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RECRUITMENT AND SELECTION

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AIMS Education
AIMS Education

Understand and Differentiate between strategic recruitment and selection. Identify the dual goals of recruiting. Comprehend recruitment process from organizational as well as individual perspective. Identify what strategic decisions are involved in recruiting. Explain the major recruitment methods and analyze their advantages and disadvantages. Identify the basic selection criteria. Design and administer an effective selection process. Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection. Appreciate varied contemporary interviewing techniques used by interviewers. Design interview form and evaluation matrix.

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HUMAN RESOURCE MANAGEMENT RECRUITMENT AND SELECTION CHAPTER NO. 3
AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:  Understand and Differentiate between strategic recruitment and selection.  Identify the dual goals of recruiting.  Comprehend recruitment process from organizational as well as individual perspective.  Identify what strategic decisions are involved in recruiting.  Explain the major recruitment methods and analyze their advantages and disadvantages.  Identify the basic selection criteria.  Design and administer an effective selection process.  Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.  Appreciate varied contemporary interviewing techniques used by interviewers.
HUMAN RESOURCE MANAGEMENT BUSINESS OBJECTIVES RECRUITMENT HR PLANNING JOB DESCRIPTION JOB SPECIFICATION JOB ANALYSIS
RECRUITMENT The Process of generating a pool of qualified candidates for a particular job. The Process of discovering potential candidates. OR
RECRUITMENT GOALS 1 Attract the Qualified Applicants. 2 Encourage Unqualified Applicants to self- select themselves out.
RECRUITMENT IS A TWO WAY STREET RECRUITMENT Organization is Looking for a Qualified Applicants Applicants are Looking for the Potential Emplacement Opportunities
RECRUITMENT PROCESS ORGANIZATION CANDIDATE Generate candidate pool via internal or external recruitment methods Vacant or New position occurs Evaluate Candidates via Selection process Impress Candidates Make Offer Acquire Employment Experience Receive Education and choose Occupation Search for Job Openings Apply for jobs Impress Company during Selection process Evaluate Jobs and Companies Accept or Reject Job Offers
STRATEGIC RECRUITING DECISIONS HR PLANNING DECISIONS STRATEGIC RECRUITING DECISIONS DECISIONS ON RECRUITING SOURCES/METHODS  How Many Employees Needed  When Needed  KSAs Needed  Special Qualifications  Where to Recruit: Internal/External  Who to Recruit: Flexible Staffing Options  Nature of Job Requirements  Advertising Choices  Recruiting Activities
STRATEGIC RECRUITING DECISIONS FLEXIBLE STAFFING DESCRIPTIONS 1. REGULAR EMPLOYMENT Regular employment consists of continuous, predictable, and scheduled employment of six months' duration or longer. Regular employment may be full time or part time. 2. FULL-TIME OR PART-TIME Full-time employment consists of a regular schedule of 37.5 hours per week. Part-time employment consists of a regular schedule of less than 37.5 hours per week. 3. INDEPENDENT CONTRACTORS Perform specific services on a contract basis used in a number of areas, including building maintenance, security, and advertising/public relations. 4. PROFESSIONAL EMPLOYER ORGANIZATIONS AND EMPLOYEE LEASING An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small business owner turns his or her staff over to the leasing company, which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.
STRATEGIC RECRUITING DECISIONS Cont . . . 5. TEMPORARY WORKERS This is based on “try before you buy” approach . Employers who use temporary employees can hire their own temporary staff or use agencies supplying temporary workers. Such firms supply workers on a rate-per-day or per-week basis. 6. SEASONAL EMPLOYEES Seasonal employees are hired to work on a part-time basis by companies that need extra help during a particular season, typically the Christmas season or crops harvesting.
