CHAPTER 4

RECRUITMENT
AND SELECTION
Lecturer
Dang Thanh Thuy, MBA
 LEARNING OUTCOMES
1. Understand the recruitment and selection process

2. Name and describe the main sources of

candidates

3. Develop some recruitment techniques

4. Employee testing and selection

5. Know how to conduct a more effective interview

 Recruiting yield pyramid
The historical arithmetic relationships between recruitment leads and invitees,
invitees and interviews, interviews and offers made, and offers made and offers
accepted
Recruitment and selection process
RECRUITMENT

PROCESS
 Recruitment and selection process

Recruitment: The process of attracting individuals in sufficient

numbers with the right skills and at appropriate times to apply
for open positions within the organization
 Recruitment and selection process

Internal External
sources sources

Sources of
candidates
 Internal Sources of Candidates
Advantages
• Foreknowledge of candidates’
strengths
and weaknesses
• More accurate view of
candidate’s skills
• Candidates have a stronger
commitment
to the company
• Increases employee morale
• Less training and orientation
required
Disadvantages
• Failed applicants become
discontented
• Time wasted interviewing
inside candidates who will not
be considered
• Inbreeding strengthens
tendency to maintain the
status quo
 Internal Sources of Candidates

FINDING INTERNAL CANDIDATES

Rehiring
Posting open Succession
former
job position planning
employees
 External Sources of Candidates

Locating Outside Candidates

1 Advertising 5 Campus Recruiting

2 Employment Agencies
6 Referrals and Walk-ins
3 Alternative staffing
7 Recruiting via the Internet
4 Executive Recruiters
 External Sources of Candidates

1. ADVERTISING FOR OUTSIDE CANDIDATES

• The Media Choice

Selection of the best medium depends on the positions for
which the firm is recruiting.
• Newspapers: local and specific labor markets
• Trade and professional journals: specialized employees
• Radio and television
 External Sources of Candidates

2. EMPLOYMENT AGENCIES

Government and
Commercial
Non-profit agencies
agencies

Types of
employment
agencies
 External Sources of Candidates

3. SPECIALIZED STAFFING AND RECRUITING

• Alternative Staffing
– In-house contingent (casual, seasonal, or temporary)
workers employed by the company, but on an explicit
short-term basis
– Contract technical employees supplied for long-term
projects under contract from outside technical services
firms
External Sources of Candidates
4. EXECUTIVE RECRUITMENT

Headhunters
 External Sources of Candidates
5. CAMPUS RECRUITING
• On-campus recruiting goals • On-site visits
– To determine if the candidate is – Invitation letters
worthy of further consideration – Assigned hosts
– To attract good candidates – Information packages
– Planned interviews
– Timely employment offer
– Follow-up

• Internships
A temporary position with an emphasis on the-job
training rather than merely employment
External Sources of Candidates

6. SOURCES OF OUTSIDE APPLICANTS

Walk-in

Referral
 External Sources of Candidates

7. RECRUITING VIA THE INTERNET

Advantages
• Cost-effective way to publicize job openings
• More applicants attracted over a longer period
• Immediate applicant responses
• Online prescreening of applicants
• Links to other job search sites
• Automation of applicant tracking and evaluation
 External Sources of Candidates

7. RECRUITING VIA THE INTERNET

Disadvantages
• Exclusion of older and minority workers
• Unqualified applicants overload the system
• Personal information privacy concerns of applicants
SELECTION

PROCESS
 Employee testing and 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
 Employee testing and selection
Types of tests

• Metal or cognitive abilities

• Physical or motor abilities
• Personality and interests
 Employee testing and selection

1.Tests of metal or cognitive abilities

 Aptitude tests
• Tests that measure specific mental abilities, such as
inductive and deductive reasoning, verbal comprehension,
memory, and numerical ability
 Intelligence Tests - (IQ) Tests
• Tests of general intellectual abilities that measure a
range of abilities, including memory, vocabulary, verbal
fluency, and numerical ability
 Employee testing and selection

2. Tests of physical or motor abilities

 Tests of motor abilities
– Tests that measure motor abilities, such as finger dexterity,
manual dexterity, and reaction time

 Tests of physical abilities

– Tests that measure static strength, dynamic strength, body
coordination, and stamina
 Employee testing and selection

3. Personality and interests tests

Tests that use projective techniques and trait inventories to
measure basic aspects of an applicant’s personality, such as
introversion, stability, and motivation
 Disadvantage
Personality tests — particularly the projective type — are the
most difficult tests to evaluate and use
 Advantage
It may be useful for helping employers to predict which candidates
will succeed on the job
 Interviewing candidates

What is an interview?

A procedure designed to

obtain information from a person through oral responses to oral

inquiries
 Interviewing candidates

Interview formats

Unstructured interview
Structured interview
An unstructured conversational-
style interview in which the
interviewer pursues points of An interview following a set
interest as they come up in sequence of questions
response to questions
 Interviewing candidates

Individual
interview

Computerized Sequential
interview interview
Types of
interview

Telephone
Panel interview
interview
 Interviewing candidates
 Individual interview: Two people meet alone
 Sequential interview: Several persons interview the applicant , before a
decision is made
 Panel interview: An interview in which a group of interviewers questions
the applicant
 Telephone interview: An interview is made by telephone
 Computerized interview: The applicants answer questions in response to
computerized oral, visual, or written questions or situations
 Three Common Mistakes
Interviewers Make

First impression

Poor knowledge of the job

Effect of personal
characteristics
 CONGRATULATIONS!
You have a new employee!