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2.3. Recruitment, selection and
Orientation of Human
Resources
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The Recruitment function:
putting HRP into action
What is recruiting?
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The Recruitment function: putting HRP into
action
Recruiting consist of any activity carriedon by the organization with the primary
purpose of identifying and attracting
potential employees
The goal of recruiting is encouraging
qualified people to apply for the jobs
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Recruiting Human Resources
Areas of recruiting that require decisionsinclude:
Personnel policies,
Recruitment sources, and
The characteristics and behavior of the
recruiter
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Jobchoice
Recruitment Influences
The Recruitment function: putting HRP
into action
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A. Personnel policies relevant to recruitment:
1. Internal Vs External Recruiting- this decisionaffects the nature of jobs, recruitment sources, and thenature of applicants
2. Lead-the-market pay strategies- lead-the-marketapproach to pay
3. Employment at will policies- the employer andemployee may end an employment relationship at any
time, if there is no employment contract sayingotherwise.
4. Image advertising- designed to create a favorableimpression of the organizations.
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Recruiting Human Resources
B. RECRUITING SOURCES
1. Internal sources: Job posting,
communicating information about thevacancy on company bulletin boards, in
employee publications, or corporate
intranets and any where else the
organization communicates with employees.
The Recruitment function: putting HRP into
action
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Recruiting Human Resources
B. RECRUITING SOURCES
2. External sources: Direct applicants (walk-
ins/Unsolicited applicant files) andReferrals, advertisement in newspapers
and magazines, electronic recruiting,
Employment agencies public andprivate), colleges and universities, etc
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Advantages of Internal Recruiting
Better assessment of candidates
Reduces training time
Faster and cheaper
Motivates employees
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Disadvantages of Internal Recruiting
Promulgates old ways of doing things
Hinders creative problem solving lack of new blood
Encourages managerial inbreeding.
Politics probably have a greater impact oninternal recruiting than external recruiting
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Advantages of External Recruiting
Facilitate the introduction of new ideas
and thinking into corporate decisionmaking.
The new blood comes with noownership of past strategies that canhinder an objective assessment of futurestrategy
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Disadvantages of External Recruiting
The introduction of new personnel may have anegative impact on work group cohesion and
morale The new personnel takes longer to learn the
ropes of the job
External recruiting can be costly
You typically have less data on externalcandidates( Thus, a good assessment need to beused such as tests, interviews and backgroundchecks)
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Action
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What method of recruiting is
most effective?
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Measures of Effectiveness of Recruitment methods:
Cost per hire
Number of applicants generated
Time to fill
Interview/invitation ratio
Applicant performance on the job after specified period oftime and
Retention or turnover rates
EEO/Diversity impact Total cost of recruiting
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C. RECRUITERSTRAITSAND BEHAVIORS
Persons characteristics and behavior
The recruiter affects the nature of the jobvacancy and the applicants generated
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How to enhance recruiters impact?
Recruiters should provide timely feedback,
Recruiters should avoid offensive behavior, Recruit with teams rather than an
individual recruiters
Recruiters should be warm and informative A Recruiter should provide a realistic job
preview(RJP)
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Selection: It sounds simple-
match employees with jobs Selection begins with the candidate identified
through recruitment and attempts to reduce
their number to the individuals best qualified
to perform the available jobs.
At the end of the process, the selected
individuals are placed in jobs with the
organization
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Steps in the selection process
Screening applications andresumes
Testing and Reviewing
work samples
Interviewingcandidates
Checking
references andBackground
Making aselection
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Step 1:Job applications and Resumes
Nearly all employers gather background
information on applicants at thebeginning of the selection process using
application forms and resumes.
Organizations also verify theinformation by checking references and
conducting background checks.
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Step one
Application forms/Application Blanks and
Biographical Data low cost way to gatherbasic data from many applicants andallows organizations to collect standardinformation from all applicants
Employment applications include areas forapplicants to provide several types ofinformation:
Contact information
Work experienceEducational background
Applicants signature
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Step one
The application form may include other areas
of the applicant to provide additionalinformation, such as specific work experiences,
technical skills, or memberships in
professional or trade groups
By reviewing applications form, HR personnelcan identify which candidates meet minimum
requirements for education and experiences.
Revision of applications enable the
organization to narrow the pool of candidates
to a number it can afford to test and interview
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Step one
Resumes:
Applicants control the content of theinformation, as well as the way it ispresented.
This type of information is biased infavor of the applicant and may not evenbe accurate.
It is inexpensive way to gather
information and used as a basis fordeciding which candidates to investigatefurther.
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Step one Resumes
As with employment applications, an HRstaff member reviews the resumes toidentify candidates meeting such basicrequirements as educational background,related work, and types of equipment theperson has used.
Resumes indicates the ability of thecandidate to communicate and presentthemselves.
Employers tend to decide applicants whoseresumes are unclear, sloppy, or full ofmistakes
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Step Two: Employment Tests
Aptitude tests
Job knowledge and proficiency Test
Interest Test
Personality Tests
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1. Aptitude Tests
Measure a persons capacity or potential
to learn and perform a job
Some of the tests include:
verbalability, numerical ability,
perception speed test, spatial tests,
Reasoning Tests
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2. Job knowledge and
proficiency test Job knowledge tests are used to measure
the job related knowledge possessed by
the applicant( either written or oral)
It include questions that differentiate
experienced worker from inexperienced
ones
Proficiency test measures how well the
applicant can do a sample of work that
is to be performed.