SOURCES OF RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES SOURCES OF RECRUITMENT
Internal Recruiting Data base Promotions and Transfers Job Posting & Bidding Employee Referrals Re-recruiting former Employees & Applicants INTERNAL SOURCES SOURCES OF RECRUITMENT
SOURCES OF RECRUITMENT Cont . . . INTERNAL SOURCES ADVANTAGES DISADVANTAGES  Morale of Promotee  Better assessment of abilities  Lower cost for some jobs  Motivator for good performance  Causes a succession of promotions  Have to hire only at entry level  Inbreeding  Possible morale problems of those not promoted “Political” infighting for promotions  Need for management- Development program
SOURCES OF RECRUITMENT Cont . . . Schools Colleges & Universities Labor Unions Media Sources Employment Agencies EXTERNAL SOURCES
SOURCES OF RECRUITMENT Cont . . . EXTERNAL SOURCES ADVANTAGES DISADVANTAGES  New “blood” brings new perspectives  Cheaper and faster than training  Professionals  No group of political supporters in company  Organization already  May bring new industry insights  May not select someone who will “fit” the job or organization  May cause morale problems for internal  Candidates not selected  Longer “adjustment” or orientation time
INTERNET RECRUITING METHODS INTERNET RECRUITING METHODS 1. Job Boards 2. Employer Web Sites
INTERNET RECRUITING METHODS Cont . . . ADVANTAGES DISADVANTAGES  Cost savings  Time savings  Expanded pool of applicants  More unqualified applicants  Additional work for HR staff members  Many applicants are not seriously seeking employment  Access limited or unavailable to some applicants
RECRUITING EVALUATION As the goal of a good recruitment program is to generate a large pool of applicants from which to choose, quantity is a natural place to begin evaluation In a cost/benefit analysis to evaluate recruiting efforts, costs may include both direct costs (advertising, recruiters’ salaries, travel, agency fees, telephone) and the indirect costs (involvement of operating managers, public relations, image). Quantity of Applicants A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage. In addition to quantity, the issue arises as to whether or not the qualifications of the applicant pool are sufficient to fill the job openings. Do the applicants meet job specification and do they perform the jobs well after hire? Quality of Applicants Yield Ratio Evaluating Recruiting Costs and Benefits
RECRUITING EVALUATION Cont . . . 300 Applicants 100 Final Interviews 50 Offers 25 Hires Initial Contacts/Final Interview (Yield ratio = 3:1) Final Interview/Offers (Yield ratio = 2:1) Offers/Hires (Yield ratio = 2:1) Using Yield Ratios to Determine Needed Applicants:
CONSTRAINTS ON RECRUITMENT Image of the Company Attractiveness of Job Internal Organizational Policy Recruitment Cost
BUSINESS OBJECTIVES RECRUITMENT HR PLANNING JOB DESCRIPTION JOB SPECIFICATION JOB ANALYSIS SELECTION
SELECTION 1 • The Process of making a “Hire” or “No Hire” decision regarding each applicant for a job. 2 • Selection is the process of choosing qualified individuals who are available to fill the positions in organization. Or
BASIC SELECTION CRITERIA BASIC SELECTION CRITERIA Formal Education Experience and Past Performance Physical Characteristics Personality Characteristics
SELECTION PROCESS Initial screening Completed application Medical/physical examination if required (conditional job offer Comprehensive interview Employment test Permanent job offer Reject Applicant Background Examination if required Conditional job offer Passed Passed Passed Passed Passed Able to perform essential elements of job Fail to meet minimum qualification Failed to complete job application or failed job specification Failed Test Failed to impress interviewer and / meet job expectations Problem encountered Unfit to do essential elements of job
Recruitment & Selection Process (Telenor) Recruitment for permanent & temporary employees 6-8 weeks Consist of 7 key elements Identify hiring need and prepare hiring plan Prepare Job Description Sourcing and vacancy announce ment Screen and shortlist applicants Assessme nt center, tes t & interview s Candidate Finalizati on & offer approval Offer placeme nt Offer Acceptance Offer email is sent to selected candidate Recruitment forwards the accepted offer to concerned regional operations. If offer is not accepted, rec ruitment reserves the right to withdraw offer Recruited or Rejected Yes Yes No No
SELECTION METHODS 1. Testing 2. Gathering Information 3. Interviewing The Three most Common Methods used are:
SELECTION METHODS Cont . . . Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits. 1. TESTING TESTING TYPES Cognitive Ability Test Integrity Test Personality Test Drug Test Physical Ability Test Work Sample Testing
It measures the learning, understanding, a nd ability to solve problems. e.g. Intelligence Tests. 1. Cognitive Ability Testing It measures the patterns of thought, emotion, and behavior. e.g. Myers Briggs 3. Personality Testing It assesses muscular strength, cardiovascular endurance, and coordination. 2. Physical Ability Testing SELECTION METHODS Cont . . . TESTING TYPES
SELECTION METHODS Cont . . . It is designed to assess the likelihood that applicants will be dishonest or engage in illegal activity. 4. Integrity Testing Normally requires applicants to provide required sample that is tested for illegal substances. 6. Drug Testing Measures performance on some element of the job. 5. Work Sample Testing TESTING TYPES
SELECTION METHODS Cont . . . TEST SAMPLE
SELECTION METHODS Cont . . . 2. INFORMATION GATHERING: Common methods for gathering information include application forms and résumés, biographical data, and reference checking.
