Chapter 1

An Introduction to recruitment & Selection

Defining “Recruitment”
• Recruiting is the process of discovering potential candidates for
organizational vacancies

• It’s the process of attracting a pool of qualified job candidates

towards the organization

• Recruitments can be done to fulfill the vacant position within the

organization.

• Achieving a satisfactory pool of candidates, however, may not be

easy, and recruiters need to know the best places to recruit qualified
candidates
Defining “Selection”
• Selection is the process of picking or choosing the right
candidate, who is most suitable for a vacant job

• The aim should be to compare the job requirements with the

capabilities and skills of the candidate.

• Selection process is composed of various steps (Hurdles). The

applicant able to clear all the hurdles wins the race and the job
offer
 Selection
• Hurdles / hiring criteria set usually contains

• Application Screening
• Employment tests
• Interviews
• Medical tests
• Reference checks
Why careful selection is important
Why recruitment and selection matters
• It helps “best practices” in finding and hiring people who will contribute to the
overall success of an organization
• Best practices involve the ethical treatment of job applicants throughout the
recruitment and hiring process.
• Best practices result from human resources (HR) professionals following the
accepted standards and principles of professional associations
• The inability to defend recruitment and selection practices before a judicial
tribunal may have serious financial consequences for an organization
• employers must show that their procedures are fair and do not discriminate
against protected groups covered by various laws
Why recruitment and selection matters

• Recruitment and selection have moved far beyond the time when a manager
could look over a few résumés, talk to one or two applicants (who were mostly
friends of current employee), and make a hiring decision

• those responsible for recruiting and selecting personnel must be capable of

finding the best person for each position in the organization

• Using “best practices” in recruitment and selection adds value to an organization

and contributes to the success— including positive financial outcomes—of a
company
Social/Economic Factors Affecting Recruitment and
Selection
• Global Competition: Globalization has increased the importance of
careful recruitment and selection

• Rapid advances in technology and the Internet: Technology oriented

employees needs to be hired. Moreover recruitments through
internet and other electronic mediums have increased.

• Changing work-force demographics: Work force demographics like

age, gender, race, religion needs to be consider while R&S
Social/Economic Factors Affecting Recruitment
and Selection
• Economic Context: Economic conditions such as inflation, recession,
boom, unemployment can affect demands and supply of jobs

• Organizational restructuring: Organizational restructuring like

mergers, acquisitions, downsizings also effects R&S

• Redefining jobs: Changing and variety of skills such as Innovative

skills, proactive skills are also required in many companies which
affect R&S.
Recruitment & Selection Process
Develop
Recruitment
Strategy

Evaluate the
Develop the
Recruiting
Applicant
and Selection
Pool
Effort

Selection of Screen the

Job Applicant
Applicants Pool
 Recruitment & Selection Process
• 1- Develop Recruitment Strategy:
• review organization’s goals and objectives
• number of positions to be filled
• establish budget for the recruitment process
• establish timelines for recruitment and selection activities
• Develop job description for positions
• determine if recruitment will be internal/external
• Develop hiring criteria
• Develop Job advertisements

• 2- Develop Applicant Pool

• place ad/recruiting materials in agreed-on media
• Collect and manage the applications received
Recruitment & Selection Process
• 3- Screen the applicant Pool
• screen job candidates’ application forms and résumés
• conduct short screening interviews/calls to verify candidates (if need)

• 4. Selection of Job applications

• Formulate selection committee
• conduct valid and reliable employment tests
• conduct selection interviews
• complete reference and background checks on leading candidates
• make hiring recommendation
• arrange for any required medical or physical examinations
• Give job offer
Recruitment & Selection Process
• 5-Evaluate the Recruiting and Selection Effort
• Review the recruiting and selection process
• what went right? what went wrong?
• review the outcomes of the recruiting/selection process
• review the performance of people who were hired
Chapter 2
HR Planning
HR Planning
Human resource planning is a process
by which an organization ensures that

it has the right number and kinds of people

at the right place

at the right time

capable of effectively and efficiently completing

those tasks that will help the organization achieve its
overall strategic objectives
HR Planning
• Human resource (HR) planning is also termed ‘manpower planning’
by many authors

