RECRUITMENT AND

SELECTION
Presented by Group 3 Members
 Introduction
 Recruitment and Selection is an important exercise that
requires adequate planning and careful considerations before
being undertaken.
 The overall aim is to obtain at minimum cost the number and
quality of employees.
 Amstrong (Amstrong, 2006), identifies three stages of
recruitment and selection:
1. Defining Requirements – preparing job descriptions and specifications;
deciding terms and conditions of employment;
2. Attracting Candidates – reviewing and evaluating alternative sources of
applicants, inside and outside the company, advertising, using agencies and
consultants;
3. Selecting Candidates – sifting applications, interviewing, testing, assessing
candidates, assessment centers, offering employment, obtaining references;
preparing contracts of employment.
 Outline
 The following areas will be covered
in this presentation:
 Definitions – Moses (Plus introduction)
 Recruitment Methods - Moses
 Evaluation of Recruitment – Enoch/Joshua
 Validation of Selection – Ian
 Steps in Selection - Francis
 The Selection Decision - Francis
 Employee Induction - Emmy
 Definitions
 Recruitment
 The process of attracting individuals on a timely basis, in sufficient
numbers, with appropriate qualifications, to apply for jobs within an
organization. (Mondy, 2008)
 Selection
 The process by which a firm uses specific instruments to choose from a
pool of applicants, a person or persons most likely to succeed in the
job(s), given management goals and legal requirements (Armstrong,
2006). OR
 The process of choosing from a group of applicants the individual best
suited for a particular position and for the organization (Mondy, 2008)
 Recruitment is the process of finding and engaging the people
the organization needs, while Selection is that part of the
recruitment process concerned with deciding which applicants
or candidates should be appointed to jobs (Armstrong, 2014).
 Methods of Recruitment
 Refers to the means by which an organization uses to
reach potential job seekers
 There is a distinction between Sources and Methods of
recruitment:
 Methods – means of establishing links with prospective candidates
 Sources – locations where prospective employees are available
 Dunn and Stephen have classified methods of recruitment
into three categories:
1) Direct;
2) Indirect;
3) Third Party.
 Direct Method
 The representatives of an organization establish contacts with
educational and training institution in order to get potential
candidates for recruitment.
 The representatives work in cooperation with placement
bureaus of educational institutions or contact professors
directly to gather information about students with outstanding
academic records.
 Other direct methods include:
 Conventions;
 Seminars;
 Setting up exhibits at fairs;
 Using mobile office to go to the centers.
 This method is low-cost and attracts numerous applicants at a
short period of time.
 Indirect Method
 Mainly uses advertisements in various platforms to
reach prospective candidates: newspapers,
magazines, various professional journals, on the
radio and television and various notice-boards
 Advertisement should be brief, catchy and
comprehensive to make the potential candidate
interested in the vacancy.
 The method is suitable when there are no suitable
candidates to be promoted within the company; the
organization is aiming at reaching out a vast territory;
or a very specific specialist is needed. (Sarma 2008,
90-91.)
 Third Party
 These include the use of private employment
agencies, management consultants, professional
bodies / associations, employee referral /
recommendations, voluntary organizations, trade
unions, data banks, labor contractors etc.

