SUPERIOR UNIVERSITY

Subject : Thesis

Project : Final Report of

Thesis on Recruitment And
Selection Process

Presented By:

KHALID AZEEM

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 Thesis

On

Recruitment And Selection Process

Prepare By

Student of Superior University

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 Impact of Recruitment Sources, Interview and Recruiters on
Recruitment and Selection Process

A dissertation
Presented to the Faculty of the
Management Sciences Department,
Superior Group of Colleges College,
University Campus, Lahore.

In particular fulfillment of the Requirements for the Degree of Masters in Business

Administration

By

Khalid Azeem

8257

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Impact of Recruitment Sources, Interview and Recruiters on Recruitment and
Selection Process

A dissertation
Presented to the Faculty of the
Management Sciences Department,
Superior Group of Colleges College,
University Campus, Lahore.

In particular of the Requirements fro the Degree of masters in Business Administration

By

Khalid Azeem

Approved By:

______________________________________
______________________________________
______________________________________
______________________________________

Received By:

______________________________________
______________________________________
______________________________________
______________________________________

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 DEDICATION

We are dedicating our work to our parents and respected teacher Mam Sofia Waleed, who have
played a vital role in our studies and have guided us at every step with their precious ideas. No doubt
this dedication is insufficient and we can never repay for the role which they have played in our
studies but we are sure that their work will prove itself an asset in our life

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 Acknowledgement

I am very thankful to Mam Sofia which gave us valuable information. We pay gratitude Mam Sofia
Waleed giving valuable guideline.

We are also very thankful to all the participants who helped us a lot by giving up to date information.

We are very proud of our teacher Mam Sofia Waleed whose help and instructions enable us to bind
papers into project manner. We are very thankful to her.

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 PREFACE

“The most beautiful things we can experience are the mysterious .It is source of all true art and
science”
(Albert Einstein, 1930)

This thesis is based on the topic which is assigned to us by our respected teacher Miss Sofia Waleed,
the topic which I took for it:

Recruitment And Selection Process

In the thesis, I have covered all the topics related to Recruitment and Selection Process.

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 Table of Contents
Abstract 10
Chapter # 1
Introduction 11
Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness: 11
Theories 12
Multi-level Theory 11
Multi-Level Staffing Models 12
Conclusion 19
Chapter # 2
Literature Review 20
Recruitment and Selection 20
Selection 21
Recruitment and Selection Process 24
1.0 Scope 26
1.1 Purpose of the Procedure 26
2.0 Recruitment and Selection Framework 27
3.0 Recruitment and Selection Provisions 27
3.2 Design Selection Process 28
3.2.1 Panel Composition 28
3.2.2 Selection Tests 28
3.2.3 Interview Questions 28
3.3. Advertising 29
3.3.1 Advertising the vacancy 29
Recruiting a Candidate Pool: 30
Running a Recruitment Campaign 31
3.4. Applications 33
3.5. Short listing 33
3.6. Interview 34
Structured Interviews 34
Unstructured Interviews 34
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3.6.1. Arrangements for interviews 35
Making the decision 36
3.7. Selection 39
3.7.1 Decision to Appoint 39
3.8. Offers 39
3.9 Other Requirements 39
3.9 Monitoring Recruitment And Selection 39
Role of Recruiter 39
A Recruiter’s Perspective 42
Chapter # 3
The Significance of the Study: 45
Theoretical Framework 46
Chapter # 4
Research Questions 47
Key Terms of the Study Defined 47
The Methodology 47
Participants 47
Data Analysis and Interpretation 48
Missing values 48
Descriptive Analysis 48
Frequency Tables of all Questions Regarding variables 51
Regression
Hypothesis # 1 53
Hypothesis # 2 55
Hypothesis # 3 57
Graph
Scattered Diagram 59
Histogram 63
Correlations 66
Phi and Cramer Values 68
Questionnaire 74
References 76

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 Abstract

Impact of Recruitment Sources, Interview, Recruiter on Recruitment and Selection

Process

By

Khalid Azeem

The study examines the relationship between the dependent variable which is “Recruitment and
Selection Process” and independent variables which are “Recruitment Sources”, “Interview” and
“Recruiter” by analyzing the data. The study examines hypothesis that are used to explain the impact
of Recruitment Sources, Interview and Recruiter on Recruitment and Selection Process Regression
has prove the relationship between the these variables. For this study hundred samples has been used
for the confirmation of results. I have use questionnaire for the data collection. I have use
longitudinal research design.

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 Introduction

Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness:

The reviews of recruitment and selection practices both identified a need for research showing
business unit value/organizational impact. This is interesting given the most basic staffing
assumption, one described in nearly every textbook written on the subject, is that recruiting and
hiring better employees contributes to organizational effectiveness. If it does not, then why invest in
staffing? However, there is actually little direct, empirical evidence testing this assumption (e.g.,
Ployhart, 2004; Saks, 2005; Taylor & Collins, 2000). Utility analysis may be helpful to estimate
these effects, but they are only estimates that are limited to monetary outcomes and are frequently
discounted by managers (Schneider, Smith, & Sipe, 2000). Practitioners and HR managers often
have to go well beyond validity (and even utility/monetary estimates) to make a case that staffing
adds strategic value to the firm.
Likewise, from a theoretical perspective, it is discouraging there is not more direct, empirical
evidence linking individual differences to organizational effectiveness. There is considerable staffing
research at the micro (individual) level and some staffing research at the macro (organizational)
level, but each discipline rarely considers processes, constructs, and influences outside its respective
level. That is, micro- and macro-level research are both pri- marily single-level disciplines because
their independent and dependent variables are contained within the same level of analysis (Ployhart,
2004). Micro (individual)-level research examines how individual differences (knowledge, skills,
abilities, and other characteristics; KSAOs) contribute to individual performance but assumes (or
only estimates how) individual differences contribute to organizational value. Micro research is
usually conducted from the perspective of industrial/organizational (I/O) psychology. Macro
(organizational or business unit)-level research examines how HR practices (e.g., staffing) contribute
to organizational performance but assumes that these practices have an effect because of their
influence on employee KSAOs. Note that in macro research, these unit-level KSAOs are referred to
as human capital and rarely measured. For example, research suggests that organizations using well-
developed staffing practices have better performance (Huselid, 1995), but the focus is on the practice
itself and not the specific human capital affected by the practice. Macro research is usually
conducted from the perspective of strategy or strategic HR management (SHRM). If both micro and
macro disciplines limited their implications to their respective levels, there would be no cause for
concern. But both disciplines make inferences and assumptions that extend beyond their respective
levels. This is known as a cross-level fallacy in multi-level research and occurs when researchers
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inappropriately generalize their within-level findings to higher or lower levels of analysis (Rousseau,
1985).
Theories

Multi-level Theory:

Organizations are inherently nested and hierarchical, for example, individuals are nested within
business units such as departments or stores, which are in turn nested within the firm. Multi-level
theory argues that ignoring such hierarchical structures can cause misleading interpretations and
generalizations of within-level research findings (with cross-level fallacies being just one example).
One important implication is that observations (e.g., employees) within a unit (e.g., store,
organization) are likely to share similarities on particular KSAOs. This is known as no independence
in statistical terms, and ignoring it can influence estimation of effect sizes and significance testing
(Bliese, 2000).
To connect levels, multi-level theory describes theoretical processes for both contextual effects and
emergent effects. Contextual effects are “top-down” effects from higher to lower levels (e.g.,
changing an organization’s HR practices changes the behavior of individual employees). Emergent
effects are “bottom-up” effects from lower to higher levels. Kozlowski and Klein noted, “A
phenomenon is emergent when it originates in the cognition, affect, Ployhart / Staffing Review 885
behaviors, or other characteristics of individuals, is amplified by their interactions, and manifests as
a higher-level, collective phenomenon” (2000: 55). For example, a department that hires applicants
on the basis of their conscientiousness should become composed primarily of highly conscientious
people. Note that it takes time for bottom-up effects to occur; hence time must usually be a
fundamental element in multi-level research (Kozlowski & Klein, 2000).
The bottom-up process of emergence is the critical theoretical mechanism that unites micro and
macro staffing research because it helps understand how individual differences in KSAOs contribute
to unit-level differences. Kozlowski and Klein (2000) and Bliese (2000) described two different
types of emergence that represent ends on a continuum. On one hand, composition models of
emergence theorize that there is such high similarity (homogeneity) among lower level observations
(employees) that the within-unit scores create a distinct aggregate-level construct. An example of a
composition model is when employees share such highly similar perceptions about their
organization’s climate that a company-level climate variable is formed from the aggregation (mean)
of employee climate perceptions.

