The document summarizes the key steps in recruitment and selection processes, including:
1) Personnel planning and forecasting future staffing needs.
2) Recruiting candidates internally through job posting, succession planning, or externally through sources like advertising, staffing agencies, colleges.
3) Screening candidates through application forms and initial interviews to identify viable candidates for further assessment.
4) Using techniques like tests, background checks, interviews to select the best candidate for hire.
The document summarizes the key steps in recruitment and selection processes, including:
1) Personnel planning and forecasting future staffing needs.
2) Recruiting candidates internally through job posting, succession planning, or externally through sources like advertising, staffing agencies, colleges.
3) Screening candidates through application forms and initial interviews to identify viable candidates for further assessment.
4) Using techniques like tests, background checks, interviews to select the best candidate for hire.
The document summarizes the key steps in recruitment and selection processes, including:
1) Personnel planning and forecasting future staffing needs.
2) Recruiting candidates internally through job posting, succession planning, or externally through sources like advertising, staffing agencies, colleges.
3) Screening candidates through application forms and initial interviews to identify viable candidates for further assessment.
4) Using techniques like tests, background checks, interviews to select the best candidate for hire.
The document summarizes the key steps in recruitment and selection processes, including:
1) Personnel planning and forecasting future staffing needs.
2) Recruiting candidates internally through job posting, succession planning, or externally through sources like advertising, staffing agencies, colleges.
3) Screening candidates through application forms and initial interviews to identify viable candidates for further assessment.
4) Using techniques like tests, background checks, interviews to select the best candidate for hire.
All rights reserved. The University of West Alabama The Recruitment and Selection Process 1. Decide what positions you’ll have to fill through personnel planning and forecasting. 2. Build a pool of candidates for these jobs by recruiting internal or external candidates. 3. Have candidates complete application forms and perhaps undergo an initial screening interview. 4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates. 5. Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates.
5–2 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.
Figure 5–1 5–3 Planning and Forecasting Employment or personnel planning – The process of deciding what positions the firm will have to fill, and how to fill them. Succession planning – The process of deciding how to fill the company’s most important executive jobs. What to forecast? – Overall personnel needs – The supply of inside candidates – The supply of outside candidates
5–4 Forecasting Personnel Needs Trend analysis – The study of a firm’s past employment needs over a period of years to predict future needs. Ratio analysis – A forecasting technique for determining future staff needs by using ratios between a causal factor and the number of employees needed. – Assumes that the relationship between the causal factor and staffing needs is constant
5–5 The Scatter Plot Scatter plot – A graphical method used to help identify the relationship between two variables.
5–6 Manual Systems and Replacement Charts Personnel replacement charts – Company records showing present performance and promotability of inside candidates for the most important positions. Position replacement card – A card prepared for each position in a company to show possible replacement candidates and their qualifications.
5–7 Effective Recruiting External factors affecting recruiting: – Looming undersupply of workers – Lessening of the trend in outsourcing of jobs – Increasingly fewer “qualified” candidates Internal factors affecting recruiting: – The consistency of the firm’s recruitment efforts with its strategic goals – The available resources, types of jobs to be recruited and choice of recruiting methods – Nonrecruitment HR issues and policies – Line and staff coordination and cooperation
5–8 Effective Recruiting (cont’d) Advantages of centralizing recruitment – Strengthens employment brand – Ease in applying strategic principles – Reduces duplication of HR activities – Reduces the cost of new HR technologies – Provides for better measurement of HR performance
5–9 Internal Sources of Candidates: Hiring from Within Advantages Disadvantages – Foreknowledge of – Failed applicants candidates’ strengths become discontented and weaknesses – Time wasted – More accurate view of interviewing inside candidate’s skills candidates who will not – Candidates have a be considered stronger commitment to the company – Increases employee morale – Less training and orientation required 5–10 Finding Internal Candidates Job posting – Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes. Rehiring former employees – Advantages: • They are known quantities. • They know the firm and its culture. – Disadvantages: • They may have less-than positive attitudes. • Rehiring may sent the wrong message to current employees about how to get ahead.
5–11 Finding Internal Candidates (cont’d) Succession planning – The process of ensuring a suitable supply of successors for current and future senior or key jobs (Talent Management). Succession planning steps: – Identifying and analyzing key jobs. – Creating and assessing candidates. – Selecting those who will fill the key positions.
5–12 Outside Sources of Candidates Advertising – The Media: 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 • Internet job sites • Marketing programs Constructing an effective ad – Wording related to job interest factors should evoke the applicant’s attention, interest, desire, and action (AIDA) and create a positive impression of the firm.
5–13 Temp Agencies and Alternative Staffing Benefits of Temps Costs of Temps – Paid only when – Fees paid to temp working agencies – More productive – Lack of commitment to – No recruitment, firm screening, and payroll administration costs – Known as just in time workers/ part time
5–14 Offshoring/Outsourcing White-Collar and Other Jobs Specific issues in outsourcing jobs abroad – Political and military instability – Likelihood of cultural misunderstandings – Customers’ security and privacy concerns – Foreign contracts, liability, and legal concerns – Special training of foreign employees – Costs associated with companies supplying foreign workers
5–15 Outside Sources of Candidates (cont’d) College recruiting – Recruiting goals • To determine if the candidate is worthy of further consideration • To attract good candidates – On-site visits • Invitation letters • Assigned hosts • Information package • Planned interviews • Timely employment offer • Follow-up – Internships 5–16 Outside Sources of Candidates (cont’d) Employee referrals – Applicants who are referred to the organization by current employees • Referring employees become stakeholders. • Referral is a cost-effective recruitment program. • Referral can speed up diversifying the workforce Walk-ins – Direct applicants who seek employment with or without encouragement from other sources. – Courteous treatment of any applicant is a good business practice.
5–17 Outside Sources of Candidates (cont’d) Recruiting via the Internet – More firms and applicants are utilizing the Internet in the job search process. Advantages of Internet recruiting – 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
5–18 Developing and Using Application Forms Application form – The form that provides information on education, prior work record, and skills. Uses of information from applications – Judgments about the applicant’s educational and experience qualifications – Conclusions about the applicant’s previous progress and growth – Indications of the applicant’s employment stability – Predictions about which candidate is likely to succeed on the job
