Recruitment & Selection MMS

8/18/2019 Recruitment & Selection MMS

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RECRUITMENTAND

SELECTION


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AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Understand and Diferentiaterecruitment and selection.

Identiy the goals o recruiting.

Decisions involved in recruiting.

Explain the major recruitmentmethods and analyze theiradvantages and disadvantages.


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AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Efective selection process.

Methods in employee selection.

ppreciate varied contemporaryintervie!ing techni"ues used byintervie!ers.

Design intervie! orm and evaluationmatrix.


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BUSINESSOBJECTIVES

RECRUITMENT

JOBANALYSIS

Job

Description

Job

Specification


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RECRUITMENT

#he $rocess o generating a pool o "uali%ed

candidates or a particular job.

#he $rocess o discovering potential candidates.

OR


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RECRUITMENT GOALS

1

2

Attract the qualified Applicants

Encourage unqualifiedapplicants to self select

themselves out.


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RECRUITMENT IS A TWOWAY STREET

RECRUITMENT

Organia!i"n i#L""$ing %"r a

&'a(i)*+ A,,(i-an!#

A,,(i-an!# ar*

L""$ing %"r !.*P"!*n!ia(

E/,(a-*/*n!O,,"r!'ni!i*#


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EC UITMENT P OCESS

Organization

• New or Vacant Position occurs

• Generate candidate pool

• Evaluate Candidate

• Ipress Candidate• Ma!e O""er

Candidates

• Receive Education # C$oose Occupation

• %c&uire Eplo'ent E(perience

• Searc$ "or )o* openings

• %ppl' "or +o*s

• Ipress copan' duringselection

• Evaluate +o*s # copanies

• %ccept or Re+ect O""ers


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9

RECRUITING DECISIONS

HR PLANNINGDECISIONS

RECRUITINGDECISIONS

DECISIONS ONRECRUITING

SOURCES0METHODS

How man emploees needed

!hen needed

"SA#s needed

Special $ualifications

!here to recruit from %nternal & E'ternal

(ature of Job

Advertising )hoices

*ecruiting Activities


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STRATEGIC DECISIONS

FLEIBLE STAFFING

1 REGULAREMPLOYMENT

2 FULL3TIME OR PART3TIME

4 INDEPENDENTCONTRACTORS

5 PROFESSIONALEMPLOYERORGANI6ATIONS ANDEMPLOYEE LEASING

7 TEMPORARY WOR8ERS

9 SEASONAL EMPLOYEES


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SOURCES OF RECRUITMENT

INTERNALSOURCES ETERNALSOURCES

SOURCES OFRECRUITMENT


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In!*rna( R*-r'i!ingDa!a a#*

Pr"/"!i"n# an+ Tran#%*r#

J" P"#!ing ;Bi++ing

E/,("


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OURCES OF RECRUITMENT C"n!

INTERNAL SOURCESADVANTAGES DISADVANTAGES

Morale o $romotee

&etter assessment oabilities

'o!er cost or some jobs

Motivator or good

perormance

(auses a succession o

promotions

)ave to hire only at entry

level

Inbreeding

$ossible morale problems othose not promoted

*$olitical+ in%ghting or

promotions

,eed or management-

Development program


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S-.""(# C"((*g*# ;Uni=*r#i!i*#

La"rUni"n#

M*+ia S"'r-*#

E/,("


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ETERNAL SOURCES

ADVANTAGESDISADVANTAGES

,e! *blood+ brings ne!

perspectives

(heaper and aster than

training

$roessionals

,o group o political supporters

in company

May bring ne! industry insights

May not select someone !ho

!ill *%t+ the job or organization

May cause morale problems or

internal

(andidates not selected

'onger *adjustment+ or

orientation time


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+,

INTERNET RECRUITING METHODS

INTERNET RECRUITINGMETHODS

1 J" B"ar+#

2 E/,("


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INTERNET RECRUITINGMETHODS C"n!

ADVANTAGESDISADVANTAGES

(ost savings

#ime savings

Expanded pool o applicants

More un"uali%ed applicants

dditional !or or )/ staf

members

Many applicants are not

seriously seeingemployment

ccess limited or unavailable

to some applicants


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RECRUITING EVALUATION

s the goal o a goodrecruitment program is togenerate a large pool oapplicants rom !hich to

choose0 "uantity is a naturalplace to begin evaluation

In a cost1bene%t analysis toevaluate recruiting eforts0 costs

may include both direct costs2advertising0 recruiters3 salaries0

travel0 agency ees0 telephone4 andthe indirect costs 2involvement o

operating managers0 publicrelations0 image4.

