japan also face blatant discrimination.
A US study found that employees with disabilities were more dependable, had better attendance, were more loyal and were better employees than were their counterparts without disabilities.
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Topic 10: Recruitment & Selection

8. Topic 10: Recruitment & Selection
Recruitment of older workers
Despite older people being a major source of talent, age discrimination remains one of the most prevalent forms of discrimination in Australian society.
To be 55 years or older and thrown out of employment can be disastrous because many company believe that the ideal age for employees is 25 – 35 years.
Research by the National Seniors Productive Ageing Centre shows that employers believe that older workers are costly, take more sick leaves, are resistant to change, lack adaptability and need special training options.
Other data suggests that older workers are more reliable and more patient than younger workers, switch job less often and have a greater ability to handle complex issues.
In order to make the workplace more attractive to older workers, companies can offer flexible working hours, fair remuneration, a friendly work environment, recognition, new challenges and the ability to work from home.
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Topic 10: Recruitment & Selection

9. Topic 10: Recruitment & Selection
Recruitment of Minorities
Migrants make up one- quarter of Australia’s workforce. They face problems such as: language and cultural barriers, Lack of recognition of their qualifications, Concentration in unskilled jobs with a lack of opportunity for advancement, High rates of unemployment.
In Hong Kong, there is considerable prejudice against Filipinos, Indians, Nepalis, Pakistanis and mainland Chinese.
(Hong Kong people describe themselves as smart, materialistic, fashionable, diligent and efficient, whereas mainlanders are seen as poor, corrupt, out of style, conservative and backward.
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Topic 10: Recruitment & Selection

10. Topic 10: Recruitment & Selection
Recruitment of Aboriginal Australians and Torres Strait Islanders
Although Aboriginal Australians and Torres Strait Islanders comprise just 1.5 per cent of the Australian population, their depressed social conditions are of national concern.
Aboriginal Australians are the most disadvantaged group in the Australian labour market.
Research by the Australian Bureau of Statistics shows that Aboriginal Australians see their lives as being dominated by suffering, poverty, unemployment, and ill health.
Only a small minority of Australian organizations have a formal Aboriginal employment policy.
Guidelines for employers in helping Aboriginal Australians starting in a new job and for avoiding discrimination and prejudice
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Topic 10: Recruitment & Selection

11. Topic 10: Recruitment & Selection
Recruitment of gay and lesbian workers
Discrimination based on sexual orientation is a growing issue in Australia and else where.
In the US, for e.g., Ford has been criticized by the American Family Association for being too gay friendly.
Singapore government withdraw its policy of hiring gays for the civil service, arguing th
In contrast, Britain’s armed services actively recruit gays and lesbians, regarding sexuality as a non issue.
According to one recruitment consultant, some companies are targeting gay and lesbian personnel because they tend to be highly educated, mobile, and have reputation for honesty and loyalty, being organized and well-presented.
at gay life styles were ‘sinful and unacceptable’.
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Topic 10: Recruitment & Selection

12. Topic 10: Recruitment & Selection
RECRUITMENT METHODS
Internal or External recruitment? When a job vacancy exists, the first replacement source to consider is within the organization e.g. Cathy Pacific, Shell, IBM -internal transfer of promotion
Almost 80% of organization filled more than half of their supervisory and managerial vacancies via internal promotion
Such results are no longer so common - downsizing, financial costs, increased legal requirements associated with maintaining a full-time workforce have motivated employees to make use of independent contractors, temporary workers
Therefore, many organizations now prefer to recruit from outside their existing pool of employees
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Topic 10: Recruitment & Selection