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Multi-Level Staffing Models:

Multi-level staffing models are based on the integration of traditional micro-level staffing research
with macro-level strategy and SHRM research. Multi-level theory is used to fuse these disciplines
and explicate how individual differences contribute to the formation of unit differences. Schneider et
al. (2000) described the basics for such a model, and subsequent work by Ployhart and Schneider
examined the practical (Ployhart & Schneider, 2002), theoretical (Ployhart, 2004), and
methodological (Ployhart & Schneider, 2005) concepts necessary to build a multi-level staffing
model linking micro and macro perspectives. Together, this research articulates how individual
differences create organizational differences, how staffing practices might influence this process,
and ultimately how practitioners can show the organizational value of staffing. This review
summarizes the common arguments across these publications.
Figure 1 illustrates the basic constructs and processes in multi-level staffing. Notice that there are
two levels in Figure 1, the micro (individual) level and the macro (organizational) level (these levels
are only illustrative, and multiple intermediate levels are possible). All of the arrows in Figure 1 are
considered in multi-level staffing models, but as a point of comparison, the dashed arrows denote the
relationships examined in traditional staffing research. As noted earlier, Figure 1 illustrates that these
dashed arrows are each within a single level (micro or macro). The solid arrows in Figure 1 thus
highlight the unique aspects of multi-level modeling.
First, because time is a fundamental part of multi-level modeling, Figure 1 is drawn so that the
starting time begins with the implementation of a staffing practice. The staffing practice represents a
contextual (top-down) effect on the firm’s individual KSAOs because all potential employees within
a relevant job will be recruited and assessed using the same staffing system.
Second, through use of a particular selection system, individual KSAOs will become similar within
the job/organization over time and contribute to the emergence of macro-level human capital (recall
that in strategy and SHRM research, human capital is the term used to describe the competencies of
the firm’s or business unit’s workforce). This is based on the attraction-selection-attrition (ASA)
model (Schneider, 1987), which suggests organizations will develop homogeneity in KSAOs that are
similar to, selected by, and retained within the organization. However, multi-level theory can help
better articulate homogeneity and connect it to the literature on macro staffing/SHRM. Specifically,
multi-level staffing models argue that what the ASA model calls homogeneity actually human
capital is as described in the macro literature, and the process through which homogeneity occurs is

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human capital emergence. Thus, human capital emergence represents the multi-level processes
through which individual-level KSAOs become organizational or business unit level human capital.

Third, organizational-level human capital contributes to the organization’s performance, such that
firms with higher quality human capital will outperform those with lesser quality human capital.
This is known as human capital advantage in the macro literature (e.g., Boxall, 1996). Of course,
there is another means through which individual-level KSAOs may contribute to macro-level

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performance, and this is through better individual performance that collectively improves the
effectiveness of the firm. Thus, through the processes of human capital emergence and human
capital advantage, hiring more competent employees through the use of valid selection systems
should contribute to better organizational performance. These points represent some important areas
of departure between multi-level staffing models and traditional staffing models. First, multilevel
staffing models allow researchers to hypothesize and test the assumptions in both micro and macro
staffing disciplines. Micro research assumes better individual-level selection results in better
organizational-level performance; macro research assumes HR practices influence organizational
performance because the practices influence human capital. By developing theories of emergence,
researchers can more carefully articulate the structure and function of specific types of human capital
(e.g., composition or compilation models). Finally, multilevel staffing models take a different
approach to demonstrating the economic utility of staffing than traditional forms of utility analysis.
Specifically, multi-level staffing predicts that human capital is a key determinant of organizational
performance (i.e., human capital advantage), whereas many utility models would estimate this
relationship via the aggregate sum of individual’s performance contributions (rightmost vertical
arrow in Figure 1).

Practical Recommendations and Implications for Organizational Effectiveness:

Multi-level staffing models do not negate the importance of single-level recruitment and selection
research. Rather, they seek to extend this work by articulating the linkages between individual
differences and organizational/business unit differences. This is essentially the “value challenge”
facing staffing managers and practitioners. In this sense, the model offers a way to demonstrate the
value of staffing by examining the relationships between individual differences/human capitals with
individual outcomes/unit-level outcomes. This is nearly the same methodology used in job
attitude/customer satisfaction linkage research. Although at the unit level there is likely a need for
control variables (e.g., size), and there is an obvious need for multiple units, most large organizations
(and consultants) have ready access to these data (see Ployhart & Schneider, 2005). Ployhart and
Schneider (2002, 2005) offered some tools for conducting and interpreting such a study, and Schmitt
(2002) posed several practical questions to be considered (e.g., How does job analysis change?).
Staffing practices should help an organization achieve its strategic goals and vision (nearly always
expressed in unit-level terms), and the model offers a way to demonstrate that effect. Multi-level
staffing also offers the opportunity to advance staffing theory.

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Also the best human capital predictors of business unit performance? Or, are certain manifestations
of individual differences only predictive at higher levels (e.g., agreeableness does not show much
validity at the individual level in technical jobs but in the aggregate may be predictive of business
unit level processes such as communication and social capital). Given that modern work continues to
shift toward team-based and knowledge-based structures, these collective processes become
important determinants of performance.
Similarly, consider that meta-analyses indicate cognitive ability tests are one of the most predictive
selection methods available for most jobs— do business units or entire firms staffed with more
cognitively able people outperform those who do not? The study by Terpstra and Rozell (1993) is
often cited to support such a claim, but their study only asked HR managers if they used ability
testing and only asked them to self-report firm performance. How much of a validity difference must
be found at the individual level to translate into business unit differences? Framing the debate
around personality testing from this perspective might be a more compelling way to show the
importance of personality.

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17
Theory Relevant to Structured Interviews:

Another conclusion is that theory has not played an important role in this area. Past research was
much applied; it was conducted to solve practical problems rather than to test theory. This paper
relied mainly on psychometric theory to explain the operation of structured interviews. However,
other more content- (as opposed to measurement-) oriented theories may offer additional insight. For
example, cognitive theory (Lord & Maher, 1991) might be used to consider underlying mechanisms.
Structure may reduce information processing requirements and potential for overload, thus allowing
interviewers to attend more fully to candidate responses (Arvey, 1995). Structure may also clarify
the cognitive schemata used to interpret responses (Green, 1995), thus allowing responses to be
classified and judged more systematically and accurately.
Finally, Webster (1982) describes several interviewer decision making Models A conflict model
explains how conflict and stress influence decision making, an information processing model
explains decision making in terms of mathematical models, and an affect model explains the role of
feelings and preferences in decision making. Structure might define the decision making task such
that the influence of these processes may be lessened. The State of the Literature Reviews of the
literature often note the lack of detail in most articles. This review is no exception. Most studies did
not contain enough information to judge the level of structure on all components.. Much of it is old,
clinical in orientation, conducted in ambiguous settings, or confounded in many ways. Studies tend
to have small samples, simple criteria, restriction of range, and measures with modest reliability and
unknown construct validity. These problems are troubling for meta analyses. Such techniques can
correct for statistical limitations (e.g., sample, range, and reliability), but they cannot make precise
comparisons between components of structure when information is lacking, components are
confounded, or sufficient primary studies not conducted. An equally difficult issue is the unknown
construct validity of many interviews. Interviews are measurement techniques that are not linked to
particular constructs. If the content of interviews is unclear, meta-analytic results must be
correspondingly ambiguous. To illustrate, meta-analyses have included clinical interviews. They
differ from selection interviews in focus (i.e., maladjustment and psychopathology versus job
performance) and time orientation (i.e., current identification versus future prediction). They also
rely on complex clinical judgment that may not easily translate into practice for managers. Such
studies should not be used in meta-analyses, or they should be analyzed separately (McDaniel et al.,
1994). More attention should be given to what constructs are measured by interviews as well as how
they are measured.

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Conclusion:

Structured interviews are clearly superior psychometrically. Yet, administrative innovations, such as
structured interviews, are rarely based on technical merit (Johns, 1993). Instead, researchers might
have to emphasize environmental threats (e.g., low candidate quality), government regulations (e.g.,
EEO laws), or simple imitative or competitive processes to convince organizations to adopt them
(Johns, 1993). In conclusion, the selection interview can be enhanced by using some of the many
possible components of structure, and the improvement of this popular selection procedure should be
a high priority for future research and practice. Theory, research, and practice (pp. 61-73). Newbury
Park, CA: Sage. Campion, M. A.(1988). Interdisciplinary approaches to job design: Eder, R. W.
(1989). “Contextual effects on interview decisions”. In R. W. Eder & G. R. Ferris (Eds.), The
employment interview: Theory, research, and practice (pp. 113-126). Newbury Park, CA: Sage.
Feild, H. S., & Gatewood, R. D. (1989).
Development of a selection interview”: A job content strategy. In R. W. Eder & G. R. Ferris
(Eds.), The employment interview: Theory, research, and practice (pp. 145-157). Newbury Park,
CA: Sage.
Kelley, H. H. (1967). “Attribution theory in social psychology”. In D.Levine (Ed.), Nebraska
Symposium on Motivation: Vol. 15 (pp. 192-238). Lincoln, NE: University of Nebraska Press.
Lord, R. G., & Maher, K. J. (1991).
Cognitive theory in industrial and organizational psychology. In M. D. Dunnette & L.
Hough (Eds.), Handbook of industrial and organizational psychology: Vol. 2 (2nd ed., pp. 1-62).
Palo Alto, CA: Consulting Psychologists Press.
Mumford, M. D., & Stokes, G. S. (1992).
Developmental determinants of individual action: Theory and practice in applying
background measures. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and
organizational psychology: Vol. 3 (2nd ed., pp. 61-138). Palo Alto, CA: Consulting
Psychologists Press.
Schneider, D. J. (1973). Implicit personality theory: A review. Psychological Bulletin, 79, 294-
309.