• Human resource planning is the process of determining manpower

requirements and the means for meeting those requirements in order
to carry out the integrated plan of the organization

• It is carried out in a particular sequence of steps which begins with

analyzing the current inventory of manpower available.
HR Planning
HR planning must be

linked to the organization’s overall strategy

to compete domestically and globally

translated into the number and types of

workers needed
Objectives of HR Planning
• In the era of industrialization, structured HR planning has become a really
important aspect.
• The managers need to suitably make plans for future requirements, by
forecasting along with developing employment and training programs
• Employment opportunity originates from technology up-gradation, innovation,
and continuous search for newer scope and ideas; so HR Planning is needed
continuously
• HR planning also calls for deciding the position to be filled based on the workload
for a considerable period of time by means of personnel planning and forecasting
Objectives of HR Planning
Objective # 1. Provide Information:
The information obtained through HRP is highly important for
identifying demand and surplus of human resources. It helps in making
all HR decisions.

Objective # 2. Effective Utilization of Human Resource:

Planning for human resources is the main responsibility of
management to ensure effective utilization of present and future
manpower
Objectives of HR Planning
• Objective # 3. Economic Development:
• It is particularly helpful in the creating employment in educational
reforms and in geographical mobility of talent

• Objective # 4. Determine Manpower Gap:

• Manpower planning examine the gaps in existing manpower so that
manpower gap can be fulfilled.
Objectives of HR Planning
• Objective # 5. To Forecast Human Resource Requirements:
• to determine the future needs and requirement of HR in an
organization such as who needs promotion transfer, training, skills
enhancement etc.

• Objective # 6. Analyze Current Workforce:

• It determines the current workforce strengths, weaknesses.
Objectives of HR planning
• Objective # 7. Effective Management of Change:
• Proper HR planning aims at coping with severed changes in market
conditions, technology products and government regulations in an
effective way.
• Proper HRP anticipate the impact of technology on jobs and human
resources

• Objective # 8. Realizing Organizational Goals:

• HRP helps organization to meet the goals and strategies effectively
through effective manpower planning
Benefits of HR Planning

• Assessing Future Personnel Needs

• Foundation for Other HRM Functions
• Investment Perspective (saves cost that occur due to poor HR practices)
• Reduces employee turnover
• Helps to comply by laws, acts and regulations
• Having Highly Talented Manpower
• Helps in company expansions, acquisitions and mergers
 HR Planning process
Also called as
• Strategic HR planning process
• Employment planning process

demand for labor Outcomes

demand exceeds recruitment

assess current supply
define establish human resources compare demand
organization corporate goals -- - - - - - - - - - - - - for and supply of
mission and objectives HRMS: human resources
job analysis supply exceeds
demand decruitment

supply of
human resources
HR planning process

A mission statement defines what business the

organization is in, including

why it exists

who its customers are

strategic goals set by senior management to establish

targets for the organization to achieve

Goals are generally defined for the next 5-20 years.

 HR Planning Process

Goals and objectives

SWOT (Strengths-Weaknesses-Opportunities-
Threats) analysis determines what is needed to
meet objectives

strengths and weaknesses and core competencies

are identified

Short term vs Long term goals

HRM determines what knowledge, skills, and abilities are needed by

the organization’s human resources through a job analysis.
HR Planning Process
Assessing Current Human Resources

It begins by developing a profile of the organization’s current

employees.

This internal analysis includes information about the workers and

the skills they currently possess

• An HR inventory
• HR information systems (HRIS)

process employee information

quickly generate analyses and reports

HR Planning process

Succession planning includes the

development of replacement charts that

• portray middle- to upper-level

management positions that may
become vacant in the near future

• list information about individuals who

might qualify to fill the positions
HR Planning process

retirements easiest to forecast

dismissals possible to forecast

transfers possible to forecast

layoffs possible to forecast

voluntary quits difficult to forecast

prolonged illnesses difficult to forecast

deaths hardest to forecast

HR Planning process
Determining the Demand for Labor

HR must forecast staff requirements.

