RECRUITMENT

6:
AND SELECTION
ON
SS

REPORTER:
Azañes, Divine
LE

Reforsado, Angelika
 Discuss the recruitment process
LE

Discuss recruiting sources

AR
NI
NG

Discuss how to avoid

discrimination in the
OU

recruitment process.
TC

Discuss the selection process

OM
ES
:
 01 THE RECRUITMENT PROCESS
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EA M a) Discuss the recruitment process

b) Discuss the importance of
TC

R N S: employer branding
IN c) Discuss how to build your brand as
an employer
E
G d) Create a compelling job
advertisement
UNDERSTANDING THE RECRUITMENT PROCESS

Recruitment requires a clear

understanding of what makes the
company unique as well as the type of
employee it wants to attract

Factors contributing to workers'/job

seekers' perception of long-term
potential: transparency about pay,
Information about growth opportunities,
internal promotion track record, positive
employee reviews
Factors most likely to prompt an application: attractive
benefits, convenient commute, relatively high salary

Factors most likely to prompt candidate to abort

recruitment process: layoff announcernent, negative
interactions with recruiter or negative employee
reviews, leadership or employee scandals
EMPLOYER BRANDING, CONTINUED
• It is important to have a good brand as an employer and to build
your brand

*Step 1. Evaluate your brand: Conduct surveys to determine what

prospective employees think of your brand and the company as a
place to work

*Step 2. Identity/Clarify your employer proposition: Know what

inspires your employees to drive through the gate every day to allow
accurate brand communication

*Step 3. Connect with your audience: Send the right message to the
right people through the right medium

*Step 4. Recruit & support brand ambassadors: Provide employees

with engaging. shareable content and encourage them to share and
amplify their efforts
 THE RECRUITMENT PROCESS, CONTINUED

Female respondents were more likely to cite CEO

misbehavior as a reason to exit recruitment and to rate poor
customer service and negative employee reviews as
detracting factors.

Optimize the Candidate Experience through aspects of the

job application process contributing to a positive
experience: clear and regular communication, clear
expectations, and feedback regarding rejection

Greatest causes of frustration during the interview process:

lack of information about pay and benefits, interview
schedule changes, untimely responses, and lack of
information about job responsibilities
Recruiting occurs after human resource planning and before
selection

To be effective, the recruiter should have a complete job

description that includes job specifications, essential functions,
and an ability to speak to other details

Planning points to consider include evaluating your employer

brand, identifying candidate sources, evaluating related
technologies and cultivating passive candidates
 EMPLOYER BRANDING
A positive employer brand is important
because it affects an organization's ability
to attract and retain talent and has
financial and productivity implication

A nationally representative survey of full-

time professionals found that candidate
choices are increasingly based on
employer brand

The contributing factors to a bad

reputation: lack of job security.
dysfunctional teams, and poor leadership
The contributing factors to a good reputation: stability, career growth
opportunity, ability to work with a high-performing team

Researchers determined that the minimum premium required to

convince a candidate to take a job with a bad reputation was 10%

Almost half of respondents indicated they would not consider taking

a job with a company exhibiting the three negative factor
 WRITING A JOB ADVERTISEMENT

To advertise for a job, it is important to understand what the job

entails and is offen done with the help of an I/O psychologist.

Job analysis through a task-oriented approach lists the details of

tasks to be performed for the job.

A worker-oriented approach describes the characteristics

required of the worker to successfully perform the job (KSAs) and
is also called job specification.
Observation, surveys, and interviews are used to obtain
information required for both types of job analysis.

Research suggests that the accuracy and reliability of job

analysis depends on the nature of the descriptions and the
source for the job analysis.

O'Net is a database that can be used to identify KSAs for

different positions.
 WRITING A JOB ADVERTISEMENT, CONTINUED

Employment branding can be defined through corporate culture clarification,

understanding the market position, setting performance expectations, and helping
candidates determine if they would be a good fit.

In order to make a job advertisement compelling, you must make an emotional

connection with the candidate:
→Write a compelling headline
→Craft a compelling hook
→Write with a specific person in mind
→Pitch the position with emotion and key facts
→Tell the company's story
→Sell the area
→Summarize, selling the package
→Call to action
→Have someone from the target audience read it and comment
JOB ADVERTISEMENT
02 TC
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EA M Recruitment Sources
RN S:
a) Discuss recruiting sources
IN b) Discuss candidate
E
G sourcing
c) Discuss the use of
technology in recruiting
CANDIDATE SOURCING
•Sourcing is the process of identifying, pre-screening and cultivating qualified
candidates in order to meet current and anticipated future job openings.
•Internal candidates requires training and development but allows you to pull
known talent and build loyalty among existing employees.
•Tapping into social media is essential with the use of specific social media
platforms different depending on age, gender, and educational attainment.
•Employee referrals are essential but be aware that:

→ the employee might mistakenly assume job performance competence

based on friendship.
→ may lead to nepotism or hiring individuals who are related to employees.
→employee referrals may reinforce the status quo.
 CANDIDATE SOURCING, CONTINUED

•Linked in groups
that are relevant
•Face-to-face and following
methods serve thought leaders or •Candidates can
to build the groups on Twitter also be identified
employer can be beneficial through niche sites
brand as well for finding high- that specialize in a
as the potential specific industry.
candidate pool. candidates.
 TECHNOLOGY AND RECRUITING
Automate job board processes by leveraging available
automation tools

Build a talent pool by developing an internal database of

qualified candidates to reduce third-party recruiter
TEXT HERE
dependence and allowing HR personnel to build
relationships with a pre-qualified talent pool.