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 Literature Review

Recruitment and Selection

Recruitment:

Most definitions of recruitment emphasize the organization’s collective efforts to identify, attract,
and influence the job choices of competent applicants. Organizational leaders are painfully
aware that recruiting talent is one of their most pressing problems. Tight labor markets give
applicants considerable choice between employers.
Professional, information/knowledge-based, technical, and service occupations. Some reports
indicate that nearly half of all employees are at least passively looking for jobs, and a sizable
minority is continually actively searching (Towers Perrin, 2006). This is such a problem that many
organizations actually face a greater recruiting challenge than a selection challenge. Selection will
only be effective and financially defensible if a sufficient quantity of applicants apply to the
organization. Compounding this challenge is that many organizations struggle with how to attract a
diverse workforce. Thus, there is growing recognition that recruiting—by itself and irrespective of
selection—is critical not only for sustained competitive advantage but basic organizational survival
(Taylor & Collins, 2000). Reflecting this importance, there have been several excellent reviews on
recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable, 2003; Saks,
2005; Taylor & Collins, 2000). This review obviously does not provide the depth or detail of those
reviews. Rather, this review selects the more recent developments with the greatest implications
for organizational effectiveness.
An excellent place to start the review is with the recruitment meta-analysis conducted by
Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies to
estimate the effect sizes and path relationships between recruiting predictors (job/organizational
attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived
alternatives, hiring expectancies) and applicant attraction outcomes (job pursuit intentions,
job/organization attraction, acceptance intentions, job choice). This meta-analysis helps organize
and clarify a rather diverse literature, and there are many specific findings, with the key ones listed
below:
• Perceptions of person-organization fit (PO fit) and job/organizational attributes were the
strongest predictors of the various recruiting outcomes. The next strongest set of predictors
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 tended to be perceptions of the recruitment process (e.g., fairness), followed by recruiter
competencies and hiring expectancies. Interestingly, recruiter demographics or functional
occupation showed almost no relationship to the recruitment outcomes.
• Gender and study context (lab-field) were the only two moderators found to be important
(although others may exist that could not be tested). Interestingly, job/organizational
attributes and justice perceptions were weighed more heavily by real applicants, suggesting
lab studies may be primarily useful for studying early stages of recruitment.
• There was support for mediated recruitment models, such that recruitment predictors influence
job attitudes and job acceptance intentions, which in turn influence job choice. Although
acceptance intentions are the best proxy for actual job choice, they are an imperfect proxy.
• Discouragingly, actual job choice was studied infrequently and was poorly predicted. On
the other hand, given the nominal nature of job choice measures, one must wonder how
large this effect should be.
Overall, there is good support linking many recruitment predictors to intention and perceptual
criteria. The attributes of the job/organization and fit with the job/organization will influence
intentions and (modestly) behavior. Hard criteria are infrequently studied, and when they are, the
relationships are much smaller. We need to know how large these relationships could be, or can be,
for the top predictors. Finally, demographics of both the applicant and recruiter seem to play a
minor role, although individual differences may be more important. (Staffing in the 21st Century:
New Challenges and Strategic Opportunities Journal of Management 2006; 32; 868, Robert E.
Ployhart)

Selection

Personnel Selection Best Practices:

Personnel selection practices (e.g., interviews, ability and personality tests) continue to capture the
most attention from staffing scholars. There are several comprehensive reviews of selection
practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina, Ingerick, & Wiechmann
2003), as well as discussions of research and practical applications (Guion & Highhouse, 2006
Ployhart, Schneider, & Schmitt, 2006; Ryan & Tippins, 2004). Rather than review all this research,
the present review summarizes the major new developments. Procedures and arrangements for the
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selection and appointment of the members of the Scientific Committee of the European Union
Agency for Fundamental Rights (FRA)
Article 1: Pre-selection:

1. The selection of candidates for membership of the Scientific Committee of FRA shall be
advertised through a call for expressions of interest in accordance with the present procedures.The
call for expressions of interest shall be published in the EU Official Journal (OJ), in relevant
leading academic publications as well as the Agency’s website. The closing deadline for
submission of candidates’ expressions of interest shall be fixed six weeks after the above
mentioned publication.
2. The Director of the Agency shall prepare and organize the work for the pre-selection of the
members of the Scientific Committee. He or she shall chair a pre-selection panel, composed of the
Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe.
Two members of the FRA Management Board may attend the pre-selection panel as observers.
3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with the
eligibility requirements. Failure to comply with one of these requirements will result in the
exclusion of the concerned candidate from the next steps of the selection process.
4. The pre-selection panel shall then assess each eligible candidate according to the requirements
for selection. It will draw up an ‘Individual Assessment Form’ for each candidate which will
include a short comment, highlighting the specific values/shortcomings of the person.
5. The Director shall present the results of the pre-selection process to the FRA Executive Board,
including information on the candidates deemed ineligible.

Article 2: Selection

1. The Executive Board shall assess all the candidates on the basis of the established selection
requirements.
2. In this assessment the Executive Board shall take into account:
• The work of the pre-selection panel;
• The need that the specialist fields of the members of the Scientific Committee shall cover the
most relevant scientific fields linked to fundamental rights, in accordance with the mission and
objectives of FRA;
• The need to ensure even geographical and gender balance.
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3. The Executive Board shall submit to the Management Board a list of most eligible candidates.
This list should include more than eleven and fewer than twenty-two names. This list will also
include merit points and a conclusion concerning the suitability as a member of the Scientific
Committee for each candidate.
4. The Chair of the Executive Board shall present the results of the selection process to the
Management Board, including a record of the candidates not included in the lists mentioned above
as well as on candidates deemed ineligible.
5. The Agency services shall provide technical and logistic support for the selection process.

Article 3: Appointment

1. On the basis of the list submitted by the Executive Board, the Agency’s Management Board
shall appoint the members of the Scientific Committee, after having consulted the competent
committee of the European Parliament. The candidates not appointed shall be put on a reserve list.
2. Members will be appointed for a five-year term, which shall not be renewable.
3. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee.
In case of a vacancy, the Management Board shall appoint a new member from the reserve list.
The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific
Committee. However, in accordance with Article 14, paragraph 1 of the Regulation, the
Management Board shall follow a process of appointment identical to the one followed for the
appointment of the original member including consultation of the competent committee of the
European Parliament.

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 Recruitment and Selection Process

1.0 Scope
1.1 Purpose of the Procedure
2.0 Recruitment and Selection Framework
2.1 Overview of the process
3.0 Recruitment and Selection Provisions
3.1 Review the job and the need for it
3.2 Design Selection Process
3.2.1 Panel Composition
3.2.2 Selection Tests
3.2.3 Interview Questions
3.3 Advertising
3.3.1 Advertising of vacancies
3.4. Applications
3.5. Short-listing
3.6 Interviewing
3.6.1. Arrangements for interviews
3.7. Selection
3.7.1 Decision to Appoint
3.8 Offers
3.8.1 Offer of employment
3.9 Other Requirements
3.9.1 Post interview feedback & notification to applicants
(IPCC Politically Restricted Posts, 2008)

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From Askari bank website, (2008)

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1.0 Scope
1.1 Purpose of the Procedure:

Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to
retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how
to ensure as far as possible, that the best people are recruited on merit and that the recruitment
process is free from bias and discrimination.

1.1 Job Analysis

1.2 Form
1.3 Request to Fill
1.4 Job description
1.5 Person Specification

2.0 Recruitment and Selection Framework

2.1 Overview of Process

• Assess the need for the job and ensure there is adequate funding for it.
• Review the job description to ensure that it meets the present and future requirements.
• Review the person specification to ensure it meets the requirements of the job description.
• Design the selection process.
• Draft the advertisement and select the advertising media.
• Short list using the person specification only.
• Interview and test short-listed candidates.
• Validate references, qualifications and security clearances.
• Make appointment.
Managers hold the responsibility for ensuring this framework is followed. HR is available for
advice and will assist in general administration of the recruitment process.

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3.0 Recruitment and Selection Provisions
3.1 Review the Job and the Need for It

Managers need to consider the following issues:

• Is the job still necessary?
What value does it add to the team and to the delivery of service?
• How will the post be funded?
Positions outside of existing establishment require the Director’s and Chief Executive’s approval.
• Does the job description need updating?
If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team
is available to provide advice on constructing both job descriptions and person specifications and
advising on grading issues.
• Is this job a politically restricted post or will the incumbent have unsupervised access to children
or vulnerable adults?
• What type of employment could be offered?
Full-time, part-time?
Is job-sharing an option?
Permanent or fixed term contract, secondment or agency?
Use of fixed term contracts is most appropriate for covering a particular task/project/item of work
or an interim appointment. They should not normally be used to fill permanent posts.Agency staff
may be used to cover short term peaks in work or projects or interim vacancies, i.e. whilst a
permanent position is being advertised. Should total employment under any of these arrangements
extend beyond 12 months, the individual may have an entitlement to permanent employment
rights, including redundancy. Employment through an agency may count towards this 12 month
period. Use of secondments must be in accordance with the IPCC Secondment policy. If it is
proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the
Authority to Recruit form is completed and sent to HR as soon as possible.

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 3.2 Design Selection Process

Managers need to design the selection process they will use, giving consideration to the following
points:
3.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The Manager is responsible for
selecting interview panel members – being mindful of:
• The requirement that the panel consists of at least two people, and if possible, is mixed in terms
of race and gender
• The requirement that at least one panel member has received training on recruitment and equal
opportunities, normally limited to that provided by the IPCC. If not IPCC trained, the matter
should be referred to Human Resources.
• The requirement that each panel member be familiar with anti-discrimination legislation
• The willingness and ability of potential panel members to attend all interviews for the duration
of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates.
Panel members must be satisfied that their relationship with any candidate:
• Will not improperly influence their decision
• Will not give rise to suspicion about their motives

3.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job
criteria, is relevant, reliable, fair and unbiased – also considering the predictive capacities of tests),
they are an extremely useful tool and are recommended for use. Managers should seek advice from
HR on the use of such tests .All psychometric tests used in selection must be developed,
administered and interpreted by accredited people.