SELECTION METHODS Cont . . .  Generally ask for information such as address and phone number, education, work experience, and special training.  At the professional-level, similar information is generally presented in résumés. Application Forms and Résumés  Historical events that have shaped a person’s behavior and identity. Biographical Data  Involves contacting an applicant’s previous employers, teachers, or friends to learn more about the applicant Issues with reference checking Reference Checking
SELECTION METHODS Cont . . . 3. INTERVIEWS:  The interview is the most frequently used selection method.  Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative (interviewer).  Typical areas in which questions are posed include education, experience, knowledge of job procedures, mental ability, personality, communication ability, social skills.
SELECTION METHODS Cont . . . Types of Interviews 2. Unstructured Interviews 1. Structured Interviews Situational Interview Behavioral Interview
SELECTION METHODS Cont . . . SITUATIONAL INTERVIEW • In which the interviewer asks questions about what the applicant would do in a hypothetical situation BEHAVIORAL INTERVIEW • In which the questions focus on the applicant’s behavior in past situations. Uses a list of predetermined questions. All applicants are asked the same set questions. There are two types of structured interviews. 1. Structured Interviews Interviews-open ended questions are used such as “Tell me about yourself” 2. Unstructured Interviews • This allows the interviewer to probe and pose different sets of questions to different applicants.
SELECTION METHODS Cont . . . CREATING STRUCTURED INTERVIEW QUESTIONS
SELECTION METHODS Cont . . . INTERVIEW QUESTION
INTERVIEW EVALUATION FORM  Kohinoor Mills Ltd.  Wateen Telecom  Fauz SELECTION METHODS Cont . . .
SELECTION METHODS Cont . . . KOHINOOR MILLS LTD.
SELECTION METHODS Cont . . . WATEEN TELECOM
SELECTION METHODS Cont . . . FAUZ
SELECTION METHODS Cont . . . Snap Judgments Halo Effect Negative Emphasis Horn Effect Biases Cultural Noise COMMON INTERVIEWING MISTAKES
Recruitment & Selection RECRUITMENT Recruitment Goals Attract the Qualified Applicants Encourage Unqualified Applicants to self select themselves out Recruitment (2 way process) Organization is looking for a Qualified Applicants Applicants are also looking for the Opportunities Strategic Recruitment Decisions Internal Recruitment Sources Organizational Data Base Job Posting Promotions & Transfers Employee Focused Employee Referrals Re-recruit Former Employee External Recruitment Sources Colleges & Universities Professional Organizations Employee Leasing Unsolicited Applications Media Sources & Job Fairs Placement Agencies Internet Recruitment Sources Job Boards Employer Web Sites Recruiting Evaluation Quantity of Applicants Quality of Applicants Yield Ratio Image of the Company Attractiveness of Job Internal Org. Policy Recruitment Cost Constraints on Recruiting SELECTION Basic Selection Criteria Formal Education Experience and Past Performance Physical Characteristics KSA Personality Characteristics Other Characteristics Selection process  Initial Screening  Completed Application  Employment Test  Comprehensive Interview  Conditional Job Offer  Background Examination  Medical or Physical Examination  Permanent Job Offer Selection Methods Testing Gathering information Interviews Testing Cognitive Ability Test Personality Test Physical Ability Test Integrity Test Drug Test Work Sample Test Information Gathering Application Forms Resumes Biographical Data Reference Checking Defamation of Character Negligent Hiring Interviews Structured Unstructured Situational Behavioral Common Interviewing Mistakes Snap Judgments Halo Effect Horn Effect Negative Emphasis Cultural Noise Biases CHAPTER : 3 Budgeting Regular vs. Flexible Organizational vs. Outsourcing Internal vs. External Management Quality Circle
THOUGHT OF THE DAY “If an HR person is trying to choose people for an organization, knowing their values is very important-if they are not consistent with the organization’s values they are not likely to stay very long.” Professor, Roger Collins.

