Recruitment & Selection Process
Shahnaz Sharmin
Lecturer as a guest teacher
Department of Humanities & Social Sciences (HSS)
DUET, Gazipur
RECRUITMENT
• It is the process of searching for prospective employees, stimulating
and encouraging them to apply for jobs in an organization.
• In simple words, it is the process of generating the applicants to fulfill
the vacancy. It arises due to scarcity of people in an organization.
Recruitment
• Once an organization identifies its human resource needs through
employment planning, it can begin recruiting candidates for actual or
anticipated vacancies.
Recruiting brings together
Recruiting Goals
➢recruiting provides information that will attract a significant pool of
qualified candidates and discourage unqualified ones from applying
➢recruiters promote the organization to prospective applicants
• Factors that affect recruiting efforts:
✓organizational size
✓employment conditions in the area
✓effectiveness of past recruiting efforts
✓working conditions, salary, and benefits offered
✓organizational growth or decline
Constraints on recruiting efforts
✓organization’s image
✓job attractiveness
✓internal organizational policies
✓government policy and laws
✓recruiting costs
Recruiting Sources
➢Internal searches
➢Employee referrals
➢External searches
➢online and alternative
Recruiting Sources
Internal search
Organizations that promote from within identify current employees for
job openings
➢by having individuals bid for jobs
➢by using their HR management system
➢by utilizing employee referrals
Recruiting Sources
• Advantages
➢ good public relations
➢ morale building
➢ encouragement of employees and members of protected groups (certain groups of individuals protected by
anti-discrimination laws, such as women, older workers, people with disabilities, minorities and others).
➢ knowledge of existing employee performance
➢ cost-savings
➢ candidates’ knowledge of the organization
➢ opportunity to develop mid- and top-level managers
• Disadvantages
➢ possible inferiority of internal candidates
➢ infighting and morale problems
➢ potential inbreeding
Recruiting Sources
Employee referrals
Current employees can be asked to recommend recruits.
Advantages:
➢ the employee’s motivation to make a good recommendation
➢ the availability of accurate job information for the recruit
➢ employee referrals tend to be more acceptable applicants, more likely to accept
an offer, and have a higher survival rate.
Disadvantages:
➢the possibility of friendship being confused with job performance
➢the potential for nepotism
➢the potential for adverse impact
Recruiting Sources
External searches
Advertisements: Must decide type and location of ad, depending on
job; decide whether to focus on job (job description) or on applicant
(job specification).
Three factors influence the response rate:
➢identification of the organization
➢labor market conditions
➢the degree to which specific requirements are listed.
Recruiting Sources
Employment Agencies:
➢public or state employment services focus on helping unemployed
individuals with lower skill levels to find jobs
➢private employment agencies provide more comprehensive services
and are perceived to offer positions and applicants of a higher caliber
➢management consulting firms (“headhunters”) research candidates
for mid- and upper-level executive placement
➢executive search firms screen potential mid/top-level candidates
while keeping prospective employers anonymous
Recruiting Sources
Schools, colleges, and universities:
➢may provide entry-level or experienced workers through their
placement services
➢may also help companies establish cooperative education
assignments and internships
Recruiting Sources
Job fairs:
➢attended by company recruiters seeking resumes and info from
qualified candidates
➢Virtual online job fairs could bring employers and job seekers
together online by logging into a specific Web site at a certain time.
Some sites use avatars as candidates and recruiters.
Recruiting Sources
Professional organizations:
➢publish rosters of vacancies
➢run placement services at meetings
➢control the supply of prospective applicants
➢labor unions are also in this category
Unsolicited applicants (walk-ins):
may provide a stockpile of prospective applicants if there are no
current openings
Recruiting Sources
Online sources
➢most companies use the Internet to recruit employees
➢job seekers use online resumes and create Web pages about their
qualifications
Recruiting Sources
Recruiting alternatives
• Temporary help services:
➢temporary employees help organizations meet short-term fluctuations in HRM
needs
➢older workers can also provide high-quality help
• Employee leasing:
➢trained workers are employed by a leasing company, which provides them to
employers when needed for a flat fee
➢typically remain with an organization for longer periods of time
• Independent contractors:
➢do specific work either on or off the company’s premises
➢costs of regular employees (i.e. taxes and benefits costs) are not incurred
A Global Perspective
For some positions, the whole world is a relevant labor market. So, HR
can recruit
➢home-country nationals when searching for someone with extensive
company experience to launch a product in a country where it has
never sold before
➢host-country nationals when a foreign subsidiary is being established
and HQ wants to retain control yet hire someone with local market
knowledge
➢candidates of any nationality, creating a truly international
perspective
Selection of employees
• The process of choosing from a group of applicants the individual best
suited for a particular position and an organization
• Goal of the selection process is to properly match people with jobs
and the organization
• Individuals overqualified, under qualified or do not fit either the job
or the organization’s culture, will probably leave the firm
Environmental Factors affecting the Selection Process
➢ Legal considerations
➢ Decision making speed
➢ Organizational hierarchy
➢ Applicant pool
➢ Type of organization
➢ Probationary period
Legal Considerations
➢Human resource management is greatly influenced by legislation,
executive orders, and court decisions
➢Hiring managers must have extensive knowledge of the legal aspects
of selection
The Selection Process
The Selection Process
Initial screening interview
➢Job description information is shared along with a salary range.
➢weeding out of applicants who don’t meet general job requirements
➢screening interviews help candidates decide if position is suitable
The Selection Process
Completing the application
• Gives a job-performance-related synopsis of what applicants have
been doing, their skills and accomplishments.
Legal considerations:
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to dismiss an employee
for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Completing the application
Weighted application forms
• individual pieces of information are validated against performance and
turnover measures and given appropriate weights
• data must be collected for each job to determine how well a particular
item (e.g., years of schooling, tenure on last job) predicts success on target
job
• information collected on application forms can be highly predictive of
successful job performance
• forms must be validated and continuously reviewed and updated
• data should be verified through background investigations
The Selection Process
pre-employment testing
• performance simulation tests require applicants to engage in job
behaviors necessary for doing the job successfully
• work sampling uses job analysis to develop a miniature replica of the
job so the applicant can demonstrate his/her skills
• assessment centers give tests and exercises, (individual and group), to
assess managerial potential or other complex skills
• Selection practices must be adapted to cultures and regulations of the
host country.
The Selection Process
Comprehensive Interview
➢assesses motivation, values, ability to work under pressure, attitude, ability to fit
in
➢can be traditional, panel, or situational
➢especially useful for high-turnover jobs and less routine ones
➢ impression management, (applicant’s desire to project the “right” image), may
skew interview results
➢interviewers have short and inaccurate memories: notetaking and videotaping
may help
➢behavioral interviews are much more effective at predicting job performance
than traditional interviews
➢realistic job previews (brochures, videos, plant tours, work sampling) help reduce
turnover rates
The Selection Process
Conditional Job offer:
➢HR manager makes an offer of employment, contingent on successful
completion of background check,
➢physical/medical exam, drug test, etc. may use only job-related
information to make a hiring decision
The Selection Process
Background investigation
Verifies information from the application form
➢references
➢former employers
➢education
➢legal status to work in U.S.
➢credit references
➢criminal records
The Selection Process
Medical investigation
➢used only to determine if the individual can comply with essential
functions of the job
➢Americans with Disabilities Act requires that exams be given only
after conditional job offer is made
➢drug tests can be given at this time
The Selection Process
Job offer
➢actual hiring decision generally made by the department manager,
not HR manager
➢candidates not hired deserve the courtesy of prompt notification
Thank You…………