• HR creates an inventory of future staffing

needs for job level and type, broken down
by year

• forecasts must detail the specific

knowledge, skills, and abilities needed, not
just “we need 25 new employees”
HR Planning process

Predicts the future labor supply

a unit’s supply of human resources comes from:

• new hires
• contingent workers
• transfers-in
• individuals returning from leaves
HR Planning process
Where Will We Find Workers?

migration into a community

recent graduates

individuals returning from military service

increases in the number of unemployed and

employed individuals seeking other
opportunities, either part-time or full-time
The potential labor supply can be expanded by formal or
on-the-job training.
HR Planning process

To match labor demand and supply, HR

compares forecasts for demand and supply of

workers
HR Planning process

Recruitment/ De recruitment
• If demands exceeds supply, means we require more
employees but have less employees then we have to
do recruitment and hire more people

• If Supply exceeds demands, means we have more

people but we need less, so, we have to do
recruitment by terminate employees
Barriers to HR planning
• Non expert practitioners
• people who formulate the human resource plan are not expert in business, as
a result of which they may commit error while formulating the human
resource plan.

• Approach conflict
• Many human resource practitioners give emphasis on number of employee
and many other give emphasis on the quality of the employee. Both have
conflicts with each other
Barriers to HR planning
• Lack of focus
• People think that the human resource planning is unnecessary and time
consuming. Workforce can be arranged anytime at the time of requirement.
so why do human resource planning.

Lack of cooperation by other departments

• planning depends on the co-operation of all other existing departments. But
very rarely other departments co-operate and provide information.
Barriers to HR planning
• Lack of budget allocation
• HR Planning is a costly process and requires the amount of cash for effective
planning, however top managements are reluctant to allocate the budget to
HR for planning

• Time consuming
• HR planning is considered to be time consuming and employees resist to
provide accurate data because they consider it a burden
Successful HR planning
• . It must be recognized as an integral part of corporate planning.
• 2. Backing of top management.
• 3. HR Planning should be interlinked between all departments and all
departments must co operate.
• 4. The technique of HR planning should be accurate and must be
done by experts.
• 5. Proper trainings to HR people must be given regarding HR planning
• 6. Data collection, analysis of planning and plans themselves must be
continuously revised and improved.
Chapter 3
Job Analysis
 Job Analysis
Job analysis is a systematic exploration of the
activities within a job.

• It defines and documents the duties, responsibilities, and

accountabilities of a job and the conditions under which a job is
performed.
• This analysis “involves the identification and description of what is
happening on the job accurately and precisely identifying the
required tasks, the knowledge, and the skills necessary for
performing them, and the conditions under which they must be
performed.”
 Elements of Job analysis
• There are 2 Major elements in every Job analysis

Job Description Job Specification

• what the jobholder does how it is done, • Qualifications, experiences and skills
under what conditions, and why candidates posses to perform the job.

• Job Title • Qualifications

• Job Code • Experience
• Department • Certificates
• Reports to • Knowledge/Skills/Abilities
• Duties and Responsibilities
 Uses of Job Analysis
• Assist in designing requirements to Perform job

• Assist in Hiring process

• Helps in Performance appraisals and evaluations

• Assist in designing Training for employees

• Assist in deciding compensation Packages

Job analysis methods
1. observation– A job analysis technique in which data are gathered by
watching employees work.

1. individual interview– Meeting with an employee to determine what

his or her job entails.

2. group interview– Meeting with a number of employees to

collectively determine what their jobs entail.

3. structured questionnaire– A specifically designed questionnaire

on which employees rate tasks they perform in their jobs

4. technical conference– uses supervisors/head of departments

with an extensive knowledge of the job

5. diary– job holders record their daily activities

The best results are usually achieved with some combination of methods. Chapter 5, slide 43
The Role of Competencies in Recruitment and Selection

• Competency
• Groups of related behaviors , Knowledge, skills and abilities that are
needed for successful job performance in an organization.