3.2.3 Interview Questions

Human Resources hold the IPCC Interview Guides that contain competency based interview
questions. Managers need to ensure they contact Human Resources prior to interview to obtain
copies of these guides.
28
 3.3. Advertising

Reaching any target market can be extremely difficult. Through niche websites like RD, you can
guarantee that the people using the service have an interest in your field. As more and more people
turn to online means for their information and service needs, an active web presence is vital for
any organization, large or small. Utilizing all the benefits of online advertising and adding the
clout already held by Australia's leading industry news provider, Specialist News, ads placed with
RD are a great way to generate interest in new products and services, or to improve awareness of
your brand.

3.3.1 Advertising the vacancy:

All vacancies at all levels must be advertised - there will be no “word of mouth” recruitment as
this can lead to indirect discrimination.
No vacancy can be advertised until the request to fill procedure has been completed, and up-to-
date job description, person specification and KSF outline have been sent electronically to the
Recruitment Office. These will ensure that: We do not break our own operational policies;
• Candidates receive the best possible information;
• We are properly prepared to respond to candidates’ enquiries;
• We are properly prepared to carry out the best interviews; possible and thus
• Make the correct decisions;
NHS jobs are the medium for externally advertised vacancies in the first instance. Internal
vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. External
vacancies will be advertised in the Vacancy Bulletin and NHS Jobs.
The recruiting manager should indicate the preferred advertising medium on the Request to Fill
Form in the event that no appointment has been made from advertising in the Vacancy bulletin and
NHS jobs.. If the recruiting manager wishes to advertise in more than 1 journal, he/she will agree
to fund 50% of the costs from the Directorate budget.
The HR department routinely monitors the cost and response rate of advertisements and, as a
result, will give advice on the choice of publications to ensure more cost-effective advertising. For
some posts it is not necessary to pay for expensive advertising space, when Job Centreplus or
internal bulletin can provide suitable candidates at no cost. Care will be taken to ensure that both
the wording and placement of advertisements encourage a wide cross-section of the population to
29
 apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment
Team and circulated throughout the Trust and to specific organizations. The aim of the
advertisement is to attract suitable candidates only, at the least cost. The information it should
contain is taken largely from the job description and the person specification, as set out below:
• Job title
• Grade and/or salary as appropriate
• Brief description of the post
• Essential requirements, such as shift work or travel
• Any positive features such as training prospects
• A contact person/telephone number for further information about the job
• Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:
• Consider possible internal candidates with an interest in the post.
• Determine if the position level requires an external search.
B. External Search:
• Advertising -
• Brief position description
• Minimum qualifications
• include information needed from candidate
I.A resume
ii.A letter from the candidate
iii.A concise work sample or essay (if applicable)
iv.Names & phone #s of 3 references
• State length of response time
• Ad placement (local, national, journals, etc.)
• Emails or faxes accepted?
• Focused Contacts - person-to-person networking.

30
The object is to reach good candidates who are happily and productively employed elsewhere, but
who may be open for a change. The recommended position announcement for all positions must
include a non-discrimination statement and be approved by divisional vice president and executive
director of human resources. A line ad may be placed with:
A) Chronicle of Higher Education
B) Area newspapers
C) Selected professional journals
and will be posted internally in accordance with established College policy to include our web
links.. Efforts should be made to target advertising to women and minorities. (Maximum Cost
$700) Letters of application and vitae will be received by the search committee through the
Department of Human Resources. A log of all applicants must be maintained and placed on file at
the end of the search in the Human Resources office. An EEO Data Form will be mailed to each
applicant to acknowledge receipt of their application as well as to collect specific data for diversity
analysis. When completed, this form remains separate from the candidate’s application and is not
available to the hiring manager or others involved in the search.

Running a Recruitment Campaign:

Once you have established realistic volunteer recruitment goals, completed the position
descriptions for your volunteer jobs, and thought through the reasons why people are motivated to
volunteer, you are ready to launch a formal volunteer recruitment campaign. Here are the
goals you need to concentrate on:
• Target the types of individuals best suited for your job descriptions. As
much as possible focus on those who reside in close proximity to the projected volunteer work site.
• Convince people to volunteer to work with you instead of with another
organization. Convincing and eye-catching informational materials are a must in recruitment.
Some tools to consider using include:
Press Releases:-for the print media (a short and a long version)
Public Service Announcements, TV, and Radio Announcements: - Public
Service Announcements (PSAs) and advertisements, for a few seconds or a few
lines (see appendices in Tools Section).

31
Posters, billboards, and buttons: Your informational materials must be so clear that readers
will understand your program’s volunteer needs, the job requirements, and job benefits. They must
be attractive without appearing extravagant, since you are asking people to work for free. They
must all be designed to make people act.
Recruiting from the Public at Large: To recruit volunteers from the public at large, here are
the experiences of ombudsmen and other recruiters in the field.
Using Print Media: Major local daily newspapers, weekly/monthly publications, and
newsletters.
Running Ads. Before purchasing ads, ask for donated space. One ombudsman coordinator
recruited some of the program's best people through this sample ad: "Our ombudsman program
wants highly professional people comfortable in resolving problems." The ad attracted a high
number of health care professionals not involved previously in long-term care.
Using Media Public Service Opportunities: Prepare Public Service Announcements (PSAs)
Ask the radio or TV stations to give you assistance in preparing your PSA. Here is what one
ombudsman said: Don't let timing stop you from recruiting. We sent out PSAs and recruited during
the middle of the Christmas holidays. The response was tremendous – volunteer forces were
increased by 50 percent. As the saying goes: nothing ventured ... nothing gained.
Requesting Businesses to Advertise on Bags or Wrappers: Request businesses in your
Community to include an ad for your program when they print their bags or wrappers.

Here are some ways to approach businesses.

1. Contact the company's community relations officer: If the officer is supportive, it may
lead to a steady source of volunteers. Some companies provide other types of agency support
where their employees volunteer.
2. Recruit through posters: You often can arrange to display your posters in stores,
Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the
decision makers. Make a brief statement about your program and ask for permission to display a
poster.
3. Ask public libraries to accept free bookmarks to give away: These could have a brief
program description on one side and explain why you need volunteers on the other side.

32
 4. Check out community clearing houses: In some cities there are organizations that put
volunteers together with community services programs. Often newspapers run a periodic column
that lists organizations’ needs for volunteers.

3.4. Applications:

A file will be set up for each individual vacancy and held in the Recruitment
Office containing the following:
• Application Form
• Job Description, person specification, KSF outline
• Terms & Conditions of Employment
• Information about the Department in which the vacancy exists should be provided by the
Manager (if available).
Any other relevant information, when an enquiry is received from an applicant without internet
access, an application pack will be sent within 24 hours.

3.5. Short listing:

Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short
listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two
people, one of whom should be the recruiting manager. All panel members participating in short
listing must be familiar with the job description, person specification and KSK outline.
Short listing must be based only on the information given in the application, which is assessed
against the criteria contained in the person specification and must be consistently applied to all
candidates. A record of the assessment must be recorded on the Shortlist Record Form or on NHS
Jobs. This is especially important in the event of any subsequent allegation of discrimination.
If there are large numbers of candidates meeting all the criteria for the job, it will be necessary to
examine the degree to which each candidate meets the essential criteria, and by short listing those
candidates who, in their application, demonstrate the greatest ability to meet the criteria which can
be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills
and abilities which broadly match the job description and person specification should also be short
listed, whether internal or external candidates.

33
 In order to avoid allegations of favoritism, anyone involved in the selection process, which is
connected by close friendship or is related to a candidate, must inform the appropriate HR
Business Partner. Where there is a declared interest, following guidance from the HR Business
Partner, a representative from HR may be included in the selection panel.
In situations where there are internal candidates only, it is recommended that a third party not
involved in the immediate area should be involved in the selection process and interview process.
This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is
selected on merit. A late application will be a genuine reason for not short listing a candidate and
only in very exceptional circumstances and in consultation with the HR Business Partner will a late
application be considered. It is recommended that the maximum number of candidates per shortlist
is six/eight.
3.6. Interview

“Any person to person between two or more individuals with a specific purpose in mind is called
Interview”
There are basically two types of Interviews.
• Structured Interviews
• Unstructured Interviews

Structured Interviews:

In which interviewer asks those questions which are pre- defined.

“One type that has been widely studied and is considered relatively structured is situational
questions (M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al., 1942; Hakel, 1971;
Latham & Saari, 1984; Latham et al., 1980; Latham & Skarlicki, 1995; Robertson et al., 1990;
Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990; Walters et al., 1993; Weekley & Gier, 1987).

