About Recruitment & Selection

Recruiting and selecting are two of the most important activities performed by a human resources
(HR) professional. While other HR functions are significant to the organization, recruitment and
selection bring the essential personnel into the company.

Identify Need

1. Recruiting is all about finding someone to fill a vital role. Every company needs
the capability to identify shortages in its workforce and to actively recruit candidates
to fill those positions. One of the hard parts of that process is to identify the specific
needs. The recruiter's mission is to see the gap between what the current
employees are providing and what is needed and to locate personnel to fill that gap.

Sourcing Strategies

2. In the past, the attraction of candidates was done mainly through advertisements
in the newspaper. Today, social media use has exploded, and recruiters are lining
up to find new candidates in an easier and cheaper way than ever. Job boards,
while quite popular in the recent past, have become less and less relevant. They are
now usually associated with scams, irrelevant postings and data security breaches.

Candidate Selection

3. Once the need has been identified and the sourcing strategy put into place,
candidates will begin to apply for the position. After a predetermined amount of time,
the recruiter will begin weeding out applicants who do not fit the job requirements. A
much smaller number of applications will get a phone screen. The phone screen
eliminates still more candidates until the recruiter has a handful of people to
interview in person. After the interviewing process is completed, a single candidate
will emerge with a job offer from the organization.

Warning

4. While recruiting may seem like a relatively simple process, it is of the utmost
importance to ensure fairness in the application procedure. The Equal Employment
Opportunity Commission is in charge of ensuring that employers do not discriminate
against applicants during the recruiting or selection processes. All applications are
required to be kept for at least one year from submission in case a discrimination
charge is filed.
 The Passive Job Market

5. One current theory is that recruiters should be targeting the passive job market.
The passive job market is made up of workers who are currently employed but
would change jobs if presented with a suitable offer. In the past, recruiters have not
attempted to connect with these types of workers, but a study by Business
Communication Quarterly shows that 94 percent of LinkedIn.com users state they
are open to new career opportunities.

Theory of Recruitment and Selection

A job interview is a nerve-racking midpoint in recruitment and selection.

The theory of organizational recruitment is a scholarly body of work about how people can most
effectively be persuaded to apply for a job. Under normal circumstances, an increase in the pool of
applicants will improve an employer's opportunities in selecting exactly the right person for an
opening.

Person-Organization Fit

1.

Both sides of the application process should and do concern themselves with "fit."

Research shows that applicants will be attracted to the organization to the extent
they see it as a good match for them, or what in the literature is known as "person-
organization" (P-O) fit. Potential applicants make an initial assessment of the likely
 P-O fit through what they understand of the employer's culture: for example, a firm
that seems "supportive and team-oriented" will attract a certain pool of applicants,
and a firm that seems "innovative and detail-oriented" will attract others.

Organization Size

2. Research also indicates that the simple fact of size correlates with the way a
particular organization will seek to recruit applicants. Smaller firms are more likely to
rely upon employee referrals and networking--what are known as "internal
recruitment sources"--than their larger counterparts. Studies on such matters are
quoted, for example, in the "Oxford Handbook of Human Resource Management" by
Peter F. Boxall and others.

Selection

3. The actual selection will always be subject to pitfalls, however successful the
recruitment. As Gareth Roberts wrote, "The only way to be certain that someone can
do the job is to give them the job."

The Difference Between Recruitment & Selection

The recruitment and selection processes are vital to avoiding costly hiring mistakes.

Recruitment and selection is a vital role of the human resources department. Proper use of these
techniques helps to ensure a company does not encounter costly hiring mistakes.

Recruitment

1. Recruitment begins with sourcing potential applicants. The hiring manger, human
resources department or recruiter may use job boards, college recruitment
programs, job fairs, networking and social media to create interest in available
positions within the company. Prescreening interviews, skill testing, background and
reference checks are part of the recruitment process.
 Selection

2. Selection is the process in which the candidate pool is narrowed and an applicant
is chosen. The selection process may involve a series of interviews, personality
assessments and criminal background checks. Negotiations of salary, benefits and
job duties are the final stage of the selection process.

Relationship between Recruitment and Selection

3. While different members of the human resources or management team may be

responsible for various aspects of the recruitment and selection processes, the two
go hand in hand. Thorough planning and evaluation of the hiring process are
essential to avoid a hiring mistake.

Explanation of Recruitment & Selection

Recruitment and selection of employees is an Important function of successful companies.