 Note: The method used depends on the policy of the

particular firm, the position of the labor supply, the
Government regulations in this regard and agreements
with labor organizations. Notwithstanding, the best
recruitment method is to look first within the organization.
 Evaluation of the Recruitment
 Organizational effectiveness depends on the performance of a company’s
human capital. To reduce the risk of employees taking flight organizations
need to evaluate their recruitment strategy.
 Evaluation of recruitment strategy allows organizations to identify internal
capability and gaps, employee commitment levels and the corresponding
cost effectiveness of that strategy. It provides a basis for improving the
recruitment process for future use.
 Several metrics can be used to evaluate the recruitment process, namely:
 Cost per hire
 Applicant volume
 Time to fill
 Quality of hire
 Human capital ROI
 Tenure
 Hiring manger and employee attitudes
 Turnover costs
 Career path ratio, etc…
 Cost Per Hire
 Refers to the (Advertising Costs + Consultancy Fees +
Total Interview Costs)/ Total Hires)
 Measures how much a company is spending on hiring
individuals. It helps organizations to understand how
much they are currently spending and if they are using
enough resources.
 It measures the effectiveness of recruitment efforts
and helps organizations to understand how much they
are spending per hire and which recruiting sources are
working the best. Once the total cost per hire is known
organization can then plan and set a budget for the
future.
Time to Fill
 Refers to Total Days to Fill/ Total Hires
 Time to fill analyses the average time it takes
to fill a vacancy and uses this to measure the
efficiency of the recruitment process.
 The rationale here is that vacant positions
cost money and the faster a position is filled
the better the organization is being served.
 Quality of Hire
 Refers to the (Average performance score of
headcount within 0-1 years of services /Average
performance rating of total headcount [exc. temp
staff])
 Tracking performance of new hires against other
employees in similar positions, quality of hire helps
to set performance benchmarks and measures the
return on investment.
 Reviewing performance also identifies training
needs and development pathways for employees.
 Turnover
 Turnover can be measured in two ways:
(a) Voluntary - (Total Voluntary Separations [exc. temp staff] within 0-1
years of service/ Total Headcount [exc. temp staff])
(b)Poor Quality Hire Rates - (Total Separation [exc. temp staff] with less
than 1 years of Service/Total New hires [exc. temp staff] within 1 year)
 When employees leave within their first year can point to poor hiring
decisions.
 Such voluntary turnover rates could also be an indicator that an organization
is lacking in benefits, support, career development opportunities and more.
To stay competitive organizations should implement robust onboarding
programs to reduce turnover rates.

NB: Evaluating your recruitment strategy can sometimes be difficult and

time consuming. However, understanding which methods are delivering
results helps pinpoint the policies and recruitment strategies to adopt in
order to secure and retain high performing candidates.
 Validation of Selection
 Validity refers to the degree to which a measure accurately predicts
job performance. Selection methods are valid to the extent that
predictors measure or are significantly related to work behavior, job
products, or outcomes.
 Validation is the process of demonstrating that a predictor is
significantly related to a measure of work behavior, job products, or
outcomes.
 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 – any piece of
information that can be used to screen applicants, such as education
level, experience, reference checks, scores on tests of skill, ability, or
aptitude; and interviewer ratings of an applicant. Criterion measures
– any measures of work behavior, job products, or outcomes that
have value to an employer.
Five Steps of Validation
Process
1. Analyze the Job
2. Choose the tests
3. Administer the test
4. Relate Your Test Scores and Criteria
5. Cross Validate and Revalidate
Steps in Selection Process
1) Criteria development
2) Application and resume review
3) Interviewing
4) Test administration
5) Making the offer
 The Selection Decision
 This is the last step and most important step of the
selection process.
 It’s the final decision made on which
candidate is most suitable to fill the
position from the pool of individuals who pass
the tests, interviews and reference checks.
 Its usually done after ranking the candidates.
 Managers and supervisors are responsible for
responsible for the hiring of individuals, while the
role of HRM is to define and guide managers in
this process.
 Employee Induction
 An induction is the process used to welcome new employees
to the company and prepare them for their new role.
 Induction is different from Orientation which refers to the
process of helping the new employee to align with his new
position, responsibilities and work culture. Induction is for
shorter durations while orientation for longer duration.
 During induction, the new employee is provided with
information such as: the organizational hierarchy, mission,
vision, objectives, history of the company, clients, policies and
dress code, etc.
 Orientation provides information such the new employee’s
assignments, team members, various procedures, and
processes etc.
Aims of Induction
 (Armstrong, 2014) Induction has four aims:
 to smooth the preliminary stages when everything
is likely to be strange and unfamiliar to the starter;
 to establish quickly a favorable attitude to the
company in the mind of the new employee so that
he or she is more likely to stay;
 to obtain effective output from the new employee
in the shortest possible time;
 to reduce the likelihood of the employee leaving
quickly.
 Considerations for Induction
 Prepare an induction checklist
 Make them feel welcome
 Have a job description
 Encourage your whole team to be involved
 Discuss your company values and vision
 Encourage social interaction with your team
 Outline your expectations clearly
 Look for creative ways to welcome your new hire
 Follow up regularly
 Ask your new employee for feedback