2.
0 RECRUITMENT AND SELECTION
2.1 RECRUITMENT
Recruitment and selection of employees in an organization is a very important function to
ensure successful management of human resources. Without a strategy, recruitment and selection
is good, the organization will have some negative [Link], the general purpose of
recruitment and selection of employees is to find the best employee for a position appropriate
(picking the right person for the right job). In addition, senior management must ensure that the
quantity and quality of human resources in the organization can support the mission, goals and
strategy of the organization. On this basis the recruitment and selection of employees is carried
out carefully and in accordance with established [Link] is the process of
attracting as many candidates to apply for jobs within the organization while election workers
also is the process of identifying and selecting the best employees for your organization.
The process of recruitment and selection for FFM Further Processing Sdn Bhd by
comparing internallycan be seen through internal resources, FFM Further Processing must hold
job fairs to announce the availability to all employees on the bulletin board or notice to all
departments, email and magazine organizations.
An external recruitment strategy is one which a human resources department will
systematically search the employee pool outside its own employees to fill positions. Many firms
will use advertisements in newspapers, job search websites, job fairs and referrals from current
employees to fill positions. Some companies will utilize a temporary employee agency to fill
positions that can be completed quickly and with less company-specific skill required to
complete the desired task. Other firms will use headhunters or hiring consultants to seek, screen
and deliver employees for a fee.
External recruitment also has some substantial advantages. Unlike internal recruits, you
are getting an inflow of often completely new ideas with an employee who has not been exposed
or overexposed to your corporate4culture. An outside prospect often yields new ideas. She may
bring information or methodologies from her former employer that can be integrated into your
best practices. Internal job pools may cause problems with a larger company's diversity mix, and
lead to problems with the Equal Employment Opportunity Commission in terms of promoting a
diverse workplace. External job recruiting allows for rebalancing in this realm if needed.
External recruiting may lead to team stability, as teams may remain intact when hiring externally.
For example,
Job Fairs
Before the internet, job fairs were considered a popular method for meeting candidates
face-to-face. They were used as a vehicle to promote organizations by promoting the
organizations image and brand. Job fairs such as those aimed at diverse candidates or specific to
certain industries, are still considered one of the best methods for meeting potential candidates in
a single event.
Professional Conference and Campus Recruiting.
Conference and campus recruiting events are a great way to market UCR and your
department and provide you with an opportunity to network with potential qualified candidates
for current and future openings. Conference and campus career centers may offer to assist you in
your recruitment needs by providing job posting services and interviewing facilities. When
utilizing these events for current recruitments, the standard hiring process is followed to include:
Posting the Job Ensure the position is posted on Jobs@[Link] and all applicants are directed
to apply on-line.
Conducting Interviews .
All qualified applicants selected for interviews receive short-list approval prior to being
interviewed On-site Screening Interviews. Screening interviews conducted to gather preliminary
information on prospective candidates
To be conducted by more than one committee member in attendance
Screened-in applicants invited to interview with all committee members
On-Site Selection Interviews
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Interviews used to make final hiring decisions
Requires all committee members to be in attendance
In order to ensure fairness and equity in the hiring process for interviewees not in
attendance, the guidelines set forth in Conducting Virtual Interviews (see Step 7) are to be
followed.
D. Diversity Agencies.
Agencies which assist women and under-represented groups are another great source of
talent. Developing relationships and a pipeline of potential candidates with these agencies allows
candidates to have a better understanding of your staffing needs and the Universitys mission and
values. Contact Human Resources for more information on diversity agencies.
E. Resume Banks.
Resume banks are another good source for identifying qualified candidates. Job seekers
post their resume to these which are then searched by prospective employers. The following
resume banks provide access to UCR HR Departmental and Organization HR Coordinators:
Southern California Higher Education
HigherEdJobs
[Link]
To request log-in access, contact Staff Employment.