Recruitment and selection refer to a company's process for finding and choosing the right candidates
for jobs. Recruiting involves identifying and attracting a pool of candidates, who may be selected at a
later time to receive employment offers. Selection of employees involves gathering and using
information about the candidates to determine which of them will be offered employment
opportunities.

Defining Job Opportunities

1. The first step in recruiting is to identify the company's needs and job
requirements. In larger organizations, human resources (the department that
handles employee issues) might be charged with this function. Having clearly
defined job descriptions, which contain the knowledge, skills, and abilities required
to successfully perform the job--can be an excellent tool for recruiting. Placing ads in
key areas, such as Internet job boards; recruiting on college campuses and using
the company website to gather resumes from potential candidates are other good
ways to find good job candidates.
 Resume Sourcing

2. Once resumes arrive, the sourcing begins. The resumes should be sorted,
screened for appropriate requirements, then sorted according to qualifications.
Depending on the company's hiring policies, other personality (pattern of behavior,
thoughts and feelings) or skills (typing, data entry, filing, spelling) tests might be
administered. In-person interviews can further determine whether candidates would
be a good fit for the position. This step is critical, in that attention should be paid to
how well the candidate represented her work-related qualifications on her resume.

Interviewing Strategies

3. Companies can choose from several types of interviews. Some companies use
behavioral interviews that are based on the idea that past behavior is a predictor of
future behavior. For example, the candidates are asked to describe a particular work
situation, how they handled it and what the final outcome was. Other companies
prefer a structured interview, in which certain questions are prepared in advance
and asked of all candidates for comparison purposes.

Selection Procedures

4. In addition to resumes, tests and interviews, other selection tools are available
for evaluating candidates Some companies use a realistic job preview (RJP). This
can take a variety of forms, including observing the job being done, a video
presentation of the job or a tour of the work environment. For example, a candidate
who applies for a customer service position might have an opportunity to sit with an
actual employee to see how the job is done. Other selection procedures include
reference checks regarding education, previous work experience or the job
candidate's personal financial situation.

Offering Employment Opportunities

5. Once the selection process is completed, the chosen candidate is given an offer
letter followed by a discussion of his role and performance requirements. During this
time, compensation and benefit packages are explained, and the candidate is
informed of his start date, work schedule and company policies pertaining to how
employees behave at work.

Recruitment & Selection & Retention Theory

Recruitment, selection and retention theory is based on an organization's success of hiring and
retaining valuable employees.

Recruitment

1. Recruiting skilled or educated employees saves cost because an organization

will spend less time training a skilled candidate. Employers will list required
qualifications when posting a job opening.

Selection

2. Many organizations use a variety of tools and technologies to assess a

candidate's abilities, allowing them to chose the most qualified candidates to
proceed in the interview process. Assessing candidate's skills allows the
organization to focus on other qualifications during an interview.

Retention

3. Part of the recruitment and selection process can include assessing the
candidate's true interest in the organization and position, which can lead to hiring a
long-term employee. Retention can also include offering salary and benefits that will
offer a good work environment.

Significance

4. Organizations that have developed a successful recruitment, selection and

retention theory often have a low resignation rate, which can save an organization a
significant amount of time and money. Hiring and training can be costly for an
organization.

Considerations

5. Extensive research and organizational involvement--including human resources,

department managers and valued employees--should be considered when
developing principles and policies. Many considerations can lead to successful
recruitment, selection and retention.


Recruit high-quality employees to ensure your business is a success.
Selection and recruitment are the two most central steps involved in recruitment for an
organization. To hire the best people, employers should know the finest techniques for
recruitment and selection. It is vital to recruit and select the best people possible to stay
ahead of the competition.

Selection Techniques

 Select candidates who easily adapt to changing conditions and are ready to work
hard for the overall benefit of the organization. For example, choose candidates who
brought drastic changes in previous organizations with their hard work instead of people
who keep on working without high goals. Job recruiters should select candidates who
are ready to work as team players and team leaders. Select candidates with a
personality that matches the company’s corporate culture.

Assessment Centers

 an assessment center is used to evaluate candidates based on multiple stress tests.

These can include aptitude tests, group exercises, individual or panel interviews and
presentations. The main purpose of an assessment center is to examine how well
candidates can perform once selected for the job. An assessment center should be
unbiased, both genders should be involved in the selection process as assessors, and
equal opportunity to demonstrate their abilities should be provided.

Ability and Aptitude Tests

 Ability tests are useful for selecting candidates according to the level of their
intelligence, verbal ability, numerical ability and mechanical ability. These tests are
popular because they select candidates based on standardized methodologies which
are considered less prone to human error.

