Recruitment and Selection

Finding and hiring people who will contribute to the overall success of an organization and its
products or services.

Recruitment - the generation of an applicant pool for a position or job in order to provide the
required number of candidates for a subsequent selection or promotion program.

Selection - the choice of job candidates from a previously generated applicant pool in a way that
will meet management goals and objectives as well as current legal requirements.
 Recruitment and Selection

Finding the right candidate for a job is

one of the most difficult decisions an
organization has to make.
Even though we may have an extensive
recruitment and selection procedure in
place, a bad candidate may slip through.
There is no such thing as perfect hiring
Signs of Bad Hiring Decision
• Not having the skills you expected. The
bad hires are unsure how to do the
necessary tasks associated with their job, or
how to operate essential equipment.
• Constantly complains. The bad hires
complain about everything from the work
environment to the nature of the work and
coworkers. They are always negative.
• Conflicts with coworkers. The bad hires
clash with other employees and don’t fit the
organizational culture. They are incompatible
with other members of the team.
Signs of Bad Hiring Decision
• Missed deadlines. New employees may take
longer to perform a task and may miss a deadline;
however, constantly missing deadlines may
indicate a more serious problem indicating that
they are incapable of doing their job.
• Poor work quality. After an initial learning
curve, the bad hires constantly make mistakes.
Repeating the same errors after being corrected
 Talent Management

An organization’s commitment to
recruit, retain, and develop the most
talented and superior employees.
Ethics
Ethics are the means by which we
distinguish what is right from what is wrong,
what is moral from what is immoral, what
may be done from what may not be done.

A careful consideration of ethics is important

because HRM requires the balancing of the
rights and interests of management with
those of workers, as well as the rights and
interests of the HR professional with those
of the larger society.
 Professional Standards
Professional standards follow from a code of
ethics and provide guidance on how members
should behave in certain situations.

In the HR context of recruitment and selection,

professional standards offer advice on things
such as the appropriate use of employment
tests, the standards that different tests must
meet, and the qualifications of those using the
employment tests.
 Job Analysis
Job analysis refers to the process of collecting
information about jobs.
In its simplest terms, a job analysis is a systematic
process for gathering, documenting, and analyzing
data about the work required for a job.
Job analysis information about the knowledge, skills,
abilities, and other attributes (KSAOs) required in its
performance.
It is a method that provides a description of the job
and profiles the characteristics or competencies
people need to have in order to be successful in the
job.
Job Description
A written description of what
job occupants are required to
do, how they are supposed to
do it, and the rationale for any
required job procedures
Job Specification
The knowledge, skills, abilities, and
other attributes (KSAOs) or
competencies that are needed by a job
incumbent to perform well on the job.
Job vs Position
Job - A collection of positions that
are similar in their significant
duties.

Position (Job Title)- A collection of

duties assigned to individuals in an
organization at a given time.
Interviews
1. Structured Job Analysis Interviews

2. Direct Observation
Competencies
Groups of related behaviors or
attributes that are needed for
successful job performance in an
organization.

It as a combination of a motive, trait,

skill, aspect of one’s self-image or
social role, or a body of relevant
knowledge.
Competency Categories
1. Core Competencies

2. Functional Competencies

3. Job-specific Competencies
Core Competencies
Characteristics that every member of
an organization, regardless of position,
function, job, or level of responsibility
within the organization, is expected to
possess

Core competencies support the

organization’s mission, vision, and
values
Functional Competencies
Characteristics shared by different
positions within an organization (i.e.,
a group of related or similar jobs).

Only those members of an

organization in these positions are
expected to possess these
competencies.
Job-specific Competencies
Characteristics that apply only to
specific positions within the
organization.

These are competencies that are

associated with a position in
addition to core and functional
competencies.
Common Architecture
for Competency Model
Core, functional, and job-specific
competencies comprise the
architecture of a company’s
competency model
Proficiency Level
The level at which competency must be
performed to ensure success in a given
functional group or position.

All organization members are expected to

exhibit all of the core competencies;
however, they are not expected to do so
to the same degree
Competency Profile
A competency profile is a set of core, functional and
job-specific competencies related to a function, job,
or employee expressed in terms of the expected
level of the proficiency.

An organization that decides to use competency

models must have the capability to identify the
required competencies and then to assess
accurately the competency level of each employee
with respect to the competency
Job Performance
Job performance is behavior—the
observable things people do—that is
relevant to accomplishing the goals of an
organization.

