Unit 3 (7 hours.

)
Recruitment and Selection Process: Introduction, Sources of
Recruitment, Use of Assessment Centers, Selection Errors &
Minimizing Selection Errors, Reliability & Validity of Selection Tests,
Choosing suitable types of Interviews, Formulating a recruitment
strategy for senior level executives.
Employee Engagement: Process and outcomes of Employee
Engagement, Ways of Achieving Employee Engagement;
Talent Development: Need Analysis, Knowledge Management,
Competency Development and Developing Leadership Talent.
Case Studies
Recruitment and selection processes are part of HR routines.
To retain top talent and build a strong, consistent team, the HR
manager needs to know how to do the recruitment and selection
process the right way.

Recruitment and selection techniques need to be applied

precisely to avoid increased turnover.
Today there are systems that apply artificial intelligence in
recruitment and selection to increase performance success.
RECRUITMENT AND SELECTION ARE DISTINCT PHASES
FOR HIRING PROFESSIONALS.
When it comes to recruitment, the focus is on attracting, selecting, and
designing the appropriate candidates for one or more positions within
an organization, permanent or temporary.

The selection process aims at conducting interviews and evaluating

candidates for a specific job, defined at recruitment, selecting finally, an
individual for the vacancy, based on predefined criteria.

Selection can range from a very simple process to a very complicated

one, which depends solely on the company you hire and the position the
candidate is looking for.
 Recruitment
 A process of inviting and encouraging a pool of talent to join an
organization.
 It helps employers to have an opportunity to have best talent to
acquire from a pool of eligible candidates.
 Success of recruitment process depends largely on both related
and non-related recruitment issues like competitive pay structure,
liaison with opinion leaders, employer branding, etc.
 Considerations to be made on recruitment expenditures like
advertisement costs, etc and legal requirements.
 Sources
 Internal sourcing: Job posting and personnel records
 Use of Internet sources: social media hiring, virtual job fairs, etc
 Advertisement: Print and electronic media
 Employment agencies
 Executive recruiters
 Campus recruitment
 Internships
 Employee Referrals: applied by organizations like Intel, google, Kaiser etc.
 Walk-ins
 Customers as employees: “The Container Store” “If you love shopping here
you’ d love work here”
 Outsourcing and offshoring
 Recruiting a diverse workforce

 Older workers: Experienced, low absenteeism, more reliability, etc.

 Recruiting Single parents: encouraging women candidates, flexibility,
like Delloite offers “career customization program”
 Recruiting women and minorities: Fulfilling EEOC standards,
encouraging women with to re-establish after career break, like KPMG
offers maternity leave with token of re-association with them
 Recruiting differently-abled: Disability Advisory Council of GM, ‘PwD
Champions Network’ of Accenture are encouraging inclusion.
 Selection
 First, It is important to select right person for the sake of performance
efficiency.
 Second, It is the process of screening out that are undesirables, might be
qualified but not suitable for various reasons
 Third, Selection process reduce costs of training and development
 Fourth, Selection process save employers from negligent hiring, since
they are liable for illegal indulgence of employees. Walmart is sued for
its negligent hiring as it has hired employees with criminal background.
 The aim of selection process is to provide organization a person-job-fit
matching with KSAs and competency among current and future
prospective.
 Selection test measures