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RECRUITMENT AND SELECTION

  • 2. AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:  Understand and Differentiate between strategic recruitment and selection.  Identify the dual goals of recruiting.  Comprehend recruitment process from organizational as well as individual perspective.  Identify what strategic decisions are involved in recruiting.  Explain the major recruitment methods and analyze their advantages and disadvantages.  Identify the basic selection criteria.  Design and administer an effective selection process.  Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.  Appreciate varied contemporary interviewing techniques used by interviewers.
  • 3. HUMAN RESOURCE MANAGEMENT BUSINESS OBJECTIVES RECRUITMENT HR PLANNING JOB DESCRIPTION JOB SPECIFICATION JOB ANALYSIS
  • 4. RECRUITMENT The Process of generating a pool of qualified candidates for a particular job. The Process of discovering potential candidates. OR
  • 5. RECRUITMENT GOALS 1 Attract the Qualified Applicants. 2 Encourage Unqualified Applicants to self- select themselves out.
  • 6. RECRUITMENT IS A TWO WAY STREET RECRUITMENT Organization is Looking for a Qualified Applicants Applicants are Looking for the Potential Emplacement Opportunities
  • 7. RECRUITMENT PROCESS ORGANIZATION CANDIDATE Generate candidate pool via internal or external recruitment methods Vacant or New position occurs Evaluate Candidates via Selection process Impress Candidates Make Offer Acquire Employment Experience Receive Education and choose Occupation Search for Job Openings Apply for jobs Impress Company during Selection process Evaluate Jobs and Companies Accept or Reject Job Offers
  • 8. STRATEGIC RECRUITING DECISIONS HR PLANNING DECISIONS STRATEGIC RECRUITING DECISIONS DECISIONS ON RECRUITING SOURCES/METHODS  How Many Employees Needed  When Needed  KSAs Needed  Special Qualifications  Where to Recruit: Internal/External  Who to Recruit: Flexible Staffing Options  Nature of Job Requirements  Advertising Choices  Recruiting Activities
  • 9. STRATEGIC RECRUITING DECISIONS FLEXIBLE STAFFING DESCRIPTIONS 1. REGULAR EMPLOYMENT Regular employment consists of continuous, predictable, and scheduled employment of six months' duration or longer. Regular employment may be full time or part time. 2. FULL-TIME OR PART-TIME Full-time employment consists of a regular schedule of 37.5 hours per week. Part-time employment consists of a regular schedule of less than 37.5 hours per week. 3. INDEPENDENT CONTRACTORS Perform specific services on a contract basis used in a number of areas, including building maintenance, security, and advertising/public relations. 4. PROFESSIONAL EMPLOYER ORGANIZATIONS AND EMPLOYEE LEASING An employer signs an agreement with an employee leasing company, after which the existing staff is hired by the leasing firm and leased back to the company. For a fee, a small business owner turns his or her staff over to the leasing company, which then writes the paychecks, pays the taxes, prepares and implements HR policies, and keeps all the required records.
  • 10. STRATEGIC RECRUITING DECISIONS Cont . . . 5. TEMPORARY WORKERS This is based on “try before you buy” approach . Employers who use temporary employees can hire their own temporary staff or use agencies supplying temporary workers. Such firms supply workers on a rate-per-day or per-week basis. 6. SEASONAL EMPLOYEES Seasonal employees are hired to work on a part-time basis by companies that need extra help during a particular season, typically the Christmas season or crops harvesting.