• Competency-based selection systems take the view that employees

must be capable of moving between jobs and carrying out the
associated tasks for different positions
Competency Model
• Competency-based job analysis means describing the job in terms of the
measurable, observable, behavioral competencies (Knowledge, skills
and/or behaviors) that an employee doing that job must exhibit to do the
job well.

• This contrasts with the traditional way of describing the job in terms of job
duties and responsibilities

• Traditional Job analysis = Duties & Responsibilities

• Competency based Job Analysis = Competencies
 Why use Competency Analysis
1
• Traditional job descriptions with their lists of specific duties may actually backfire
if a high performance work system is the goal.
• In high performance jobs where creativity, self motivation, energetic, job rotation
and proactivity is required you have to use competency based job analysis

2
• Competency based analysis makes employees more strategic and encourage
employees to develop their expertise

3
It helps in effective performance management of employees, because organization
gets a set of measurable competencies at which performance of employee can be
measured
Competency Categories
Competency Categories
Core competencies
Characteristics that every member of an organization, regardless of position,
function, job, or level of responsibility within the organization, is expected to
possess

Such as
• Communication skills
• Thinking skills
• Team working skills
• Computer skills
Competency Categories
• Functional competencies
• Characteristics shared by different positions within an organization
(i.e., a group of related or similar jobs).
• Only those members of an organization in these positions are
expected to possess these competencies

• For example, pilots and navigators may share the same competencies
of map reading and developing flight plans, while flight attendants
and ticket agents must both exhibit courtesy and a service orientation
Competency Categories
• Job-specific competencies
• Characteristics that apply only to specific positions within the
organization. Only those people in the position are expected to
possess these competencies

• Example: Marketing manager needs a higher level of competencies

which are different from marketing officer who require similar but
slightly lesser competencies.
 Chapter 4
Recruitment strategies
Recruitment

Once an organization identifies its human resource

needs through employment planning, it can begin
recruiting candidates for actual or anticipated vacancies.

Recruiting brings together

those with jobs to fill and those seeking jobs

Chapter 6, slide 52
 Defining Recruitment
• Recruiting is the process of discovering potential candidates for
organizational vacancies

• It’s the process of attracting a pool of qualified job candidates towards the
organization

• Applicant pool: The set of potential candidates who may be interested in, and who
are likely to apply for, a specific job.

• People apply for jobs in organizations on the basis of their interest and build their
career

• Organizations attract qualified people and make a pool of candidates who are
interested for job
Defining Recruitment
• Recruitments can be done to fulfill the vacant position within the
organization.

• Achieving a satisfactory pool of candidates, however, may not

be easy, and recruiters need to know the best places to recruit
qualified candidates

• Recruitment vs selection: what’s the Difference?

 Recruitment Goals
• The first goal of recruiting, is to communicate the position in such a way
that qualified job seekers respond.

• recruiting provides information that will attract a significant pool of

qualified candidates and discourage unqualified ones from applying.

• The better the applications received, the better the recruiter’s

chances of finding an individual best suited to the job
requirements

• Organizations should know the right medium to choose for new

recruitments
Recruitment Goals
Recruitment as part of HR planning
• In this model, recruitment is an outcome of HR planning

• The decision to recruit candidates for jobs in an organization is based on

• (1) an assessment of the internal and external factors affecting the organization,
• (2) an organization analysis based on those factors, and
• (3) a job analysis that identifies worker behaviors and characteristics to aid in selecting
candidates who are qualified for the position

• Then based upon the performance once again organizations asses the job
analysis and process goes on in circle
Corporate Image and Applicant Attraction
• Often, the reputation of an organization is an important concern to job applicants
• The better the image, the more attractive the organization is
• Job seekers may not even consider applying for jobs in organizations that have a
negative image
• The more familiar applicants are with the company, the more likely they will hold a
positive image of it
• The profitability of a company and its pay level positively influence attractiveness
and reputation
• Moreover, friendly culture, supportive environment and career growth also play a
great role in attracting candidates
Image advertisements

• Advertising designed to raise an

organization’s profile in a positive
manner in order to attract job
seekers’ interest
P-J Fit and P-O Fit
• Person–job fit (P-J fit)
• This is the case when a job candidate has the knowledge, skills,
abilities, or other attributes and competencies required by the job in
question.

