Recruitment &

Selection
 Topics to be covered in this session:

 The Talent Acquisition Process

 Recruitment
 Selection
 Session Learning
Objectives
At the end of these sessions you should be able to:


Comprehend the Strategic Talent Acquisition process

Understand Recruitment and Selection

List the Recruitment methods

Discuss Internal Vs. External sources

Discuss the selection process and methods

Appreciate the role of Talent Acquisition software

Appreciate the use of social media in hiring

Outline Rational Decision Making approach
Importance of
Recruitment
• Definition: ‘The activity that generates a pool of applicants, who
have the desire to be employed by the organisation, from which
those suitable can be selected’.


Success of an organisation

Differing characteristics – some better suited

Wrong candidate – negative outcome

Need capacity to further develop

Recruitment must achieve what it intends to

Cost

Legislation
• ‘Buy’ Approach
• ‘Build’ Approach
 Sources of
Recruitment 
External

Internal ⚫ External 
Via the Internet

Advertising

Rehiring 
Employment Agencies

Social Media

Succession 
Alternative

Applicant tracking systems
Planning Staffing/contract/part-

Telecommuters
time 
Internships

Offshoring/Outsourcing 
Retired Armed Forces

Executive Recruiters Personnel

On-demand Recruiting

Referrals and Walk-ins
Services 
Informal recruiting an the

Campus Recruitment hidden job market
Why Internal Recruitment is
appealing?

Screening – reduced information However the downside could be
uncertainty • Inbreeding

Firm specific knowledge • May be a waste of time

Increase in Morale and • Immediate supervisor reluctant to
commitment among employees move subordinates internally

Cheaper • Rejected applicants may get

Less time consuming discontented

Able to respond to labour
turnover in a quick efficient
manner

Avert a leadership crisis
 Why External Recruitment is
appealing?


Reduced training costs

To gain expertise from competitor

To fill leadership gaps

You get fresh and new ideas

Social responsibility to recruit a diverse work group
 Recruiting a More Diverse
Workforce

• Small Town and Rural Residents

• Locals
• Older Workers
• Reservations Compliance
• Disabled
• Women
• Single parents
Recruitment Yield Pyramid
The historical arithmetic
relationships between
• recruitment leads and
invitees,
• invitees and interviews,
• interviews and offers
made,
• offers made and offers
accepted
Recruiting effectiveness/Recruitment costs
Dessler (2016)
• Use Referrals
• Provide complete information on all aspects of the job
• Ensure positive information
• Make initial recruitment activities attractive
• Provide realistic information
• Provide clear, complete and specific information
• Choose people with recruiter warmth and good interpersonal skills
Recruiting effectiveness/Recruitment
costs Dessler (2016)
 Developing and using Application
Forms

• Prescreening
• Can make judgment on substantive matters on Applicants’
• Education
• Experience
• Previous progress and growth
• Stability
• Predict job fit and success
The two parties in the
selection process

Organisations’ decision making

Candidates’ reasons for applying and how they perceive
working for the organisation.
Why careful Selection is
important?
• Performance
• Cost
• Legal Obligations
 Predictive accuracy of
selection
1.0 Perfect prediction

0.62 Structured interviews

0.55 Work samples

0.38 Personality tests

0.31 Unstructured interviews

0.13 References

0.0 Astrology

Adapted from Beardwell, Holden, & Claydon (2004: 217)

Gardner’s Multiple Intelligence
Theory

Linguistic-verbal Logical
Mathematical Musical
Visual/Spatial
Naturalistic
Bodily- Kinesthetic
Intrapersonal
Interpersonal
 Holland’s Personality Job Fit
• Theory
Realistic
• Investigative
• Artistic
• Social
• Enterprising
• Conventional

https://openpsychometri
cs.org/tests/RIASEC/
https://www.truity.com/t
est/holland-code-career-
 Match Intelligence to Personality
Holland’s Personality
• Realistic - doer
• Investigative - thinker
• Artistic - creator
• Social - helper
• Enterprising - persuader
• Conventional - organizer
Gardner’s Intelligence
• Linguistic-verbal
• Logical Mathematical
• Musical
• Visual/Spatial
• Naturalistic
• Bodily- Kinesthetic
• Intrapersonal
• Interpersonal
 Types of
Tests of Cognitive Abilities
IQ tests Tests



Specific Cognitive Tests – Reasoning, verbal comprehension, memory, numerical ability

Tests of Motor and Physical Abilities

Measuring Personality and Interests
Personality and Interest Inventories
(The Caliper Profile
The Myers-Briggs Type Indicator
The SHL Occupational Personality Questionaire
The Hogan Personality Inventory (HPI)
The DiSC Behavioral Inventory)

Achievement Tests

Work Sampling

Management Assessment Centres – In basket, Leaderless Group Discussion, Games, Presentations,
Testing, Interview