  • 12. Internal Recruiting Data base Promotions and Transfers Job Posting & Bidding Employee Referrals Re-recruiting former Employees & Applicants INTERNAL SOURCES SOURCES OF RECRUITMENT
  • 13. SOURCES OF RECRUITMENT Cont . . . INTERNAL SOURCES ADVANTAGES DISADVANTAGES  Morale of Promotee  Better assessment of abilities  Lower cost for some jobs  Motivator for good performance  Causes a succession of promotions  Have to hire only at entry level  Inbreeding  Possible morale problems of those not promoted “Political” infighting for promotions  Need for management- Development program
  • 14. SOURCES OF RECRUITMENT Cont . . . Schools Colleges & Universities Labor Unions Media Sources Employment Agencies EXTERNAL SOURCES
  • 15. SOURCES OF RECRUITMENT Cont . . . EXTERNAL SOURCES ADVANTAGES DISADVANTAGES  New “blood” brings new perspectives  Cheaper and faster than training  Professionals  No group of political supporters in company  Organization already  May bring new industry insights  May not select someone who will “fit” the job or organization  May cause morale problems for internal  Candidates not selected  Longer “adjustment” or orientation time
  • 16. INTERNET RECRUITING METHODS INTERNET RECRUITING METHODS 1. Job Boards 2. Employer Web Sites
  • 17. INTERNET RECRUITING METHODS Cont . . . ADVANTAGES DISADVANTAGES  Cost savings  Time savings  Expanded pool of applicants  More unqualified applicants  Additional work for HR staff members  Many applicants are not seriously seeking employment  Access limited or unavailable to some applicants
  • 18. RECRUITING EVALUATION As the goal of a good recruitment program is to generate a large pool of applicants from which to choose, quantity is a natural place to begin evaluation In a cost/benefit analysis to evaluate recruiting efforts, costs may include both direct costs (advertising, recruiters’ salaries, travel, agency fees, telephone) and the indirect costs (involvement of operating managers, public relations, image). Quantity of Applicants A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage. In addition to quantity, the issue arises as to whether or not the qualifications of the applicant pool are sufficient to fill the job openings. Do the applicants meet job specification and do they perform the jobs well after hire? Quality of Applicants Yield Ratio Evaluating Recruiting Costs and Benefits
  • 19. RECRUITING EVALUATION Cont . . . 300 Applicants 100 Final Interviews 50 Offers 25 Hires Initial Contacts/Final Interview (Yield ratio = 3:1) Final Interview/Offers (Yield ratio = 2:1) Offers/Hires (Yield ratio = 2:1) Using Yield Ratios to Determine Needed Applicants:
  • 20. CONSTRAINTS ON RECRUITMENT Image of the Company Attractiveness of Job Internal Organizational Policy Recruitment Cost
  • 21. BUSINESS OBJECTIVES RECRUITMENT HR PLANNING JOB DESCRIPTION JOB SPECIFICATION JOB ANALYSIS SELECTION
  • 22. SELECTION 1 • The Process of making a “Hire” or “No Hire” decision regarding each applicant for a job. 2 • Selection is the process of choosing qualified individuals who are available to fill the positions in organization. Or
  • 23. BASIC SELECTION CRITERIA BASIC SELECTION CRITERIA Formal Education Experience and Past Performance Physical Characteristics Personality Characteristics
  • 24. SELECTION PROCESS Initial screening Completed application Medical/physical examination if required (conditional job offer Comprehensive interview Employment test Permanent job offer Reject Applicant Background Examination if required Conditional job offer Passed Passed Passed Passed Passed Able to perform essential elements of job Fail to meet minimum qualification Failed to complete job application or failed job specification Failed Test Failed to impress interviewer and / meet job expectations Problem encountered Unfit to do essential elements of job
  • 25. Recruitment & Selection Process (Telenor) Recruitment for permanent & temporary employees 6-8 weeks Consist of 7 key elements Identify hiring need and prepare hiring plan Prepare Job Description Sourcing and vacancy announce ment Screen and shortlist applicants Assessme nt center, tes t & interview s Candidate Finalizati on & offer approval Offer placeme nt Offer Acceptance Offer email is sent to selected candidate Recruitment forwards the accepted offer to concerned regional operations. If offer is not accepted, rec ruitment reserves the right to withdraw offer Recruited or Rejected Yes Yes No No
  • 26. SELECTION METHODS 1. Testing 2. Gathering Information 3. Interviewing The Three most Common Methods used are:
  • 27. SELECTION METHODS Cont . . . Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits. 1. TESTING TESTING TYPES Cognitive Ability Test Integrity Test Personality Test Drug Test Physical Ability Test Work Sample Testing
  • 28. It measures the learning, understanding, a nd ability to solve problems. e.g. Intelligence Tests. 1. Cognitive Ability Testing It measures the patterns of thought, emotion, and behavior. e.g. Myers Briggs 3. Personality Testing It assesses muscular strength, cardiovascular endurance, and coordination. 2. Physical Ability Testing SELECTION METHODS Cont . . . TESTING TYPES
  • 29. SELECTION METHODS Cont . . . It is designed to assess the likelihood that applicants will be dishonest or engage in illegal activity. 4. Integrity Testing Normally requires applicants to provide required sample that is tested for illegal substances. 6. Drug Testing Measures performance on some element of the job. 5. Work Sample Testing TESTING TYPES
  • 30. SELECTION METHODS Cont . . . TEST SAMPLE
  • 31. SELECTION METHODS Cont . . . 2. INFORMATION GATHERING: Common methods for gathering information include application forms and résumés, biographical data, and reference checking.
