Professional Documents
Culture Documents
Management Practices
(HRMP)
RECRUITMENT AND SELECTION
PDM ( 2016 18)
SESSION 5
Introduction
Human Resource Planning (HRP) and Job Analysis helps determine the
number and type of people and roles and responsibilities they need to
perform so as to help the organization attain its objectives
The next logical step is to hire right number of people of right type to fill the
jobs.
Hiring
Recruitment Selection
Recruitment
Recruitment involves attracting and obtaining as many applications as possible
from eligible job-seekers.
Purposes and Importance of Recruitment:
Recruitment represents first contact that a company makes with potential
employees
Increases the pool of job candidates for the open positions by attracting highly
qualified and competent people.
Meets organisations legal and social obligations regarding the composition of
workforce.
Lends itself as a potential source of competitive advantage to a firm.
Pause and Ponder..!
Recruitment Search
Potential
Planning Activation Application Screening Selection
Job Vacancies Hires
Number Message Pool
Types Media
Strategy
Development Applicant Evaluation
Where Population and control
How
When
Sources of Recruitment
INTERNAL SOURCES EXTERNAL SOURCES
Present Employees Advertisements
Campus Recruitment
Employee Referrals
Walk-ins & write-ins
Former Employees
Consultants
Previous Applicants Contractors
Competitors
Social Media
Employment Agencies
What makes effective Recruiting a challenge?
Decision related to branding / marketing of the organisation.
Decision on recruiting method
Decision related to targeting the right number i.e. from where, how and when
The recruiting yield pyramid
Offer Acceptance
20 Offer/Acceptance (3:2)
Job Offer
30 Interview/Offer(4:3)
Invited to final interview
40 Screening/Invites (5:1)
Invited to screening interview
200 Contacts/Screens(10:1)
Initial Contacts
2000
Alternatives to Recruitment
Overtime
Employee Leasing or Deputation
Temporary Employment
Outsourcing
Selection
Selection
Selection is a process of picking individuals (out of the pool of job applicants)
with requisite qualification and competence to fill jobs in the organisation.
Work Performance
Work performance depends on individuals. The best way to improve
performance is to hire people who have the competence and willingness to
work.
From the employees point of view, poor or inappropriate choice can
demoralise the individual concerned and de-motivate the rest of the
workforce.
Legal Obligations
A mismanaged process may lead to undesired litigation
E.g. Vyapam Scam, Teachers hiring scam in Haryana etc.
Selection a critical function? (Contd.)
Cost:
Cost incurred in recruiting and hiring personnel speaks volumes about the role of selection.
Internal Environment
Preliminary Interview
Rejected Applicants
Selection Tests
Employment Interview
Reference & background
check
Selection decision
Physical Examination
Job Offer
Employment Contract
Evaluation
Selection Process (Contd.)
Shortcomings:
Absence of reliability as no two interviewers offer similar scoring after interviewing an applicant
Lack of validity as very rarely standardised questions are used upon which validation studies can be done
Biases of the interviewer(s) may cloud the objectivity
Employment Interviews
Structured Situational
Unstructured
Behavioural sequential
Semi- Structured sequential
structured Job-related Panel
Phone
Unstructured Stress Video/web-assisted
Computerised
Employment Interviews(Contd.)
Interviewer Biases:
Stereotyping: Involves forming generalized opinions about how people of a given gender,
religion, or race appear, think, act, feel, or respond. Example: Presuming that a woman would
prefer a desk job over working outdoors is stereotyping.
First impression error: The interviewer makes snap judgments and lets his or her first
impression (either positive or negative) cloud the entire interview. Example: Giving more
credence to the fact that the candidate graduated from the interviewer's alma mater than to
the applicant's knowledge, skills, or abilities is an example of the first-impression error.
Negative emphasis: Rejecting a candidate on the basis of a small amount of negative
information. Research indicates that interviewers give unfavorable information roughly twice
the weight of favorable information. Negative emphasis often happens when subjective
factors like dress or nonverbal communication taint the interviewer's judgment.
Employment Interviews(Contd.)
Halo effect: Occurs when an interviewer judges an applicants entire potential for
job performance on the basis of a single trait, such as how the applicant dresses
or talks.
Nonverbal bias: Undue emphasis is placed on nonverbal cues that are unrelated
to job performance. Example: Hair length or distracting mannerisms are good
examples of nonverbal bias.
Contrast effect: Strong candidates who interview after weak ones may appear
even more qualified than they actually are because of the contrast.
Similar-to-me error: Picking candidates based on personal characteristics that
they share with the interviewer rather than job-related criteria.
Employment Interviews(Contd.)
How to design effective interviews? How to conduct an effect interview?
Preparation is essential
Uncover the interviewers real needs
Relate yourself to the interviewers needs
Think before answering
Remember the appearance and enthusiasm are important
Make a good first impression
Selection Process (Contd.)
Reference and Background Checks
Objectives:
To gain insight about the potential employee from the people who have had previous experience with him or her.
To assess/predict the potential success of a prospect
Many employers request names, addresses, and telephone numbers or references for
the purpose of verifying information and gaining additional background information on
an applicant
Previous employers, known public figures, university professors etc. can act as
references and is done through letters of references or telephone references
Reference Checks covers:
Criminal record checks
Previous employment check
Educational record checks
Character reference check
Selection Process (Contd.)
Physical Examination
After the selection and before the job offer is made, the candidate is required to undergo a
physical fitness test. A job offer is contingent upon the candidate being declared fit after the
physical examination.
Objectives:
To detect if the individual carries any infectious diseases
To determine whether the person is physically fit to perform the work
Medical check-up protects applicants with health defects from undertaking work that could be detrimental
to themselves or might become employers prerogative later
Protects employers from workers compensation claim that are not valid because illnesses/injuries were
present when the employee was hired
Selection Process (Contd.)
Job Offer
Job offer is made through a formal letter of appointment
Contract of employment
Contains: Job Title/Duties/Date of joining/ Compensation details such as basic
salary, allowances, overtime & shift rates/ Hours of work including lunch break
etc/Number of leaves/Notice period clauses/Grievance procedure/Disciplinary
Procedure/Work rules/Termination clauses/Union Membership/ Clauses related
to employers & employees rights
Selection Process (Contd.)
Evaluation of the selection process
Aims to evaluate selection process meets the three Rs (Right people, Right Job, Right
Time):
Cost per hire: Includes payment made to placement agency, expenses incurred on conducting tests &
interviews, Cost of any on-campus/institutional drives, Cost of joining bonus and other allowances,
any other incidental costs
Time to hire: Refers to time lapsed between notification of vacant position and new hire joins the
organisation.
Quality of Hire: Refers to hiring the best talent
Selection Programme audit: Includes analysis of the method, procedures, implementation, results
etc.
Pause and Ponder.!
If you are a chairman of your organisation,
what considerations would guide your
judgement on the following employment
issues:
Hiring of relatives of employees?
Promotion from within vs. selecting the best
from outside?
Hiring physically handicapped persons?
Hiring candidates belonging to minority
communities?
Hiring sons of the soil?