Recruitment

Study Objectives/Learning Goals

• Concept of Recruitment
• Factors affecting Recruitment
• Recruitment policy.
• Sources of recruitment
• Need for a Flexible & proactive
Recruitment Policy.
 Evaluation Of a Recruitment Program
• “The Process of seeking & attracting a pool
of people from which qualified candidates
for job vacancies can be chosen”.

 Recruitment is the process of searching for

prospective employees & stimulating them
to apply for vacancies available there.
..Edwin Flippo.
 FACTORS AFECTING RECRUITMENT.

• Organizational Factors:
 Reputation of an organization.
 Area of business, profitability, management.
 Philosophy, values.
 Organization culture, attitude of management towards
employees, employee friendly policies.
 Geographical location of the vacant position.
 The amount of Resource Allocation.
 The channels of Advertisements of the
vacancy.
 The emoluments that the company offers.
 Environmental Factors

 The labor market situation, demand for

Manpower, Demographics, knowledge &
skill sets required.
 The stage of development of an Industry
to which an organization belongs.
 Law of the land & legal implications.
 RECRUITMENT POLICY
Concerned with the quantity & qualifications of Manpower.
 Complies with government policies on hiring.
 Provision of optimum employment security.
 Assures the candidates of the management’s interest in their
development.
 Reflects the social commitment of the organization by provision of
special recruitment drives for underprivileged, handicapped
people.
 Flexible enough to accommodate changes in the Organization.
 Ensuring the long term employment opportunities.
 Stresses & reflects importance of job analysis.
 Is Cost effective for the organization.
 Sources of Recruitment
• Economic Feasibility.
• Internal Sources:
• External sources:
Advertisements, employee referrals, employment agencies,
educational institutions, & interested applicants, Newspapers,
Magazines, Job Portals etc.
 Internal Methods of Locating
Qualified Job Candidates
• Human Resources Information Systems (HRIS)
– Database systems containing the records and
qualifications of each employee that can be accessed to
identify and screen candidates for an internal job
opening.
• Job Posting and Bidding
– Posting vacancy notices and maintaining lists of
employees looking for upgraded positions.
 Internal Sources
Recruiting within the Organization

• Benefits of a promotion-from-within policy:

– Capitalizes on past investments (recruiting, selecting,
training, and developing) in current employees.
– Rewards past performance and encourages continued
commitment to the organization.
– Signals to employees that similar efforts by them will
lead to promotion.
– Fosters advancement of members of protected classes
within an organization.
HRMS Professional Forms: Managing Requisitions and Vacancies
HRMS Professional Forms: Recruitment Activity
People Mgmt Templates-Maintain Employee Data: Employee Details
 External Sources
• Advertisements: The nature of Vacant position determines
the kind of advertisement: Television, radio, internet, classified
pages of popular regional Dailies, employment news.
• Bangalore based i-flex solutions uses the local FM
radio channel.
 Job Portals like Jobsahead, Naurkri.com, monster India, & many
more are also used as a source of recruitment.
 Recruiting Outside the Organization
• Labor Market
– Area from which applicants are to be recruited.
• Tight market: high employment, few available workers
• Loose market: low employment, many available workers
• Factors determining the relevant labor market:
– Skills and knowledge required for a job
– Level of compensation offered for a job
– Reluctance of job seekers to relocate
– Ease of commuting to workplace
– Location of job (urban or nonurban)
 Outside Sources of Recruitment
• Advertisements  Labor unions
• Unsolicited applications  Public employment
and resumes agencies
• Internet recruiting  Private employment
• Employee referrals agencies
• Executive search firms  Temporary help agencies
• Educational institutions  Employee leasing
• Professional organizations
Effectiveness of Recruitment Sources
 Increasing the Effectiveness of
Employee Referrals
• Pay for performance.
• Tailor the program.
• Increase visibility.
• Keep the data.
• Rethink your taboos.
• Widen the program.
• Measure the results.
 Hot Recruiting Sites
• Career Builder: http://www.careerbuilder.com
– Carries its own listings and offers links to sixteen specialized career sites.
• Employment Guide: http://www.employmentguide.com
– Another leading career resource site, has thousands of job listings from
hundreds of major companies.
• FlipDog: http://www.flipdog.com
– Features more than 400,000 jobs and 57,000 employers in 3,700
locations.
• HotJobs: http://www.hotjobs.com
– Owned by Yahoo, offers advanced management features and smart
agents to streamline the recruiting process.
 Hot Recruiting Sites
• JOBTRAK: http://www.jobtrak.com
– A leading college recruiting site, has more than 40,000 listings and links
to 750 campuses in the United States.
• JobWeb: http://www.jobweb.com
– A college recruiting site run by the National Association of Colleges and
Employers.
• Monster.com: http://www.monster.com
– One of the oldest and largest general recruiting sites on the Internet,
with more than 50,000 listings.
• Net-Temps: http://www.nettemps.com
– The web’s leading site for recruiting temps
• Spherion (formerly E. Span): http://www.spherion.com
– One of the largest and best-known web recruiting sites.
 Factors That Motivate Top Talent

Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top
Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co. Figure 4.10
Best and Worst Majors for Job-Hunting
Graduates
Occupational Breakdown of
Temporary Help Agency
Placements
Improving the Effectiveness
of External Recruitment

Calculate
CalculateYield
YieldRatios
Ratios Training
TrainingRecruiters
Recruiters

