My HRM THESIS

7/23/2019 My HRM THESIS

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Subject : Thesis

Project : Final Report of

Thesis on Recruitment And

Selection Process

Presented By:

KHALID AZEEM

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Thesis

On

Recruitment And Selection Process

Prepare By

Student ofSuperior University

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Impact of Recruitment Sources, Interview and Recruiters onRecruitment and Selection Process

A dissertation

Presented to the Faculty of the

Management Sciences Department,

Superior Group of Colleges College,

University Campus, Lahore.

In particular fulfillment of the Requirements for the Degree of Masters in BusinessAdministration

By

Khalid Azeem

8257

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Impact of Recruitment Sources, Interview and Recruiters on Recruitment and

Selection Process

A dissertation

Presented to the Faculty of the

Management Sciences Department,

Superior Group of Colleges College,

University Campus, Lahore.

In particular of the Requirements fro the Degree of masters in Business Administration

By

Khalid Azeem

Approved By:

________________________________________________________________________________________________________________________________________________________

Received By:

________________________________________________________________________________________________________________________________________________________

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DEDICATION

We are dedicating our work to our parents and respected teacher Mam Sofia Waleed, who have

played a vital role in our studies and have guided us at every step with their precious ideas. No doubt

this dedication is insufficient and we can never repay for the role which they have played in our

studies but we are sure that their work will prove itself an asset in our life

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Acknowledgement

I am very thankful to Mam Sofia which gave us valuable information. We pay gratitude Mam Sofia

Waleed giving valuable guideline.

We are also very thankful to all the participants who helped us a lot by giving up to date information.

We are very proud of our teacher Mam Sofia Waleed whose help and instructions enable us to bind

papers into project manner. We are very thankful to her.

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PREFACE

The most beautiful things we can experience are the mysterious .It is source of all true art and

science

(Albert Einstein, 1930)

This thesis is based on the topic which is assigned to us by our respected teacher Miss Sofia Waleed,

the topic which I took for it:

Recruitment And Selection Process

In the thesis, I have covered all the topics related to Recruitment and Selection Process.

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Table of Contents

Abstract 10

Chapter # 1

Introduction 11

Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness: 11

Theories 12

Multi-level Theory 11

Multi-Level Staffing Models 12

Conclusion 19

Chapter # 2

Literature Review 20

Recruitment and Selection 20

Selection 21

Recruitment and Selection Process 24

1.0 Scope 26

1.1 Purpose of the Procedure 26

2.0 Recruitment and Selection Framework 27

3.0 Recruitment and Selection Provisions 27

3.2 Design Selection Process 28

3.2.1 Panel Composition 28

3.2.2 Selection Tests 28

3.2.3 Interview Questions 28

3.3. Advertising 29

3.3.1 Advertising the vacancy 29

Recruiting a Candidate Pool: 30

Running a Recruitment Campaign 31

3.4. Applications 33

3.5. Short listing 33

3.6. Interview 34

Structured Interviews 34

Unstructured Interviews 34

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3.6.1. Arrangements for interviews 35

Making the decision 36

3.7. Selection 39

3.7.1 Decision to Appoint 39

3.8. Offers 39

3.9 Other Requirements 39

3.9 Monitoring Recruitment And Selection 39

Role of Recruiter 39

A Recruiters Perspective 42

Chapter # 3

The Significance of the Study: 45

Theoretical Framework 46

Chapter # 4

Research Questions 47

Key Terms of the Study Defined 47

The Methodology 47

Participants 47

Data Analysis and Interpretation 48

Missing values 48

Descriptive Analysis 48

Frequency Tables of all Questions Regarding variables 51

Regression

Hypothesis # 1 53

Hypothesis # 2 55

Hypothesis # 3 57

Graph

Scattered Diagram 59

Histogram 63

Correlations 66

Phi and Cramer Values 68

Questionnaire 74

References 76

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Abstract

Impact of Recruitment Sources, Interview, Recruiter on Recruitment and SelectionProcess

By

Khalid Azeem

The study examines the relationship between the dependent variable which is Recruitment and

Selection Process and independent variables which are Recruitment Sources, Interview and

Recruiter by analyzing the data. The study examines hypothesis that are used to explain the impact

of Recruitment Sources, Interview and Recruiter on Recruitment and Selection Process Regression

has prove the relationship between the these variables. For this study hundred samples has been used

for the confirmation of results. I have use questionnaire for the data collection. I have use

longitudinal research design.

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Introduction

Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness:

The reviews of recruitment and selection practices both identified a need for research showing

business unit value/organizational impact. This is interesting given the most basic staffing

assumption, one described in nearly every textbook written on the subject, is that recruiting and

hiring better employees contributes to organizational effectiveness. If it does not, then why invest in

staffing? However, there is actually little direct, empirical evidence testing this assumption (e.g.,

Ployhart, 2004; Saks, 2005; Taylor & Collins, 2000). Utility analysis may be helpful to estimate

these effects, but they are only estimates that are limited to monetary outcomes and are frequently

discounted by managers (Schneider, Smith, & Sipe, 2000). Practitioners and HR managers often

have to go well beyond validity (and even utility/monetary estimates) to make a case that staffing

adds strategic value to the firm.

Likewise, from a theoretical perspective, it is discouraging there is not more direct, empirical

evidence linking individual differences to organizational effectiveness. There is considerable staffing

research at the micro (individual) level and some staffing research at the macro (organizational)

level, but each discipline rarely considers processes, constructs, and influences outside its respective

level. That is, micro- and macro-level research are both primarily single-level disciplines because

their independent and dependent variables are contained within the same level of analysis (Ployhart,

2004). Micro (individual)-level research examines how individual differences (knowledge, skills,abilities, and other characteristics; KSAOs) contribute to individual performance but assumes (or

only estimates how) individual differences contribute to organizational value. Micro research is

usually conducted from the perspective of industrial/organizational (I/O) psychology. Macro

(organizational or business unit)-level research examines how HR practices (e.g., staffing) contribute

to organizational performance but assumes that these practices have an effect because of their

influence on employee KSAOs. Note that in macro research, these unit-level KSAOs are referred to

as human capital and rarely measured. For example, research suggests that organizations using well-

developed staffing practices have better performance (Huselid, 1995), but the focus is on the practice

itself and not the specific human capital affected by the practice. Macro research is usually

conducted from the perspective of strategy or strategic HR management (SHRM). If both micro and

macro disciplines limited their implications to their respective levels, there would be no cause for

concern. But both disciplines make inferences and assumptions that extend beyond their respective

levels. This is known as a cross-level fallacy in multi-level research and occurs when researchers11


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inappropriately generalize their within-level findings to higher or lower levels of analysis (Rousseau,

1985).

Theories

Multi-level Theory:

Organizations are inherently nested and hierarchical, for example, individuals are nested within

business units such as departments or stores, which are in turn nested within the firm. Multi-level

theory argues that ignoring such hierarchical structures can cause misleading interpretations and

generalizations of within-level research findings (with cross-level fallacies being just one example).

One important implication is that observations (e.g., employees) within a unit (e.g., store,

organization) are likely to share similarities on particular KSAOs. This is known as no independence

in statistical terms, and ignoring it can influence estimation of effect sizes and significance testing

(Bliese, 2000).