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3. Interest Test
Measure how a persons interests
compare with the interest of successful
people who do the same type of job. For
example, a persons interest to work with
or deal with people measure a persons
interest in a salespersons position.
The underlying assumption of this testis that people perform better if placed in
positions that interest them.
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4. Personality Tests
It measures the basic aspect of an
applicants personality: introversion,
stability, and motivation
They are expressed as self-confidence,
tact, emotional control, optimism,
decisiveness, conformity, objectivity,
patience, fear, distrust, initiative,judgment, dominance, impulsiveness,
sympathy, integrity and stability.
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Five major personality Dimensions
Measured by personality inventoriesNo Dimensions Characteristics
1. Extroversion Sociable, gregarious, assertive,
talkative, expressive
2. Adjustment Emotionally stable, no depressed,secure, content
3. Agreeableness Courteous, trusting, good- natured,
tolerant, cooperative, forgiving
4. Conscientiousness
Dependable, organized, preserving,thorough, achievement-oriented
5. Inquisitiveness Curious, imaginative, artistically
sensitive, broad- minded, playful
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Step Three: Comprehensive
Interview Used to supplement information gained
in other steps in the selection process.
Designed to probe into areas that cannotbe addressed by the application forms or
tests
The interview could be structured or
unstructured
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Types of Interviews
Interviewing techniquesNon directive interview
A Structured interview
A Situational interview
A behavior description interview
Panel interview
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How to Interviewing Effectively
Be prepared Assign responsibilities
Put the applicant at ease
Ask about past behaviors Figure out what your best employees do,
and ask questions that look for similarbehaviors
At the end of interview, make sure thecandidate knows what to expect next
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Step Four: Reference checking/
Background Investigation It involves contacting individuals who
are listed as references of the applicant.
It may include contacting formeremployers to confirm the candidates
work record and performance level,
contacting other job related, personal,
and educational reference to verifyaccomplishments shown in the
application.
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Step Five: Physical
examinations It is given to determine whether an
applicant is physically capable of
performing the job
Employees eligibility for group life,
health, and disability insurance
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Step Six:Final Employment
Decision Given all the above processes, this is
made by the hiring department as per
the qualifications set up for the job to be
filled.
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Approaches to selection
How organizations select employees?
Multiple- Hurdle Model: process of
arriving at a selection decision by
eliminating some candidates at each stageof the selection process
Compensatory Model: process of arriving
at a selection decision in which a very highscore on one type of assessment can make
up for a low score on another.
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Selection Decisions
Communicating the DecisionThe Human Resource department is often
responsible for notifying applicants about
the results of the selection process.When a candidate has been selected, the
organization should communicate the offer
to the candidate including job
responsibilities, work schedules, rate of pay,starting date, and other relevant details.
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Basic Testing Concepts
SelectionMethods:Are they Effective?
Three key terms related to Effectiveness are:
reliability, validity, and utility
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Selection: It sounds simple-
match employees with jobs
1. Reliability- the extent to which a
measurement is free from random error
2. Validity- the extent to which performance ona measure( such as test score) is related to
what the measure is designed to assess( such
as job performance).
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Selection: It sounds simple-
match employees with jobs
3. Practical value/utility
Not only should selection methods such as testsand interview responses accurately predict how
well individuals will perform, but they shouldalso produce information that actually benefitsthe organization.
Selection procedures such as testing and
interviewing cost money. They should costsignificantly less than the benefits of hiring thenew employees.
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Orientation/induction
Once suitable applicants have beenselected to join the organization, it isdesirable to integrate them into theorganization and the job to which they are
responsible. Helping new employees fit in,i.e. designing orientation programme is oneof the functions of human resourcedepartment.
Orientation, therefore, is a plannedintroduction of new employees to theirjobs, coworkers, and the organization.
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Orientation/induction
Purposes of Orientation The overall goal of orientation is to help
new employees learn about their new workenvironments and get their performances
to acceptable levels as soon as possible. Theorientation process has several specificpurposes:To create initial favorable impression
To enhance interpersonal skills
To reduce turnover
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Orientation/induction
Create Initial Favorable ImpressionA good orientation programme creates afavorable impression of the organization and itswork. This impression begins even before the new
employees report to work.Providing sufficient information about whenand where to report the first day, handling allrelevant paper work efficiently, and havingpersonable and efficient people assist the new
employees all contribute to creating a favorableimpression of the organization.
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Orientation/induction
To enhance interpersonal skillsAnother purpose is to ease the employees entry
into the work group. New employees often areconcerned about meeting the people in theirwork units.
Furthermore, the expectations of the workgroup do not always matching with thosepresented at managements formal orientation.
Also if a well planned formal orientation is
lacking, the new employees may be orientedsolely by the group, and thus possibly in waysnot beneficial to the organization.
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Orientation/induction
To reduce turnover
Over half of all new hires may leave
their jobs within the first six months in
some organization if the orientation isnot proper.
Research has found that individuals who
had been through more orientationsessions had a lower turnover rate than
those who had less orientation.
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Orientation/induction
Some other benefits of betterorientation include the following:
Stronger loyalty to the organization
Greater commitment to organizationvalues and goals
Lower absenteeism
Higher job satisfaction