Criteria - measures of job performance that

attempt to capture individual differences
among employees with respect to job-
related behavior.
Job Performance Sub Categories

1. Task Performance
2. Contextual Performance
3. Adaptive Performance
4. Counterproductive work behaviors
Task Performance
Duties related to the direct production of
goods and services and to the direct
contribution to the efficient functioning of the
organization that form part of a job.

These duties are part of the worker’s formal

job description.

This may include producing goods, selling

merchandise, acquiring inventory, and
managing and administering the enterprise
Contextual Performance
The activities or behaviors that are not part
of a worker’s formal job description but that
remain important for organizational
effectiveness.
Generally, contextual performance has
included both interpersonal job performance
and job dedication.
Employees who are proficient in job-related
task and contextual behaviors lead to
productive organizations
 Adaptive Performance
Worker’s behavioral reactions to changes in a
work system or work role.

It includes being capable of solving problems

creatively, dealing with unpredictable work
situations, learning new technologies and
procedures, and adapting to other individuals,
cultures, or physical surroundings.
Counterproductive work behaviors
Voluntary behaviors that violate significant
organizational norms and in so doing
threaten the well-being of an organization,
its members, or both.

Counterproductive behaviors on the part

of/among employees lead to decreased
performance and less productive
organizations.
Types of Counterproductive work behaviors
 Screening and Evaluating Candidates
1. Identification of Eligible Job Candidates
2. Pre-screening of candidates
3. Preliminary Assessment of Eligible
Candidates
4. In-depth Assessment
5. Verification of Candidate
1. Identification of Eligible Job Candidates
A comprehensive employment
application and an efficient applicant
tracking and resume management
system are key tools that enable an
employer to identify eligible
candidates for open positions.
A. Employment application
B. Applicant tracking and resume
management
 2. Pre-Screening of Candidates
The pre-screening process typically begins with the
review of a candidate's employment application and
resume, followed by a telephone interview. A recent
trend among some organizations is to use a
candidate's social networking profile as a tool in the
screening process.
A. Employment application and resume review
The purpose of an employment application and
resume review is to screen out applicants who do
not meet the basic requirements for a position (e.g.,
minimum experience or education, willingness to
relocate, salary requirements)
 2. Pre-Screening of Candidates
B. Telephone interviews
Phone interviews are a quick, lower-cost alternative to
conducting a first-round interview in person. An initial
phone conversation can give the employer a wealth of
information about a candidate's overall communication
skills, sense of humor, ability to listen, attitude and
professionalism.
C. Use of social media
Online technologies are increasingly bringing once
private information to the public sphere. If you type a
person's name into an online search engine such as
Google, you might pull up a video from YouTube, a
profile on Facebook, photos and myriad other pieces of
information that are akin to an individual's social
"resume."
3. Preliminary Assessment of Eligible Candidates
Preliminary assessment of candidates can be
conducted through in-person interviews,
structured panel interviews, video interviews or
any combination of the three.
a. In-person interviews
The three key goals of employment interviews are
to find out as much as possible about what the
candidates know, to learn how they have applied
and tested work skills, and to determine where
their aptitudes lie, thereby defining the path of
future growth and development.
3. Preliminary Assessment of Eligible Candidates
b. Structured panel interviews
Organizations have become more rigorous and
sophisticated in their selection processes. As a result,
many companies use a panel interview, particularly for
positions considered mission critical. The cost of making
a bad hire is high, so employers must ensure that
candidates can do what they say they can do.
c. Video interviews
Over the past decade, widespread technological
advances in teleconferencing, video recording and
streaming media have occurred. Video interviewing is
most popular with high-tech companies and those in the
communications industry, but universities, community
colleges, executive recruiting firms and large
multinational corporations also use this method.
 4. In-Depth Assessment
Depending on a particular position, in-depth
assessment may be necessary to ensure the
individual has the necessary skills and
competencies to perform the job
Pre-employment testing
The purpose of employee testing is to help the
employer predict how well an individual will
perform on the job. Hiring the wrong people can
be expensive, and selection errors can have a
negative impact on employee morale and
management time, waste valuable training, and
reduce employee productivity and a company's
profitability.
5. Verification of Candidate
Employers may wish to verify a candidate's prior
employment, education, criminal background
information and other pertinent data to ensure the
candidate is being honest about his or her
experience and credentials.
Criminal background checks
Verification of credit history
Verification of education credentials
Verification of prior work performance
Verification of prior employment and references
 Steps of the selection process for
hiring employees
1. Application
2. Resume Screening
3. Screening Call
4. Assessment Test
5. In-person Interviewing
6. Background Checks
7. Reference Checks
8. Decision and Job Offer