RECRUITMENT

& SELECTION
 Strategic staffing
WORKFORCE The process that organizations use
to identify and address the staffing
PLANNING implications of their business
strategies and plans (Bechet, 2008)
WORKFORCE is an ongoing process that is
constantly changing to find a
PLANNING competitive advantage.
WORKFORCE PLANNING

Mission
Determination
WORKFORCE
PLANNING ❖Decide what is to be
accomplished
(purpose).
Mission ❖Determine principles
that will guide the
Determination effort.
WORKFORCE PLANNING

Mission Environmental
Determination Assessment
 WORKFORCE
▪ Determine external PLANNING
conditions, threats,
and opportunities.
▪ Determine Environmental
competencies,
strengths, and Assessment
weaknesses within the
organization
WORKFORCE PLANNING

Mission Environmental Objective

Determination Assessment Setting
WORKFORCE
PLANNING Specifying corporate-level
objectives that are:
❖ Challenging, but attainable

Objective ❖ Measurable
❖ Time specific
Setting ❖ Documented (written)
WORKFORCE PLANNING

Mission Environmental Objective Strategy

Determination Assessment Setting Setting
 WORKFORCE
PLANNING
Specifying and
documenting
corporate-level
strategies and Strategy
planning Setting
WORKFORCE PLANNING

Mission Environmental Objective Strategy

Determination Assessment Setting Setting
BENEFITS OF WORKFORCE PLANNING
(SINCLAIR, 2004)
PRACTICAL
BENEFITS
PROCESS
BENEFITS
 BENEFITS OF
WORKFORCE
PLANNING
(SINCLAIR, 2004)
▪ Direct and substantive effects of workforce
planning.
▪ Ensure replacements are available to fill
important vacancies.
▪ Provide realistic staffing projections for
budgeting purposes.
PRACTICAL ▪ Provide a clear rationale for linking
expenditures for training and retaining,
BENEFITS development, career counseling, and
recruitment efforts.
▪ Help maintain and improve a diversified
workforce.
▪ Help prepare for restructuring and
expanding the workforce.
BENEFITS OF WORKFORCE PLANNING
(SINCLAIR, 2004)
PRACTICAL
BENEFITS
PROCESS
BENEFITS
 BENEFITS OF
WORKFORCE
PLANNING
(SINCLAIR, 2004)
PROCESS • Indirect benefits in the workforce
planning process.
BENEFITS
✓ Provides organization members the
opportunity to think about the future.
✓ Allows the organization to align and
centralize efforts in the context of
decentralization.
✓ Integrates various organizational
actions for the purpose of reinforcing
the strategy.
WORKFORCE
PLANNING
Getting the right number of people with the
right competencies in the right jobs at the
right time (Sinclair, 2004).
Human resource planning
Succession planning
Building bench strength
Human Resource Planning
▪ Systematic process of matching the internal and external supply of
people with job openings anticipated in the organization over a
specified period.
▪ HR Planning has two components: Requirements and availability.
 Requirements Forecast Availability Forecast

Determining the number, skill, and location will need at

Human future dates to meet its goal.

Resource ▪ Zero-Base
▪
Forecast
Forecasting method that uses the organization’s current level of employment as

Planning the starting point for determining future staffing needs.

▪ Bottom-Up Forecast
▪ Forecasting method which each successive level in the organization, starting with
the lowest, forecasts its requirements, ultimately providing an aggregate forecast
of employees needed.
 Requirements Forecast Availability Forecast

▪Determination of whether the firm will

Human be able to secure employees with the
Resource necessary skills, and from what sources.
Planning
Human Resource
Planning
Critical issues to consider in staffing:
Changing nature of work and the
workforce
Increased competition for the best
workers
Assuring that there is a good “fit”
between workers and organizations
Increasing workforce diversity
Human Resource Planning
Talent Inventory

Workforce Forecast

Action plans

Control and Evaluation

JOB
ANALYSIS
Is a method for describing jobs and
the human attributes necessary to
perform a job
JOB ANALYSIS
▪ The purpose of job analysis is to obtain
answers to six important questions:
▪ What physical and mental tasks does the
worker accomplish?
▪ When is the job to be completed?
▪ Where is the job to be accomplished?
▪ How does the worker do the job?
▪ Why is the job done?
▪ What qualifications are needed to
perform the job?
 The three elements that comprise a formal
job analysis (Brannnick, Levine, &
Morgeson, 2007).