Unstructured Interviews:

In which interviewer asks those questions which are not pre- defined which ask randomly.
The development of questions from incidents is part of the art or, at least, the unwritten aspects of
structured interviewing. Some authors acknowledge that "literary license" is needed (Latham &
Saari, 1984, p. 569). Incidents are often grouped into dimensions first (Motowidlo et al., 1992;

34
 Robertson et al., 1990), then the incidents that best represent the dimensions are turned into
questions (Latham et al., 1980).
“If necessary, questions can be repeated, or candidates can be given a card containing the question
“(Green et al., 1993)

3.6.1. Arrangements for interviews

Interviewing and selecting:

You may as well toss a coin’ Professor Eysenck's opinion on the validity of the interview as a
selection device is well known. Nevertheless the interview seems likely to remain as the principle
selection device despite its faults. To sharpen the effectiveness of the interview the panel should
ask the candidate to give a presentation. This offers the chance for the candidate to show what they
have achieved, show how they hope to fit in and illustrate their communication skills. The
interviewer needs to posses three different skills
• Information gathering, to elicit the facts
• Interpreting and evaluating information, to consider what the facts mean.
• Decision making, to act on the facts and the analysis.
Gathering the information, eliciting the facts.
The right physical environment is important. Interviews require a quiet undisturbed room. If the
interview is informal a circle of chairs of equal height and similar spacing may well be appropriate.
If the interview is formal and held round a table. Spacing and lighting are also important. The
candidate should not be asked to walk miles to their seat, nor blink into the silhouettes of the
interview panel against a window. The chairman should make the candidate welcome introduce the
panel by name, and say whom they represent.
The format of the interview should be outlined to the candidate. The interviewer needs to listeand
to develop an interested and attentive interviewing style, with plenty of eye contact. Verbal
reinforcement should be forthcoming from the interviewer. Silence can be used in a positive way
to allow the candidate to develop their answers fully. Questions should be linked to what the
candidate has said to elicit a flow of information.
They should include:

A. Problem questions:
These suggest a situation specific to the job where the candidate must show their capacity to, for

35
example, priorities tasks under pressure. What was your most challenging situation in the last
year and how did you deal with it?
B. Open questions:
‘Tell me about….’
C. Probing questions:
‘Why do you want to leave your present job’ or ‘What was your worst moment there?’
D. Closed questions:
These interrupt the information low in order for the interviewer to redirect it to a new topic.
‘When did you…? or how many…?’
At the end consider if you have gathered the information necessary for a decision. Ask the
candidate back in if a question needs clarification. Allow the candidate, to question the panel, or
offer the information on areas such as salary, study facilities, start date, accommodation or
questions regarding the job description. Interpreting and evaluating the information Interviewer,
know thy self.
Making the decision

The panel should:

• Consider whether each candidate is appointable.

Do they fulfill the essential criteria?
Do they match the person specification?
• Each panel member should rank the candidates without conferring with other panel members.
• Choose the best candidate.
Never choose person of lesser ability out of fear of being overshadowed. This produces a dull
Un progressive unit. On the other hand Einstein might not fit well with the team.
• Use references to back up your choice, to screen for factors which disqualify rather than qualify.
References have greater value as a negative test rather than a positive one to highlight an abrasive
personality or poor sickness record.

Screening Interviews:

These are usually shorter interviews used for the purpose of conducting a brief evaluation of a
Candid ate. Successful candidates are asked back for a more in-depth interview.
36
 One-on-one interviews:
These interviews involve a candidate being questioned by one interviewer – also common in
early stages of selection.
Telephone Interviews:

Occasionally interviews are conducted over the telephone. This can be a disorienting experience
mainly because neither party can see each other. Hence you need to rely on verbal cues from the
interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice.
Avoid being caught unawares and unprepared for a telephone interview – you are entitled to have
at least a day’s notice to prepare. Find a quiet comfortable place where you can ensure there won’t
be any interruptions.

Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often on-site with the
employer. Panels consist usually of 2-3 people, often from different parts of an organization eg. a
graduate recruitment specialist, a technical expert and a person representing the area you could
work in. Ensure you address all panel members equally. These interviews are sometimes
incorporated as part of an assessment centre.

Case Study Interviews:

Some organizations, especially consulting firms, use case study questions to evaluate Candidate’s
analytical skills. These scenarios can often be quite challenging. The Careers Centre has a range of
tips and resources to help prepare for these interviews.
At the Interview: Questions to Expect
Most questions asked at interview can be predicted and usually focus on three issues:
• Can you do the job? Do you have the qualifications and/or skills?
• Will you do the job? Do you have the enthusiasm/motivation?
• Will you fit in? Could they work with you? Do you get on well with people?
Here are some interview common questions:
• What interests you about this position?
• Why do you think you would be successful in this position?
37
• Competency-Based Interviews:
Competency or behavior-based interviews operate from the premise that the most accurate
predictor of future performance is past behavior in a similar situation. This type of interview is
now commonly used in selection processes. Questions are probing in nature and the competencies
employers look for include:
• Team work/interpersonal skills
Give me some examples about when you have had to handle difficult people.
• Achievement drive
What would be the best example of you giving a project or piece of work your absolute best effort
and being disappointed by the outcome? What would you do differently a second time?
• Flexibility
Tell us about a time when you have had to adapt quickly to substantially changed circumstances
at university or at work.
• Persuasiveness and negotiation ability
Describe a time when you have been required to negotiate in difficult circumstances. Why was it
important for you to become involved? What strategies did you use?
• Analytical thinking
Describe a project that you have worked on that has required a high level of analysis and
contribution of new ideas.
• Customer/Client service
Tell us about a time when you have delivered a high level of customer service. How did you
know?
Be specific in your responses to such questions by using examples from your own experience to
describe:

38
 3.7. Selection

3.7.1 Decision to Appoint:

After interview process the require candidate is selected for a job. Panel members decide to hire
that individual who is fulfilling the requirements.
3.8. Offers
3.8.1 Offer of Employment:

Organization offers the job to the Individual.

3.9 Other Requirements:
3.9.1 Post interview feedback & notification to applicants:

HR is responsible for providing all candidates with written notification of the outcome of their
application. If feedback is requested from an unsuccessful short-listed candidate, the manager
should provide a valid reason to the candidate for rejection together with constructive feedback.
Written feedback will not normally be provided.

3.9 Monitoring Recruitment and Selection (Reporting):

HR will monitor the recruitment processes to ensure they are not discriminatory and will provide
statistical data to the Senior Executive Group on a regular basis.

39
 Role of Recruiter

WHY YOU SHOULD USE A RECRUITER:

Working with Executive Recruiters

Executive Recruiters hold the keys to the "hidden job market" - career opportunities that aren't
posted anywhere else. These professionals hold great influence within the hiring organization, and
it's important for jobseekers to understand how to leverage this resource as part of their overall
career strategy. What follows are a few facts about executive search firms, and how executive
recruiters can help advance your career.(India@careerstrides.com)

Four Key Facts About Executive Recruiters:

1. Jobseekers do not pay fees to search firms. Instead, the companies that hire recruiters to fill a
position pay for their services. This fee is calculated using the starting salary of the position, and
can range from 15%-35% of that salary. Be wary of any recruiter who asks you to pay them a
fee…If you are asked to pay a fee for job placements services, please let us know immediately.
2. There are two types of search firms - Retained and Contingency. While both types charge fees
only to the hiring organization, it is important to note the differences. When the hiring company
retains a recruiting firm, that firm is paid regardless of the results of the search. Retained firms are
typically used to fill higher-level positions at $100,000+ salaries. Contingency search firms receive
payment only when their candidate is hired.
Over the last few years the "search" industry has gone through some significant changes. While
contingency firms have generally always accepted retained work, many retained firms now accept
contingency work…You decide which type of recruiter is right for you!
3. Don't limit your search by geography. For many higher-end job assignments, recruiting firms
will look nationally or even internationally. It is absolutely in your best interest to gain exposure
among search firms who fill positions in your industry, function and salary range, no matter where
they are. A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston.
That being said, it's much easier to network with local recruiters and they can be an invaluable
resource when penetrating the local hiring market, particularly for non-executive positions.

40
4. Some search firms specialize, while others don't. To make your search as effective as possible,
target your efforts towards recruiters those work in your respective industry and/or specialize in
your job function. As you begin to network with these specialized recruiters you'll find they are
very much aware of where opportunities exist within the micro hiring "economies" of your shared
areas of expertise. However, generalist firms should not be ignored, especially at the higher
executive ranks….Whether retained or contingency fee-based, search firms are handsomely
rewarded for filling positions on behalf of their corporate clients. Thus, networking and building
relationships with qualified, reputable recruiters is a critical component of career management
strategies.

Making Contact with Your Selected Executive Recruiters:

Next, identify all of the communication channels that make sense for the firms and recruiters
you've identified. The firm may offer an online mechanism for posting and/or sending your esume
and cover letter. Review the firm's website for job opportunities currently under research, and
establish the preferred communication medium for that firm. In all cases, respect the indicated
communication preferences of the firm and/or the individual recruiter.
Not unlike introducing your professional "brand" to a hiring organization, make sure your cover
letter and resume/CV are both positioned appropriately for the areas of expertise in which the
recruiter works. Keep in mind that recruiters are not career managers. They may not have the
expertise or inclination to advise you on changes to your cover letter and resume, so make sure
they're tight before you send them. After providing your credentials in whatever communication
medium you think makes sense, consider a follow up a few weeks later with another
communication attempt. What you're striving for is a personal contact from the recruiter.
Depending on your "hirability" (qualification level, experience etc.) you may have to be in the
right place at the right time to be recognized at a personal level.

How Recruiting Firms Can Make a Difference In Your Career:

When contacted by a recruiter treat them as though they are the hiring organization. Be
professional, make your best impression, sell yourself and your "hirability", and understand that
executive recruiters have access to a lot of talent. Remember, the recruiter doesn't work for you so
don't expect personal, individualized service. Working with executive recruiters is not an event - it
41
is a process. We have testimonials from Directory of Executive Recruiters clients that indicate
when working with an Executive recruiter, the "hiring cycle" can take anywhere from two days to
two years! In either case though, most positions secured through executive recruiters fit into the
"dream job" category.
(Article taken from: ©2007 Kennedy Information, Inc. Kennedy Information is a Subsidiary of
BNA.These articles are provided by Career Forum, Inc. as a courtesy to our candidates. We can be
reached at: (www.careerforum.com.)