13. Topic 10: Recruitment & Selection
Internal Recruitment methods
Promotion from within – is one of the internal recruitment methods. It is a policy that gives preference to existing employees when filling a job vacancy. Different organizations use various methods to locate qualified internal candidates and to inform their existing employers about job vacancies. This methods include:
Computerized Record System - Creation of databanks that contain the personal details, qualification, and work history of each employee. Such information can be presented in the form of replacement charts.
Replacement chart – a visual representation of which employee will replace the existing incumbent in a designated position when it becomes vacant. It can be difficult for an HR Manager to know if an employee is genuinely interested in a vacancy, job posting is often used.
(ii) Job posting - The purpose of job posting is to inform employees about job vacancies. The organization may do this via bulletin boards, newsletter, personal letters or increasingly by computerized posting programs, which allow employees to match a job vacancy with their skills, qualifications and experience. Job posting system that bring a vacancy to the notice of all employers irrespective of location
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Topic 10: Recruitment & Selection

14. Topic 10: Recruitment & Selection
Successful job posting programs have the following characteristics:
Jobs are posted in prominent places or advertised so interested employees are likely to see them.
All permanent promotions and transfer opportunities are posted.
Job openings are posted before external recruiting is begun.
A job specification is included with the listing so employees can judge whether they possess the necessary knowledge, skills and abilities, formal qualification and personal requirements
The positions eligibility rules and the criteria for selection is clear
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Topic 10: Recruitment & Selection

15. Topic 10: Recruitment & Selection
External Recruitment methods - HR departments can use various approaches to locate and attract external candidates, often looking to more than one source. To choose an approach, the HR Manager must know which recruitment channel is likely to be most successful in targeting a particular labour group.
Advertising - Although online recruiting is changing the way HR Managers approach recruiting, advertising in local, state and national newspaper is still used by many organizations.
To be effective, an employment advertisement must have attention – grabbing headlines and applicant friendly copy, and must specify the personal qualities, formal qualifications, knowledge, skills, abilities necessary for success.
The advertisement must enhance the image of the organization. The applicants are more concerned about what they would be doing, what type of industry they would be working in, and the experience, personal characteristics and qualification required
There are few major types of advertising media: Newspaper, Magazines, Direct mail, Outdoor (roadside billboards & transit (posters on buses and trains), Directories, Radio and television, Point of purchase (promotional materials at recruiting location) and Internet
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Topic 10: Recruitment & Selection

16. Topic 10: Recruitment & Selection
Employment Agencies - Are privately owned recruitment consultancies. Are specialized in clerical and secretarial positions to junior accounting, information technology, sales and technical personnel.
Sales and technical personnel - Employment agencies differ in the range of services they offer, the professionalism of their consultants and their fees.
Management Recruitment Consultants - Concentrate on advertised recruiting for professional and managerial position. Reputable management recruitment consultants have a strict code of ethics, employ qualified staff and use a systematic approach to recruitment and selection.
Services that the HR Manager can expect from a professional consultant include:
A detailed client background study - Reference checking
Preparation of a job description - Post – appointment counseling
An ideal candidate profile
Development of the recruitment strategy
Creation of the job advertisement
Candidate screening and evaluation
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Topic 10: Recruitment & Selection

17. Topic 10: Recruitment & Selection
The advantages of using a professional recruiting consultant are:
Time – management time is at a premium. Using a consultant reduces the involvement of the organization management in screening, interviewing and so on.
Confidentiality business sensitivities mean that it may be practical to advertise under the organization's own name. The use of a consultant can ensure confidentiality
Expertise - Professional management consultants possess considerable expertise in recruiting and selecting professional and managerial personnel. This can save organization's time and money, reduce the chances of a failed recruiting campaign or a bad appointment
Reputation - first class management recruitment consultants have a reputation that motivates high- caliber personnel to apply
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Topic 10: Recruitment & Selection

18. Topic 10: Recruitment & Selection
Executive search firms - Is a technique for recruiting senior managers and professionals. Commonly called ‘head – hunting’, it is favored when:
The personnel with the required skills and experience are not known to be seeking a job change
The number of people with the necessary qualifications and experience is limited
Maximum confidentiality is desired.
Outplacement firms - The ongoing restructuring and downsizing of organization have meant that placement firms have become valuable source of highly qualified candidates. Outplacement – special assistance is given to terminated employees to help them to find jobs with other organization. E.g., Maxiumise
Executive leasing - Is similar to temporary help except that the focus is on supplying management or professional personnel. Typically, such firms change as agreed fee to the client organization for providing the executive and for performing all the associated HR activities of recruitment, compensation and so on.
University Recruiting - To attract young professionals and management trainees, many public and private organizations recruit directly from universities and colleges. Generally, this is done via a university appointments board or careers advisory service. Vacancies are advertised via or on notice boards and campus interviews are arranged.
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Topic 10: Recruitment & Selection