&'an!i!< "%A,,(i-an!#

comparison o the number oapplicants at one stage o the

recruiting process to thenumber at the next stage.

In addition to "uantity0 the issuearises as to !hether or not the

"uali%cations o the applicant poolare su5cient to %ll the job

openings. Do the applicants meet job speci%cation and do they

perorm the jobs !ell ater hire6

&'a(i!< "% A,,(i-an!#

Yi*(+ Ra!i"E=a('a!ing

R*-r'i!ing C"#!#an+ B*n*)!#


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+9

RECRUITING EVALUATION C"n!

4>> A,,(i-an!#

1>> Fina(In!*r=i*?#

7> O@*r#

27 Hir*#

Ini!ia( C"n!a-!#0Fina(

In!*r=i*?Yi*(+ ra!i" 4:1

Fina( In!*r=i*?0O@*r#Yi*(+ ra!i" 2:1

O@*r#0Hir*#Yi*(+ ra!i" 2:1

U#ing Yi*(+ Ra!i"# !" D*!*r/in* N**+*+

A,,(i-an!#:


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CONSTRAINTS ON RECRUITMENT

I/ag* "% !.*C"/,an<

A!!ra-!i=*n*##"% J"

In!*rna(Organia!i"na(

P"(i-<

R*-r'i!/*n!C"#!


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BUSINESSOBJECTIVES

RECRUITMENT

JOB

ANALYSIS

SELECTION

Job

Description

Job

Specification


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SELECTION

1• #he $rocess o maing a *)ire+ or *,o

)ire+ decision regarding each applicant

or a job.

2

• 7election is the process o choosing"uali%ed individuals !ho are available to%ll the positions in organization.

Or

BASIC SELECTION


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BASIC SELECTIONCRITERIA

BASICSELECTIONCRITERIA

-ormal Education

E'perience /ast/erformance

/hsical )haracteristics

/ersonalit )haracteristics


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SELECTION PROCESS

Ini!ia( #-r**ning

C"/,(*!*+a,,(i-a!i"n

M*+i-a(0,.


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SELECTION METHODS

1 T*#!ing

2 Ga!.*ringIn%"r/a!i"n

4 In!*r=i*?ing

#he #hree most (ommon

Methods used are8

SELECTION METHODS C !


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SELECTION METHODS C"n!

#ests measure no!ledge0sill0 and ability0 as !ell asother characteristics0 such as

personality traits.

1 TESTING

TESTING TYPES

C"gni!i=*Ai(i!<T*#!

In!*gri!<T*#!

P*r#"na(i!< T*#!

Dr'gT*#!

P.


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2 INFORMATIONGATHERING:

(ommon methods or gathering inormation includeapplication orms and r9sum9s0 biographical data0

and reerence checing.


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Application -orms *esumes

0iographical Data

*eference )hec1ing


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4 INTERVIEWS:

2he interview is the most frequentl used

selection method

%nterviewing occurs when applicants respond toquestions posed b manager or some other

organi3ational representative 4interviewer5.

2pical areas in which questions are posed

include education6 e'perience6 1nowledge of

7ob procedures6 mental abilit6 personalit6

communication abilit6 social s1ills


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T


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SITUATIONAL

INTERVIEW

• In which theinterviewer asksquestions aboutwhat the applicantwould do in ahypotheticalsituation

BEHAVIORAL

INTERVIEW

• In which thequestions focuson theapplicant’s behavior in pastsituations.

Uses a list opredetermined "uestions.

ll applicants are ased thesame set "uestions. #hereare t!o types o structured

intervie!s.

1 S!r'-!'r*+

In!*r=i*?#

Intervie!s-open ended"uestions are used such as

*#ell me about yoursel+

2 Un#!r'-!'r*+

In!*r=i*?#

• #his allo!s theintervie!er to probe and

pose diferent sets o"uestions to diferentapplicants.

S C O O S C


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CREATING STRUCTURED INTERVIEW

&UESTIONS

SELECTION METHODS C


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INTERVIEW&UESTION

SELECTION METHODS C !


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INTERVIEW EVALUATION

FORM

:ohinoor Mills 'td.

;ateen #elecom


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Recruitment & Selection MMS

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