A Recruiter’s Perspective

Here's what U.S. Army recruiters say about the pressures that they face -- from confidential e-mail
messages to "News Channel 5 Investigates" and from blog postings:
"I think the public needs to know what is done to these great soldiers each and everyday. I am a
recruiter assigned to [delete for recruiter's protection]. I know what goes on every day. Personally
have been threatened because I did not make my quota. The fact is that less then 3 in 10 are
qualified to join. Unless some rules are bent or broken, we would never get them in – and if we
don't get them in, our career is ruined! No matter how honorably you served when you were in the
mainstream Army, no matter what medals you were awarded, when you get snatched by
Recruiting Command you are a nobody, and you are treated as such. Time with your family is
taken away, weekends taken away, negative evaluation reports -- all because people don't want to
join the Army."
"Most recruiters are forced to do the thankless ... job it is. They don't want to be there. The job is
horrible, and there is nothing you can do about it. Recruiters get threatened all the time with their
jobs if they don't get people in -- every single month, late hours, and six, sometimes seven days a
week. Before they were recruiters, they served their country in Iraq and many other places keeping
your ass safe and free."
"Recruiting in today's circumstances is by far the toughest job the Army or any other branch has to
offer. In this time of war which people tend to be afraid of, as well as the increasing number of
high school drop outs and the number of potential recruits with a disqualifying criminal
background, it has become near impossible to find qualified soldiers for today's military. The
finger should not be pointed at these recruiters. It should be focused on the people in charge,
pressuring these soldiers to act in desperation and to go against their moral and ethical beliefs. In
42
all the cases you showed, the recruiter was hesitant to and seemed to not want to go the dishonest
route, but something still forced them to add in at the last minute the possibility of cheating the
system. Why is that? I know from experience that a recruiter is under a huge amount of stress and
pressure from the upper ranks within the chain of command. The recruiters are punished and
looked down upon if the monthly quotas are not met. Recruiters are forced to work long hours six
to seven days a week -- from as early as seven o'clock in the morning, sometimes not getting home
to after 10 p.m. Time spent with amily and loved ones is almost non-existent, and many recruiters
would rather be deployed to Iraq or Afghanistan than to have to work under their current
conditions. If the monthly quotas are not met, recruiters are often ordered to attend corrective
training that usually takes place early in the morning or long after the work day should have ended.
These dishonest acts are actually acts of desperation, recruiter trying to improve the individual
quality of life and maybe help them get a break."
"Most recruiters like myself are forced to come out here and perform this duty. This is not our
normal, everyday job in the military. We have to come out here and do this job -- or get out.Some
of us out here have a difficult time finding individuals to join. Most of us don't possess the skills to
be in sales. That's why we joined the military. In normal cases, one would just switch jobs. But in
the military, you do it or face the negative wrath of the Recruiting Command. In some places,
recruiters are forced to work 12 to 14 hour days, six days a week. The only way they can get time
off is to put people in the Army.

From JACK ARMY blog:

"For failing to make mission (this means that my recruiting station did not enlist our mission then
umber of enlistments assigned to my station for a given month), I was degraded and ridicule
instead of being trained, mentored, coached, lead to success. Yet I continued to believe. I
continued to put in 60 - 70+ hours per week trying to find ways to get my detailed recruiters to
achieve success, only to suffer a repeat of past degradations and ridicule. Sound like a professional
organization to you? The icing on the cake? Well, if you've been reading JACK ARMY for this
past year, you've probably figured out that something drastic happened that caused USAREC
[U.S.Army Recruiting Command] to cut me loose from the fold. Not only was I cut loose, but I
was degraded yet again in the form of a General Letter of Reprimand and a Relief for Cause
NCOER.

43
I couldn't bring myself to think that senior non-commissioned officers could be anything less than
professional. Over the course of the months from November 2004 to about the same time in 2005,
I realized that I was a fool. Not only did senior NICO’s lose their professionalism, so did many
officers in USAREC at the time. And my faith in USAREC was proved to be foolish and mis
placed. So, do I recommend recruiting duty to young sergeants and staff sergeants in the US
Army? What do you think?"

From "Adventures of a Detailed Recruiter" blog:

"As I was riding home from work a white Tahoe with huge tires flew out of a side street. It barely
stopped before it became a wall into which my motorcycle would thrown me. As I passed it I
thought for a second 'Man, I wish that the hood had just jutted out enough that I could have naile
dit.' I've gone over the hood of a car before. It hurts but as long as there is nothing in front of you
when you land, you'll be able to walk away with a few broken bones. Nothing terrible. Had that
horrible thing happened, I'd have probably been jacked up enough to get a day or two in the
hospital, maybe some surgery to fix a bone or something. In short, I'd have gotten some time away
from recruiting. No, I'm not thinking of killing myself (no, you can't have my stereo), and I pushed
that thought out of my mind as soon as I realized I'd thought it, but it was there for the fleet ingest
of moments."(Borman, W. C. (1982). Validity of behavioral assessment for predicting military
recruiter performance. Journal of Applied Psychology, 67, 3-9.)

44
 Chapter # 3
The Significance of the Study:
The study will broaden our understanding the affect of independent variables which are
Recruitment sources, Interview and Recruiters on the dependent variable which is Recruitment and
Selection Process. Current study will add to existing body of knowledge by signifying.

1. Recruitment and selection process importance

2. Recruitment sources affects on Recruitment and selection process
3. Interviews 3ffects on Recruitment and selection process
4. Recruiters affects on Recruitment and selection process

45
 Theoretical Framework

Recruitment
Sources

Recruitment
And Selection
Interviews
Process

Recruiters

Independent Variable Dependent Variable

46
 Chapter # 4
Research Questions:

Main Questions:

Does Recruitment sources, Interviews and Recruiters effects on Recruitment and selection process?
Sub Questions:

1. Does Recruitment sources affects on Recruitment and selection process

2. Does Interviews affect on Recruitment and selection process.
3. Does Recruiters affect on Recruitment and selection process.

Key Terms of the Study Defined:

Recruitment and selection process, Interviews, Recruiters.

Recruitment and Selection Process:

Recruitment and Selection Process is basically very simple but important process for any
organization because all departments require Recruitment and Selection Process efficiency. In this
process we have to things Recruitment and Selection, firstly company bring more and more
candidates and then put them on the selection process after the selection of final candidate this
process is completed.
The Methodology;

Keeping the requirements in mind, I use a longitudinal research design because data has been
gathered after the great struggle of three months.

Sampling Technique and Sample;

For knowing the affect of Recruitment sources, Interviews and Recruiters on Recruitment and
selection process a lot of effort has been put in the gathering of data. A sample of 200 employees has
been used to conduct the study. I had got information one time within three months.
Participants:
Two hundred questionnaires were distributed to almost 11 organizations. Some organizations
required approval from the organization head before participations.

47
 Data Analysis and Interpretation

Firstly, In Data Analysis and Interpretation Process, we should clearly write down the missing
values which are left blank by the respondents.

Missing values:

Statistics

Recruitment Recruitment
& selection & selection Recruitment Best
process is process Recruitment and recruitment
effective for increase & selection selection source
the efficiency in process effect process increase the
organization the on all he depends on efficiency of
al organizational organization recruitment the r & s
Gender objectives? activities? departments? sources? process?
N Valid 200 200 200 200 200 200
Missing 0 0 0 0 0 0

Statistics

Which
is the Better result
best of r & s can Different Which
source be increased Interviews are methods of methods
for by R & s process the basic filter interviews should be
recruitm recruitment depends on of the r & s should be used for
ent? sources? interviews? process? used? recruitment?
N Valid 200 200 200 200 200 200
Missing 0 0 0 0 0 0

48
 Statistics

Better
Result
of R & End results of Recruiter
S can be Recruitment R&S Recruiter behavior
increase & Selection Process can should be should be
d by Process be wrong Knowledgeab Neutral Better Result of R &
Intervie depends on because of le and towards S can be increased
ws? Recruiters? Recruiters? Experience? candidates? by Recruiters?
N Valid 200 200 200 200 200 200
Missing 0 0 0 0 0 0

Descriptive Analysis:-

Descriptive Analysis refers to how will collect data and represent it in a form that we may be able to
define the concrete proof of what we are trying to achieve through our study while considering
numerical value which are authentic and calculated with reliable source of computation, in the
following information through various mythological concerns have been posted with their
interpretation.

49
 Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Gender 200 1.00 2.00 1.3950 .49008
Recruitment & Selection process
is effective for the organizational
200 1.00 4.00 1.4250 .58831
objectives?

Recruitment & Selection process

increase efficiency in the
200 1.00 4.00 1.6050 .65661
organizational activities?

Recruitment & Selection process

effect on all he organization
200 1.00 5.00 1.8350 .69295
departments?

R & S Process depends on

recruitment sources? 200 1.00 5.00 1.8700 .84061

Best Recruitment Source

increase the efficiency of the r &
200 1.00 1.00 1.8850 1.37522
s process?

Which is the best source for

recruitment? 200 1.00 5.00 1.6950 .68139

Better result of R & S can be

increased by recruitment
200 1.00 5.00 1.6550 .88310
sources?