To connect levels, multi-level theory describes theoretical processes for both contextual effects and

emergent effects. Contextual effects are top-down effects from higher to lower levels (e.g.,

changing an organizations HR practices changes the behavior of individual employees). Emergent

effects are bottom-up effects from lower to higher levels. Kozlowski and Klein noted, A

phenomenon is emergent when it originates in the cognition, affect, Ployhart / Staffing Review 885

behaviors, or other characteristics of individuals, is amplified by their interactions, and manifests as

a higher-level, collective phenomenon (2000: 55). For example, a department that hires applicantson the basis of their conscientiousness should become composed primarily of highly conscientious

people. Note that it takes time for bottom-up effects to occur; hence time must usually be a

fundamental element in multi-level research (Kozlowski & Klein, 2000).

The bottom-up process of emergence is the critical theoretical mechanism that unites micro and

macro staffing research because it helps understand how individual differences in KSAOs contribute

to unit-level differences. Kozlowski and Klein (2000) and Bliese (2000) described two different

types of emergence that represent ends on a continuum. On one hand, composition models of

emergence theorize that there is such high similarity (homogeneity) among lower level observations

(employees) that the within-unit scores create a distinct aggregate-level construct. An example of a

composition model is when employees share such highly similar perceptions about their

organizations climate that a company-level climate variable is formed from the aggregation (mean)

of employee climate perceptions.

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Multi-Level Staffing Models:

Multi-level staffing models are based on the integration of traditional micro-level staffing research

with macro-level strategy and SHRM research. Multi-level theory is used to fuse these disciplines

and explicate how individual differences contribute to the formation of unit differences. Schneider et

al. (2000) described the basics for such a model, and subsequent work by Ployhart and Schneiderexamined the practical (Ployhart & Schneider, 2002), theoretical (Ployhart, 2004), and

methodological (Ployhart & Schneider, 2005) concepts necessary to build a multi-level staffing

model linking micro and macro perspectives. Together, this research articulates how individual

differences create organizational differences, how staffing practices might influence this process,

and ultimately how practitioners can show the organizational value of staffing. This review

summarizes the common arguments across these publications.

Figure 1 illustrates the basic constructs and processes in multi-level staffing. Notice that there are

two levels in Figure 1, the micro (individual) level and the macro (organizational) level (these levels

are only illustrative, and multiple intermediate levels are possible). All of the arrows in Figure 1 are

considered in multi-level staffing models, but as a point of comparison, the dashed arrows denote the

relationships examined in traditional staffing research. As noted earlier, Figure 1 illustrates that these

dashed arrows are each within a single level (micro or macro). The solid arrows in Figure 1 thus

highlight the unique aspects of multi-level modeling.

First, because time is a fundamental part of multi-level modeling, Figure 1 is drawn so that the

starting time begins with the implementation of a staffing practice. The staffing practice represents a

contextual (top-down) effect on the firms individual KSAOs because all potential employees within

a relevant job will be recruited and assessed using the same staffing system.

Second, through use of a particular selection system, individual KSAOs will become similar within

the job/organization over time and contribute to the emergence of macro-level human capital (recall

that in strategy and SHRM research, human capital is the term used to describe the competencies of

the firms or business units workforce). This is based on the attraction-selection-attrition (ASA)

model (Schneider, 1987), which suggests organizations will develop homogeneity in KSAOs that are

similar to, selected by, and retained within the organization. However, multi-level theory can help

better articulate homogeneity and connect it to the literature on macro staffing/SHRM. Specifically,

multi-level staffing models argue that what the ASA model calls homogeneity actually human

capital is as described in the macro literature, and the process through which homogeneity occurs is

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human capital emergence. Thus, human capital emergence represents the multi-level processes

through which individual-level KSAOs become organizational or business unit level human capital.

Third, organizational-level human capital contributes to the organizations performance, such that

firms with higher quality human capital will outperform those with lesser quality human capital.

This is known as human capital advantage in the macro literature (e.g., Boxall, 1996). Of course,

there is another means through which individual-level KSAOs may contribute to macro-level

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performance, and this is through better individual performance that collectively improves the

effectiveness of the firm. Thus, through the processes of human capital emergence and human

capital advantage, hiring more competent employees through the use of valid selection systems

should contribute to better organizational performance. These points represent some important areas

of departure between multi-level staffing models and traditional staffing models. First, multilevel

staffing models allow researchers to hypothesize and test the assumptions in both micro and macro

staffing disciplines. Micro research assumes better individual-level selection results in better

organizational-level performance; macro research assumes HR practices influence organizational

performance because the practices influence human capital. By developing theories of emergence,

researchers can more carefully articulate the structure and function of specific types of human capital

(e.g., composition or compilation models). Finally, multilevel staffing models take a different

approach to demonstrating the economic utility of staffing than traditional forms of utility analysis.

Specifically, multi-level staffing predicts that human capital is a key determinant of organizational

performance (i.e., human capital advantage), whereas many utility models would estimate this

relationship via the aggregate sum of individuals performance contributions (rightmost vertical

arrow in Figure 1).

Practical Recommendations and Implications for Organizational Effectiveness:

Multi-level staffing models do not negate the importance of single-level recruitment and selection

research. Rather, they seek to extend this work by articulating the linkages between individual

differences and organizational/business unit differences. This is essentially the value challenge

facing staffing managers and practitioners. In this sense, the model offers a way to demonstrate the

value of staffing by examining the relationships between individual differences/human capitals with

individual outcomes/unit-level outcomes. This is nearly the same methodology used in job

attitude/customer satisfaction linkage research. Although at the unit level there is likely a need for

control variables (e.g., size), and there is an obvious need for multiple units, most large organizations

(and consultants) have ready access to these data (see Ployhart & Schneider, 2005). Ployhart andSchneider (2002, 2005) offered some tools for conducting and interpreting such a study, and Schmitt

(2002) posed several practical questions to be considered (e.g., How does job analysis change?).

Staffing practices should help an organization achieve its strategic goals and vision (nearly always

expressed in unit-level terms), and the model offers a way to demonstrate that effect. Multi-level

staffing also offers the opportunity to advance staffing theory.

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Also the best human capital predictors of business unit performance? Or, are certain manifestations

of individual differences only predictive at higher levels (e.g., agreeableness does not show much

validity at the individual level in technical jobs but in the aggregate may be predictive of business

unit level processes such as communication and social capital). Given that modern work continues to

shift toward team-based and knowledge-based structures, these collective processes become

important determinants of performance.

Similarly, consider that meta-analyses indicate cognitive ability tests are one of the most predictive

selection methods available for most jobs do business units or entire firms staffed with more

cognitively able people outperform those who do not? The study by Terpstra and Rozell (1993) is

often cited to support such a claim, but their study only asked HR managers if they used ability

testing and only asked them to self-report firm performance. How much of a validity difference must

be found at the individual level to translate into business unit differences? Framing the debate

around personality testing from this perspective might be a more compelling way to show the

importance of personality.

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Theory Relevant to Structured Interviews:

Another conclusion is that theory has not played an important role in this area. Past research was

much applied; it was conducted to solve practical problems rather than to test theory. This paper

relied mainly on psychometric theory to explain the operation of structured interviews. However,

other more content- (as opposed to measurement-) oriented theories may offer additional insight. For

example, cognitive theory (Lord & Maher, 1991) might be used to consider underlying mechanisms.

Structure may reduce information processing requirements and potential for overload, thus allowing

interviewers to attend more fully to candidate responses (Arvey, 1995). Structure may also clarify

the cognitive schemata used to interpret responses (Green, 1995), thus allowing responses to be

classified and judged more systematically and accurately.