The procedure must be orderly

Job Analysis
A job must be broken into smaller units.

The analysis results in some written

product.
Reasons for Conducting Job Analysis
Training and Performance
Staffing
Development Appraisal

Safety and Employee and

Compensation
Health Labor Relations

Legal
Considerations
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ Document that provides information regarding the

essential tasks, duties, and responsibilities of a job.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ A document that outlines the minimum acceptable

qualifications a person should possess to perform a
particular job.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ An assessment of the relative value of a job to determine

appropriate compensation.
Product of Job Analysis
Job Description Job Specification Job Evaluation Performance Evaluation

▪ Appraisal of employee job performance.

Job Description
▪ Information obtained through job analysis is crucial to the development of job descriptions.
It is vitally important that job descriptions are both relevant and accurate.
▪ They should provide concise statements of what employees are expected to do on the job,
how they do it, and the conditions under which the duties are performed.
▪ The phrase “and performs other jobs related duties as assigned”
Sections of Good Job Description
• An accurate title describes the nature of the job.
• If the job title indicates the true nature of the job, potential applicants for a
JOB TITLE position will be able to determine whether their skills and experience match
those required for the job

• The summary needs to be only a paragraph in length

but should briefly describe the nature and purpose BRIEF SUMMARY
of the job.

WORK • The work activities section lists and activities in which the
ACTIVITIES worker is involved

• This section lists all the tools and equipment used to TOOLS AND
perform work activities. EQUIPMENT USED
Sections of Good Job Description
• Describes the environment in which the employee works and should
mention stress level, work schedule, physical demands, level of
JOB CONTEXT responsibility, temperature, number of coworkers, degree of danger,
and any other relevant information.

• Contains a relatively brief description of how an

WORK
employee’s performance is evaluated and what work
standards are expected of the employee. PERFORMANCE

COMPENSATION • Contains information on the salary grade whether the position is

INFORMATION exempt, and the compensable factors used to determine salary.

• Job specifications are determined by deciding what type of JOB

KSAOs are needed to perform the tasks identified in the job
analysis COMPETENCIES
 Job Oriented Person Oriented
❖ It provides information about the nature of tasks done on the job.
❖ Five levels of specificity:

Category of 1. POSITION a collection of duties that can be performed by a single individual.

2.DUTY is a major component of a job. For example, a police officer his duty would be arrest suspects.

Job Analysis
Each duty is accomplished by performing one or more associated task.
3. TASK is a complete piece of work that accomplishes some particular objective.
For example, drive to suspect’s house in police car to take person into custody
4. Each task can be divided into ACTIVITIES which are the individual parts that make up the task.
For example, put handcuffs on suspect
5. To accomplish this activity, several very specific actions or ELEMENTS are involved. Example:
a. release clip holding handcuffs on belt
b. take handcuffs in right hand
c. open handcuffs with left hand
d. place handcuff on suspect’s wrist
e. close handcuff
 Job Oriented Person Oriented
It provides a description of the attributes, characteristics, or KSAOs necessary for a
person to successfully perform a particular job.

Category of ➢ Knowledge is what a person needs to know to do a particular job. For example, a
carpenter should have knowledge of local building codes and power tool safety.
➢ Skill is what a person can do on the job. For example, a carpenter should have skill in

Job Analysis reading blueprints and in using power tools.

