Lecture 6 - Recruitment and Selection

Recruitment and Selection
HRM201 Human Resource Management

Lecture 6
HRM201-Human Resources Management / MNUBS
3/8/2016
Recruitment and selection: the

importance of getting it right
To gain competitive advantage
To play a potentially pivotal role in shaping
organisational effectiveness and performance
To attract and retain high-calibre employees

with the potential to develop
To reduce undesirable costs such as those
associated with high turnover, poor
performance and customer dissatisfaction
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Recruitment
Once an organization identifies its human resource
needs through employment planning, it can begin
recruiting candidates for actual or anticipated vacancies.
Recruiting brings together

those with jobs to fill
and
those seeking jobs
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Recruiting Goals
Recruiting provides information that will attract a
significant pool of qualified candidates and discourage
unqualified ones from applying
Recruiters promote the organization to prospective
applicants
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The recruitment process

1. Defining requirements preparing role profiles and person
specifications; deciding terms and conditions of employment.
2. Planning recruitment campaigns.
3. Attracting candidates reviewing and evaluating alternative
sources of applicants, inside and outside the company:
advertising, e-recruiting, agencies and consultants.
4. Selecting candidates sifting applications, interviewing,
testing, assessing candidates, assessment centres, offering
employment, obtaining references; preparing contracts of
employment.
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People Resourcing Strategy
People resourcing strategy defies the longer-term plans an

organization needs for the acquisition, retention, development and
use of its human resources.
Its rationale is the concept that the strategic capability of a firm

depends on its resource capability in the shape of people.
The aim of people resourcing strategy is to ensure that a firm

achieves competitive advantage by attracting and retaining more
capable people than its rivals and employing them more effectively.
The organization attracts and retains such people as an employer

of choice by offering a compelling employee value proposition
and employer brand, and by providing better opportunities and
rewards than others.
3/8/2016
Employer Branding
Employer brand;
a set of attributes and qualities

often intangible
that make an organization distinctive,
promise a particular kind of employment experience and appeal
to people who will thrive and perform their best in its culture.
Employer branding is the creation of a brand image of

the organization for prospective employees.
3/8/2016
Employer Branding
CIPD and Hays Survey 2015
Widespread focus on improving employer brand

Most organisations have made efforts to improve their
employer brand over the last two years (86%).
Most common ways to improve employer brand
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Recruiting Sources
Colleges & Universities
campus placement services
Internal Sources
faster, cheaper,
more certainty
External Sources
new ideas & approaches
Direct Applicants
& Referrals
self selection, low cost
Public & Private

Employment Agencies headhunters can be
expensive
JOBS
JOBS
Electronic Recruiting
Internet
Social Networking Sites
Newspaper Advertising large volume, low quality

recruits
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5-9
Internal Recruitment
Internal search
Organizations that promote from within identify
current employees for job openings
by having individuals bid for jobs

by using their management system
by utilizing employee referrals
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10
Promoting from Within
Advantages
good public relations
morale building
encouragement of employees and members of protected groups
knowledge of existing employee performance
cost-savings
candidates knowledge of the organization
opportunity to develop mid- and top-level managers
Disadvantages
possible inferiority of internal candidates
infighting and morale problems
potential inbreeding
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11
Employee referrals
Current employees can be asked to recommend recruits.
Advantages:
the employees motivation to make a good recommendation
the availability of accurate job information for the recruit
employee referrals tend to be more acceptable applicants, more
likely to accept an offer, and have a higher survival rate
Disadvantages:
the possibility of friendship being confused with job performance
the potential for nepotism
the potential for adverse impact
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12
External recruitment
External searches
Must decide type and location of ad, depending on job;
decide whether to focus on job (job description) or on
applicant (job specification).
Three factors influence the response rate:
identification of the organization

labor market conditions
the degree to which specific requirements are listed.
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13
External recruitment is when someone is
appointed from outside the business
Main advantages are:
Bringing in experience of working in different

organizations can often be helpful in keeping a
business competitive
The employer has more choice of whom to appoint
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14
Employment Agencies:
public or state employment services focus on helping
unemployed individuals with lower skill levels to find jobs
www.careeronestop.org
Private employment agencies provide more comprehensive