Finally, Webster (1982) describes several interviewer decision making Models A conflict model

explains how conflict and stress influence decision making, an information processing model

explains decision making in terms of mathematical models, and an affect model explains the role of

feelings and preferences in decision making. Structure might define the decision making task such

that the influence of these processes may be lessened. The State of the Literature Reviews of the

literature often note the lack of detail in most articles. This review is no exception. Most studies did

not contain enough information to judge the level of structure on all components.. Much of it is old,

clinical in orientation, conducted in ambiguous settings, or confounded in many ways. Studies tend

to have small samples, simple criteria, restriction of range, and measures with modest reliability and

unknown construct validity. These problems are troubling for meta analyses. Such techniques can

correct for statistical limitations (e.g., sample, range, and reliability), but they cannot make precise

comparisons between components of structure when information is lacking, components are

confounded, or sufficient primary studies not conducted. An equally difficult issue is the unknown

construct validity of many interviews. Interviews are measurement techniques that are not linked to

particular constructs. If the content of interviews is unclear, meta-analytic results must be

correspondingly ambiguous. To illustrate, meta-analyses have included clinical interviews. They

differ from selection interviews in focus (i.e., maladjustment and psychopathology versus jobperformance) and time orientation (i.e., current identification versus future prediction). They also

rely on complex clinical judgment that may not easily translate into practice for managers. Such

studies should not be used in meta-analyses, or they should be analyzed separately (McDaniel et al.,

1994). More attention should be given to what constructs are measured by interviews as well as how

they are measured.

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Conclusion:

Structured interviews are clearly superior psychometrically. Yet, administrative innovations, such as

structured interviews, are rarely based on technical merit (Johns, 1993). Instead, researchers might

have to emphasize environmental threats (e.g., low candidate quality), government regulations (e.g.,

EEO laws), or simple imitative or competitive processes to convince organizations to adopt them

(Johns, 1993). In conclusion, the selection interview can be enhanced by using some of the many

possible components of structure, and the improvement of this popular selection procedure should be

a high priority for future research and practice. Theory, research, and practice (pp. 61-73). Newbury

Park, CA: Sage. Campion, M. A.(1988). Interdisciplinary approaches to job design: Eder, R. W.

(1989). Contextual effects on interview decisions. In R. W. Eder & G. R. Ferris (Eds.), The

employment interview: Theory, research, and practice (pp. 113-126). Newbury Park, CA: Sage.

Feild, H. S., & Gatewood, R. D. (1989).Development of a selection interview: A job content strategy. In R. W. Eder & G. R. Ferris

(Eds.), The employment interview: Theory, research, and practice (pp. 145-157). Newbury Park,

CA: Sage.

Kelley, H. H. (1967). Attribution theory in social psychology. In D.Levine (Ed.), Nebraska

Symposium on Motivation: Vol. 15 (pp. 192-238). Lincoln, NE: University of Nebraska Press.

Lord, R. G., & Maher, K. J. (1991).

Cognitive theory in industrial and organizational psychology. In M. D. Dunnette & L.

Hough (Eds.), Handbook of industrial and organizational psychology: Vol. 2 (2nd ed., pp. 1-62).

PaloAlto, CA: Consulting Psychologists Press.

Mumford, M. D., & Stokes, G. S. (1992).

Developmental determinants of individual action: Theory and practice in applying

background measures. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and

organizationalpsychology: Vol. 3 (2nd ed., pp. 61-138). Palo Alto, CA: Consulting

Psychologists Press.

Schneider, D. J. (1973). Implicit personality theory: A review. Psychological Bulletin, 79, 294-

309.

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Literature Review

Recruitment and Selection

Recruitment:

Most definitions of recruitment emphasize the organizations collective efforts to identify, attract,

and influence the job choices of competent applicants. Organizational leaders are painfully

aware that recruiting talent is one of their most pressing problems. Tight labor markets give

applicants considerable choice between employers.

Professional, information/knowledge-based, technical, and service occupations. Some reports

indicate that nearly half of all employees are at least passively looking for jobs, and a sizable

minority is continually actively searching (Towers Perrin, 2006). This is such a problem that many

organizations actually face a greater recruiting challenge than a selection challenge. Selection will

only be effective and financially defensible if a sufficient quantity of applicants apply to the

organization. Compounding this challenge is that many organizations struggle with how to attract a

diverse workforce. Thus, there is growing recognition that recruitingby itself and irrespective of

selectionis critical not only for sustained competitive advantage but basic organizational survival

(Taylor & Collins, 2000). Reflecting this importance, there have been several excellent reviews on

recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable, 2003; Saks,

2005; Taylor & Collins, 2000). This review obviously does not provide the depth or detail of those

reviews. Rather, this review selects the more recent developments with the greatest implications

for organizational effectiveness.

An excellent place to start the review is with the recruitment meta-analysis conducted by

Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies to

estimate the effect sizes and path relationships between recruiting predictors (job/organizational

attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived

alternatives, hiring expectancies) and applicant attraction outcomes (job pursuit intentions, job/organization attraction, acceptance intentions, job choice). This meta-analysis helps organize

and clarify a rather diverse literature, and there are many specific findings, with the key ones listed

below:

Perceptions of person-organization fit (PO fit) and job/organizational attributes were the

strongest predictors of the various recruiting outcomes. The next strongest set of predictors

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tended to be perceptions of the recruitment process (e.g., fairness), followed by recruiter

competencies and hiring expectancies. Interestingly, recruiter demographics or functional

occupation showed almost no relationship to the recruitment outcomes.

Gender and study context (lab-field) were the only two moderators found to be important

(although others may exist that could not be tested). Interestingly, job/organizational

attributes and justice perceptions were weighed more heavily by real applicants, suggesting

lab studies may be primarily useful for studying early stages of recruitment.

There was support for mediated recruitment models, such that recruitment predictors influence

job attitudes and job acceptance intentions, which in turn influence job choice. Although

acceptance intentions are the best proxy for actual job choice, they are an imperfect proxy.

Discouragingly, actual job choice was studied infrequently and was poorly predicted. On

the other hand, given the nominal nature of job choice measures, one must wonder howlarge this effect should be.

Overall, there is good support linking many recruitment predictors to intention and perceptual

criteria. The attributes of the job/organization and fit with the job/organization will influence

intentions and (modestly) behavior. Hard criteria are infrequently studied, and when they are, the

relationships are much smaller. We need to know how large these relationships could be, or can be,

for the top predictors. Finally, demographics of both the applicant and recruiter seem to play a

minor role, although individual differences may be more important. (Staffingin the 21st Century:

New Challenges and Strategic Opportunities Journal of Management 2006; 32; 868, Robert E.

Ployhart)

Selection

Personnel Selection Best Practices:

Personnel selection practices (e.g., interviews, ability and personality tests) continue to capture the

most attention from staffing scholars. There are several comprehensive reviews of selection

practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina, Ingerick, & Wiechmann

2003), as well as discussions of research and practical applications (Guion & Highhouse, 2006

Ployhart, Schneider, & Schmitt, 2006; Ryan & Tippins, 2004). Rather than review all this research,

the present review summarizes the major new developments. Procedures and arrangements for the

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selection and appointment of the members of the Scientific Committee of the European Union

Agency for Fundamental Rights (FRA)

Article 1: Pre-selection:

1. The selection of candidates for membership of the Scientific Committee of FRA shall be

advertised through a call for expressions of interest in accordance with the present procedures.The

call for expressions of interest shall be published in the EU Official Journal (OJ), in relevant

leading academic publications as well as the Agencys website. The closing deadline for

submission of candidates expressions of interest shall be fixed six weeks after the above

mentioned publication.

2. The Director of the Agency shall prepare and organize the work for the pre-selection of the

members of the Scientific Committee. He or she shall chair a pre-selection panel, composed of the

Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe.

Two members of the FRA Management Board may attend the pre-selection panel as observers.