OFCCPs record keeping requirements for 3rd party resume searches are:
Title of the position for which each search of the database was made
The search criteria used
Date of the search.
Names of resumes of any job seekers who met the minimum qualifications and whom
you requested to apply. This required information is to be documented in the comments section
of the requisition in the ATS.
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2.1.1 EXTERNAL RECRUITMENT.
1. Organizational Issues.
i. External recruitment agency.
FFM Further Processing Sdn Bhd is using this because smaller companies may
rely on external recruitment agencies they dont really have a properly managed
HR department.
ii. Individual recruitment alliances.
FFM Further Processing Sdn Bhd not involved with others company to exchange
employee or hiring employee in company.
iii. Centralized recruitment.
This FFM Further Processing Sdn Bhd use centralized so that HR activities can be
streamlined whereby smaller companies, recruiting might involves business units.
2. Administrative Issues.
i. Requisitions/Time
Is a formal document that authorizes the filing of a job opening indicated by
signatures from top management. Beside that, smaller companies do not have this
kind of document. The effectiveness of the requisitions is determined by the time
it takes to fill in the job opening upon receiving the requisition form.
ii. Number of contact.
Very hard to determined how many applicants to be engaged with before the next
stage of recruitment is pursued. Yield ratio is relation of applicant inputs to output
at various decision point. Normally, companies have slight less idea on the yield
ratio needed for various positions, however they will resort to historical data in
order to determined the appropriate yield ratio.
Contact :
Average Processing time : More than 2 weeks
Registration No. : 730807-U
Website : [Link]
Telephone No. : 03-31011338
Company Size : 51-200 employee
iii. Types of contact.
Qualification to perform job must be clearly established (through job analysis/ job
recruitment method)
Consideration must be given to job search and choice process used by applicant
so that the right applicants will be lured to apply for the positions.
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Job Description :
Candidate must process at least Bachelors Degree, Post Graduate
Diploma, Professional Degree, Masters Degree, Human Resource
Management or equivalent.
Required languages: Bahasa Malaysia, English.
At least 3 year(s) of working experience in the related field is required for
this position.
Preferably Junior Executive specializing in Human Resource or equivalent
iv. Recruitment Budget.
Most organizations charge the HR department , possibly to encourage each
business unit to use the recruitment services of the HR group.
Administrative Expenses
Staff 32,000
Supplies 45,000
Equipment 10,000
$87,000
Recruiter Expenses
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Salaries 240,000
Benefits 96,000
Expenses 150,000
$486,000
Candidate Expenses
Travel 320,000
Lodging 295,000
Fees 50,000
Relocations 150,000
$815,000
Total Recruitment Expenses
87,000 + 486,000 + 815,000 = $1,386,000
Total Cost per hire
$1,388,000/500 new hires = $2,776
v. Development of recruitment guide.
- Its a formal document that details the process to be followed to attract
applicant to a job.
Process flow and record keeping.
- Prior to deciding where and how to look for applicants, it is essential that the
organization prepare for the high volume of data that accompanies the filing
of the vacancies.
- If process flow and record keeping is not good, organizations might end up
not finding the right candidate.
- To manage the process flow an information system must be created for
recruitment purposes. An effective system will allow the organization to track
the status of applicants at any time.
3. Selection
Desirable characteristic
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of recruiters.
- Strong interpersonal skills
- Knowledge about company, jobs, and career-related issues.
- Technology skills
- Enthusiasm
Various sources of recruiters
- HR professionals
- Line manager
- employees
4. Training
FFM Further Processing Sdn Bhd using this training :-
i. Traditional areas of training
- Interviewing skills, job analysis, interpersonal skills, laws, form and reports,
company and job characteristic, and recruitment target.
ii. Non traditional areas of training
- Technology skills, marketing skills, working with other department, and
ethics.
5. Strategy development.
FFM Further Processing Sdn Bhd using :
- Targeted recruitment. This techniques focusing advertising and recruiting
efforts and tailoring message content to attract segments of the labor market
with specific KSAOs or demographic characteristic.
