Recruitment and Recruitment and SelectionSelection

DefinitionsDefinitions

Recruitment Recruitment is the process of generating a pool of is the process of generating a pool of

capable people to apply for employment to capable people to apply for employment to an organization. an organization.

Selection Selection is the process by which managers and is the process by which managers and

others use specific instruments to choose others use specific instruments to choose from a pool of applicants a person or from a pool of applicants a person or persons most likely to succeed in the persons most likely to succeed in the job(s), given management goals and legal job(s), given management goals and legal requirements.requirements.

The overall aim of the The overall aim of the recruitment & selection recruitment & selection

process…process…

……is to satisfy the human resource is to satisfy the human resource needs of the company, …needs of the company, …

……with the reqwith the requuired number and …ired number and … ……quality of employees, …quality of employees, … ……at minimum costs.at minimum costs.

Stages of recruitment & Stages of recruitment & selectionselection

Defining requirementsDefining requirements Defining source: internal or externalDefining source: internal or external Attracting candidates (recruitment)Attracting candidates (recruitment) Selecting candidatesSelecting candidates

Defining requirementsDefining requirements Framework:Framework:

Business strategyBusiness strategy Human resource planHuman resource plan Recruitment programmeRecruitment programme

Content:Content: Job description (role profile): Job description (role profile): Job (person) specification: the minimum Job (person) specification: the minimum

requirementsrequirements Terms & conditions of employmentTerms & conditions of employment

Role profileRole profile

overall purpose, overall purpose, relations, relations, key result areas,key result areas, required competencies, required competencies, terms and conditions (pay, hours), terms and conditions (pay, hours), special requirements, special requirements, development and development and career opportunitiescareer opportunities

Job specificationJob specification Technical competenciesTechnical competencies Behavioural and attitudinal requirementsBehavioural and attitudinal requirements Qualifications and trainingQualifications and training (Work) experience(Work) experience Specific demandsSpecific demands Organizational fit: corporate cultureOrganizational fit: corporate culture Special requirements (to accomplish specific Special requirements (to accomplish specific

tasks)tasks) Meeting candidate expectations: ability of Meeting candidate expectations: ability of

the firm to motivate the employee (and make the firm to motivate the employee (and make it satisfied)it satisfied)

What is the optimal level of the requirements?

(risk of overstatement)

Two example for Two example for classificational schemesclassificational schemes

The seven point planThe seven point plan Longer pedigreeLonger pedigree

The fivefold grading systemThe fivefold grading system SimplerSimpler More emphasis on dynamic aspects of More emphasis on dynamic aspects of

careercareer Competency-based approachCompetency-based approach

It is person-based rather than job-basedIt is person-based rather than job-based

The seven point planThe seven point plan Physical make-up: health, physique, Physical make-up: health, physique,

appearance, bearing, speechappearance, bearing, speech Attainments: education, qualifications, Attainments: education, qualifications,

experienceexperience General intelligenceGeneral intelligence Special aptitudes: e.g. manual dexterity, use Special aptitudes: e.g. manual dexterity, use

of wordsof words InterestsInterests Disposition: acceptability, influence over Disposition: acceptability, influence over

others, self reliance, steadiness, dependabilityothers, self reliance, steadiness, dependability Circumstances: domestic , economic Circumstances: domestic , economic

circumstancescircumstances

The fivefold grading The fivefold grading systemsystem

Impact on others: health, physique, Impact on others: health, physique, appearance, bearing, speechappearance, bearing, speech

Acquired qualifications: education, Acquired qualifications: education, qualifications, experiencequalifications, experience

Innate abilities: quickness of Innate abilities: quickness of comprehension and aptitude for learningcomprehension and aptitude for learning

MotivationMotivation Adjustment: emotional stability, ability to Adjustment: emotional stability, ability to

stand up to stress, emotional intelligencestand up to stress, emotional intelligence

Competency-based Competency-based approachapproach

Analysis of people and what attributes Analysis of people and what attributes account for their effective and superior account for their effective and superior performanceperformance

Help to identify the selection techniques Help to identify the selection techniques (assessment centre, targeted behavioural (assessment centre, targeted behavioural eventevent interview)interview)

The compeThe competetencies used should:ncies used should: Focus on areasFocus on areas in which candidates will have in which candidates will have

demonstrated their competency in their working demonstrated their competency in their working and academic lifeand academic life

Be likely to predict successful job performanceBe likely to predict successful job performance

Advantages and Advantages and disadvantages of Internal disadvantages of Internal

Recruitment Recruitment Advantages of Internal Recruitment:Advantages of Internal Recruitment:

Builds employee moraleBuilds employee morale Can be initiated very quicklyCan be initiated very quickly Improves the probability of making a good selectionImproves the probability of making a good selection Less costly than initiating external or outsourced searchesLess costly than initiating external or outsourced searches Results in reduced training time and less training costsResults in reduced training time and less training costs Encourages talented individuals to stay with the Encourages talented individuals to stay with the

organization (career)organization (career)

Disadvantages of Internal Recruitment:Disadvantages of Internal Recruitment: Inbreeding and lack of new ideasInbreeding and lack of new ideas Resentment among employeesResentment among employees Increased recruitment and training efforts will result when Increased recruitment and training efforts will result when

a position is filled internally because the position vacated a position is filled internally because the position vacated by the promoted employee must also be filled with a new by the promoted employee must also be filled with a new staff memberstaff member

Core vs. Contingency Core vs. Contingency personnelpersonnel

Core personnelCore personnel Employees hired in the “traditional” mannerEmployees hired in the “traditional” manner Considered permanent employeesConsidered permanent employees Included in the organization’s payrollIncluded in the organization’s payroll

Contingency personnelContingency personnel (temporary workers) (temporary workers) Employed by a supplier agency, and are Employed by a supplier agency, and are

“loaned” to the organization“loaned” to the organization Not included in the organization’s payrollNot included in the organization’s payroll Workers’ salaries and benefits are paid by the Workers’ salaries and benefits are paid by the

suppliersupplier

Attracting candidatesAttracting candidates(recruitment)(recruitment)

Analysis of recruitment strength and Analysis of recruitment strength and weaknessesweaknesses

Analysis of possible sources of Analysis of possible sources of candidatescandidates

Advertising (HR marketing)Advertising (HR marketing) Attract attentionAttract attention Create and maintain interestCreate and maintain interestss Stimulate action (!) Stimulate action (!)

