Recruitment and Selection

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
BIJU VARKKEY
Part 2 | Recruitment and Placement
Chapter 5 & 6
Recruitment and Selection
© 2009 Dorling Kindersley (I) Pvt. Ltd.

All rights reserved.
Recruitment
• Process of attracting individuals on a

timely basis, in sufficient numbers, with
appropriate qualifications, and
encouraging them to apply for jobs with an
organization
• Recruitment is the process of
searching for and obtaining applicants
for jobs
5-2
Nature of Recruitment
• Recruitment, logically aims at

(i)attracting a large number of qualified
applicants who are ready to take up
the job it it’s offered and
(ii)offering enough information for
qualified persons to self –select
themselves out.
© 2008 by Prentice Hall 5-3
Recruitment Policy
• A policy involve a commitment to broad
principles such as filling vacancies with
the best-qualified persons.
• Well considered and pre-planned
recruitment policy should be based on
study of environment and the corporate
goals, study of environment and the
corporate needs.

Recruitment Policy
• Two types of Recruitment Policy :

1. General Policy on recruitment
expresses top management philosophy
on recruitment like equity and fairness in
this process.
2. Specific recruitment policy lays down
policies on recruitment sources like
internal or external, recruitment
procedure like type of advertisement etc.

Features of Recruitment Policy
RESERVATIONS
PROCEDURES CONFIDENTIALITY
RECRUITMENT
POLICY
COLLECTIVE
COMPENSATION
BARGAINING
5-6
RECRUITMENT PROCESS
External Environment
Internal Environment
Human Resource Planning
Alternatives to Recruitment
Employee Requisition
Internal Sources External Sources
Internal Methods External Methods
Recruited Individuals

Factors Influencing Recruitment
External Forces
• Supply and demand
• Unemployment rate
• Labour market
Recruitment
• Restrictive govt.
policies/Legal
Consideration
• Image of the organization
Internal Forces
• HRP
• Size of the firm
• Limited budget
• Growth and
expansion
The Recruitment and Selection Process
1. Decide what positions to fill through personnel planning
and forecasting.
2. Build a candidate pool by recruiting internal or external
candidates.
3. Have candidates complete application forms and
undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the
supervisor and others interview the candidates.
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 5–9
FIGURE 5–1 Steps in Recruitment and Selection Process
The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.
Sample Examination Question
• A large business wants its HRM recruitment staff to
specify the quality of the recruitment service they will
deliver to departments and to establish service level
agreements for recruitment.
a) How will you specify the quality of recruitment

services.
b) What issues, procedures and practices will you
research?
c) What problems will you encounter in specifying
recruitment service quality?
d) How can service quality be defined in terms of
 functions and activities to be carried out
 and
 the potential strategic contribution of recruitment to
organisational success and changing culture?
“I'm from recruitment ....... Here’s what I
can do for you”
Specifying the Quality of these
Specifying the Quality of these
Services
• vacancy Services
• authorisation to recruit
• job/role analysis and specification
• agree terms and conditions
• sourcing/attracting (target groups) in-house vs. external
recruitment,
• design and administrate communications (boundary transactions)
• recommend and use recruitment methods/techniques
• process applications and responses
• organisation the "programme"
• selection: apply the methods
• make the decisions and administer the offer
• finalise the contract
• receive/induct
Normative View?
• How we recruit and select reflects

organisational culture?
• Presentation of organisational FACE
• orientation to competitive forces
• hire and fire versus “we value our staff”
• the lean, flexible firm - out-sourcing and sub-
contracting
• our “core staff” and our core competencies
Descriptive-Behavioural
• Focus on
 actual recruitment experience/behaviour of
personnel specialists and line managers
• Behaviour in front of audiences - on-stage,
back stage, off stage
• Critical Evaluative
 Are the techniques reliable, valid, cost effective?
 Is the process objective or prone to subjective bias?
 Why?
 Decision-making processes
 Psychometric-objective versus
 Subjective, social action process
Vacancy Processing
• involves
 intra-organisational bargaining
 Job/role and competence analysis
 observation, interviews, knowledge of roles,
skills, imperatives
 Title, reports to, tenure, compensation
package, scope of responsibilities and duties,
authority, priorities, budget, staff team,
location, conditions, knowledge, skills,
experience, values, performance standards,
problems/objectives, results/priorities, ideal
candidate profile.
 copy writing and internal/external advertising
Recruitment Process
Job Employee
HR Planning
Analysis Requisition
Searching
Recruitment Activation
“Selling” Screening
Job Planning Applicant Potential To
• Numbers • Message Pool Hires Selection
Vacancies
• Type • Media
Strategy Evaluation
Development and Control
• Where Applicant
• How Population
• When

Employee Requisition
• Recruitment begins when a manager initiates

employee requisition
• Document specifies job title, department, date
employee is needed for work, and other details

Recruitment Sources and
Methods
• Recruitment sources: Place where

qualified individuals are found
• Recruitment methods: Means by
which potential employees can be
attracted to firm

Sources of Recruitment
Professional or Trade Associations
Advertisements
Employment Exchanges
Present Employees
Campus Recruitment
Internal Sources
Recruitment
External Sources
Walk-in
Employees Referrals
Consultants
Contractors
Former Employees
Job Fairs
Radio and Television

Previous Applicants
Acquisitions and Mergers
Competitors
E-Recruiting
5-19
Outside Sources of Candidates
Locating Outside Candidates
1 Recruiting via the Internet 6 Executive Recruiters
On Demand Recruiting
2 Advertising 7
Services (ODRS)
3 Employment Agencies 8 College Recruiting
Temp Agencies and Alternative

4 9 Walk-ins
Staffing
5 Outsourcing
Outside Sources of Candidates (cont’d)
• 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
 Disadvantages
 Exclusion of older and minority workers
 Excessive number of unqualified applicants
 Personal information privacy concerns of applicants
FIGURE 5–8 An Indian Online Employment Portal
Source: courtesy of firefly e-ventures.