- The advantages of using targeted is narrows the pool of potential applicant
allow the organizations to concentrate efforts on the most qualified.
6. Recruitment sources
- Employment website
[Link]
fr=23&src=2
[Link]
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2.1.2 INTERNAL RECRUITMENT
Internal recruitment is recruitment among or within the organizations.
Objectives of the internal recruitment are that the process of recruitment
within the organizations is to identify and attract applicants among the
individuals that already holding jobs in the organizations. Mostly the internal
recruitment occurs as results of promotion exercise. Besides that, a talent
pool is a database specifically for searching within the organizations for
talent to fill up higher posts within the organizations.
Process for recruitment of human resources executive in ffm further
processing sdn bhd is classified and required the candidates to possess at
least a bachelors degree, post graduate diploma, professional degree,
masters degree, human resources management or equivalent. If they
choose to recruit internal candidates or internal applicants, they already
have this database or information regarding the qualification of the
applicants.
However, another qualifications they required are that the applicants must
have at least 3 years of working experience in the related field that required
by this position. As we can see, if they hired or they choose the internal
recruitment within the organizations, the applicants for sure already had the
experience related to this position or field.
This company required the applicants to have the strong knowledge in HR
functions. The internal applicants in the organizations or the employee in
that company for sure already had the knowledge regarding the HR functions
as they already known the background of the company and had an
experienced more than the external applicants.
When hiring the employees,
11 the company must look at their eligibility
criteria. An important component of an effective mobility policy is a listing
the criteria that organizations needed to decide who to choose for the
vacancy in the mobility path. As the managers usually do, they will look at
the applicants based on the KSAOs that might be matched to the company
requirement.
Another than that, when hiring the internal recruitment the managers can
see and observed the attitudes of the employees that already worked with
them, their disciplines, and their performance when doing the job whether
good or bad for the company.
2.2 SELECTION
Finding the interested candidates who have submitted their profiles for a particular job is the
process of recruitment, and choosing the best and most suitable candidates among them is the
process of selection. It results in elimination of unsuitable candidates. It follows scientific
techniques for the appropriate choice of a person for the job.
The recruitment process has a wide coverage as it collects the applications of interested
candidates, whereas the selection process narrows down the scope and becomes specific when it
selects the suitable candidates.
Stone defines, Selection is the process of differentiating between applicants in order to identify
(and hire) those with a greater likelihood of success in a job.
Steps Involved in Selection Procedure:
A scientific and logical selection procedure leads to scientific selection of candidates. The
criterion finalized for selecting a candidate for a particular job varies from company to company.
Therefore, the selection procedure followed by different organizations, many times, becomes
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lengthy as it is a question of getting the most suitable candidates for which various tests are to be
done and interviews to be taken. The procedure for selection should be systematic so that it does
not leave any scope for confusions and doubts about the choice of the selected candidate (Figure
5.6).
Brief details of the various steps in selection procedure are given as follows:
1. Inviting applications:
The prospective candidates from within the organization or outside the organization are called
for applying for the post. Detailed job description and job specification are provided in the
advertisement for the job. It attracts a large number of candidates from vari ous areas.
2. Receiving applications:
Detailed applications are collected from the candidates which provide the necessary information
about personal and professional details of a person. These applications facilitate analysis and
comparison of the candidates.
3. Scrutiny of applications:
As the limit of the period within which the company is supposed to receive applications ends, the
applications are sorted out. Incomplete applications get rejected; applicants with un-matching job
specifications are also rejected.
4. Written tests:
As the final list of candidates becomes ready after the scrutiny of applications, the written test is
conducted. This test is conducted for understanding the technical knowledge, atti tude and
interest of the candidates. This process is useful when the number of applicants is large.
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Many times, a second chance is given to candidates to prove themselves by conducting another
written test.