3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with the

eligibility requirements. Failure to comply with one of these requirements will result in the

exclusion of the concerned candidate from the next steps of the selection process.

4. The pre-selection panel shall then assess each eligible candidate according to the requirements

for selection. It will draw up an Individual Assessment Form for each candidate which will

include a short comment, highlighting the specific values/shortcomings of the person.5. The Director shall present the results of the pre-selection process to the FRA Executive Board,

including information on the candidates deemed ineligible.

Article 2: Selection

1. The Executive Board shall assess all the candidates on the basis of the established selection

requirements.

2. In this assessment the Executive Board shall take into account:

The work of the pre-selection panel;

The need that the specialist fields of the members of the Scientific Committee shall cover the

most relevant scientific fields linked to fundamental rights, in accordance with the mission and

objectives of FRA;

The need to ensure even geographical and gender balance.

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3. The Executive Board shall submit to the Management Board a list of most eligible candidates.

This list should include more than eleven and fewer than twenty-two names. This list will also

include merit points and a conclusion concerning the suitability as a member of the Scientific

Committee for each candidate.

4. The Chair of the Executive Board shall present the results of the selection process to the

Management Board, including a record of the candidates not included in the lists mentioned above

as well as on candidates deemed ineligible.

5. The Agency services shall provide technical and logistic support for the selection process.

Article 3: Appointment

1. On the basis of the list submitted by the Executive Board, the Agencys Management Board

shall appoint the members of the Scientific Committee, after having consulted the competent

committee of the European Parliament. The candidates not appointed shall be put on a reserve list.

2. Members will be appointed for a five-year term, which shall not be renewable.

3. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee.

In case of a vacancy, the Management Board shall appoint a new member from the reserve list.

The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific

Committee. However, in accordance with Article 14, paragraph 1 of the Regulation, the

Management Board shall follow a process of appointment identical to the one followed for theappointment of the original member including consultation of the competent committee of the

European Parliament.

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Recruitment and Selection Process

1.0 Scope

1.1 Purpose of the Procedure

2.0 Recruitment and Selection Framework

2.1 Overview of the process

3.0 Recruitment and Selection Provisions

3.1 Review the job and the need for it

3.2 Design Selection Process

3.2.1 Panel Composition

3.2.2 Selection Tests

3.2.3 Interview Questions3.3 Advertising

3.3.1 Advertising of vacancies

3.4. Applications

3.5. Short-listing

3.6 Interviewing

3.6.1. Arrangements for interviews

3.7. Selection

3.7.1 Decision to Appoint

3.8 Offers

3.8.1 Offer of employment

3.9 Other Requirements

3.9.1 Post interview feedback & notification to applicants

(IPCC Politically Restricted Posts, 2008)

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From Askari bank website, (2008)

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1.0 Scope

1.1 Purpose of the Procedure:

Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to

retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out howto ensure as far as possible, that the best people are recruited on merit and that the recruitment

process is free from bias and discrimination.

1.1 Job Analysis

1.2 Form

1.3 Request to Fill

1.4 Job description

1.5 Person Specification

2.0 Recruitment and Selection Framework

2.1 Overview of Process

Assess the need for the job and ensure there is adequate funding for it.

Review the job description to ensure that it meets the present and future requirements.

Review the person specification to ensure it meets the requirements of the job description. Design the selection process.

Draft the advertisement and select the advertising media.

Short list using the person specification only.

Interview and test short-listed candidates.

Validate references, qualifications and security clearances.

Make appointment.

Managers hold the responsibility for ensuring this framework is followed. HR is available for

advice and will assist in general administration of the recruitment process.

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3.0 Recruitment and Selection Provisions

3.1 Review the Job and the Need for It

Managers need to consider the following issues:

Is the job still necessary?What value does it add to the team and to the delivery of service?

How will the post be funded?

Positions outside of existing establishment require the Directors and Chief Executives approval.

Does the job description need updating?

If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team

is available to provide advice on constructing both job descriptions and person specifications and

advising on grading issues.

Is this job a politically restricted post or will the incumbent have unsupervised access to children

or vulnerable adults?

What type of employment could be offered?

Full-time, part-time?

Is job-sharing an option?

Permanent or fixed term contract, secondment or agency?

Use of fixed term contracts is most appropriate for covering a particular task/project/item of work

or an interim appointment. They should not normally be used to fill permanent posts.Agency staff

may be used to cover short term peaks in work or projects or interim vacancies, i.e. whilst a

permanent position is being advertised. Should total employment under any of these arrangements

extend beyond 12 months, the individual may have an entitlement to permanent employment

rights, including redundancy. Employment through an agency may count towards this 12 month

period. Use of secondments must be in accordance with the IPCC Secondment policy. If it is

proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the

Authority to Recruit form is completed and sent to HR as soon as possible.

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3.2 Design Selection Process

Managers need to design the selection process they will use, giving consideration to the following

points:

3.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The Manager is responsible for

selecting interview panel members being mindful of:

The requirement that the panel consists of at least two people, and if possible, is mixed in terms

of race and gender

The requirement that at least one panel member has received training on recruitment and equal

opportunities, normally limited to that provided by the IPCC. If not IPCC trained, the matter

should be referred to Human Resources.

The requirement that each panel member be familiar with anti-discrimination legislation

The willingness and ability of potential panel members to attend all interviews for the duration

of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates.

Panel members must be satisfied that their relationship with any candidate:

Will not improperly influence their decision

Will not give rise to suspicion about their motives

3.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job

criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests),

they are an extremely useful tool and are recommended for use. Managers should seek advice from

HR on the use of such tests .All psychometric tests used in selection must be developed,

administered and interpreted by accredited people.

3.2.3 Interview Questions

Human Resources hold the IPCC Interview Guides that contain competency based interview

questions. Managers need to ensure they contact Human Resources prior to interview to obtain

copies of these guides.

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3.3. Advertising

Reaching any target market can be extremely difficult. Through niche websites like RD, you can

guarantee that the people using the service have an interest in your field. As more and more people

turn to online means for their information and service needs, an active web presence is vital for

any organization, large or small. Utilizing all the benefits of online advertising and adding the

clout already held by Australia's leading industry news provider, Specialist News, ads placed with

RD are a great way to generate interest in new products and services, or to improve awareness of

your brand.

3.3.1 Advertising the vacancy:

All vacancies at all levels must be advertised - there will be no word of mouth recruitment asthis can lead to indirect discrimination.

No vacancy can be advertised until the request to fill procedure has been completed, and up-to-

date job description, person specification and KSF outline have been sent electronically to the

Recruitment Office. These will ensure that: We do not break our own operational policies;

Candidates receive the best possible information;

We are properly prepared to respond to candidates enquiries;

We are properly prepared to carry out the best interviews; possible and thus

Make the correct decisions;

NHS jobs are the medium for externally advertised vacancies in the first instance. Internal

vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. External

vacancies will be advertised in the Vacancy Bulletin and NHS Jobs.

The recruiting manager should indicate the preferred advertising medium on the Request to Fill

Form in the event that no appointment has been made from advertising in the Vacancy bulletin and

NHS jobs.. If the recruiting manager wishes to advertise in more than 1 journal, he/she will agree

to fund 50% of the costs from the Directorate budget.