services and are perceived to offer positions and applicants of a
higher caliber
Management consulting firms (headhunters) research
candidates for mid- and upper-level executive placement
Executive search firms screen potential mid/top-level
candidates while keeping prospective employers anonymous
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15
Job fairs:
Attended by company recruiters seeking resumes and
info from qualified candidates
Virtual online job fairs could bring employers and job seekers
together online by logging into a specific Web site at a certain
time. Some sites use avatars as candidates and recruiters.
See:
http://work.secondlife.com/worksolutions/meetings/
From the WSJ:
http://online.wsj.com/article/SB118229876637841321.html
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16
Professional organizations:
publish rosters of vacancies
run placement services at meetings
control the supply of prospective applicants
labor unions are also in this category
Unsolicited applicants (walk-ins):
may provide a stockpile of prospective applicants if
there are no current openings
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17
Online sources
Employer Websites - recruit new employees by adding a careers

section to their website. E.g. Ooredoo Careers
Job Boards - provide employers the opportunity to recruit for a wide
variety of positions with worldwide exposure. www.moster.com
Social Media - recruiting candidates by using social platforms as
talent databases or for advertising. E.g. www.LinkedIn.com
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18
Online Recruitment
Advantages
Can reach an even wider
range of possible applicants
than advertising.
Quicker and cheaper than
traditional methods of
advertising.
More details of jobs and firms
can be supplied on the site,
CVs can be matched and
applications can be submitted
electronically
Disadvantages
May produce too many
irrelevant or poor
applications.
Still not the first choice of
many job seekers.
Will not reach those who do
not have access to the
internet.
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19
Recruiting alternatives
Temporary help services:
temporary employees help organizations meet short-term
fluctuations in HRM needs
older workers can also provide high-quality help
Employee leasing:
trained workers are employed by a leasing company, which
provides them to employers when needed for a flat fee
typically remain with an organization for longer periods of time
Independent contractors:
do specific work either on or off the companys premises
costs of regular employees (i.e. taxes and benefits costs) are not
incurred
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20
CIPD - Hays
Resourcing Talent Planning 2015
The role of education institutions in equipping young

people for work
Over a third (36%) believe that schools, colleges and

universities are poor at equipping young people with the skills
their organisation needs.
The use of new media/technology to recruit is

increasing, although not as rapidly as anticipated.
Social networking sites (such as Facebook) are seen to be less

effective.
25% or more include professional networking sites (such as

LinkedIn) among their top methods of attracting higher-level
candidates.
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21
CIPD - Hays
Resourcing Talent Planning 2015
Most effective methods for attracting applications
Recruitment Methods
Own corporate website
Recruitment consultants
Commercial job boards
Professional networking sites, for example LinkedIn
Search consultants
Local newspaper
Encourage speculative applications/word of mouth
Specialist journals/trade press
Professional referral schemes
Jobcentre Plus
National newspaper
Social networking sites, for example Facebook
Apprenticeships
Links with schools/colleges/ universities
3/8/2016
%
50
37
25
19
13
13
13
11
8
8
8
6
4
4
22
A Global Perspective
For some positions, the whole world is a relevant
labor market. So, HR can recruit;
home-country nationals when searching for someone

with extensive company experience to launch a product
in a country where it has never sold before
host-country nationals when a foreign subsidiary is being

established and HQ wants to retain control yet hire
someone with local market knowledge
candidates of any nationality, creating a truly

international perspective
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23
The need for effective recruitment

The personnel department will aim to attract the
best candidate for the job
If the wrong person is recruited, this can cause
problems for a business
For any reason, if the new employee leaves,
there will be administrative costs and other
costs too
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24
Selection
The aim of selection is to assess the suitability of candidates
by predicting the extent to which they will be able to carry out
a role successfully.
It involves deciding on the degree to which the characteristics
of applicants in terms of their competencies, experience,
qualifications, education and training match the person
specification.
It also involves using this assessment to make a choice

between candidates
The key principles underlying the process of selection
Measuring individual differences
Prediction of performance
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The Selection Process

Initial screening
Passed
completed application
Passed
employment test
Failed to meet minimum qualifications

