Recruitment

Recruitment is the process of generating

a pool of qualified candidates for a
particular job. The firm must announce
the job’s availability to the market and
attract qualified candidates to apply. The
firm may seek applicants from inside the
organization, outside the organization, or
both.
Recruitment

 The process of seeking and attracting a pool of

people from which qualified candidates for job
vacancies can be chosen.
HR- Marketing Interface

Job is a product that we offer to buyers

When we advertise we need to apply marketing
philosophy to it, that is understanding buyers
interest, needs, motives, emotions etc.
Effective Recruiting: The Yield
Pyramid
 New hires
 Offers made (2 : 1)
 Interviewed (3 : 2)
 Invited (4 : 3)
 Leads generated (6 : 1)
Measure your recruiting effectiveness
Three main reasons why careful selection is important:

Your own performance always depends in part on your

subordinates’. Employees with the right skills and
attributes will do a better job for you and the company.

It is very costly to recruit and hire employees. Search

fees, training, reference checking, moving expenses all
add up to many thousands of dollars.

There are many legal implications of incompetent

selection. Hiring workers with criminal backgrounds,
and who commit crimes in the course of their employ-
ment, may expose the employer to liability.
Steps in Recruitment and Selection
Process
Employment
planning and
forecasting

Recruiting
builds pool of
candidates

Applicants
complete
application
form

Selection tools like

tests screen out
most applicants

Supervisors and
others interview final
candidates to make
final choice
 Internal Sources of Candidates:
Hiring from Within
 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 of the status
quo
Outside Sources of Candidates
 Advertising
 The Media: 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
 Internet job sites
 Marketing programs
 Constructing an effective ad
 Wording related to job interest factors should evoke the
applicant’s attention, interest, desire, and action (AIDA) and
create a positive impression of the firm.
Outside Sources of Candidates
(cont’d)
 Types of employment agencies:
 Public agencies operated by federal, state, or
local governments
 Agencies associated with nonprofit organizations
 Privately owned agencies
Outside Sources of Candidates
(cont’d)
 Reasons for using a private employment agency:
 When a firm doesn’t have an HR department and is not
geared to doing recruiting and screening.
 The firm has found it difficult in the past to generate a pool
of qualified applicants.
 The firm must fill a particular opening quickly.
 The firm wants to reach currently employed individuals,
who might feel more comfortable dealing with agencies
than with competing companies.
 The firm wants to cut down on the time it’s devoting to
recruiting.
Outside Sources of Candidates
(cont’d)
 Avoiding problems with employment agencies:
 Give the agency an accurate and complete job description.
 Make sure tests, application blanks, and interviews are
part of the agency’s selection process.
 Periodically review data on candidates accepted or
rejected by your firm, and by the agency. Check on the
effectiveness and fairness of the agency’s screening
process.
 Screen the agency. Check with other managers or HR
people to find out which agencies have been the most
effective at filling the sorts of positions needed to be filled.
Outside Sources of Candidates
(cont’d)
 College recruiting
 Getting very popular

 On-site visits
 Invitation letters
 Assigned hosts
 Information package
 Planned interviews
 Timely employment offer
 Follow-up
 Internships
Outside Sources of Candidates
(cont’d)
 Employee referrals
 Applicants who are referred to the organization by
current employees
 Referring employees become stakeholders.
 Referral is a cost-effective recruitment program.
 Referral can speed up diversifying the workforce
 Walk-ins
 Direct applicants who seek employment with or
without encouragement from other sources.
 Courteous treatment of any applicant is a good
business practice.
Outside Sources of Candidates
(cont’d)
 Recruiting via the Internet
 More firms and applicants are utilizing the Internet
in the job search process.
 Advantages of Internet recruiting
 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
Selection
Selection is the process of making a
“hire” or “no hire” decision regarding
each applicant for a job. The process
typically involves determining the
characteristics required for effective job
performance and then measuring
applicants on those characteristics. The
characteristics required for effective job
performance are typically based on a job
analysis.
 Selection

 The process of choosing from among available

applicants the individuals who are most likely to
successfully perform a job.
Hiring Without Firing

HBR July-August 1999

Ten Deadly Traps
“Just –like – me” bias
Reacting
Unrealistic Specifications
Evaluating people in absolute terms
Accepting people at face value
Believing references
Delegation gaffes
Unstructured interview
Ignoring emotional intelligence
Political pressure
The Selection Process

Screening the application forms

Written test

Group discussion

Interview

Medical fitness

Referral checks
 Falsification of Resume
The next time you come across a resume that
seems too good, add a couple of extra items to the
"abilities" segment: rest assured – you are close to
God.