The HR department routinely monitors the cost and response rate of advertisements and, as a

result, will give advice on the choice of publications to ensure more cost-effective advertising. For

some posts it is not necessary to pay for expensive advertising space, when Job Centreplus or

internal bulletin can provide suitable candidates at no cost. Care will be taken to ensure that both

the wording and placement of advertisements encourage a wide cross-section of the population to

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apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment

Team and circulated throughout the Trust and to specific organizations. The aim of the

advertisement is to attract suitable candidates only, at the least cost. The information it should

contain is taken largely from the job description and the person specification, as set out below:

Job title

Grade and/or salary as appropriate

Brief description of the post

Essential requirements, such as shift work or travel

Any positive features such as training prospects

A contact person/telephone number for further information about the job

Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:

Consider possible internal candidates with an interest in the post.

Determine if the position level requires an external search.

B. External Search:

Advertising -

Brief position description

Minimum qualifications

include information needed from candidate

I.A resume

ii.A letter from the candidate

iii.A concise work sample or essay (if applicable)

iv.Names & phone #s of 3 references State length of response time

Ad placement (local, national, journals, etc.)

Emails or faxes accepted?

Focused Contacts - person-to-person networking.

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The object is to reach good candidates who are happily and productively employed elsewhere, but

who may be open for a change. The recommended position announcement for all positions must

include a non-discrimination statement and be approved by divisional vice president and executive

director of human resources. A line ad may be placed with:

A) Chronicle of Higher Education

B) Area newspapers

C) Selected professional journals

and will be posted internally in accordance with established College policy to include our web

links.. Efforts should be made to target advertising to women and minorities. (Maximum Cost

$700) Letters of application and vitae will be received by the search committee through the

Department of Human Resources. A log of all applicants must be maintained and placed on file at

the end of the search in the Human Resources office. An EEO Data Form will be mailed to each

applicant to acknowledge receipt of their application as well as to collect specific data for diversity

analysis. When completed, this form remains separate from the candidates application and is not

available to the hiring manager or others involved in the search.

Running a Recruitment Campaign:

Once you have established realistic volunteer recruitment goals, completed the position

descriptions for your volunteer jobs, and thought through the reasons why people are motivated tovolunteer, you are ready to launch a formal volunteer recruitment campaign. Here are the

goals you need to concentrate on:

Target the types of individuals best suited for your job descriptions. As

much as possible focus on those who reside in close proximity to the projected volunteer work site.

Convince people to volunteer to work with you instead of with another

organization. Convincing and eye-catching informational materials are a must in recruitment.

Some tools to consider using include:

Press Releases:-for the print media (a short and a long version)

Public Service Announcements, TV, and Radio Announcements: - Public

Service Announcements (PSAs) and advertisements, for a few seconds or a few

lines (see appendices in Tools Section).

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Posters, billboards, and buttons:Your informational materials must be so clear that readers

will understand your programs volunteer needs, the job requirements, and job benefits. They must

be attractive without appearing extravagant, since you are asking people to work for free. They

must all be designed to make people act.

Recruiting from the Public at Large: To recruit volunteers from the public at large, here are

the experiences of ombudsmen and other recruiters in the field.

Using Print Media: Major local daily newspapers, weekly/monthly publications, and

newsletters.

Running Ads. Before purchasing ads, ask for donated space. One ombudsman coordinator

recruited some of the program's best people through this sample ad: "Our ombudsman program

wants highly professional people comfortable in resolving problems." The ad attracted a high

number of health care professionals not involved previously in long-term care.

Using Media Public Service Opportunities: Prepare Public Service Announcements (PSAs)

Ask the radio or TV stations to give you assistance in preparing your PSA. Here is what one

ombudsman said: Don't let timing stop you from recruiting. We sent out PSAs and recruited during

the middle of the Christmas holidays. The response was tremendous volunteer forces were

increased by 50 percent. As the saying goes: nothing ventured ... nothing gained.

Requesting Businesses to Advertise on Bags or Wrappers: Request businesses in your

Community to include an ad for your program when they print their bags or wrappers.

Here are some ways to approach businesses.

1. Contact the company's community relations officer: If the officer is supportive, it may

lead to a steady source of volunteers. Some companies provide other types of agency support

where their employees volunteer.

2. Recruit through posters: You often can arrange to display your posters in stores,

Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the

decision makers. Make a brief statement about your program and ask for permission to display a

poster.

3. Ask public libraries to accept free bookmarks to give away: These could have a brief

program description on one side and explain why you need volunteers on the other side.

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4. Check out community clearing houses: In some cities there are organizations that put

volunteers together with community services programs. Often newspapers run a periodic column

that lists organizations needs for volunteers.

3.4. Applications:

A file will be set up for each individual vacancy and held in the Recruitment

Office containing the following:

Application Form

Job Description, person specification, KSF outline

Terms & Conditions of Employment

Information about the Department in which the vacancy exists should be provided by the

Manager (if available).

Any other relevant information, when an enquiry is received from an applicant without internet

access, an application pack will be sent within 24 hours.

3.5. Short listing:

Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short

listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of twopeople, one of whom should be the recruiting manager. All panel members participating in short

listing must be familiar with the job description, person specification and KSK outline.

Short listing must be based only on the information given in the application, which is assessed

against the criteria contained in the person specification and must be consistently applied to all

candidates. A record of the assessment must be recorded on the Shortlist Record Form or on NHS

Jobs. This is especially important in the event of any subsequent allegation of discrimination.

If there are large numbers of candidates meeting all the criteria for the job, it will be necessary to

examine the degree to which each candidate meets the essential criteria, and by short listing those

candidates who, in their application, demonstrate the greatest ability to meet the criteria which can

be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills

and abilities which broadly match the job description and person specification should also be short

listed, whether internal or external candidates.

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In order to avoid allegations of favoritism, anyone involved in the selection process, which is

connected by close friendship or is related to a candidate, must inform the appropriate HR

Business Partner. Where there is a declared interest, following guidance from the HR Business

Partner, a representative from HR may be included in the selection panel.

In situations where there are internal candidates only, it is recommended that a third party not

involved in the immediate area should be involved in the selection process and interview process.

This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is

selected on merit. A late application will be a genuine reason for not short listing a candidate and

only in very exceptional circumstances and in consultation with the HR Business Partner will a late

application be considered. It is recommended that the maximum number of candidates per shortlist

is six/eight.

3.6. Interview

Any person to person between two or more individuals with a specific purpose in mind is called

Interview

There are basically two types of Interviews.

Structured Interviews

Unstructured Interviews

Structured Interviews:

In which interviewer asks those questions which are pre- defined.

One type that has been widely studied and is considered relatively structured is situational

questions (M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al., 1942; Hakel, 1971;

Latham & Saari, 1984; Latham et al., 1980; Latham & Skarlicki, 1995; Robertson et al., 1990;

Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990; Walters et al., 1993; Weekley & Gier, 1987).

Unstructured Interviews:

In which interviewer asks those questions which are not pre- defined which ask randomly.

The development of questions from incidents is part of the art or, at least, the unwritten aspects of

structured interviewing. Some authors acknowledge that "literary license" is needed (Latham &

Saari, 1984, p. 569). Incidents are often grouped into dimensions first (Motowidlo et al., 1992;

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Robertson et al., 1990), then the incidents that best represent the dimensions are turned into

questions (Latham et al., 1980).

If necessary, questions can be repeated, or candidates can be given a card containing the question

(Green et al., 1993)

3.6.1. Arrangements for interviews

Interviewing and selecting:

You may as well toss a coin Professor Eysenck's opinion on the validity of the interview as a

selection device is well known. Nevertheless the interview seems likely to remain as the principle

selection device despite its faults. To sharpen the effectiveness of the interview the panel should

ask the candidate to give a presentation. This offers the chance for the candidate to show what they

have achieved, show how they hope to fit in and illustrate their communication skills. The

interviewer needs to posses three different skills

Information gathering, to elicit the facts

Interpreting and evaluating information, to consider what the facts mean.

