03b96Recruitment and Selection.ppt

8/21/2019 03b96Recruitment and Selection.ppt

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Recruitment and Selection


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Recruitment• The process of nding and attracting job

candidates who are qualied to ll jobvacancies.

• According to !"#$ % &'#(()* +Recruitmentis the process of searching for prospective

emplo,ees and stimulating and encouragingthem to appl, for jobs in an organi-ation.


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(urpose and #mportance of Recruitment

• /enerate a large pool of candidates.

• 0elp increase the success rate of selection process b,reducing the number of visibl, under qualied oroverqualied job applicants.

• eet the organi-ations legal and social obligations regardingthe compositions of its wor3force.

Factors Governing Recruitment

• #mage of the organi-ation

• Attractiveness and nature of the job• #nternal policies

• /overnment requirements

• The recruiting budget


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Recruitment (rocess

1. Identify vacancy

2. Prepare job descriptionand person specication

3. Advertising the vacancy

4. Managing the response

5. Short!isting

". Arrange intervie#s

$. %ond&cting intervie# anddecision 'a(ing


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Sources of Recruitment

• Sources should match theposition to be lled.

• The #nternet is providingman, new opportunities to

recruit and causingcompanies to revisit pastrecruiting practices.

• Sources6

– #nternal Searches – mplo,ee Referrals7

Recommendations

– 8ternal Searches

– Alternatives


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Recruiting Sources

1. Internal Search

2. Employee Referrals/Recommendations

3. External Searches• Advertisement•Employment Aencies•School! "ollees•#al$%Ins•Internet Recr&itin

'. Alternatives•(emporary help services•Independent contractors


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• Why evaluate therecruitment process?

• #s it attracting the requirednumber of applicants;

• Are our sourcesappropriate;

• #s potential sta< beingtargeted through the

recruitment process;

• 0ow cost e


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Advantages

• nsures qualit, hires

• #n improving thes,stem

• #s the rm providing

equal emplo,mentopportunities

Disadvantage

• #f the rm is loo3ing at

onl, one criteria thenthe results would beincorrect.


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Selection• Selection is the process of pic3ing individuals@ out of

the pool of job applicants with requisitequalications B competence to ll jobs in the

organi-ation

• Selection is the process of di


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D)$&ES#)$;;;RDRE#T$T FS S'DT#)$

• Recruitment B selection are the crucial steps of the 0Rprocess* but there is a ne distinction between the twosteps

• Recruitment refer to the process of identif,ing B

encouraging prospective emplo,ees to appl, for the jobsG• Recruitment is positive in its approach as it see3s to attract

as man, candidates as possible

where as• Selection is concerned with pic3ing up right candidates

from the pool of job applicants• Selection on the other hand is negative in its application as

it see3s to eliminate as man, unqualied applicants aspossible.


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The Selection (rocess


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Falidit, andReliabilit,• To select the right person for a job* an,

method used to ma3e an emplo,ment

decision must demonstrate validit, andreliabilit,.

– Falidit, requires that the method accuratel,measure or predict what it is intended to

measure or predict.

– Reliabilit, means that the method mustmeasure* or predict* the same thing each time itis used.


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Selectionethods• Application forms andresumes

• Tests

• #nterviews

• (h,sical e8amination


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Application &orms and Resumes

• Application forms and7or resumes are usuall,the rst sources of information about apotential emplo,ee.

• Applications and resumes usuall, record theapplicantHs desired position and jobIrelatedqualications and e8perience.

• %oth serve as prescreening devices to helpdetermine whether an applicant meets theminimum requirements of a position.

• %oth also allow for preliminar, comparisonswith the credentials of other candidates.


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Selection Tests

• Tests help pic3 the best candidate for the position.

• There are three categories of tests6

– "ritten tests

– (erformance tests

– (ersonalit, or personal tests

• These are used to determineIApplicant’s ability

Aptitude

Personality


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"ritten Tests• Test the applicant in a variet, of

areas6

– Jnowledge

– Abilit,

– S3ill – #ntelligence

– #nterest


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(erformance Tests

• (erformance tests require the jobcandidate to actuall, perform it the job*usuall, in a small part or for a short time.

• There are two common t,pes ofperformance tests6

– "or3 samples

– Assessment centers


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"or3 Sample (erformance Tests

• "or3 samples are more appropriate for jobsthat are more routine and7or more specic.

• #f wor3 samples are designed and selectedwell* then the personHs performance in thewor3 sample should accuratel, predict theirperformance on the job.

• "or3 samples do show high validit, scores*especiall, when compared to writtenaptitude* personalit, or intelligence tests.


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Assessment Denter (erformance Tests• Assessment centers are usuall, moreappropriate to judge a candidateHs predictedperformance in a more comple8 job.

• The candidate t,picall, is presented with afairl, large number and var,ing t,pes of tas3sto do @sometimes more than can reasonabl, bedone.

• The intent of the assessment center is to judgehow a candidate would behave and perform inselected tas3s to predict performance on the

job.


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(ersonalit, or (ersonal Tests• Kudge whether a person LtsM into the organi-ation.

• To measure a prospective emplo,eeHs motivation to

function in a particular wor3ing environment

• The goal is to hire people who alread, havecharacteristics and attitudes that are line with the core

values of the organi-ation and itHs culture.

• #t is assumed that it is easier to teach a person the detailsof a job than it is to teach him or her to change deepl,help attitudes or change personalit, characteristics.


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#nterviews• #nterviews are relativel, formal* inIdepthconversations conducted for the purpose ofassessing a candidateHs 3nowledge* s3ills andabilities

• #nterviews also provide the candidate informationabout the organi-ation and potential jobs.

• #nterviews tend to have low validit,.

– "hile man, people conduct interviews* few aretrained in how to do them well.

– #nterviews also tend to be fairl, informal and notwo are ali3e which raises issues with reliabilit,.


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#nterview/uidelinesG• To increase the validit, and reliabilit, of aninterview6

– %ase the interview questions on a complete

and current job anal,sis. – As3 precise* specic questions that are job

related.

– Avoid biases* ma3ing snap judgments*stereot,ping* or loo3ing for onl, negative* oronl, positive* information.

– %e careful about having a perception* orstereot,pe* of what the LgoodM candidate is.


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(h,sical 8aminations• A ph,sical e8am is intended to ensure that

a person is ph,sicall, able to carr, out

certain job requirements.• A ph,sical e8am can also be used to enroll

emplo,ees in fringe benets such ashealth* life* or disabilit, insurance.

• !rug tests* while controversial* are usedb, man, companies for both hiring andfor continued emplo,ment.


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#nduction

• Also called orientation, is a systematic and planned

introduction of employees to their jobs, their co-workers and

the organization.

• Purpose of induction

1. To reduce the aniety of new employees by pro!iding them

information.

". To introduce them to co-workers.

#. $odifying employees epectations. %.&pose new employees to all areas of the organization.


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• 'rientation programmes consist of three stages(

1. A general introduction to the organization.

". specific orientation to the department and the job- gi!en by

the super!isor #. )ollow up meeting to !erify that important issues ha!e been

answered


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Placement

• *t includes initial assignment of new employees, and

promotion or transfer of employees

• Placing the right candidate in the right job.

• Assigning due responsibilities and duties.

• +reate interest in ob.

• ight placement would result in producti!ity

impro!ement

03b96Recruitment and Selection.ppt

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