Human Resource Management: Recruitment and Selection
Human Resource Management: Recruitment and Selection
Human Resource Management: Recruitment and Selection
Advantages:
Provides greater motivation for good performance.
Provides greater promotion opportunities for present employees.
Improves morale and organizational loyalty.
Enables employee to perform the new job with little loss of time.
Familiar with the organization on how it operates.
Recruitment Process/Recruitment Plan
Promotion from Within
Disadvantages:
Promotes inbreeding (narrowing of thinking and stale ideas).
Creates political in-fighting and pressure to compete.
Requires a strong management development program.
Creates a homogeneous workforce.
Recruitment Process/Recruitment Plan
External Hiring
Advantages:
Provides new ideas and new insights.
Allows employee to make changes without having to please
constituent groups.
Does not change the present organizational hierarchy.
Recruitment Process/Recruitment Plan
External Hiring
Disadvantages:
B. Referrals
-Present employees are asked to encourage friends and relatives to
apply. This is the most often used recruiting tool in small organizations.
Sources of Applicants
C. External Sources
Job Advertisement – placement of help-wanted advertisements in
newspapers, trade and professional publications, or on radio and
television.
Employment Centers or Agencies – agencies that charge a fee for
each applicant they place.
Campus Recruitment – a primary source for entry-level job
candidates. This is usually coordinated with the university or college
placement center.
Sources of Applicants
Internships – for students with practicum or on-the-job training, this
can help them in honing their business skills, check out potential
employers, and learn more about their likes and dislikes when it
comes to choosing careers. For employers, they can use their interns
to make useful contributions while they are being evaluated as
possible full-time employees.
Job Fairs/Special Events Recruiting – joining or sponsoring
employment fairs.
Online Recruitment/E-Recruitment
Alternatives to Recruiting
1. Subcontracting/Outsourcing – subcontract work to another
organization wherein the organization loses some of its control over
work that is outsourced.
2. Overtime – use to avoid the incremental costs of recruiting and
hiring additional employees for a short period of time.
3. Temporary Help – use of temporary help services to fill the needs
of companies on a temporary basis.
4. Employee Leasing – similar to temporary help agency but
employees are not temporary.
SELECTION
Selection – the process by which an organization chooses
from a list of applicants the person or persons who best
meet the selection criteria for the position available,
considering current environmental conditions
Selection of Employees
• Job analysis, human resource planning, and recruitment are
necessary prerequisites to the selection process.
• The selection process begins when recruiting programs have
developed a number of applicants for available job openings.
• Before the selection process begins, a profile of characteristics
required for successful performance should be developed for the job
specification.
• These include the technical, interpersonal, and personal requirements
of the job.
Why Selection Process is Important?
1. Performance always depends in part of employees. Those who do
not have the right skills will not perform effectively and the overall
performance in turn will suffer. The time to screen out undesirable
performers is before they become part of the organization, not
after.
2. It is costly to recruit and hire employees.
3. Company objectives are better achieved by workers who have been
properly selected based on their qualifications.
Why Selection Process is Important?
4. An incompetent worker is a liability to the company causing direct
losses in terms of substandard performance and low productivity, and
sometimes a potential source of problems to management, his/her
coworkers, and customers.
5. Applicants have varying degree of intelligence, aptitudes, and
liabilities.
6. Labor laws protect employees making it difficult to terminate or
dismiss an incompetent employee.
Selection Process
1. Define the job before hiring an employee. This is where the job
analysis will come in handy. This will help you prepare the job
description and job specifications which in turn will define the
recruitment strategy.
2. Review application form and credentials carefully. This provides
basic employment information that can be used to screen out
unqualified applications.
Selection Process
a. Employment gaps.
b. Spelling, grammar, and punctuation.
c. Evidence that a career has gone backwards or plateaued.
d. Failure to follow directions.
e. Failing to include a cover letter.
Selection Process
3. Employment Interview. This provides the hiring supervisor the
opportunity to review candidates’ qualifications and determine their
suitability for the position. It also provides candidates with the chance to
learn about the position and its requirements and present information on
their skills and experience.
Types of Interviews:
• Unstructured interview
• Structured interview
• Behavioral Interviews
• Candidates are observed not only for what they say, but how they behave.
• Role playing is often used.
• Stress Interviews.
Selection Process
4. Employment Testing. Employers often use tests and other selection
procedures to screen applicants for hiring and employees for
promotion. There are many different types of tests and selection
procedures, including aptitude test, cognitive tests, personality tests,
medical examinations, credit checks, and criminal background checks.
Estimates say 60% of all organizations use some type of employment
tests.
• Performance simulation tests: requires the applicant to engage in specific job
behaviors necessary for doing the job successfully.
• Work sampling: Job analysis is used to develop a miniature replica of the job
on which an applicant demonstrates his/her skills.
Selection Process
4. Employment Testing.
• Assessment centers: A series of tests and exercises, including individual and
group simulation tests, is used to assess managerial potential or other
complex sets of skills.
• Testing in a global arena: Selection practices must be adapted to cultures and
regulations of host country.
Selection Process
5. Background investigation/reference checking. This is done to verify
the accuracy of factual information previously provided by the
applicant to uncover damaging background information such as
criminal records and violent behavior.