Advertising jobsAdvertising jobs Internal sources:Internal sources:

Job PostingsJob Postings Data Banks/Skill Inventories/Replacement ChartsData Banks/Skill Inventories/Replacement Charts Supervisor RecommendationsSupervisor Recommendations IntranetIntranet

External sources:External sources: Applicant Initiated (no advertisement)Applicant Initiated (no advertisement)

Walk-Ins, Unsolicited Resumes Walk-Ins, Unsolicited Resumes Employee referral: A recommendation about a potential applicant Employee referral: A recommendation about a potential applicant

that is provided by a current employee.that is provided by a current employee. Educational institutions, training establishments: it is usually Educational institutions, training establishments: it is usually

seasonalseasonal E-recruitment: cost is about 5% of traditional advertisingE-recruitment: cost is about 5% of traditional advertising

The firm’s public internet site, Job sites, Agency sites, Media sitesThe firm’s public internet site, Job sites, Agency sites, Media sites

Job fairsJob fairs Newspapers, trade journals (in some cases: radio and tv Newspapers, trade journals (in some cases: radio and tv

commercials)commercials) Outsourcing recruitmentOutsourcing recruitment

Not the same as nepotism: (favoritism in employment based upon kinship) or other type of ‘push’.

Make or buy Make or buy (outsourcing (outsourcing recruitment)recruitment)

Recruitment consultants:Recruitment consultants: Advertise, interview and produce a short list of Advertise, interview and produce a short list of

applicantsapplicants The employer can be anonymousThe employer can be anonymous Fee is usually 15-20% of first year salaryFee is usually 15-20% of first year salary

Executive search consultants (head-Executive search consultants (head-hunters)hunters) For jobs where there are only a limited number For jobs where there are only a limited number

of suitable people and a direct lead (contact) to of suitable people and a direct lead (contact) to them is wanted.them is wanted.

Fee is usually 30-50% of first year salaryFee is usually 30-50% of first year salary

Recruitment should be…Recruitment should be… Effective:Effective:

Producing enough candidates and Producing enough candidates and distinguishing accurately between the suitable distinguishing accurately between the suitable and the unsuitableand the unsuitable

Efficient:Efficient: Using most cost effective advertising and Using most cost effective advertising and

recruitment sources and methods for right recruitment sources and methods for right quality quality

Fair:Fair: Maintaining Maintaining the companythe company’s good name, ’s good name,

treating all applicants fairly and honestly treating all applicants fairly and honestly

The selection methodsThe selection methods Sifting applications: Application forms, CV-s and Sifting applications: Application forms, CV-s and

covering letterscovering letters Biodata analysis: objective, weighted scoring of Biodata analysis: objective, weighted scoring of

biographical data (e.g. sex, age, family background, biographical data (e.g. sex, age, family background, work experience, leisure interest…)work experience, leisure interest…)

Work sample testsWork sample tests Written tests: ability, intelligence, personality, aptitudeWritten tests: ability, intelligence, personality, aptitude Interviews: Interviews:

individual interviews, interview panels, selection boardsindividual interviews, interview panels, selection boards Structured or general interviewStructured or general interview

Assessment centresAssessment centres ReferencesReferences The final stage: offer a job contract The final stage: offer a job contract

Accuracy of selection Accuracy of selection methodsmethods

If perfect prediction is 1.000:If perfect prediction is 1.000: Development centre is 0.650Development centre is 0.650 Work sample test is 0.550Work sample test is 0.550 Ability tests are 0.525Ability tests are 0.525 Assessment centre is 0.450Assessment centre is 0.450 Personality tests are 0.425Personality tests are 0.425 Bio-data analysis is 0.375Bio-data analysis is 0.375 Structured interviews are 0.350Structured interviews are 0.350 Typical interviews are 0.166Typical interviews are 0.166 References are 0.133References are 0.133 The use of graphology, astrology not use at all, but The use of graphology, astrology not use at all, but

harm…harm…

Indirect link to Indirect link to performanceperformance

Recruitment and selection are vital Recruitment and selection are vital to the to the formation of a positive formation of a positive psychological contractpsychological contract, which , which provides the basis of organizational provides the basis of organizational commitment and motivation.commitment and motivation.

After the selectionAfter the selection

The hired employees should be The hired employees should be introduced to the organization to achieve introduced to the organization to achieve their highest performance as soon as their highest performance as soon as possible (accelerating progress up the possible (accelerating progress up the learning curve)learning curve) Formal introduction: Formal introduction:

documentation, introduction to the workplace, documentation, introduction to the workplace, employee handbooks, courses, trainingsemployee handbooks, courses, trainings

Informal introduction: Informal introduction: clarifying the psychological contract, socializationclarifying the psychological contract, socialization

Thank you for Thank you for your attention!your attention!