 Reliability: test re-test, Internal and external consistency

 Validity: Instrumental and technical, criterion, content and construct
validity
 Validating a test: established tests, like GRE, SAT, CAT, etc.
 Validity generalizations: promoting wider applicability
 Bias reporting
 Ethical and legal aspects of tests: EEOC standards, fair and just to all.
 Rights of test takers: results announcement, usage of scores, etc.
 Use test as supplement
 Utility analysis
 Types of tests
Cognitive ability tests
Motor and physical ability tests
Personality tests: Big five, Caliper profile, MBTI, HEXACO, etc.
Interest inventories
Achievement tests
Computer assisted test
Web based test
Work sampling and simulation
• Selection Error There are two types of selection error.
 In the "false positive error," a decision is made to hire an
applicant based on predicted success, but failure results.
 In the "false negative error," an applicant who would have
succeeded is rejected based on predictions of failure.
• The False Positive Error: An organization that makes a false positive
error incurs three types of costs.
 The first type of costs are those incurred while the person is employed.
These can be the result of production or profit losses, damaged public
relations or company reputation, accidents due to ineptitude or
negligence, absenteeism, etc.
 The second type of costs are those associated with training, transfer, or
terminating the employee.
 Costs of replacing the employee, the third type of cost, include costs of
recruiting, selecting, and training a replacement. Generally, the more
important the job, the greater the costs of the selection error.
• The False Negative Error: In the case of false negative error, an applicant who
would have succeeded is rejected because failure was predicted.
• Most false negative selection errors go unnoticed, except when the applicant is
a member of a protected class and files a discrimination charge.
• Costs associated with this type of error are generally difficult to estimate. A
situation in which the impact of both false positive and false negative selection
errors can be detected and measured, however, is in professional sports such as
football and basketball. Here, coaches and scouts analyze game films, physical
statistics, scouting reports, and other data and decide whether they wish to
draft a particular player. If they draft the player and his performance fails to
meet expectations, a false positive selection error has occurred. Suppose,
however, a team decides against drafting a player and another team chooses
the individual. If the player subsequently turns out to be a star, the first team's
rejection represents a false negative selection error.
 Selection Interviews
Structure: structured, semi-structured, and un-structured
Questions asked: Situational, behavioral, etc.
Conducting interviews: One-to-one, sequential, panel, etc.,
telephonic, face-to-face, etc.
Computer assisted
Case interview
 Validity of selection interviews
Mixed response received by employers
Less reliable and valid by researchers in older times
Situational interviews are preferred
Structured interviews are considered best
Individual interviews are more fruitful
 Validity of selection interviews
If selection methods are invalid, employee selection decisions are no
more accurate than decisions based on a toss of a coin.

Validity is the degree to which a measure accurately predicts job

performance Validity of Selection Method

Selection methods are valid to the extent that predictors measure or are
significantly related to work behavior, job products, or outcomes.

The process of demonstrating that a predictor is significantly related to a

measure of work behavior, job products, or outcomes is validation.
• The validation process demonstrates that a significant statistical
relationship exists between a predictor and a criterion measure of
successful performance on a job.
• A predictor is any piece of information that can be used to screen
applicants.
• Predictors include information from application blanks (education level,
experience, and so on) and reference checks; scores on tests of skill,
ability, or aptitude; data from interest and personality inventories; and
interviewer ratings of an applicant.
• Criterion measures are any measures of work behavior, job products, or
outcomes that have value to an employer. Job success is an abstract
concept that means different things to different employers.
 Interview Effectiveness
Snap Judgments
Extremity towards negative aspects
Must have job knowledge
No pressure hiring
Order or contrast error while interviewing
Non-verbal behavior
Ingratiation with interviewers
 Guidelines for conducting interview
 Plan the interview: going through job specification, candidates resume
and profiles, clarity.
 Structuring the interview: use job knowledge, situational, behavioral, and
background questions: Interviewers training, Focus equal testing
opportunity, Use best measurement scales, Use multiple interviewers
for reducing bias, Use structured interview form, Make brief notes
while interviewing
 Establish rapport
 Must not be personal
 Closing the interview
 Reviewing the interview
 Strategy for hiring top executive

 DEFINING EXECUTIVE POSITION REQUIREMENTS

 Understand the Nature of Executive Work: strategic
assessment and planning, Communicating a vision, Managing
relationships, Implementing changes, Fostering a conducive
climate
 Analyze Organizational Cycles: growth or change
 Define External Challenges: industry challenges, global
strategic positions, multiculturalism
 Clarify Organizational Strategy: A match should be there
 DEFINING EXECUTIVE ATTRIBUTES
Cognitive attributes: critical thinking, intelligence, absorptive
capacity
• Social attributes: Social awareness skills, Social judgment skills
Business attributes: finance management skills, organization
management skills.
• Strategic attributes: Systems-level awareness skills, Visioning
skills, Complex problem- solving skills, Ability to map operating
environment, etc
 Case Study: Change Is a Constant, So Look for Flexibility