Decision making, to act on the facts and the analysis.

Gathering the information, eliciting the facts.

The right physical environment is important. Interviews require a quiet undisturbed room. If the

interview is informal a circle of chairs of equal height and similar spacing may well be appropriate.If the interview is formal and held round a table. Spacing and lighting are also important. The

candidate should not be asked to walk miles to their seat, nor blink into the silhouettes of the

interview panel against a window. The chairman should make the candidate welcome introduce the

panel by name, and say whom they represent.

The format of the interview should be outlined to the candidate. The interviewer needs to listeand

to develop an interested and attentive interviewing style, with plenty of eye contact. Verbal

reinforcement should be forthcoming from the interviewer. Silence can be used in a positive way

to allow the candidate to develop their answers fully. Questions should be linked to what the

candidate has said to elicit a flow of information.

They should include:

A. Problem questions:

These suggest a situation specific to the job where the candidate must show their capacity to, for

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example, priorities tasks under pressure. What was your most challenging situation in the last

year and how did you deal with it?

B. Open questions:

Tell me about.

C. Probing questions:

Why do you want to leave your present job or What was your worst moment there?

D. Closed questions:

These interrupt the information low in order for the interviewer to redirect it to a new topic.

When did you? or how many?

At the end consider if you have gathered the information necessary for a decision. Ask the

candidate back in if a question needs clarification. Allow the candidate, to question the panel, or

offer the information on areas such as salary, study facilities, start date, accommodation or

questions regarding the job description. Interpreting and evaluating the information Interviewer,

know thy self.

Making the decision

The panel should:

Consider whether each candidate is appointable.

Do they fulfill the essential criteria?Do they match the person specification?

Each panel member should rank the candidates without conferring with other panel members.

Choose the best candidate.

Never choose person of lesser ability out of fear of being overshadowed. This produces a dull

Un progressive unit. On the other hand Einstein might not fit well with the team.

Use references to back up your choice, to screen for factors which disqualify rather than qualify.

References have greater value as a negative test rather than a positive one to highlight an abrasive

personality or poor sickness record.

Screening Interviews:

These are usually shorter interviews used for the purpose of conducting a brief evaluation of a

Candid ate. Successful candidates are asked back for a more in-depth interview.

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One-on-one interviews:

These interviews involve a candidate being questioned by one interviewer also common in

early stages of selection.

Telephone Interviews:

Occasionally interviews are conducted over the telephone. This can be a disorienting experience

mainly because neither party can see each other. Hence you need to rely on verbal cues from the

interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice.

Avoid being caught unawares and unprepared for a telephone interview you are entitled to have

at least a days notice to prepare. Find a quiet comfortable place where you can ensure there wont

be any interruptions.

Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often on-site with the

employer. Panels consist usually of 2-3 people, often from different parts of an organization eg. a

graduate recruitment specialist, a technical expert and a person representing the area you could

work in. Ensure you address all panel members equally. These interviews are sometimes

incorporated as part of an assessment centre.

Case Study Interviews:

Some organizations, especially consulting firms, use case study questions to evaluate Candidates

analytical skills. These scenarios can often be quite challenging. The Careers Centre has a range of

tips and resources to help prepare for these interviews.

At the Interview: Questions to Expect

Most questions asked at interview can be predicted and usually focus on three issues:

Can you do the job? Do you have the qualifications and/or skills?

Will you do the job? Do you have the enthusiasm/motivation?

Will you fit in? Could they work with you? Do you get on well with people?

Here are some interview common questions:

What interests you about this position?

Why do you think you would be successful in this position?

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Competency-Based Interviews:

Competency or behavior-based interviews operate from the premise that the most accurate

predictor of future performance is past behavior in a similar situation. This type of interview is

now commonly used in selection processes. Questions are probing in nature and the competencies

employers look for include:

Team work/interpersonal skills

Give me some examples about when you have had to handle difficult people.

Achievement drive

What would be the best example of you giving a project or piece of work your absolute best effort

and being disappointed by the outcome? What would you do differently a second time?

Flexibility

Tell us about a time when you have had to adapt quickly to substantially changed circumstances

at university or at work.

Persuasiveness and negotiation ability

Describe a time when you have been required to negotiate in difficult circumstances. Why was it

important for you to become involved? What strategies did you use?

Analytical thinking

Describe a project that you have worked on that has required a high level of analysis and

contribution of new ideas. Customer/Client service

Tell us about a time when you have delivered a high level of customer service. How did you

know?

Be specific in your responses to such questions by using examples from your own experience to

describe:

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3.7. Selection

3.7.1 Decision to Appoint:

After interview process the require candidate is selected for a job. Panel members decide to hire

that individual who is fulfilling the requirements.

3.8. Offers

3.8.1 Offer of Employment:

Organization offers the job to the Individual.

3.9 Other Requirements:

3.9.1 Post interview feedback & notification to applicants:

HR is responsible for providing all candidates with written notification of the outcome of their

application. If feedback is requested from an unsuccessful short-listed candidate, the manager

should provide a valid reason to the candidate for rejection together with constructive feedback.

Written feedback will not normally be provided.

3.9 Monitoring Recruitment and Selection (Reporting):

HR will monitor the recruitment processes to ensure they are not discriminatory and will provide

statistical data to the Senior Executive Group on a regular bas is.

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Role of Recruiter

WHY YOU SHOULD USE A RECRUITER:

Working with Executive Recruiters

Executive Recruiters hold the keys to the "hidden job market" - career opportunities that aren't

posted anywhere else. These professionals hold great influence within the hiring organization, and

it's important for jobseekers to understand how to leverage this resource as part of their overall

career strategy. What follows are a few facts about executive search firms, and how executive

recruiters can help advance your career.([email protected])

Four Key Facts About Executive Recruiters:

1. Jobseekers do not pay fees to search firms. Instead, the companies that hire recruiters to fill a

position pay for their services. This fee is calculated using the starting salary of the position, and

can range from 15%-35% of that salary. Be wary of any recruiter who asks you to pay them a

feeIf you are asked to pay a fee for job placements services, please let us know immediately.

2. There are two types of search firms - Retained and Contingency. While both types charge fees

only to the hiring organization, it is important to note the differences. When the hiring company

retains a recruiting firm, that firm is paid regardless of the results of the search. Retained firms are

typically used to fill higher-level positions at $100,000+ salaries. Contingency search firms receive

payment only when their candidate is hired.

Over the last few years the "search" industry has gone through some significant changes. While

contingency firms have generally always accepted retained work, many retained firms now accept

contingency workYou decide which type of recruiter is right for you!

3. Don't limit your search by geography. For many higher-end job assignments, recruiting firms

will look nationally or even internationally. It is absolutely in your best interest to gain exposure

among search firms who fill positions in your industry, function and salary range, no matter where

they are. A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston.

That being said, it's much easier to network with local recruiters and they can be an invaluable

resource when penetrating the local hiring market, particularly for non-executive positions.

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4. Some search firms specialize, while others don't. To make your search as effective as possible,

target your efforts towards recruiters those work in your respective industry and/or specialize in

your job function. As you begin to network with these specialized recruiters you'll find they are

very much aware of where opportunities exist within the micro hiring "economies" of your shared

areas of expertise. However, generalist firms should not be ignored, especially at the higher

executive ranks.Whether retained or contingency fee-based, search firms are handsomely

rewarded for filling positions on behalf of their corporate clients. Thus, networking and building

relationships with qualified, reputable recruiters is a critical component of career management

strategies.