Interviews

 Interviews are designed according to the job needs and requirements. Interviewees
are asked a set of questions, and scores are given according to the answers. This is an
essential part of recruitment, as it brings the company in direct contact with the
candidate.

Internal Recruitment

 Recruitment is crucial in an organization, and failure to hire the right people can be a
hurdle to the success of an organization. Employees can be selected for a new position
from within the organization. This technique is useful to fill many positions, as current
employees are familiar with the culture of the organization, its strengths and
weaknesses. This recruitment technique is also called recruitment through promotion. It
gives skilled employees a chance to enhance their career with the same organization
and allows them to get involved in strategic activities. Internal recruitment costs less and
is one of the favorite techniques for most organizations as it saves both time and
energy.

External Recruitment

 External recruiting is of two types: informal and formal. Informal recruiting consists of
rehiring ex-employees through networking. Selecting prospective employees using
referrals is also another informal method used in recruitment of staff. Former interns can
also be chosen using this method.

Formal recruitment methods include searching candidates with no previous connection

to the organization. These formal methods include the use of newspapers and
magazines to search for qualified employees. Employment agencies can also be
brought in.

Job Placement Counselors

 Job placement counselors based in institutions such as universities another method

to search for trained personnel. The human resources departments of many
organizations establish contact with career offices in various universities to locate fresh
graduates or experienced professionals through alumni networks.

Job Posting

 Job posting refers to publicizing a post to current employees of the company by listing
the required attributes, qualifications and experience. The objective of positing a job is
to bring this position to the notice of all individuals interested in the position.

Recruitment & Selection Objectives


Recruitment and selection objectives define the hiring process for businesses.
Recruitment and selection objectives include a variety of components related to finding,
hiring and retaining qualified employees. Clear definitions of the job qualifications allow
easier identification of potential candidates. Recruitment consists of attracting capable
individuals using methods such as outsourcing and the internet. Selection objectives
consist of evaluation techniques such as interviews, background checks and
competence tests.

Qualifications


Recruitment objectives include obtaining qualified employees such as those with college
degrees.
An understandable and clearly defined list of required qualifications aids the recruitment
process by eliminating unqualified potential candidates. A straightforward list of
necessary skills and achievements simplifies the process and is the first objective for
recruitment. The most important qualifications belong in the body of the job description.
For example, a job that needs a college degree should state the requirement in the job
description. An upfront list of qualifications such as a college degree eliminates
unqualified individuals and streamlines the recruitment and selection process, states HR
World.

Identification


Recruitment and selection of new employees entails identification of motivated
applicants.
Identification of competent applicants remains a main recruitment and selection
objective for businesses seeking reliable employees. An applicant who appears
qualified on paper may wind up unhappy and unmotivated in the job if the fit is wrong,
according to an article published in Cooperative Grocer in 2006. Identification of
applicants who are both qualified and motivated comprises a large portion of the
recruitment objective for businesses desiring long-term employees. Development
Dimensions International offers a series of questionnaires designed to identify motivated
employees instead of just qualified employees.

Attraction


Headhunters recruit qualified candidates for companies.
Recruitment and selection objectives include maintenance of a diverse set of attraction
methods. Businesses must draw in applicants by actively recruiting qualified people,
especially if the field is competitive. An article published by The San Francisco
Chronicle in 2006 outlines numerous methods of attracting a variety of potential
employees. The internet offers a place to post jobs in online classifieds as well as
company websites. Outside recruitment agencies known as headhunters search for
qualified applicants and require payment for successfully finding an employee.

Evaluation


Tests help fulfil a company's recruitment and selection objectives.
Solid evaluation practices ensure the recruitment and selection process results in
competent and motivated workers. A varied and extensive evaluation method helps
achieve the objective. Research published by Development Dimensions International
suggests a multi-dimensional evaluation process including interviews, tests, biography
and experience. Interviews reveal personality traits and behaviors including level of
professionalism and ability to interact. Psychological tests expose potential hidden
characteristics such as the person’s method of dealing with crisis. Experience discloses
work style and level of loyalty. For example, a resume filled with multiple jobs in one
year’s time indicates a person who jumps from company to company.
Confirmation


An interview confirms test results and reveals personality characteristics such as
distractibility. or laziness..
A final objective of the selection process entails confirming the results of the evaluation
using another method. For example, references checks confirm the validity of the
applicant's resume and claims of experience. Interview questions related to test results
double check outcomes of both. For example, confirm or deny a test result indicating a
potential for idleness by asking questions such as “What would you do if you had extra
time after completing a project?” during the interview.

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