Failed to complete application or
failed job specifications
Failed test
Passed
conditional
job offer
Passed
comprehensive interview
background examination
if required
Failed to impress interviewer and/or

meet job expectations
Problems encountered
Passed
permanent
job offer
medical/physical examination
(conditional job offer made)
Reject applicant
Unfit to do essential
elements of job
Able to perform essential

elements of the job
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26
Criteria for Choosing Candidates
Fit with work environment
1.
PersonEnvironment (PE) fit theories propose that positive

responses occur when individuals fit or match the environment
Fit with defined job
2.
Person-Job fit (PJ) fit is the match between individual

knowledge, skills, and abilities (KSA) and demands of the job
Fit with organisation
Personorganization fit (PO fit), is the match between an

individuals personality, attitudes and values and the
organizations values, goals, structures, processes, and
culture.
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27
Factors considered when deciding upon a

selection method
Selection criteria for the post to be filled
Acceptability and appropriateness of the methods
Abilities of the staff involved in the selection process
Administrative ease
Time factors
Accuracy
Cost
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Selection Methods: Choices
Classic Trio:
Application Forms
References
Interviews
CV
Panel interviews
Ability & Aptitude tests
HRM201-Human
Resources Management / MNUBS
Own
experiences?
Work samples eg in-tray

exercise
Skills tests
Personality assessments
Assessment centres
Group exercises
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29
Application forms
Individual pieces of information are validated against

performance and turnover measures and given
appropriate weights
Useful for screening large

number of candidates and
shortlisting for interviews.
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Selection interviewing
Selection interviews aim to provide answer to these

questions:
Can individual do the job are they competent?

Will individuals do the job are they well motivated?
How will individuals fit into the organization?
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31
Interview approaches
Unstructured interviews
An interview in which questions are not prearranged.
Structured interviews
This is one that is built around a set of predetermined questions

related to a person specification, which sets out the knowledge and
skills required, and indicates the type of experience that will be
most appropriate.
Structured situational-based interviews

questions are based on the premise that past behaviour is the
best predictor of future behavior
Structured behavioural (competency) based interviews

Competency-based interviews are structured around the
competencies required for the post as defied in the person
specification.
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32
Interviews
A subjective tool, but

-
essential tool as it is an opportunity for a two-way

communication
Flexible compared to other methods of assessment
Could be made more useful by:

-
Training interviewers
Having a panel of interviewers
Including a broad array of questions
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Selection interviewing skills

1
Establishing rapport
listening
Maintaining continuity
Keeping control
Note taking
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34
Testing
Various tests such as personality and intelligent testing are

used to assess person performance than jumping straight in
to conclusions based on interviews.
Advocates of this technique usually says it is a better

predictor of performance, more accurate, and the objectivity
of test data are achieved
Tests may not be outstanding predictor of future

performance, especially when it is expressed in a correlation
coefficient.
Validation procedures are very time consuming, but are

essential to the effective use of test. There is a growing
concern that new types of test are used with out adequate
validation
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Problems with use of testing method as a

selection technique
The criteria that are used to define good job

performances in developing the tests are often
inadequate.
Tests are often too specific. If the job for which the test
is used changes, than test can no longer be assumed
to relate to job performance in the same way.
Tests may not be fair as there may be a social, gender

or racial bias in the questions and scoring system
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36
Perceptual biases in interviews

Selective perception
Self-centred bias
Early information bias
Stereotyping
(Rees and French, 2010, pg: 174)
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37
Assessment Centers
Assessment centers incorporate multiple selection

techniques, and group selection method outlined above
from a major element, together with other work
stimulation exercise such as in-basket tasks,
psychological test, a variety of interviews and
presentations.
Assessment centers are used to assess, in depth, a

group of broadly similar applicants, using a set of
competencies required for the post on offer and a
series of behavioral statement which indicates how
these competencies are played in practice.
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38
Assessment Centers
Assessment centers usually requires a lengthy design process to

select the appropriate activities to ensure that every competency is
measured via more than one task.
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39
Group selection methods and

assessment centers
Group Methods
The use of group tasks to select candidates are
not new concepts to HR managers. The reasons
for using group methods is to provide candidates
ability to:
Get on with others
Influence other and the way they do this
Express themselves verbally
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40
Work sampling/portfolios
Work sampling of potential candidates for permanent

jobs can take place by assessing candidates work in
temporary posts or in government training schemes in
the same organisation.
For some jobs a sample of work in the form of a

portfolio is expected to be presented at the time of
interview
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The validity of selection methods