Making Contact with Your Selected Executive Recruiters:

Next, identify all of the communication channels that make sense for the firms and recruiters

you've identified. The firm may offer an online mechanism for posting and/or sending your esume

and cover letter. Review the firm's website for job opportunities currently under research, and

establish the preferred communication medium for that firm. In all cases, respect the indicated

communication preferences of the firm and/or the individual recruiter.

Not unlike introducing your professional "brand" to a hiring organization, make sure your cover

letter and resume/CV are both positioned appropriately for the areas of expertise in which the

recruiter works. Keep in mind that recruiters are not career managers. They may not have theexpertise or inclination to advise you on changes to your cover letter and resume, so make sure

they're tight before you send them. After providing your credentials in whatever communication

medium you think makes sense, consider a follow up a few weeks later with another

communication attempt. What you're striving for is a personal contact from the recruiter.

Depending on your "hirability" (qualification level, experience etc.) you may have to be in the

right place at the right time to be recognized at a personal level.

How Recruiting Firms Can Make a Difference In Your Career:

When contacted by a recruiter treat them as though they are the hiring organization. Be

professional, make your best impression, sell yourself and your "hirability", and understand that

executive recruiters have access to a lot of talent. Remember, the recruiter doesn't work for you so

don't expect personal, individualized service. Working with executive recruiters is not an event - it

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is a process. We have testimonials from Directory of Executive Recruiters clients that indicate

when working with an Executive recruiter, the "hiring cycle" can take anywhere from two days to

two years! In either case though, most positions secured through executive recruiters fit into the

"dream job" category.

(Article taken from: 2007 Kennedy Information, Inc. Kennedy Information is a Subsidiary of

BNA.These articles are provided by Career Forum, Inc. as a courtesy to our candidates. We can be

reached at: (www.careerforum.com.)

A Recruiters Perspective

Here's what U.S. Army recruiters say about the pressures that they face -- from confidential e-mail

messages to "News Channel 5 Investigates" and from blog postings:

"I think the public needs to know what is done to these great soldiers each and everyday. I am a

recruiter assigned to [delete for recruiter's protection]. I know what goes on every day. Personally

have been threatened because I did not make my quota. The fact is that less then 3 in 10 are

qualified to join. Unless some rules are bent or broken, we would never get them in and if we

don't get them in, our career is ruined! No matter how honorably you served when you were in the

mainstream Army, no matter what medals you were awarded, when you get snatched by

Recruiting Command you are a nobody, and you are treated as such. Time with your family is

taken away, weekends taken away, negative evaluation reports -- all because people don't want to

join the Army."

"Most recruiters are forced to do the thankless ... job it is. They don't want to be there. The job is

horrible, and there is nothing you can do about it. Recruiters get threatened all the time with their

jobs if they don't get people in -- every single month, late hours, and six, sometimes seven days a

week. Before they were recruiters, they served their country in Iraq and many other places keeping

your ass safe and free."

"Recruiting in today's circumstances is by far the toughest job the Army or any other branch has to

offer. In this time of war which people tend to be afraid of, as well as the increasing number of

high school drop outs and the number of potential recruits with a disqualifying criminal

background, it has become near impossible to find qualified soldiers for today's military. The

finger should not be pointed at these recruiters. It should be focused on the people in charge,

pressuring these soldiers to act in desperation and to go against their moral and ethical beliefs. In

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all the cases you showed, the recruiter was hesitant to and seemed to not want to go the dishonest

route, but something still forced them to add in at the last minute the possibility of cheating the

system. Why is that? I know from experience that a recruiter is under a huge amount of stress and

pressure from the upper ranks within the chain of command. The recruiters are punished and

looked down upon if the monthly quotas are not met. Recruiters are forced to work long hours six

to seven days a week -- from as early as seven o'clock in the morning, sometimes not getting home

to after 10 p.m. Time spent with amily and loved ones is almost non-existent, and many recruiters

would rather be deployed to Iraq or Afghanistan than to have to work under their current

conditions. If the monthly quotas are not met, recruiters are often ordered to attend corrective

training that usually takes place early in the morning or long after the work day should have ended.

These dishonest acts are actually acts of desperation, recruiter trying to improve the individual

quality of life and maybe help them get a break."

"Most recruiters like myself are forced to come out here and perform this duty. This is not our

normal, everyday job in the military. We have to come out here and do this job -- or get out.Some

of us out here have a difficult time finding individuals to join. Most of us don't possess the skills to

be in sales. That's why we joined the military. In normal cases, one would just switch jobs. But in

the military, you do it or face the negative wrath of the Recruiting Command. In some places,

recruiters are forced to work 12 to 14 hour days, six days a week. The only way they can get time

off is to put people in the Army.

From JACK ARMY blog:

"For failing to make mission (this means that my recruiting station did not enlist our mission then

umber of enlistments assigned to my station for a given month), I was degraded and ridicule

instead of being trained, mentored, coached, lead to success. Yet I continued to believe. I

continued to put in 60 - 70+ hours per week trying to find ways to get my detailed recruiters to

achieve success, only to suffer a repeat of past degradations and ridicule. Sound like a professional

organization to you? The icing on the cake? Well, if you've been reading JACK ARMY for this

past year, you've probably figured out that something drastic happened that caused USAREC

[U.S.Army Recruiting Command] to cut me loose from the fold. Not only was I cut loose, but I

was degraded yet again in the form of a General Letter of Reprimand and a Relief for Cause

NCOER.

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I couldn't bring myself to think that senior non-commissioned officers could be anything less than

professional. Over the course of the months from November 2004 to about the same time in 2005,

I realized that I was a fool. Not only did senior NICOs lose their professionalism, so did many

officers in USAREC at the time. And my faith in USAREC was proved to be foolish and mis

placed. So, do I recommend recruiting duty to young sergeants and staff sergeants in the US

Army? What do you think?"

From "Adventures of a Detailed Recruiter" blog:

"As I was riding home from work a white Tahoe with huge tires flew out of a side street. It barely

stopped before it became a wall into which my motorcycle would thrown me. As I passed it I

thought for a second 'Man, I wish that the hood had just jutted out enough that I could have naile

dit.' I've gone over the hood of a car before. It hurts but as long as there is nothing in front of you

when you land, you'll be able to walk away with a few broken bones. Nothing terrible. Had that

horrible thing happened, I'd have probably been jacked up enough to get a day or two in the

hospital, maybe some surgery to fix a bone or something. In short, I'd have gotten some time away

from recruiting. No, I'm not thinking of killing myself (no, you can't have my stereo), and I pushed

that thought out of my mind as soon as I realized I'd thought it, but it was there for the fleet ingest

of moments."(Borman, W. C. (1982). Validity of behavioral assessment for predicting military

recruiter performance. Journal of Applied Psychology, 67, 3-9.)

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Chapter # 3

The Significance of the Study:

The study will broaden our understanding the affect of independent variables which are

Recruitment sources, Interview and Recruiters on the dependent variable which is Recruitment and

Selection Process. Current study will add to existing body of knowledge by signifying.

1. Recruitment and selection process importance

2. Recruitment sources affects on Recruitment and selection process

3. Interviews 3ffects on Recruitment and selection process

4. Recruiters affects on Recruitment and selection process

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Theoretical Framework

Independent Variable Dependent Variable

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Recruiters

Interviews

RecruitmentSources

RecruitmentAnd Selection

Process


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Chapter # 4

Research Questions:

Main Questions:

Does Recruitment sources, Interviews and Recruiters effects on Recruitment and selection process?