• Person–organization fit (P-O Fit)

• This is the case when a job candidate fits the organization’s values
and culture desired by the organization.
Strategic Recruitment vs Decisional Recruitment

Strategic Decisional
Recruitment Recruitment

• Who to recruit
• All practical
recruitment activities
• When to recruit • Such as giving
advertisement,
• How to recruit collecting and rejecting
applications
Factors that affect recruitment

• Understanding what attracts candidates is only the first part of the

recruitment process
• To be successful in recruiting, an organization must understand
factors that influence the process
• Recruitment takes place in a HR context, which is influenced by both
internal and external factors
Factors that affect recruitment
 Factors that affect recruitment
• External Factors

• 1- Labor Market
• Labor/ workers have deep influence on recruitment because the rate at which their salary or
wages are paid needs to be considered before recruitment. i.e. different areas have
different labor rates
• Organizations also need to consider either they have to recruit Part time, contact based,
daily based or full time labor

• 2- Economic climate
• The overall nature of the economy may influence an organization’s decision to hire or not to
hire
• When inflation is high then labor also demands high pay rate
• When inflation is high organization expenses increase and it becomes hard to pay high
salaries, trainings etc.
• When unemployment increases there is large number of candidates available and vice versa
Factors that affect recruitment
• External Factors
• 3- Laws and regulations
• Any organizational recruitment program must comply with the legal and regulatory
requirements that apply to its operations.
• employment laws and regulations are assumed to affect both recruitment practices and
outcomes
• The most important considerations are employment equity and pay equity
• Other laws related to recruitment are minimum wage act, child labor laws, quota system etc.

• 4- Competition
• Competition plays a vital role in recruiting candidates
• When there are lot of companies and competitors available, people have lot of other options
and you have to do lot of recruitment efforts to attract qualified candidates
Factors that affect recruitment
• Internal factors

• Mission
• Company mission gives the recruiters the know how about what company is and what it likes to
be so HR have to recruit people considering the mission

• Values
• Values of company also needs to be considered such as either the company give values to female,
minority and disable people and then recruit candidates accordingly
Factors that affect recruitment
• Goals
• Different organizational goals lead to different recruitment strategies
• Companies that focus on long term goals need more visionary and creative employees and those
which focus on short term need day to day task oriented people

• Strengths and Weakness

• Strengths and weaknesses also gives the idea to HR about the right candidate
company need by considering the positive strengths and negative weaknesses
 Chapter5
Recruitmentsources
Recruitmentsources
• Recruitment source meansthe mediums through which we attract candidates
towards organization

• It also meansthe point of contact through which we reach candidates

• In today’s recruiting environment, most candidates find their way to a position

through different ofsources, directly andindirectly

• it’s tough to figure out what sourcesof recruitment you should spend more
time and money on to reach the largest and skilled talent pool.
 RecruitingSources
• This involvesrecruiting • organizations oftenopen
candidates within an up recruiting efforts to
organization to fill the the externalcommunity
vacancy

Internal External
Sources sources
RecruitingSources

Internal Recruitment External Recruitment

Promotion Jobadvertisement (print media)

Transfer Jobadvertisement (social media)

JobPortals
Jobrotation
Companywebsite
Retired employees
Campus Recruitment
Terminated Employees
Jobfair – expo
Employeereferral Employment agencies
Internal job posting Walk in applications
RecruitingSources
Internal Recruitment
1- Promotion
• Promotion means upgrading employee from lower level to its upperlevel
• Away to fulfil the empty vacancy is to promote a person at the higher level position where vacancy is
empty