Validity
Face validity
Content validity
Predictive validity
Reliability
Temporal or re-test
Consistency
Fairness
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42
Reliability
Does the test measure what it sets out to?
The ability of the selection tool to measure an attribute

consistently.
Temporal or re-test stability where the effectiveness of
a selection tool is assessed by consistency of results
obtained over time.
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43
Validity
The relationship between scores on a selection tool and a
relevant criterion, such as job performance.
Face validity
How applicants perceive, accept and react to a selection process

Candidates usually interpret the selection process as signals of
an organisations characteristics
Predictive Validity
How the process is able to correctly measure or predict the

future job performance of those selected
The central concern of any selection method is to pick out the
best candidates in order to maximise the utility
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Predictive accuracy
Pilbeam & Corbridge (2006: 173)
1.0 (perfect prediction = 1.0)

0.9
0.8
0.7 Assessment centres for development
0.6 Skilful & structured interviews
0.5 Work sampling / Ability tests
0.4 Assessment centres / Personality assessment
0.3 Unstructured interviews

0.2
0.1 References
0.0 Graphology
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Fairness in recruitment and

selection
Procedural justice
How far the selection

methods were seen by
candidates to be related
to the job and the extent
to which procedures
were explained to them
Distributive justice
How equitably
candidates felt they were
treated and whether the
outcome of the selection
was perceived to be fair
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Selection is a two way process
Social exchange theory

Selection is a two-way process.
Exchange is between both candidate and the employer
and both decide
Reaction of candidates is important to consider
(Hausknecht, 2004, cited in Bratton and Gold, 2007)
If selection is invasive, attraction may be diminished

People with negative experience can dissuade others
Negative experience can affect job acceptance
Selection is fraught with legal issues
Mistreatment may have an effect on buying behaviour of
candidates
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The next stage

Some commonly used terms:
Induction, orientation, socialisation, on-boarding
Induction: a planned and systematic process, structured
and implemented by the organisation, to help
new employees settle in their new jobs quickly,
happily and effectively..
3/8/2016
48

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Recruitment and Selection

HRM201 Human Resource Management

HRM201-Human Resources Management / MNUBS

Recruitment and selection: the

To attract and retain high-calibre employees

HRM201-Human Resources Management / MNUBS

Recruiting brings together

HRM201-Human Resources Management / MNUBS

those seeking jobs

HRM201-Human Resources Management / MNUBS

The recruitment process

HRM201-Human Resources Management / MNUBS

People Resourcing Strategy

People resourcing strategy defies the longer-term plans an

Its rationale is the concept that the strategic capability of a firm

The aim of people resourcing strategy is to ensure that a firm

The organization attracts and retains such people as an employer

a set of attributes and qualities

Employer branding is the creation of a brand image of

HRM201-Human Resources Management / MNUBS

CIPD and Hays Survey 2015

Widespread focus on improving employer brand

Most common ways to improve employer brand

HRM201-Human Resources Management / MNUBS

self selection, low cost

Public & Private

Newspaper Advertising large volume, low quality

HRM201-Human Resources Management / MNUBS

by having individuals bid for jobs

HRM201-Human Resources Management / MNUBS

HRM201-Human Resources Management / MNUBS

identification of the organization

the degree to which specific requirements are listed.

HRM201-Human Resources Management / MNUBS

Bringing in experience of working in different

HRM201-Human Resources Management / MNUBS

Private employment agencies provide more comprehensive

HRM201-Human Resources Management / MNUBS

HRM201-Human Resources Management / MNUBS

HRM201-Human Resources Management / MNUBS

Employer Websites - recruit new employees by adding a careers

HRM201-Human Resources Management / MNUBS

HRM201-Human Resources Management / MNUBS

The role of education institutions in equipping young

Over a third (36%) believe that schools, colleges and

The use of new media/technology to recruit is

Social networking sites (such as Facebook) are seen to be less

25% or more include professional networking sites (such as

HRM201-Human Resources Management / MNUBS

home-country nationals when searching for someone

host-country nationals when a foreign subsidiary is being

candidates of any nationality, creating a truly

HRM201-Human Resources Management / MNUBS

The need for effective recruitment

HRM201-Human Resources Management / MNUBS

It also involves using this assessment to make a choice

The Selection Process

Failed to meet minimum qualifications

Failed to impress interviewer and/or

Able to perform essential

Criteria for Choosing Candidates

Fit with work environment

PersonEnvironment (PE) fit theories propose that positive

Fit with defined job