5. Psychological tests:
These tests are conducted individually and they help for finding out the indi vidual quality and
skill of a person. The types of psychological tests are aptitude test, intelligence test, synthetic test
and personality test
6. Personal interview:
Candidates proving themselves successful through tests are interviewed per sonally. The
interviewers may be individual or a panel. It generally involves officers from the top
management.
The candidates are asked several questions about their experience on another job, their family
background, their interests, etc. They are supposed to describe their expectations from the said
job. Their strengths and weaknesses are identified and noted by the interviewers which help them
to take the final decision of selection.
7. Reference check:
Generally, at least two references are asked for by the company from the can didate.
Reference check is a type of crosscheck for the information provided by the candidate through
their application form and during the interviews.
8. Medical examination:
Physical strength and fitness of a candidate is must before they takes up the job. In-spite of good
performance in tests and interviews, candidates can be rejected on the basis of their ill health.
9. Final selection:
At this step, the candidate is given14the appointment letter to join the organization on a particular
date. The appointment letter specifies the post, title, salary and terms of employment. Generally,
initial appointment is on probation and after specific time period it becomes permanent.
10. Placement:
This is a final step. A suitable job is allocated to the appointed candidate so that they can get the
whole idea about the nature of the job. They can get adjusted to the job and perform well in
future with all capacities and strengths.
3.0 CONTENT OF JOB OFFER
SAMPLE OFFER LETTER
ADMINISTRATIVE PROFESSIONAL, CONTINUOUS
Dear [Applicants first name]:
I am very pleased to offer you the position of [position title] in the [Department of/Unit Name] at
Illinois State University. [We are/I am] very pleased to have you joining our staff and hope that
you are equally pleased with this opportunity. Your appointment will be effective [date] and the
terms and conditions of this offer are as follows:
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The monthly salary for the [#]-month position will be [$----].
If applicable: Equipment needs provided
If appropriate and desired: Job expectations workload, committee assignments,
etc.
If applicable: Reimbursement for moving expenses
If you require any accommodation(s) in order to perform the essential functions of your new
position, please contact the Employment Accommodations Coordinator at 309-438-8311.
Human Resources will hold any information you provide in confidence.
In addition, this appointment is contingent upon proof of eligibility for employment in the United
States. The Immigration and Control Act of 1986, Public Law 99-603, requires all new
employees to file a Form I-9 in person and no later than three days from the beginning of
employment. Also, we will need the official transcripts indicating your highest earned degree. An
official transcript bears the official signature of the Registrar, may have a raised university seal,
and/or is printed on secured paper. A photocopy cannot be accepted as an official institutional
document. Please see that official transcripts are sent immediately to:
Attn:
Human Resources
Campus Box 1300
Illinois State University
Normal, IL. 61790-1300
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Completion of additional employment forms are part of this offer and will be completed in person upon
your arrival.
I encourage you to view our Human Resources website at [Link]
for general information on employee benefits. You will learn more details about all the benefits
of working for Illinois State University when you attend New Employee Orientation.
If you are not a United States citizen, your eligibility for certain employee benefits programs
including health insurance are contingent on your visa status and on whether or not you meet the
Internal Revenue Service substantial presence test". Please contact the Human Resources
representative listed above if you have further questions regarding this.
Again, it is a pleasure to welcome you as an employee of Illinois State University. If you have
any additional questions, please contact me at (309) [xxx-xxxx]. As verification that you
accept this offer, please sign the enclosed copy of this letter and return it to me by [date].
Sincerely,
[Name]
[Title]
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Cc: Human Resources
[Name, Title -Next Level Supervisor/Dept. Head/Director, etc.]
I accept the offer as described in this letter dated [date]. I further understand that if I leave this
position prior to one year from the contract start date, I am expected to repay any and all moving
expense reimbursement, and I agree to authorize any necessary paperwork for this amount to be
deducted from my final Illinois State University paycheck.
_____________________________________________________ ____________________
Signature Date
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