Chapter 4

Ph.D Phan Quốc Tấn

Recruitment & Selection

 Recruitment & Selection is

the process of finding, attracting and
selecting qualified candidates from
many different sources to fill the
positions that the company needs to
hire.

*POOL OF POTENTIAL: talented profiles

Recruitment is the process of attracting

a pool of potential candidates for a job
opening, while selection involves
assessing and choosing the best-fit
candidates from that pool.

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The benefits of hiring the right candidate

1 Employees work with higher efficiency than an incompetent one

2 Get work done faster

3 Little supervision and training required

4 Employees have a higher level of work commitment

5 Helps managers/recruiters have more time for their work

Recruitment

Preparing for recruitment

Search and attract candidates

Receiving and screening applications

Prequalification

Interview
Selection

Verify and investigate

Evaluate and decide on selection

Onboarding

Follow up the probationary period

Official selection decision

Da trên môn OB, các tiêu chí ca 1 ng c viên tt

1. Age, sex, marriage status
2. Personality
3. Ability (Knowledge, Skill, Attitude) 2
4. Values
Bảng mô tả công việc (job description)
2- Ý nghĩa

• Recruiting: any activity carried on by the organization with the

primary purpose of identifying and attracting potential employees.
• Role of HR recruitment is to build a supply of potential new hires
that the organization can draw on if need arises.

Three Aspects of Recruiting

1. Personnel policies

2. Recruitment sources

3. The nature and behavior

of the recruiter

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1. Personnel Policies

1. An organization’s personnel policies are its decisions about how it will carry out
human resource management, including how it will fill job vacancies.
2. Several personnel policies are especially relevant to recruitment:
 Recruiting existing employees to fill vacancies or hiring from outside the
organization
 Meeting or exceeding the market rate of pay
 Emphasizing job security or the right to terminate employees
 Images of the organization conveyed in its advertising

2. Recruitment sources: Internal Sources

 Internal sources are employees who

currently hold other positions in the
organization.
 Organizations recruit existing
employees through job postings.
 Job Posting: process of
communicating information about a job
vacancy:
• On company bulletin boards
• In employee publications
• On corporate intranets
• Anywhere else organization
communicates with employees.

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2. Recruitment sources: Internal Sources

Advantage Disadvantage

1. It generates applicants who are well known 1. May lack objectivity and fairness
to the organization. 2. no innovation or creativity
2. These applicants are relatively 3. In business, it is easy to form
knowledgeable about the organization’s groups of "unsuccessful candidates",
vacancies, which from which there is a mentality of
minimizes the possibility they will have disobeying leaders, not cooperating
unrealistic expectations about the job. with new leaders,
3. Filling vacancies through internal recruiting is
generally cheaper and faster than looking
outside the organization.
4. Create widespread competition among
existing employees

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2. Recruitment sources: External Sources

 Organizations often have good

reasons to recruit externally such
as:
a. No internal recruits available

b. Bring in new ideas or new ways

of doing business

 Organizations often recruit

through direct applicants and
referrals, advertisements,
employment agencies, schools,
and Web sites.

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2. Recruitment sources: External Sources

Advantage Disadvantage
 The job itself is not attractive.
 Business is not attractive
 Enterprise's personnel policy
 Financial capacity of the enterprise
 State policies and regulations
 It takes time for guidance and retraining to adapt to the
job
 Causes frustration for those working in the enterprise if
they regularly recruit from the outside for important
positions.
 Be more careful when recruiting workers from
competitors
 The recruiter may not be able to meet the job
requirements
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Evaluating the Quality of a Source

• Yield ratio expresses the • Find cost of using a

percentage of applicants who particular recruitment source
successfully move from one for a particular type of
• Yield Ratios
stage of the recruitment and vacancy.
selection process to the next.
• Divide that cost by number of
• By comparing yield ratios of people hired to fill that type
different recruitment sources, of vacancy.
we can determine which
• A low cost per hire means
source is best or most efficient
for type of vacancy. the recruitment source is
efficient.