R & S Process depends on

interviews? 200 1.00 5.00 1.8950 .84709

Valid n (list wise) 200

50
 Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Interviews are the basic filter
200 1.00 1.00 1.9000 1.37091
of the R & S Process?
Different methods of
200 1.00 5.00 1.7000 .67993
Interviews should be used?
Which methods should be
used for Recruitment? 200 1.00 5.00 1.7200 .68112

Better Result of R & S can be

increased by Interviews? 200 1.00 5.00 1.6650 .87556

R & S Process depends on

200 1.00 5.00 1.8700 .84061
Recruiters?
End results of R & S Process
can be wrong because of 200 1.00 4.00 1.9250 1.52017
Recruiters?
Recruiter should be
Knowledgeable and 200 1.00 5.00 1.6850 .68419
Experience?
Recruiter behavior should be
200 1.00 5.00 1.7100 .68428
Neutral towards candidates?
Better Result of R & S can be
200 1.00 5.00 1.6600 .87649
increased by Recruiters?
Valid N (list wise) 200

The whole table represents that questions description posted there are total 2oo respondents while
their range of position answers on the data collection method (questionnaire) upon discussed
question variable to variable differs among themselves maximum value represents last answering
option choose by the respondents and minimum value represents most high end option chooses by an
respondent in a particular category further mean values represents the overall computed calculation
of the discussed data and standard deviation shows the possible variation among the question
discussed.
Frequency Table of all Nominal Questions

51
There are frequency tables of my all dependent and independent variables. My dependent variable is
Recruitment and Selection. Independent variables are Recruitment Sources, Interview and
Recruiters. Frequency of all the questions of my variables in my questionnaire is mentioned below

Gender

Frequency Percent Valid percent Cumulative percent

Valid Male 121 60.5 60.5 60.5
Female 79 39.5 39.5 100.0
Total 200 100.0 100.0

Regression

52
In this section, we will define the relationship between the dependent and independent variable.
Dependent variable is “Recruitment and Selection Process” and Independent variables are
Recruitment Sources, Interview and Recruiter.

Hypothesis # 1:-

This research shows the relation between Recruitment and Selection Process and Recruitment
Sources.

Ho There is no relationship between Recruitment and Selection Process and Recruitment Sources?
H1: There is relationship between Recruitment and Selection Process and Recruitment Sources?

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Sources . Enter
a. All requested variables entered.
b. Dependent Variable: Recruitment and Selection Process

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

a
1 .163 .027 .022 .45520
a. Predictors: (Constant), Sources

From the above Table we can watch the affect of Recruitment sources on the Recruitment and
Selection Process. For this, we will have to consider the value of adjusted R Square .The value of
Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and
Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.022.So at the
end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.022
times.

53
 ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 1.123 1 1.123 5.419 .021a
Residual 41.028 198 .207
Total 42.151 199
a. Predictors: (Constant), Sources
b. Dependent Variable: Recruitment and Selection Process

Coefficients

Un Standardized Coefficients Standardized Coefficients

Model B Std. Error Beta t Sig.
1 (Constant) 17.43
1.858 .107 .000
1
Sources -.133 .057 -.163 -2.328 .021
a. Dependent Variable: Recruitment and Selection Process

Explanations:-

The table shows the relationship between Recruitment and Selection Process and Recruitment

Source. Here significance level is .021.which is .021< 0.05.SO in this case Null Hypothesis ( Ho) is
rejected and Alternative Hypothesis ( H1) is Accepted.
So, at the end we can say that “There is relationship between Recruitment and Selection Process and
Interview”.

Regression between Recruitment and Selection process and Interview

54
Hypothesis # 2:-

This research shows the relation between Recruitment and Selection Process and Interview.

Ho: There is no relationship between Recruitment and Selection Process and Interview?
H1: There is relationship between Recruitment and Selection Process and Interview?

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Interviews . Enter
a. All requested variables entered.
b. Dependent Variable: Recruitment and Selection Process

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .145a .021 .016 .45655
a. Predictors: (Constant), Interviews

From the above Table we can watch the affect of Interviews on the Recruitment and Selection
Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R
square will tell us that how much Interviews affects on Recruitment and Selection Process. So, it is
clear from the values of Adjusted R Square which is 0.016.So at the end we can say this Interview
affect on Recruitment and Selection Process 0.016 times.

55
 ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression .880 1 .880 4.223 .041a
Residual 41.270 198 .208
Total 42.151 199
a. Predictors: (Constant), Interviews
b. Dependent Variable: Recruitment and Selection Process

Coefficients

Unstandardized Coefficients Standardized Coefficients

Model B Std. Error Beta t Sig.
1 (Constant) 14.92
1.870 .125 .000
7
Interviews -.140 .068 -.145 -2.055 .041
a. Dependent Variable: Recruitment and Selection Process

Explanation:-

The table shows the relationship between Recruitment and Selection Process and Interview. Here

significance level is 0.041.which is 0.041<0.05.SO in this case Null Hypothesis ( Ho) is rejected and
Alternative Hypothesis ( H1) is Accepted.
So, at the end we can say that “There is relationship between Recruitment and Selection Process and
Interview”.

56
 Regression between Recruitment and Selection process and Recruiter

Hypothesis # 3:-

This research shows the relation between Recruitment and Selection Process and Recruiter.

Ho: There is no relationship between Recruitment and Selection Process and Recruiter?
H1: There is relationship between Recruitment and Selection Process and Recruiter?

Variables Entered/Removed

Model Variables Entered Variables Removed Method

1 Recruiter . Enter
a. All requested variables entered.
b. Dependent Variable: Recruitment and Selection Process

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .168a .028 .023 .45485
a. Predictors: (Constant), Recruiter

From the above table we can watch the affect of Recruitment sources on the Recruitment and
Selection Process. For this, we will have to consider the value of adjusted R Square .The value of
Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and
Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.023.So at the
end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.023
times.

57
 ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression 1.186 1 1.186 5.733 .018
Residual 40.964 198 .207
Total 42.151 199
a. Predictors: (Constant), Recruiter
b. Dependent Variable: Recruitment and Selection Process

Coefficients

Unstandardized Coefficients Standardized Coefficients

Model B Std. Error Beta t Sig.
1 (Constant) 1.888 .116 16.285 .000
Recruiter -.151 .063 -.168 -2.394 .018
a. Dependent Variable: Recruitment and Selection Process

Explanation:-

The table shows the relationship between Recruitment and Selection Process and Interview. Here

significance level is 0.041.which is 0.018<0.05.SO in this case Null Hypothesis ( Ho) is rejected and
Alternative Hypothesis ( H1) is Accepted.
So, At the end we can say that “There is relationship between Recruitment and Selection Process and
Interview”.

GRAPH
58
Now we discuss the relation between variables through Graphs. Firstly, we have the graph which is
showing the relationship between Dependent variable “Recruitment and Selection Process” and
independent variable “Recruitment Sources”.
After applying the conditions, following conditions formed. This graph showing the linear
relationship between both these variables. Similarly, most of the respondent’s response is falling in
the side of independent variable. Most of the respondents mark on Agree, Strongly Agree.
The graph shows the relationship between recruitment and selection process and recruitment sources
is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear
is 0.029.Now, we have the following calculation,

R Sq Quadratic 0.029
R Sq Linear -__ 0.027.
-------------------------------------------------------------------------------
Result 0.002 < 0.05----------------> Linear.
If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.
Secondly, we have the graph which is showing the relationship between Dependent variable
“Recruitment and Selection Process” and independent variable “Interview”.
59
After applying the conditions, following graph formed. This graph showing the linear relationship
between both these variables. Similarly, most of the respondent’s response is falling in the side of
independent variable. Most of the respondents mark on Agree, Strongly Agree.
The graph shows the relationship between recruitment and selection process and recruitment sources
is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear
is 0.029. Now, we have the following calculation,
R Sq Quadratic 0.029
R Sq Linear - 0.021.
-------------------------------------------------------------------------------
Result 0.008 < 0.05----------------> Linear.

If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.

60
Thirdly, we have the graph which is showing the Relationship between Dependent variable
“Recruitment and Selection Process” and independent variable “Recruiter”.
After applying the conditions, following graph formed. This graph showing the linear relationship
between both these variables. Similarly, most of the respondent’s response is falling in the side of
independent variable. Most of the respondents mark on Agree, Strongly Agree.
The graph shows the relationship between recruitment and selection process and recruitment sources
is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear
is 0.029. Now, we have the following calculation,

R Sq Quadratic 0.068
R Sq Linear -__0.027.
-------------------------------------------------------------------------------
Result 0.041 < 0.05----------------> Linear.
If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.

Histogram

61
Now we will use another kind of Graphs which will helps a lot for understanding the relationship
between variables which is called HISTOGRAM.Firsly, we take the Dependent variable
“Recruitment and Selection Process”.

Strongly Agree = 1
Agree = 2
Strongly Disagree = 3
Disagree = 4
Never = 5

From the above graph which is showing the response of the respondents regarding Recruitment and
Selection process. Most of the participant’s lies in 1 to 3.This graph is showing the Normal
Distribution on the graph .We has mean 1.62 standard deviation 0.46. Most of the respondents mark
on Agree, Strongly Agree.

Secondly, we take the Independent variable “Recruitment Sources”.

62
Strongly Agree = 1
Agree = 2
Strongly Disagree = 3
Disagree = 4
Never = 5

From the above graph which is showing the response of the respondents regarding Recruitment and
Selection process. Most of the participant’s lies in 1 to 3 This graph is showing the Normal
Distribution on the graph .We has mean 1.78 standard deviation 0.564. Most of the respondents
mark on Agree, Strongly Agree.

Thirdly, we take the Independent variable “Interview”.

63
Strongly Agree = 1
Agree = 2
Strongly Disagree = 3
Disagree = 4
Never = 5

From the above graph which is showing the response of the respondents regarding Recruitment and
Selection process. Most of the participant’s lies in 1 to 3 This graph is showing the Normal
Distribution on the graph .We have mean 1.78 standard deviation 0.476. Most of the respondents
mark on Agree, Strongly Agree.

Fourthly, we take the Independent variable “Recruiters”.

64
Strongly Agree = 1
Agree = 2
Strongly Disagree = 3
Disagree = 4
Never = 5

From the above graph which is showing the response of the respondents regarding Recruitment and
Selection process. Most of the participant’s lies in 1 to 3This graph is showing the Normal
Distribution on the graph .We has mean 1.77 standard deviation 0.512. Most of the respondents
mark on Agree, Strongly Agree.