Socialize the search to connect with and engage

candidates Recruiting software can assist with the
evaluation and selection process by collecting applicant
TEXT grading,
information and allowing for filtering, HERE and
matching candidate skills against job requirements.
Recruiting tools can help organize and disseminate
information across multiple channels and job boards and
reduce the time it takes to arrive at a short-list of qualified
applicants

Incorporating robotics, Al, and cognitive computing are

increasing automat
03 TC
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EA M AVOIDING DISCRIMINATION
RN ES:
IN a) Discuss how to avoid
G discrimination in the
recruiting process
AVOIDING DISCRIMINATION IN RECRUITING

•HR personnel should evaluate their advertising and use of employee

recruiting, screening, testing, and selection techniques to avoid
intentional discrimination but also practices that have an "adverse
impact".

•The EEOC states that it is illegal for an employer to publish a job

advertisement showing a preference for or discouraging someone from
applying because of race, color, religion, sex, national origin, age,
disability, or genetic information

•It is illegal for an employer to engage in recruiting practices that have a

discriminatory impact

•Civil Rights Act of 1964 Title VII: permits employment tests unless they
are designed, intended, or used to discriminate and applies to employers
and employees

• Title VII prohibits "disparate treatment" and "disparate impact"

discrimination
 AVOIDING DISCRIMINATION IN RECRUITING, CONTINUED

•Compliance with Title I of the Americans with Disabilities Act (ADA) should be
reviewed to determine whether potential discrimination is present.

•Any disparate impact must be job-related and consistent with business necessity.

•Tests should be selected and administered in a manner that accurately reflects

job-related aptitude or skills and not an impairment.

•Employers are required to make reasonable accommodations for known physical

or mental limitations of an otherwise qualified candidate unless it imposes an
undue hardship.

•ADEA prohibits both disparate treatment (intentional) and disparate impact

discrimination based on age, such as requiring applicants older than 50 take agility
or cognitive tests.
04 TC
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EA M SELECTION PROCESS
RN ES: a) Discuss the selection process
IN b) Discuss how to avoid discrimination in
the selection process
G c) Discuss how to avoid perceptual errors
(unconscious bias) in the selection
process
d) Discuss various interviewing
approaches
THE SELECTION PROCESS
•The selection process involves moving
candidates through the recruiting process
and identifying the best candidates for the
job.

•Screening and assessment techniques are

used to eliminate candidates not meeting
stated minimum requirements or who aren't
a good fit

•Face-to-face interviews should be highly

qualified and ideally a promising fit from a
cultural standpoint
 THE SELECTION PROCESS, CONTINUED

*Evaluation by Association: using the posting location as an initial screen.

*Application: review of the cover letter, resume, and application and may
include review of the candidates business or social networking profiles.
*Assessment: a preliminary assessment of skills
*Screening Interview: an initial telephone interview to assess the
candidate's objective and motivate, relevant education, and experience.
*External Verification: of educational qualifications and reference check.

Option 3
Automated candidate
screening can reduce time to
hire, increase candidate
quality and experience
AVOIDING BIAS IN SELECTION
•The EEOC's Uniform Guidelines on Employee Selection Procedures
governs the employed selection procedure consistent with applicable legal
standards and validation standards.

•The guidelines apply to most private and public employers and all
selection procedures.

•The guidelines do not have bearing on recruiting procedures or practices.

•Employers should administer tests and other selection procedures

without discrimination •Employers should ensure that employment
screening procedures are properly validated
 AVOIDING BIAS IN SELECTION , CONTINUED

•Keep abreast of changes in job requirements •Studies have conclusively shown

and update test specifications or selection that bias impacts almost every
procedures accordingly. variation of human identity

• When reviewing a final slate of candidates, •Unconscious bias can also be a

it's important to be aware of the potential for factor in the pre-screening
perception errors and unconscious bias. process
•Interviewers make decisions about candidates
•Two approaches to reduce bias
rapidly but also tend to overrate ability to
evaluate others include awareness and designing
approaches that help us make
decisions more consciously
•A common mistake is judging
candidates based on a first impression or
"likeability" and interviewer bias or
unconscious bias
 INTERVIEW APPROACHES
•Traditional interview approaches include one-on-
one, panel, and series, with the most common
interview approach being one-on-one.

•Panel interviews are a standard practice in academia

and business, with a committee composed of several
interviewers meeting with the candidate at the same
time.
Option 3

•Series Interviews evaluate the candidate one-on-one

with multiple interviewers
 INTERVIEW APPROACHES, CONTINUED

•Regardless of the format, those involved in the

interview process should be trained in effective
interviewing techniques and what questions are
prohibited.

•To avoid litigation and have the best results,

interview questions should be relevant to the
position, consistent across candidates, and focus
Option 3
on the job duties, relevant skills and
qualifications, and related success factors.
 Thank you for
U listening
YO
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