2 Transfer
Transfer means shifting an employee from one branch to anotherbranch
Away to fulfil the empty vacancyis to transfer an employee to one branch to another
branch where vacancyis empty

3 Jobrotation
Jobrotation meansrotating a person from one department toanother department
Away to fulfil the empty vacancyis to rotate an employee from a department to another
department where vacancyisempty
4- RetiredEmployee
Sometimes organization recall its employees who were retired to fulfil the vacancy
with the consent of the that retired employee

5- Terminatedemployee
Sometimes employee who were previously terminated on non disciplinary actions
are recal ed to fulfil thevacancy
• 6 – Employee referral
• Another way to fulfil the vacancy is through the names referred by the employees
of their circle suchasfriends, family andrelatives

• 7- Internal job posting

• Internal job posting means announcing the vacancy within thecompany sothat
anyone in the company can apply for it. Its usualy done through
• Emails
• Newsletter
• Words of Mouth
AdvantagesandDisadvantagesof InternalRecruitments

Advantages
• good relations with your ownemployees
• morale building
• encourages individuals who are qualified and skilled
• improves the probability of a good selection, because information on the
individual’s performance is readilyavailable
• is less costly than going outside to recruit
• reduces orientation and training costs

Disadvantages
• Promoting from within an organization creates problems if theorganization
uses less- qualified internal candidates only because they are there, when
excellent candidates are available on the outside.
• Internal searches also may generate infighting among rival candidates
for promotion and decrease morale levels of those not selected.
RecruitingSources
• External Recruitment

1- Jobadvertisement(printmedia)
• When an organization wishes to tell the public it hasa vacancy,Jobadvertisement is one of the
most popular methodsused.
• It givespublicity to the vacant posts and the details about the job in the form of job description
and job specification are made available topublic in general
• Also called aspress advertisements
• Jobadsare given in Newspapers,magazines,journals etc.

2- Jobadvertisement(Socialmedia)
• In this era of digitalization where huge population devote their time on usage of social media
platforms and apps, the social media advertisements are very useful tool to announce the job
vacancyand attract candidates
• Different social media platforms are there to post the jobs which include Facebook groups and
pages,WhatsApp groups,Twitter, LinkedInetc.
RecruitingSources
3- JobPortals
• Ajob portal, also known asa career portal, is a online job board thathelps applicants
find jobs and aids employers in their quest to locate ideal candidates
• Examples:Rozee.pk,career360, Indeed.pk, Punjab government portal

4- Jobfairs
• Ajob fair, also referred asa career fair or career expo, is an event in which employers,recruiters,
and HRrepresentatives give information to potentialemployees
• Jobseekersvisit their desksand take information about thecompany and vacancyand if
interested they fill form, give their CVand apply forJob.
RecruitingSources

5- CampusRecruitment
• It is the best possible method for companiesto select students from various educational
institutions like universities andcoleges
• Thecompany officials personally visit various institutes and select students eligible for aparticular
post

6- EmploymentAgencies
• Theyhelps in matching candidates who are looking for work with companiesseeking the workers
• Provide servicesto help the organizations in finding the pool of qualified job candidates
• Chargeservice fee from both applicants andcompanies
• Also called asplacement agencies
RecruitingSources
7- Walk inapplications
• Just as the name suggests, in a walk-in Application, a candidate can simply walk into
the company without taking any prior appointment
• Give its application or CV to the HR and show its interests incompany
• HR recruiters are able to develop a large pool of candidates who can then be usedwhen
vacancy is available

• 8- Company website
• Often companies post job ads on their own website
• It’s the most cost effective way of recruitment
AdvantagesandDisadvantagesof ExternalRecruitment

• Canattract highly qualified and skilled external candidates from society

• No internal conflicts amongemployees

• high cost of advertisements

• High cost of training new employee

• Company own employees getsdissatisfied