Correlations

In correlation we will go for Pearson because for Pearson there should be two conditions which
65
 Are as
1. Relationship between variable should be Linear.
2. Data should be normally distributed.
Through correlation we can know this thing that there is association between these variables.

Correlations

Recruitment and Selection Process Sources

Recruitment and Pearson Correlation 1 -.163*
Selection Process Sig. (2-tailed) .021
N 200 200
Sources Pearson Correlation -.163* 1
Sig. (2-tailed) .021
N 200 200
*. Correlation is significant at the 0.05 level (2-tailed).

This above Table is showing the Recruitment and Selection Process and Sources correlation. Values
are coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process.
From the graph it is clear that there association between Recruitment and Selection Process Sources
because value is coming whci is - 0.163 which is less than 1 which prove thet fact that there is
association between these variables Recruitment and Selection Process Sources.

Correlations
Recruitment and Selection Process Interviews
Recruitment and Pearson Correlation 1 -.145*
Selection Process Sig. (2-tailed) .041
N 200 200
Interviews Pearson Correlation -.145* 1
Sig. (2-tailed) .041
N 200 200
*. Correlation is significant at the 0.05 level (2-tailed).

This Table is showing the Recruitment and Selection Process and Interviews correlation. Values are
coming which are as -0.145 and 1 for the Interviews and Recruitment and Selection Process.

66
From the graph it is clear that there association between Recruitment and Selection Process Sources
because value is coming whci is - 0.145 which is less than 1 which prove thet fact that there is
association between these variables Recruitment and Selection Process Sources.

Correlations

Recruitment and Selection

Process Recruiter
Recruitment and Pearson Correlation 1 -.168*
Selection Process Sig. (2-tailed) .018
N 200 200
Recruiter Pearson Correlation -.168* 1
Sig. (2-tailed) .018
N 200 200
*. Correlation is significant at the 0.05 level (2-tailed).

This Table is showing the Recruitment and Selection Process and Sources correlation. Values are
coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process.
From the graph it is clear that there association between Recruitment and Selection Process Sources
because value is coming whci is - 0.168 which is less than 1 which prove that fact that there is
association between these variables Recruitment and Selection Process Sources.

67
Strength of Relation between Recruitment and Selection process and

Recruitment Sources:

Through the values of phi and Cramer, we can easily define he strength of the relationship between
Strength of Relation between Recruitment and Selection process and Recruitment Sources.Threr are
actually two different situations which are as
If the amount of the boxes is less than 9 then we will take the value of Phi. If the amount of the
boxes is more than the 9 then we will take the value of Cramer.

Case Processing Summary

Cases
Valid Missing Total
Percen
N Percent N Percent N t
Recruitment ands Selection Process * 100.0
200 100.0% 0 .0% 200
Sources %

Recruitment and Selection Process * Sources Cross tabulation

Sources
Total

1 1.25 1.5 1.75 2 2.25 2.5 2.75 3 3.25 3.5 4 4.25

Recruitment 1 1 9 4 8 4 2 2 1 0 0 0 0 1 32
and Selection
Process
1.33333333333333 1 10 15 2 6 5 2 2 1 4 2 1 0 51

1.66666666666667 0 9 22 24 6 2 4 1 1 0 1 0 0 70

2 1 5 6 5 4 0 2 0 0 0 0 0 0 23

2.33333333333333 0 1 1 3 1 1 0 0 0 0 0 0 0 7

2.66666666666667 1 7 5 2 0 0 1 1 0 0 0 0 0 17

Total 4 41 53 44 21 10 11 5 2 4 3 1 1 200

68
 Symmetric Measures

Value Approx. Sig.

Nominal by Phi .575 .274
Nominal Cramer's V .257 .274
N of Valid Cases 200

Explanation:-

From the above Table it is clear that there are more than 9 boxes that is why we will take the value

of Cramer which is 0.257 which means that there is weak relationship between Strength of Relation

between Recruitment and Selection process and Recruitment Sources.

Strength of Relation between Recruitment and Selection process and Interviews:

Through the values of phi and Cramer, we can easily define he strength of the relationship between
Strength of Relation between Recruitment and Selection process and Interviews.Threr are actually
two different situations which are as
If the values of the boxes are less than 9 then we will take the value of Phi. If the amount of the
boxes is more than the 9 then we will take the value of Cramer.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Recruitment and selection Process *
Interviews 200 100.0% 0 .0% 200 100.0%

Interviews
Total

69
 1 1.2 1.4 1.6 1.8 2 2.2 2.4 2.6 2.8 3 3.2 3.4 3.6
Recruitment 1 1 2 7 11 6 2 1 0 1 0 0 0 1 0 32
and
Selection 1.3333333333333 2 4 6 11 9 3 2 6 0 1 3 3 0 1 51
Process
1.6666666666666 0 4 12 12 20 5 8 4 2 2 1 0 0 0 70

2 0 3 4 12 1 3 0 0 0 0 0 0 0 0 23

2.3333333333333 0 0 0 4 1 1 1 0 0 0 0 0 0 0 7

2.6666666666666 1 2 6 6 0 0 0 2 0 0 0 0 0 0 17

Total 4 15 35 56 37 14 12 12 3 3 4 3 1 1 2.E2

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Phi .627 .118
Cramer's V .281 .118
N of Valid Cases 200

Explanation:-

From the above Table it is clear that there are more than 9 boxes that is why we will take the value

of Cramer which is 0.281 which means that there is weak relationship between Recruitment and

Selection process and Interviews.

Strength of Relation between Recruitment and Selection process and Recruiters:

70
Through the values of phi and Cramer, we can easily define he strength of the relationship between
Strength of Relation between Recruitment and Selection process and Recruiters.Threr are actually
two different situations which are as
If the boxes are less than 9 then we will take the value of Phi. If the amount of the boxes is more
than the 9 then we will take the value of Cramer.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Recruitment and selection Process *
Interviews 200 100.0% 0 .0% 200 100.0%

Recruitment and Selection Process * Recruiter Cross tabulation

Recruiter Total
2. 2. 3.
1 1.2 1.4 1.6 1.8 2 2 2.4 6 2.8 3 3.2 4
R1 2 8 2 3 2 13 0 0 0 0 0 0 2 32
ecruitment 2 8 11 8 3 0 5 6 0 7 0 1 0 51
and 1.33333333333
Selection 33
Process 0 8 9 12 7 17 1 11 3 0 2 0 0 70
1.66666666666
66
2 0 4 0 10 0 9 0 0 0 0 0 0 0 23
0 0 0 0 6 0 1 0 0 0 0 0 0 7
2.33333333333
33
8 3 2 0 2 0 0 2 0 0 0 0 0 17
2.66666666666
66
Total 12 31 24 33 20 39 7 19 3 7 2 1 2 200

71
 Symmetric Measures
Value Approx. Sig.
Nominal by Nominal Phi 1.040 .000
Cramer's V .465 .000
N of Valid Cases 200

Explanation:-

From the above Table it is clear that there are more than 9 boxes that is why we will take the value

of Cramer which is 0.465 which means that there is moderate relationship between Recruitment and

Selection process and Interviews.

Conclusion:-
72
This study suggest that when Recruitment and Selection Process is properly established and
implemented then organization will must grow because all the employees will be according to the
requirements Recruitment and Selection Process affects a lot on the organizational activities regaring
its growth because if the people will be according t the requirements and skillful then cost will
reduce and organization must grow. All the study has prove the fact there is directly and indirectly
relationship is present between these variables and these variables affect on the Recruitment and
Selection Process. All the independent variables are Recruitment sources, Intervies and Recruiters
are all very important in the Recruitment and Selection Process because by the missing of any one
factor there is chance the whole Recruitment and Selection Process will be affected by these factors.
There are no doubt others factors also affect on the Recruitment and Selection Process but these are
main and require more attention. That is why I choose these variables.

Questionnaire
73
Name_________________
Gender________________
Dear Participants, I will be very thankful to you for this cooperation. The topic of this
questionnaire is Recruitment and Selection Process. This questionnaire is for the research
purpose. Its results will be used for analysis in Master Thesis. Please provide Information with
confidence. Your information will not be disclosed.

Q.1) Recruitment & Selection Process is Effective for the Organizational objectives?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.2) R & S Process increase efficiency in the organization activities?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.3) Do you think best source increase the efficiency on all organization department?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.4) R & S Process depends on sources of Recruitment?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.5) which is the best source for R & S Process?
Internal Electronic Media Print Media Consultants others
1 2 3 4 5
Q.6) Better Result of R & S can be increase by Recruitment sources?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.7) R & S Process depend on Interviews?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.8) Interviews are the basic filter of the R & S Process?
Strongly Agree Agree Strongly Disagree Disagree Never

74
 1 2 3 4 5
Q.9) Different methods of Interviews should be used?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.10) Which methods should be used for Recruitment?
Structured Unstructured Problem questions Case Study questions others
1 2 3 4 5
Q.11) Better Result of R & S can be increase by Interviews?
Structured Unstructured Problem questions Case Study questions others
1 2 3 4 5
Q.10) R & S Process depend on Recruiters?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.11) R & S Process end results can be because of Recruiters?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q12) Recruiter should be Knowledgeable and Experience?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.13) R & S behavior depends on recruiter?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Q.14) End Result of R & S process can be wrong because of Recruiters?
Strongly Agree Agree Strongly Disagree Disagree Never
1 2 3 4 5
Comments:
Happy Satisfied Unsatisfied

  
I am very thankful to all the participants for this cooperation. I hope all the information that you put
in the questionnaire will be according to your best expertise. Thank you.

75
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