There are plenty of high-profile cases of people

who have paid a price for resume fraud. Perhaps
the most famous case is Frank Abagnale, who
pretended to be everything from a pilot to a
pediatrician. His life story was made famous by the
book and film "Catch Me If You Can."

https://www.cnbc.com/2014/02/07/desperate-measures-why-
some-people-fake-their-resumes.html
https://www.businessinsider.in/17-successful-executives-who-h
ave-lied-on-their-resumes/articleshow/48087108.cms
 Cool Resumes

http://www.businessinsider.com/insanely-creative-resumes-2011-6?op=1
The Selection Process

Screening the application forms

Written test

Group discussion

Interview

Medical fitness

Referral checks

You may read the case we

googled you published by HBR
Some useful guidelines
Use caution with big changes
Use intuition
Rethink the position
Seek closure
Ask for a return call (Rae in S G Cowen - Self selection through information deprivation)
Throw a few curveballs
Meet the spouse
Use internet
Suggest a trial run

Hiring Smart, Pierre Mornell, Ten Speed Press, 1998

Types of Interviews
The seven main types of interviews used at work are:


Structured

Nonstructured

Situational

Sequential

Panel

Stress

Appraisal
Classification of Interview Types

Interviews can be classified in one or more of four ways, according to:

1. How structured they are

2. Their purpose

3. Their “content”—the types of questions

they contain

4. The way they are administered

Structured Interview

The structured interview is based

directly on a thorough job analysis.
It applies a series of job-related
questions with predetermined
answers consistently across all
interviews for a particular job.
The Structured Interview

The actual procedure consists of five steps:

Step 1. Job analysis

Step 2. Evaluate the job duty information
Step 3. Develop interview questions
Step 4. Develop benchmark answers

Step 5. Appoint interview panel and implement

Structure the Interview
Actions you can take to enhance the interview’s structure include:


Base interview questions on job analysis.

Use objective, specific, and behaviorally-
oriented questions and criteria for evaluating
the interviewee’s responses.

Train interviewers.

Use the same questions with all candidates.

Use rating scales to rate interviewees’ answers.

Use multiple interviewers or panel interviews.

Use better questions.
 Examples of Questions That
Provide Structure
Situational Questions:
1. Suppose a co-worker was not following standard work
procedures. The co-worker was more experienced than you
and claimed the new procedure was better. Would you use
the new procedure?
2. Suppose you were giving a sales presentation and a difficult
technical question arose that you could not answer. What
would you do?

Past Behavior Questions:

3. Based on your past work experience, what is the most
significant action you have ever taken to help out a co-worker?
4. Can you provide and example of a specific instance where you
developed a sales presentation that was highly effective?
Examples of Questions That
Provide Structure (Cont.)
Background Questions:
5. What work experiences, training, or other qualifications do you
have for working in a teamwork environment?

6. What experience have you had with direct point-of-purchase

sales?

Job Knowledge Questions:

7. What steps would you follow to conduct a brainstorming
session with a group of employees on safety?

8. What factors should you consider when developing a

television advertising campaign?
 Examples of Structured Interview
Questions
Type Example

Situational You’re packing things into your car and getting

ready for your family vacation when it hits you
that you promised to meet a client this morning.
You didn’t pencil the meeting into your calendar
and it slipped your mind until just now. What
do you do?

Job What is the correct procedure for determining the

Knowledge appropriate oven temperature when running a new
batch of steel?

Worker Some periods are extremely busy in our business.

Requirements What are your feelings about working overtime?
Realistic Job Preview (RJP)
 Provides pertinent and relevant
job information without distortion
or exaggeration
 An inoculation against

disappointment
Basic Testing Concepts; Validity

Test validity answers the question, “Does this test measure

what it’s supposed to measure?”

Demonstrating criterion validity means demonstrating that

those who do well on the test also do well on the job, and
those who do poorly on the test do poorly on the job.

The content validity of a test is demonstrated by showing

that the test constitutes a fair sample of the content of the
job.
Validation of Selection Procedures

 Criteria of Job Success - ways of specifying how

successful performance of the job is to be
measured.
 Criterion Predictors - factors such as education,
work experience, and scores on tests that are
used to predict successful performance of a job.
 Validity - how accurately a predictor actually
predicts the criteria of job success.