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3. Recruiter Traits and Behaviors
A. Characteristics of the Recruiter
In general, applicants respond more positively to recruiters whom they perceive as warm and
informative. The impact of other characteristics of recruiters including their age, sex, and race,
is complex and inconsistent.
B. Behavior of the Recruiter
1. Many studies have looked at how well realistic job previews – background information
about jobs’ positive and negative qualities – can help organizations minimize turnover among
new employees.
2. For affecting whether people choose to take a job, the recruiter seems less important than
an organization’s personnel policies that directly affect the job’s features.
C. Enhancing the Recruiter’s Impact
Although recruiters may have little influence on job choice, this does not mean recruiters cannot
have an impact. Researchers have tried to find conditions in which recruiters do make a
difference. Based on this research, an organization can take several steps to increase the
impact that recruiters have on the people they recruit such as:
a. Can provide timely feedback
b. Can avoid behaving in ways that convey the wrong impressions about the organization
c.Can recruit with teams rather than individual recruiters
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Tasks to be performed when recruiting

Step 1- Preparation
1.1- Determine recruitment needs:
 Planned demand
 Sudden need
1.2- Determine job requirements
Based on JD and JS
 ………………………………………
………………………………………
From there, determine the
 ………………………………………
selection criteria
………………………………………
1.3- Establishment of a Recruitment
Council
1.4- Prepare application form and
submit relevant documents

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Tasks to be performed when recruiting

Step 2- Search and attract candidates Employer Branding

2.1- Identify recruitment sources is a continuous activity,
2.2- Choose forms of attracting including:
candidates 1. C&B policy
2. Work environment
3. Promotion opportunity
4. Interesting job
5. Labor realtions (LMX,
colleagues)
6. Corporate culture
7. CRS

Step 2- Search and attract candidates

2.1- Identify recruitment sources

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 Advertisement
 Recruiting graduates from universities
 Find a job brokerage and introduction center
 Attract candidates through job fairs
 Through experts
 Find interns
 Applicants submit their
application themselves
 Ask staff for referrals

2.2- Choose forms of attracting candidates

B. Personnel Selection

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Personnel Selection

Personnel Selection: process through which organizations make

decisions about who will or will not be allowed to join the organization.
• Selection begins with candidates identified through recruitment.
• It attempts to reduce number to individuals best qualified to perform
available jobs.
• It ends with selected individuals placed in jobs with the organization.

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Step 3- Receiving and screening applications

Screening is synthesizing
and evaluating information
about candidates shown in
application documents
based on comparison with
job requirements to select
suitable prospective
candidates for the
following selection rounds.

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 Bảng mô tả công việc (job description)

Points to note

 Clearly define the criteria that need to be screened.

 Read all application documents carefully.
 Gradually eliminate records that do not meet the standards from most
important to less important.
 You should only select a sufficient number of candidate profiles suitable for
the job position for the following rounds.
 Less relevant records should be kept separate for review when necessary.
 You should create a summary table of information for easy review,
comparison, and comparison

Step 4- Prequalification

 The goal is to eliminate

candidates who do not meet the
basic requirements of the
business.
 Pre-qualification may include:
• Tests, multiple-choice, gaming
• Test your professional
knowledge
• Test your professional skills
• Tests (MBTI, EQ, CQ...)
• Preliminary interview

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Step 5- Interview
Interview purpose
 Evaluate candidates comprehensively
Nội dungvalidity, reliability, and non-
to achieve
discrimination of candidates and to
determine their suitability for the
position and company.
II- Nội dung Bản mô tả công việc
 Collect information not available from
other sources. Dig deeper or verify
existing information.
 Convince candidates to accept a job
offer.

Interviews bring together job applicantsLOGO

and representatives of the employer to obtain
information and evaluate the applicant’s qualifications.

Step 5- Interview: Types of interviews

Structured interview: uses a set of Unstructured interview: When the interview does
established questions for the interviewer to not follow the formal rules or procedures. The
ask. Ideally, the questions are related to job discussion will probably be free-flowing and may
requirements and cover relevant knowledge, shift rapidly form on the subject to another
skills, and experiences. depending on the interests of the interviewee and
the interviewer.