➢ Ability is a person’s aptitude or capability to do job tasks or learn to do job tasks. It is a
person’s potential to develop skills. Most skills require one or more abilities. For example,
the skill of using power tools requires several abilities, including hand eye coordination.
To build the roof on a house, a carpenter should have good balance and ability to work
quickly.
➢ Other personal characteristics include anything relevant to the job that is not covered
by the other three. For example, a carpenter should have willingness to do manual tasks
and to work outdoors.
APPROACHES TO COLLECTING JOB
ANALYSIS INFORMATION

Observation Participation Existing data

Interview Surveys Job Diaries

Competencies and
Competency
Modeling
▪ Competency refers to an individual’s capability to
orchestrate and apply combinations of knowledge, skills,
and abilities consistently over time to perform work
successfully in the required work situations.
▪ Competency modeling specifies and defines all the
competencies necessary for success in a group of jobs that
are set within an industry context.
1) Foundational Competencies
2) Industry Related Competencies
3) Occupation-Related Competencies
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Document that provides information

regarding the essential tasks, duties, and
responsibilities of a job.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Document that provides information

regarding the essential tasks, duties, and
responsibilities of a job.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Document that provides information

regarding the essential tasks, duties, and
responsibilities of a job.
Job Design Concepts
Job Enrichment Job Enlargement Job Rotation Reengineering

▪ Document that provides information

regarding the essential tasks, duties, and
responsibilities of a job.
Employee
Recruitment
 Process of attracting individuals on a
timely basis, in sufficient numbers, and
with appropriate qualifications to apply
for jobs with an organization.

EMPLOYEE
RECRUITMENT
Its primary goal is to attract a large pool
of qualified applicants.
RECRUITMENT
PROCESS
▪ The recruitment process is the first step
towards creating the competitive
strength and the strategic advantage for
the organizations.
▪ The recruitment process involves a
systematic procedure from sourcing the
candidates to arranging and conducting
the interviews and requires many
resources and time.
RECRUITMENT PROCESS

1 2 3 4 5
Recruitment Recruitment Development of Techniques to Recruitment
Policy Organization Recruitment Tap these Programme
sources sources Assessment
RECRUITMENT METHODS

Internal External
Definition Merits Demerits Definition Merits Demerits
RECRUITMENT METHODS
Internal Recruitment
Recruiting employees 1) Present Employees
already employed by 2) Employee Referrals
the organization 3) Former Employees
RECRUITMENT METHODS
Internal Recruitment
a) Existing employees may not be fully qualified for
a) It keeps employees happy and in high morale. the new job. Required talent may not be
b) It creates a sense of security among employees. available among the present staff.
c) Employees know that they stand the chance of b)All vacancies cannot be filled through internal
promotion to higher positions. sources. The enterprise has to depend upon
d) Internal recruitment ensures continuity of outside sources for entry-level jobs.
employment and organizational stability. c) Internal candidates become accustomed to the
e) Prospects of transfer to new posts inspire company’s work patterns and as such may lack
employees to keep adding to their knowledge originality and a fresh outlook. Therefore,
and experience, leading to their development. internal recruitment involves in breeding of
f) Filling vacancies from internal sources is quite ideas.
economical and convenient d)This method narrows the choice and denies the
outsiders an opportunity to prove their worth.
RECRUITMENT METHODS
External Recruitment
1. Advertising
2. Educational Institutions
Recruiting employees 3. Personnel Consultants
from outside the 4. Jobbers and Contractors
organization 5. Employment Exchanges
6. Leasing
7. Unsolicited Applicants
RECRUITMENT METHODS
External Recruitment
1. Wide choice 1. Danger of Maladjustment
2. Expensive
2. Fresh Outlook 3. Heart-burning
3. Varies Experience 4. Sense of insecurity
Employee Recruitment
▪ What do job seekers investigate potential
employers/organizations?
▪ Type of industry
▪ Profitability of the company
▪ Company’s reputation
▪ Opportunities for employee development and advancement
▪ Company’s organizational culture
Employee Recruitment
➢Issues:
a) Unrealistic expectations that many applicants have about certain
jobs and careers, particularly young or inexperienced workers.
b) An intentional or unintentional discrimination
EMPLOYEE SELECTION
Is the actual process of choosing people for employment from a pool of
applicants.