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
 Internet job sites: global labor markets
• Effective Ads
 Create attention, interest, desire, and action (AIDA).
 Create a positive impression of the firm.
FIGURE 5–10 Help Wanted Ad That Draws Attention
Source: The New York Times, May 13, 2007, Business p.

18.
Employment Agencies
Types of
Employment
Agencies
Government
Nonprofit Private
Employment
Agencies Agencies
Exchanges
• Why Use a Private Employment Agency
 No HR department: firm lacks recruiting and
screening capabilities.
 To attract a pool of qualified applicants.
 To fill a particular opening quickly.
 To attract more minority or female applicants.
 To reach currently employed individuals who are

more comfortable dealing with agencies.
 To reduce internal time devoted to recruiting.
• Avoiding Problems with Employment
Agencies
 Provide the agency with accurate and complete job
descriptions.
 Make sure tests, application blanks, and interviews
are part of the agency’s selection process.
 Review candidates accepted or rejected by your firm
or the agency for effectiveness and fairness of
agency’s screening process.
 Screen agency for effectiveness in filling positions.
 Supplement the agency’s reference checking by
checking the final candidate’s references yourself.
Finding Internal Candidates
Rehiring Former
Job Posting
Employees
Employee Referral
Hiring from Promotion &
Within Transfer
Succession
Planning (HRIS)
Internal Candidates: Hiring from Within
Advantages Disadvantages
• Foreknowledge of • Failed applicants become
candidates’ strengths and discontented
weaknesses • Time wasted interviewing
• More accurate view of inside candidates who will
candidate’s skills not be considered
• Candidates have a • Inbreeding strengthens
stronger commitment to tendency to maintain the
the company status quo
• Increases employee
morale
• Less training and
orientation required
Effective Recruiting
• External Factors Affecting Recruiting
 Supply of workers
 Outsourcing of white-collar jobs
 Fewer “qualified” candidates
• Other Factors Affecting Recruiting
 Consistency of recruitment with strategic goals
 Types of jobs recruited and recruiting methods
 Non-recruitment HR issues and policies
 Successful prescreening of applicants
 Public image of the firm
Effective Recruiting (cont’d)
• Advantages of Centralizing Recruitment
 Strengthens employment brand
 Facilitates applying strategic priorities
 Reduces duplication of HR activities
 Reduces cost of new HR technologies
 Builds teams of HR experts
 Provides better measurement of HR performance
 Allows for sharing of applicant pools
Improved Productivity Through HRIS:
An Integrated Technology Approach to Recruiting
Requisition Management System
Integrated Recruiting Solution

Integrated Employee
Recruitment System
Screening Services
Hiring Management
Developing and Using Application Forms
Uses of Application
Information
Applicant’s Applicant’s Applicant’s Applicant’s

education and progress and employment likelihood of
experience growth stability success
FIGURE 5–13
Employment
Application
Application Forms and the Law
Education
Achievements
Housing Arrest
Arrangements Record
Areas of Personal
Information Notification in
Marital
Case of
Status
Emergency
Physical Memberships in
Handicaps Organizations
Measuring Recruiting Effectiveness
Evaluating
Recruiting
Effectiveness
What to How to
Measure Measure
TABLE 5–1 Selection Devices that Could be Used to Initially Screen Applicants
Selection Device Validity for Predicting Job

Performance*
Construct
General mental ability tests 0.51
Conscientiousness tests 0.31
Integrity tests 0.41
Method
Work sample tests 0.54
Job knowledge tests 0.48
Structured interviews 0.51
Biographical data 0.35
Grade point average 0.23
Ratings of training and experience 0.11
Note: *Higher is better.
Source: Kevin Carlson et al., “Recruitment Evaluation: The Case for Assessing
the Quality of Applicants Attracted,” Personnel Psychology 55 (2002), p. 470.
FIGURE 5–7 Recruiting Yield Pyramid

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Human Resource

Part 2 | Recruitment and Placement

© 2009 Dorling Kindersley (I) Pvt. Ltd.

• Process of attracting individuals on a

• Recruitment, logically aims at

© 2008 by Prentice Hall 5-4

• Two types of Recruitment Policy :

© 2008 by Prentice Hall 5-5

Human Resource Planning

Internal Sources External Sources

Internal Methods External Methods

© 2008 by Prentice Hall 5-7

a) How will you specify the quality of recruitment

• How we recruit and select reflects

© 2008 by Prentice Hall 5-16

• Recruitment begins when a manager initiates

© 2008 by Prentice Hall 5-17

• Recruitment sources: Place where

© 2008 by Prentice Hall 5-18

Radio and Television

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

Source: courtesy of firefly e-ventures.

Source: The New York Times, May 13, 2007, Business p.

 To fill a particular opening quickly.

 To attract more minority or female applicants.

 To reach currently employed individuals who are

 Facilitates applying strategic priorities

 Reduces duplication of HR activities

 Reduces cost of new HR technologies

 Builds teams of HR experts

 Provides better measurement of HR performance

 Allows for sharing of applicant pools

Requisition Management System

Integrated Recruiting Solution

Applicant’s Applicant’s Applicant’s Applicant’s

Selection Device Validity for Predicting Job

Note: *Higher is better.

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