Sub Questions:

1. Does Recruitment sources affects on Recruitment and selection process

2. Does Interviews affect on Recruitment and selection process.

3. Does Recruiters affect on Recruitment and selection process.

Key Terms of the Study Defined:

Recruitment and selection process, Interviews, Recruiters.

Recruitment and Selection Process:

Recruitment and Selection Process is basically very simple but important process for any

organization because all departments require Recruitment and Selection Process efficiency. In this

process we have to things Recruitment and Selection, firstly company bring more and more

candidates and then put them on the selection process after the selection of final candidate this

process is completed.The Methodology;

Keeping the requirements in mind, I use a longitudinal research design because data has been

gathered after the great struggle of three months.

Sampling Technique and Sample;

For knowing the affect of Recruitment sources, Interviews and Recruiters on Recruitment and

selection process a lot of effort has been put in the gathering of data. A sample of 200 employees has

been used to conduct the study. I had got information one time within three months.

Participants:

Two hundred questionnaires were distributed to almost 11 organizations. Some organizations

required approval from the organization head before participations.

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Data Analysis and Interpretation

Firstly, In Data Analysis and Interpretation Process, we should clearly write down the missingvalues which are left blank by the respondents.

Missing values:

Statistics

Gender

Recruitment

& selection

process is

effective forthe

organization

al

objectives?

Recruitment

& selection

process

increaseefficiency in

the

organizational

activities?

Recruitment

& selectionprocess effect

on all he

organization

departments?

Recruitment

and

selectionprocess

depends on

recruitment

sources?

Best

recruitment

sourceincrease the

efficiency of

the r & s

process?

N Valid 200 200 200 200 200 200

Missing 0 0 0 0 0 0

Statistics

Which

is the

best

source

for

recruitm

ent?

Better result

of r & s can

be increased

by

recruitment

sources?

R & s process

depends on

interviews?

Interviews are

the basic filter

of the r & s

process?

Different

methods of

interviews

should be

used?

Which

methods

should be

used for

recruitment?

N Valid 200 200 200 200 200 200Missing 0 0 0 0 0 0

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Statistics

Better

Result

of R &

S can be

increase

d by

Intervie

ws?

Recruitment

& Selection

Process

depends on

Recruiters?

End results of

R & S

Process can

be wrong

because of

Recruiters?

Recruiter

should be

Knowledgeab

le and

Experience?

Recruiter

behavior

should be

Neutral

towards

candidates?

Better Result of R &

S can be increased

by Recruiters?

N Valid 200 200 200 200 200 200

Missing 0 0 0 0 0 0

Descriptive Analysis:-

Descriptive Analysis refers to how will collect data and represent it in a form that we may be able to

define the concrete proof of what we are trying to achieve through our study while considering

numerical value which are authentic and calculated with reliable source of computation, in the

following information through various mythological concerns have been posted with their

interpretation.

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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Gender 200 1.00 2.00 1.3950 .49008

Recruitment & Selection process

is effective for the organizational

objectives?200 1.00 4.00 1.4250 .58831


increase efficiency in the

organizational activities?200 1.00 4.00 1.6050 .65661


effect on all he organizationdepartments?

200 1.00 5.00 1.8350 .69295

R & S Process depends on

recruitment sources? 200 1.00 5.00 1.8700 .84061

Best Recruitment Source

increase the efficiency of the r &

s process?200 1.00 1.00 1.8850 1.37522

Which is the best source forrecruitment? 200 1.00 5.00 1.6950 .68139

Better result of R & S can be

increased by recruitment

sources?200 1.00 5.00 1.6550 .88310


interviews? 200 1.00 5.00 1.8950 .84709

Valid n (list wise) 200

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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Interviews are the basic filter

of the R & S Process?200 1.00 1.00 1.9000 1.37091

Different methods of

Interviews should be used?200 1.00 5.00 1.7000 .67993

Which methods should be

used for Recruitment? 200 1.00 5.00 1.7200 .68112

Better Result of R & S can be

increased by Interviews? 200 1.00 5.00 1.6650 .87556


Recruiters?200 1.00 5.00 1.8700 .84061

End results of R & S Process

can be wrong because of

Recruiters?

200 1.00 4.00 1.9250 1.52017

Recruiter should be

Knowledgeable and

Experience?

200 1.00 5.00 1.6850 .68419

Recruiter behavior should beNeutral towards candidates?

200 1.00 5.00 1.7100 .68428

Better Result of R & S can be

increased by Recruiters?200 1.00 5.00 1.6600 .87649

Valid N (list wise) 200

The whole table represents that questions description posted there are total 2oo respondents while

their range of position answers on the data collection method (questionnaire) upon discussed

question variable to variable differs among themselves maximum value represents last answeringoption choose by the respondents and minimum value represents most high end option chooses by an

respondent in a particular category further mean values represents the overall computed calculation

of the discussed data and standard deviation shows the possible variation among the question

discussed.

Frequency Table of all Nominal Questions

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There are frequency tables of my all dependent and independent variables. My dependent variable is

Recruitment and Selection. Independent variables are Recruitment Sources, Interview and

Recruiters. Frequency of all the questions of my variables in my questionnaire is mentioned below

Gender

Frequency Percent Valid percent Cumulative percent

Valid Male 121 60.5 60.5 60.5

Female 79 39.5 39.5 100.0

Total 200 100.0 100.0

Regression

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In this section, we will define the relationship between the dependent and independent variable.

Dependent variable is Recruitment and Selection Process and Independent variables are

Recruitment Sources, Interview and Recruiter.

Hypothesis # 1:-

This research shows the relation between Recruitment and Selection Process and Recruitment

Sources.

Ho There is no relationshipbetween Recruitment and Selection Process and Recruitment Sources?

H1: There is relationshipbetween Recruitment and Selection Process and Recruitment Sources?

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Sources . Enter

a. All requested variables entered.

b. Dependent Variable: Recruitment and Selection Process

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .163a .027 .022 .45520

a. Predictors: (Constant), Sources

From the above Table we can watch the affect of Recruitment sources on the Recruitment and

Selection Process. For this, we will have to consider the value of adjusted R Square .The value of

Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and

Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.022.So at the

end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.022

times.

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ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression 1.123 1 1.123 5.419 .021a

Residual 41.028 198 .207

Total 42.151 199

a. Predictors: (Constant), Sources


Coefficients

Model

Un Standardized Coefficients Standardized Coefficients

t Sig.B Std. Error Beta

1 (Constant)1.858 .107

17.431

.000

Sources -.133 .057 -.163 -2.328 .021

a. Dependent Variable: Recruitment and Selection Process

Explanations:-

The table shows the relationship between Recruitment and Selection Process and Recruitment

Source. Here significance level is .021.which is .021< 0.05.SO in this case Null Hypothesis (Ho) is

rejected and Alternative Hypothesis (H1) is Accepted.

So, at the end we can say that There is relationship between Recruitment and Selection Process and

Interview.

Regression between Recruitment and Selection process and Interview

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Hypothesis # 2:-

This research shows the relation between Recruitment and Selection Process and Interview.

Ho: There is no relationshipbetween Recruitment and Selection Process and Interview?

H1: There is relationshipbetween Recruitment and Selection Process and Interview?

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Interviews . Enter

a. All requested variables entered.


Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .145a .021 .016 .45655

a. Predictors: (Constant), Interviews

From the above Table we can watch the affect of Interviews on the Recruitment and Selection

Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R

square will tell us that how much Interviews affects on Recruitment and Selection Process. So, it is

clear from the values of Adjusted R Square which is 0.016.So at the end we can say this Interview

affect on Recruitment and Selection Process 0.016 times.

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