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Có ít nht 3 ln phng vn, hai hình thc này s dng cho ln phng vn u tiên

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 Step 5- Interview: Types of interviews

A situational interview A behavior description

is a structured interview interview (BDI) is a
in which the interviewer situational interview in
describes a situation which the interviewer
likely to arise on the job asks the candidate to
and asks the candidate describe how he or she
what he or she would handled a type of
do in that situation. This situation in the past.
type of interview may These tend to be the
have high validity in most valid.
predicting job
performance.

b ngc
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Panel interview: Phng vn hi ng: s dng

cho ln pv cui cùng

Step 5- Interview: Types of interviews

 Panel interview – several members of the organization meet to interview each
candidate – especially appropriate in organizations that use teamwork.
 Computerized interviews – no human interviewers involved – candidate responds to
questions presented by the computer – useful for gathering objective data rather than
assessing people.
 Stress interviews: It is designed to place the interviewee in a stressful situation in order
to observe the interviewee’s reaction. Áp dng i vi nhng v trí thng xuyên làm vic vi con ngi
 Group Interview: Group Interviews are where many interviewees participate in the
interview. Usually, it is termed as applicant pool and it happens during college or
university placements. In group interviews, many interviewees are evaluated and few are
selected amongst all.
 Phone or Video Call interview: This interview will be performed on the Phone call
(Telephonic round) or Video Call. In the current pandemic, we have witnessed how
interviewers were taking place on video calls. And this type of interview was majorly
focused on during the covid-19 situation.
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Before using stress interview, the interviewer must talk to interviewee, câu hi c s dng thng là nhng câu hi mang tính cht
nhy cm, s nhc ng viên.
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Step 5- Interview: Questioning skills - STAR methods

Situation Task
Describe the situation Explain the task and
and when it took place. what was the goal.

Result Action
Conclude with the Provide details
result of your action. about the action you
took to attain this.

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Step 5- Interview: Interview process

1- Prepare for the interview:

Requirements for interviewers
 Review the job, study JD & JS to understand the
selection criteria.
 Research candidate information
 Determine the appropriate interview location and
time. Notify candidates at least 1 week in advance
about the interview.
2- Prepare interview questions: there are 3 types
 General questions: to find out the candidate's
motivations, interests, sociability…
 Questions specific to each type of job
 Specific questions: related to strengths/
weaknesses, special points in the candidate's
professional or personal life.

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Step 5- Interview: Interview process

3- Develop a scoring system to evaluate

answers (the form must show the following
requirements):
 Identify the skills and knowledge that need to
be explored
 Determine standard levels
 Identify the behavior to look for at each level
4- Conduct interviews
The interview panel should have a consensus
on the questionnaire and how to evaluate the
candidate's answers before starting the
interview.

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INTERVIEWING SKILLS

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 Step 6- Verify and investigate

 Verification and investigation is the process

of clarifying the unknown for candidates with
good prospects.
 Medical Examinations
• Especially for physically demanding jobs,
organizations may wish to conduct medical
examinations to see that the applicant can
meet the job’s requirements.
• Medical exams must be related to
job requirements and may not be
given until the candidate has
received a job offer.

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Step 7- Evaluate and decide on selection

Synthesize information
 Results from the tests
 Interview result:
 Evaluable practical ability
 Personal aspirations
 Candidate's confidence
 Candidate attitude
 Infomation
Selection decision
Choose candidates suitable for:
 Job position requirements
 Selection goals
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 Step 7- Evaluate and decide on selection

 When a candidate has been selected, the

organization should communicate the offer to the
candidate. The offer should include:
 Job responsibilities
 Work schedule
 Rate of pay
 Starting date
 Other relevant details
 In addition, unsuccessful applicants should be
notified.

Step 8

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Step 8- Onboarding

Onboarding is the process of guiding and

doing the necessary things to help new
members integrate into the unit, quickly
familiarize themselves with the
environment, and approach and keep up
with the work progress.

Welcome new employees (Orientation)

Content Explain
Welcome Depending on the job position, a welcome participant will be arranged to
make the new employee feel respected
Introduce about the Introduce about the company: Company history, factors leading to the
company company's success, company culture, image and name of the company's
board of directors
About the job About the job: Organizational structure, department, job description;
Working rules and policies of the company.
Necessary Labor contract, comment after probation, account number (if any),
procedures commitments, uniform, employee card... Other activities, parking place...
Introduction to other Take employees on a tour around the company
Departments Introduce them to colleagues
Guide to work units Help them stabilize in community activities

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Step 9- Probationary period
• This probationary period allows
the employer to assess whether
the new employee is really
suitable for the job or not. On the
other hand, it also allows the new
employee to see if he is suitable
for this position to decide
whether to continue the job or
leave.
• There are 2 types of probationary
period:
• 30 days for unskilled workers
• 60 days for employees with
high professional and
technical qualifications.

Thank you

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