External
External
Recruitment
Recruitment

Realistic
RealisticJob
JobPreviews
Previews
 External Recruitment Considerations
• Sources of Organizational Recruiters
– Professional HR recruiters
– HR generalists
– Work team members
• Requirements for Effective Recruiters
– Knowledge of the recruited job’s requirements and of
the organization
– Training as an interviewer
– Personable and competent to represent the organization
External Recruitment Considerations
• Realistic Job Previews (RJP)
– Informing applicants about all aspects of the job,
including both its desirable and undesirable facets.
– Positive benefits of RJP
• Improved employee job satisfaction
• Reduced voluntary turnover
• Enhanced communication through honesty and
openness
• Realistic job expectations
 Issues in Recruiting Protected Classes

• Recruitment of Women
– Growth of women in the workplace
– Increase in females in management roles
– Stereotyping and gender conflicts
• Recruitment of Minorities
– Educational and societal disadvantages
– Retention in organizations
– Affirmative action
 Top Female Executives
RANK NAME COMPANY POSITION
1 Carly Fiorina Hewlett-Packard Chairman and CEO
2 Meg Whitman eBay President and CEO
3 Oprah Winfrey Harpo Ent. Group Chairman
4 Andrea Jung Avon Chairman and CEO
5 Marce Fuller Mirant President and CEO
6 Anne Mulcahy Xerox President and CEO
7 Karen Katen Pharma Group, Pfizer EVP and President
8 Pat Woertz Chevron (Products) President
9 Betsy Holden Kraft Foods Co-CEO
10 Indra Nooyi PepsiCo President and CFO

Source: Adapted from Ann Harrington, “The Power 50,” Fortune 144, no. 7 (October 15, 2001): 195–98. Figure 4.13
 Issues in Recruiting Protected
Classes
• Recruitment of the Disabled
– Increasing numbers of disabled in the workforce
– Stereotyping of the disabled versus their superior
records for dependability, attendance, motivation
and performance
– Accommodations for physical and mental disabilities
• Recruitment of Older People
– Increasingly returning to the workplace
– Have valued knowledge, experience, flexibility and
reliability as employees
Selection

Swapnil
• The process of selecting the most suitable
candidate for a job from among the
available applicants is called Selection.

Selection has 4 possible outcomes:

 Two positive outcomes.
 Two Negative outcomes.
Elements in a Selection Process
Organizational Objectives

Job Description & design

Job Specifications

Competency mapping
Recruitment Policy

Selection
Establishing Test Reliability
and Validity
Reliability and validity need
to be considered in the
development of a valid and
legally defensible selection
system. They are usually
measured using a
correlation coefficient.
Establishing “test”
reliability and validity is the
appropriate defense to a
claim of illegal
discrimination.
 Establishing Test Reliability
Reliability refers to the consistency
or stability of test scores over time.
100% It also refers to the extent to which
Reliable a measure is free from random
error.
There are four different types of
reliability:
1. Test-Retest
2. Forms
3. Internal Consistency (Split-Half)
4. Inter-Rater
 Defining the Four
Types of Reliability

Consistency or stability of an individual’s

Test-Retest test score over time. (same test with a
gap of 2-3 weeks)

Parallel Consistency of an individual’s test

Forms score across two “equivalent” tests.
(separate forms).
Refers to the extent to which items
Internal Consistency thought to measure the same thing
(Split-Half) actually correlate with each other. Test
being divided into 2 parts & its
similarity in scores determines the
reliability.
The agreement of ratings of an
Inter-Rater
individual’s performance across
several different managers or raters.
 Establishing Test Validity
Validity refers to how well a test measures what it purports
to measure or whether it is related to other measures as
predicted by theory. There are several types of validity that
are important for all managers to understand.
These include:
Content Validity: Refers to whether a test measures what
it is supposed to measure or instrument representative of
important aspects of the job.

Criterion-Related Validity: Concerned with the relationship

or correlation between a predictor (i.e., selection test
score) and a criterion (i.e., job performance).
 Validating Tests
• Analyze the job
• Choose the test
• Administer the test
• Relate your test Scores & criteria
• Cross-validate & Revalidate
 Relationship
Between

Reliability Validity

The reliability coefficient

is thought to set the upper limit for what could be expected
in terms of the validity coefficient.
 Generalizability
The degree to which validity established in one
context can be extended to other primary
contexts: different jobs, different people
samples & different time periods.
 Legality
A selection Method has to comply with the
legal standards ; including the existing laws &
legal procedures prevailing in the country.
 Application Forms
• Personal Information.
• Educational Qualifications
• Work experience
• Salary
• Personality Items
• Reference checks
 Evaluation of Application forms.

• Clinical Method: Assessment of personality

& prediction of success in the job based on
the different traits exhibited by the applicant.

 Weighted Method: A statistical method, with

certain points allotted for each item in the
Application form, Allotting weights gives an
objectivity, because employees are unaware of the
weights attached.
 Types of Selection tests:
• Intelligence tests: Wechsler Bellevue Intelligence
scale, I.Q.
• Aptitude tests: tests the ability to learn or gain
required proficiency. Finger, hand dexterity, hand-
eye co-ordination using psychomotor tests.
• Achievement Tests: Proficiency or knowledge tests.
• Situational tests: Business games, in- basket
exercises.
• Interest tests:
• Personality Tests: MBTI, kuder’s preference Record’
• Polygraph tests: Lie-detector tests
• Graphology: Assessment of personality based on
handwriting .
 Types of Interviews
• Preliminary Interview:
• Selection Interview: job applicant-line managers/experts
 Formal /Structured:
 Informal / Unstructured:
 Stress interview:
 Group interview: Group discussion exercises, single
interviewer.
 Panel interview: Series of Cross functional interviews, reduces
subjectivity.
 In Depth interview: for more suitable & experienced candidates.
 Decision Making Interviews
 Interview Process
• Preparation
• Setting
• Conduct of an interview.
• Closing of an interview.
• Evaluation.
• Reference checks
• Medical examination.
• Placement