  • 32. SELECTION METHODS Cont . . .  Generally ask for information such as address and phone number, education, work experience, and special training.  At the professional-level, similar information is generally presented in résumés. Application Forms and Résumés  Historical events that have shaped a person’s behavior and identity. Biographical Data  Involves contacting an applicant’s previous employers, teachers, or friends to learn more about the applicant Issues with reference checking Reference Checking
  • 33. SELECTION METHODS Cont . . . 3. INTERVIEWS:  The interview is the most frequently used selection method.  Interviewing occurs when applicants respond to questions posed by a manager or some other organizational representative (interviewer).  Typical areas in which questions are posed include education, experience, knowledge of job procedures, mental ability, personality, communication ability, social skills.
  • 34. SELECTION METHODS Cont . . . Types of Interviews 2. Unstructured Interviews 1. Structured Interviews Situational Interview Behavioral Interview
  • 35. SELECTION METHODS Cont . . . SITUATIONAL INTERVIEW • In which the interviewer asks questions about what the applicant would do in a hypothetical situation BEHAVIORAL INTERVIEW • In which the questions focus on the applicant’s behavior in past situations. Uses a list of predetermined questions. All applicants are asked the same set questions. There are two types of structured interviews. 1. Structured Interviews Interviews-open ended questions are used such as “Tell me about yourself” 2. Unstructured Interviews • This allows the interviewer to probe and pose different sets of questions to different applicants.
  • 36. SELECTION METHODS Cont . . . CREATING STRUCTURED INTERVIEW QUESTIONS
  • 37. SELECTION METHODS Cont . . . INTERVIEW QUESTION
  • 38. INTERVIEW EVALUATION FORM  Kohinoor Mills Ltd.  Wateen Telecom  Fauz SELECTION METHODS Cont . . .
  • 39. SELECTION METHODS Cont . . . KOHINOOR MILLS LTD.
  • 40. SELECTION METHODS Cont . . . WATEEN TELECOM
  • 42. SELECTION METHODS Cont . . . Snap Judgments Halo Effect Negative Emphasis Horn Effect Biases Cultural Noise COMMON INTERVIEWING MISTAKES
  • 43. Recruitment & Selection RECRUITMENT Recruitment Goals Attract the Qualified Applicants Encourage Unqualified Applicants to self select themselves out Recruitment (2 way process) Organization is looking for a Qualified Applicants Applicants are also looking for the Opportunities Strategic Recruitment Decisions Internal Recruitment Sources Organizational Data Base Job Posting Promotions & Transfers Employee Focused Employee Referrals Re-recruit Former Employee External Recruitment Sources Colleges & Universities Professional Organizations Employee Leasing Unsolicited Applications Media Sources & Job Fairs Placement Agencies Internet Recruitment Sources Job Boards Employer Web Sites Recruiting Evaluation Quantity of Applicants Quality of Applicants Yield Ratio Image of the Company Attractiveness of Job Internal Org. Policy Recruitment Cost Constraints on Recruiting SELECTION Basic Selection Criteria Formal Education Experience and Past Performance Physical Characteristics KSA Personality Characteristics Other Characteristics Selection process  Initial Screening  Completed Application  Employment Test  Comprehensive Interview  Conditional Job Offer  Background Examination  Medical or Physical Examination  Permanent Job Offer Selection Methods Testing Gathering information Interviews Testing Cognitive Ability Test Personality Test Physical Ability Test Integrity Test Drug Test Work Sample Test Information Gathering Application Forms Resumes Biographical Data Reference Checking Defamation of Character Negligent Hiring Interviews Structured Unstructured Situational Behavioral Common Interviewing Mistakes Snap Judgments Halo Effect Horn Effect Negative Emphasis Cultural Noise Biases CHAPTER : 3 Budgeting Regular vs. Flexible Organizational vs. Outsourcing Internal vs. External Management Quality Circle
  • 44. THOUGHT OF THE DAY “If an HR person is trying to choose people for an organization, knowing their values is very important-if they are not consistent with the organization’s values they are not likely to stay very long.” Professor, Roger Collins.