Franco Bernabe was hired to run Telecom Italia, a large, recently privatized
conglomerate with a poorly performing stock price and a history of management
turmoil. At the time, Bernabe appeared to be the perfect choice for the job:
between 1992 and 1998, he had led the transformation of one of the world’s
largest energy companies, ENI, into a highly respected and profitable publicly
traded business—and it, too, had a legacy of extreme senior-level upheaval.
Bernabe’s skills were considered so appropriate for his new position that
Telecom Italia’s stock rose 5 percent the day his appointment was announced
—a multibillion-dollar increase in market value.
Only two months later, Bernabe’s job changed drastically when Telecom
Italia became the target of a hostile takeover attempt by Olivetti
Corporation. It became irrelevant, for instance, that Bernabe excelled at
leading cultural change. To fend off Olivetti, he quickly needed to
improve short-term financial results; rapidly assess the value and
synergy of core and noncore business combinations; and almost instantly
construct intricate investment and business obstacles that might thwart a
takeover. In the end, it wasn’t enough. Olivetti succeeded in its efforts,
and Bernabe stepped down only six months after he started.
Source: Harvard Business Review (July-August 1999), pp. 109-110.
 RECRUITING CANDIDATES
• Internal Versus External Candidates
 Steps in the recruitment and selection process

The process of recruitment and selection begins with recruiting candidates and ends
with selecting a candidate to hire, as you might expect from the name. Being
thorough and following each step can lead to better hires and retention rates. You
can start by considering this seven-step recruitment and selection process example.
Take a look at the steps of recruitment and selection:
1. Receive a job order
2. Source candidates
3. Screen applicants
4. Shortlist candidates
5. Interview candidates
6. Conduct testing
7. Extend a job offer
Follow each step in the recruitment and selection process to learn as much as you
can about each candidate. To prevent your recruitment and selection process from
getting stale, find what works and change what doesn’t.
An assessment center is defined as a method used by senior
management of an organization for identifying management potential
and determining the suitability of a candidate for given job roles and
specific types of employment such as management or military
command.
 Assessment centers provide real-life scenarios.
 In this, leaders immerse themselves in level-specific or role-specific
job simulations and assignments.
 Assessment centers are multi-component standardized evaluation
experiences.
Advantages of Assessment Centre
• One of the most significant benefits of an assessment center is
its capacity to forecast the future capability of an individual for a
specific job position.
• Other sorts of assessments or data, on the other hand, can only
evaluate what others have done in the past or are doing in their
current function.
• In an assessment center, though, one can examine what
someone will do in a hypothetical situation.
1. Data About Future Performance Behaviour: Before people employ or promote someone, they should
conduct a realistic day-in-the-life simulation to get a good idea of performing in a specific role.
2. Attainment of Objective Statistics: An assessment center member obtains an objective measure of their
leadership capabilities instead of a 360-degree feedback assessment based on subjective data. The
outcomes are based on professional assessors’ recommendations or smart technologies.
3. Feedback on Specific Habits, Techniques, and Skills: It will assist people in understanding what worked
and what didn’t when they obtain a rating on a skill. A report from an assessment center and actionable
comments from a coach can assist leaders in determining where and how to develop.
4. The Validity and Fairness of the System are Established: Many academics have investigated assessment
center validity and recorded thousands of successful applications since its first use in the corporate
world. Assessment centers are undeniably predictive of on-the-job performance as well as future
performance. Furthermore, compared to other selection methods, the assessment center method is
often seen as more fair and objective in terms of gender, ethnicity, and age.
5. A Development Opportunity in a Leader’s Career:An evaluation center can be one of a leader’s most
valuable development opportunities. The lessons they learn from the high-stakes event will significantly
impact how they lead now and in the future to accomplish success. Furthermore, regardless of the
outcome, the experience enables participants to accept the fairness and accuracy of promotion
decisions and a better grasp of job needs.
Leaders can benefit from the following in an assessment center method:
1. Feedback Provided at Behavioural and Competency Levels: Leaders are given
explicit feedback on the behaviors they displayed or missed. They are also given
overall evaluations in the areas of leadership competency.
2. Role Strengths and Opportunities for Improvement: The data helps the leader
improve their strengths and narrow the gaps in their development areas if they go
through a simulation tailored to their present leadership level.
3. Data About Gaps in Readiness: When leaders are placed through a simulation at the
next level, they may see which competencies they’re ready for and where they need
to improve.
4. A Better Understanding of all the Skills Needed to Succeed: Even the most senior
executives have trouble seeing what it takes to advance in their careers. An
assessment center offers them a better understanding of the challenges they’ll
experience in these professions and why it’s important to develop vital skills. The
experience may also aid them in determining whether or not they want to pursue
specific careers.