Video based Situational Testing

Miniature Job Training and evaluation approach

Realistic Job previews

 The
• Biases
The availability heuristic- is a mental shortcut that relies on immediate examples that come to a
given person's mind when evaluating a specific topic, concept, method or decision
• The representativeness heuristic/randomness bias- the tendency to see a pattern in
otherwise random data or information
• The anchoring and adjustment heuristic- a person uses a specific target number or value as
a starting point, known as an anchor, and subsequently adjusts that information until an acceptable value is
reached over time.
• Overconfidence bias- the tendency for a person to overestimate their abilities
• Confirmation bias - the tendency to search for, interpret, favor, and recall information in a way that
confirms or supports one's prior beliefs or values.
• Hindsight bias- allows people to convince themselves after an event that they accurately predicted it
before it happened
• Escalation of Commitment- describes our tendency to remain committed to our past behaviors,
particularly those exhibited publicly, even if they do not have desirable outcomes.
• Risk aversion-a preference for a sure outcome over a gamble with higher or equal expected value
• Beauty Bias- concerns the favorable treatment that individuals receive when they are deemed more attractive
• Horns/Halo Effect when our first impression of somebody leads us to have a biased positive or negative opinion of
their work or company.
• Affinity Bias/Similarity Bias -we gravitate toward people like ourselves in appearance, beliefs, and background
• Conformity Bias- our tendency to take cues for proper behavior in most contexts from the actions of others rather
than exercise our own independent judgment.
• External Attribution Error-a tendency to underestimate the effects of external or situational causes of behavior
and overestimate the effects of personal causes
• Self serving Bias-the common habit of a person taking credit for positive events or outcomes, but blaming outside
factors for negative events
The Social
Model
• Asch experiment of human irrationality
• Decision makers stick to a wrong alternative called escalation of
commitment
• Project characteristics
• Psychological Determinants
• Social forces
• Organizational Determinants
Decision Making
Styles
A rational decision-making
approach to employee selection


Understand the situation & identify the problems

Gather information & materials to help solve the problem:
identify appropriate assessment methods (planning)

Generate potential solutions to the problem (recruitment)

Systematically evaluate each solution (apply selection
methods)

Select “best” solution (decide who gets the job)

Monitor & evaluate results (validation)

Identify the problems!
Critique of
RDMA

Perceptual limitations/biases – “Intuitive decision-making” (Agor,
1989; Behling & Eckel, 1991)

Limited availability of information

Bounded rationality – No time for exhaustive search. Just appoint
satisfactory individual – Simon (1957)

“Groupthink” - suppressing feelings or immense risks
(psychological)

You can not assume that an ideal candidate can be specified &
identified
contd..
.

Focus on an ideal way of achieving a goal

Prediction is an art not a science

Organisational goals constrain decisions

Conflicting goals of different stakeholders create
personal and power struggles

Is performance evaluation accurate?
Management Assessment
Centres
• MACs are ideally 1to 3 day simulation in which groups of candidates are asked
to perform realistic tasks in hypothetical situations under the observation of
experts and are scored on the basis of their performance. Typical simulated
tasks could be:
• Testing
• The in-basket
• Leaderless group discussion
• Management games /case study
• Individual/ group oral presentation
• Role play exercise
• The interview
• Networking opportunity during lunch or after hours
https://www.youtube.com/watch?v=8q7DKSHeGpc
Management Assessment Centres are crucial for
• Identifying High-potential employees
• Leadership development
• Succession planning
• Upskilling and reskilling
Types of Employment
Interviews
• How structured are they?
• What is their content?
• How are they administered?
Three ways to make the Interview
useful

• Structure the Interview

• Be careful what sorts of traits/competencies you try and assess
• Beware of committing interview errors
Types of
Questions
• Situational Judgement questions
• Past behaviour questions
• Scenario-based simulation questions
• Job related questions
• Stress Interview
• Puzzle Questions
How to
administer?
• One-on-one/Panel of interviewers
• Sequentially/All at once
• Computerized/personally
• Phone interviews
•Video/Web assisted interviews And/or
• AI supported Video-based and game-
based Assessments
To add more structure to
Interviews

Same questions to all interviewees

Behavioural interviews – experiences/situations

Situational interviews – Posing hypothetical situations

Select & train interviewers

Use the same interviewer(s)

Take notes record or film!!
Errors that undermine interview’s
usefulness

• First impressions (snap judgments)

• Not clarifying what the job requires
• Candidate-order (contrast) error
• Pressure to hire
• Non verbal behaviour
• Impression Management
• Effect of personal characteristics ( Attractiveness, Gender, Race)
• Interviewer behaviour
Some
Do’s
• Prepare your questions that match the competencies that you look
for.
• Reduce the stress of the candidates.
• Involve a few others in the decision.
• Assess Potential.
• Ask for real solutions.
• Consider ‘cultural fit’ but don’t obsess over it.
• Sell the role.
How to check on
Background
• Using pre-employment Information Services
• Polygraph an honesty testing
• Graphology
• Physical Exams
• Substance abuse screening
• Complying with Immigration Law
 Before
Concluding...
Summing up what we have learned and are now able to do:


Comprehend the Strategic Talent Acquisition process

Understand Recruitment and Selection

List the Recruitment methods

Discuss Internal Vs. External sources

Discuss the selection process and methods

Appreciate the role of Talent Acquisition software

Appreciate the use of social media in hiring

Outline Rational Decision Making approach
• https://www.youtube.com/watch?v=guUOmfq303s
• https://www.youtube.com/watch?v=tXiuTME9WW8
• https://www.youtube.com/watch?v=Qm1eAOzMy8k
• https://www.youtube.com/watch?v=gHXKitKAT1E
T HANK YOU