19. Topic 10: Recruitment & Selection
Employee Referrals - Recommendations made by current employees can be a useful source of applicants. Notices of vacancies with requests for referrals can be posted on the organization's bulletin boards and internal system. Prizes and cash bonuses (typically from $500 to $2000) may be given to employees who recommended a candid. The success of employee referral largely depends morale of existing employees, the accuracy of the job information and the closeness of the friend.
Major drawback: employees become upset if their candidate is rejected, Reliance on employee referrals may be regarded as discriminatory or disruptive of EEO goals if it tends to maintain the present employee mix by nationality, race, religion, sex or some other criteria. ate who is subsequently hired.
Unsolicited applications - Often called ‘walk ins’ and ‘write ins’, can be a source of qualified personnel. ‘walk ins’, can be a source of qualified personnel. ‘walk ins’, are people who approach the HR department seeking job. ‘write ins’ are those who submit a written enquiry about job opportunities
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Topic 10: Recruitment & Selection

20. Topic 10: Recruitment & Selection
Professional associates - Professional associations such as those representing accountants, engineers, HR practitioners can be good recruitment sources. The advantage of using professional associations is that the HR manager can easily target a specialized labour market.
Trade unions - Trade unions can be recruiting service for certain types of labour. In industries such as coal mining, unions traditionally were involved in supplying workers to employers.
Electronic recruiting – Is also known as cyber-cruiting or recruiting on the internet ( and intranet for internal recruiting), presents a major change to the way in which companies traditionally recruit personnel. highly established and organized company's such as IBM accepts only online applications for its annual graduate intake through its own website. companies can now post their vacancies by location and occupation via their own web site or online job centers.
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Topic 10: Recruitment & Selection

21. Topic 10: Recruitment & Selection
Internal sources
Advantages
Organisation has more knowledge of the
candidate strengths and weaknesses.
Candidate already knows the organisation.
Employee morale and motivation are
enhanced.
Organization's return on investment in
training and development is increased.
Can generate a succession of promotion.
Organisation needs to hire only entry-level
candidates.
Disadvantages
Employees may be promoted beyond their
level of competence.
Employee infighting for promotions can
affect morale.
Inbreeding can stifle creativity and
Innovation.
System can become bureaucratic.
Excellent training and development
programs are necessary.
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Topic 10: Recruitment & Selection

22. Topic 10: Recruitment & Selection
External sources
Advantages
The pool of talent is bigger.
New insights, skills and know-how can
be introduced into the organisation.
It is often cheaper and easier to hire
employees from outside the organisation.
Outside employees are not members of
existing cliques.
Disadvantages
Attracting and selecting a new employee
is more difficult.
New employee adjustment and orientation
takes longer.
Morale may suffer among existing
employees who have been passed over.
An employee may be selected whose
performance is below the standard
required or whose personality does not
match with the organization's culture.
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Topic 10: Recruitment & Selection

23. Topic 10: Recruitment & Selection
Strategic Selection
The hiring and retention of key human resources is a critical issue for organizations.
Increased international competition, pressures from improved performance, corporate mergers and rationalisations, and industry restructuring mean that organizations cannot afford the luxury of poor employee selection.
Because an organization's success depends on it having the right people in the right jobs at the right time, the organization's strategic business objectives and culture should determine the right people selected.
In other words, the choice of selection criteria should be consistent with the organization's strategic direction and culture.
Strategic selection aligns employment activities with the organization's business strategies to produce a positive contribution to organizational performance.
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Topic 10: Recruitment & Selection

24. Topic 10: Recruitment & Selection
THE END
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Topic 10: Recruitment & Selection