Lecture 4

Recruitment and Selection

Chapter 6 & 7

Saturday, 21 August 2010

 Objectives
Define recruitment & selection

Understand the need for good ‘recruitment’

• Increased turnover; importation of labour; tool for change

Explain the major recruitment activities

• Needs identification; monitoring; record keeping; follow up

Explain the recruitment best practice

• Realistic job previews; professionalism; employment inducements

Discuss recruitment in terms of EEO

• Legal imperative: recruitment of women, people with disabilities, older workers and minorities

Evaluating recruitment & selection

• Participant satisfaction; costs; quality

Overview selection
• Steps in the process; approaches to (compensatory/hurdles); validating the process; selection
methods e.g. interview, assessment centre

Saturday, 21 August 2010

 Defining Recruitment

Recruitment - the process of seeking and attracting a pool of qualified candidates
for a job vacancy. It involves determining where qualified applicants can be found
(recruitment sources) and choosing a specific means of attracting potential
employees to the organisation (through various recruitment methods).

Selection - the process of choosing the candidate who best meets the selection
criteria i.e. based on the job specification (qualifications, experience, special skills,
abilities or aptitudes). Strategic selection is the linking of selection activities to the
organisation’s strategic business objectives and culture.

Important: recruitment is not selection i.e. recruitment begins with identifying HR

requirements and ends with receiving applications (whereas, ‘selection’ is the process
from this point on).

Saturday, 21 August 2010

 Exercise
Have you ever participated in the recruitment and selection process? i.e. been an
applicant for a job position. If so, describe and evaluate your experience.

1. What was involved in the process and what did you have to do?
2. Was it a positive or negative experience? why or why not?
3. Could the organisation have improved the process in anyway?
4. Did you get the job....why or why not?

Saturday, 21 August 2010

 Making Advertising Work

Saturday, 21 August 2010

 Internal Recruitment Methods
Method Description Source
HRIMS Contain records about employee KSA and Internal
experience across the organization
Job Postings advertise position vacancies via bulletin boards, Internal
newsletters, personal letters of invitation,
computerised posting e.g. email

International Source and import overseas External

Candidates
Advertise in popular media e.g. newspapers, internet External

Outsource use employment agencies or management External

recruitment consultants
‘Lease’ hire (or borrow) an executive from another External
Expertise organization.

Saturday, 21 August 2010

 External Recruitment Methods
Method Description Source
University campus visits, and partnership External
Recruitment programs with educational
institutions e.g. cadetships,
scholarships
Seek referrals from employees about potential External
candidates for a position

Field ‘walk-ins’ External

unsolicited
applications
Professional i.e. captive audience External
associations &
trade unions

Saturday, 21 August 2010

 8

Saturday, 21 August 2010

 Exercise - Recruitment at Sofitel

1. What are the internal and external main methods used by Sofitel?

2. What are the advantages of each method?

3. What method does she prefer and why?

Saturday, 21 August 2010

 Steps in the selection process

10

Saturday, 21 August 2010

 Approaches to Selection

11

Saturday, 21 August 2010

 Validating the Selection
Process
For our selection effort to be effective, we need to make sure that there is a
valid relationship between the job description and the job specification. This
means making sure that the knowledge skills and abilities identified in the
job specification are appropriate for the job tasks duties and responsibilities
identified in the job description. If this relationship is valid, then selecting an
employee on the basis of the job specification will lead to good performance
i.e. accurately predict performance.

e.g. sales person: job description (task) for a sales-person may include asking customers
questions to determine their needs. The relevant job specification (KSA) may include an
ability to communicate. There is a valid relationship between the task and the skill which
means that choosing someone with an ability to communicate should result in good
performance.

12

Saturday, 21 August 2010

 Validating
Selection
Processes
Develop job description and
specification from job analysis

Develop KPIs (criteria) around

job description to determine
ʻwhat is good performance
and how will we measure it?ʼ

Develop employment selection

tests around the job
specification to determine ʻif the
applicant has the KSA needed
for good performance?ʼ

Make sure there is a valid

relationship between KPIs
criteria and KSA predictors

13

Saturday, 21 August 2010

 Interview guidelines
questions not to ask to avoid unintentional discrimination

• Marital status • Age

• Residency status • Gender
• Ethnic origin • Religion
• Affiliations • Military service
• Photographs • Physical disability
• Race or colour • Medical information
• Information on relatives • Height and weight
• Sexual preference

Exercise: anti-discrimination laws suggest that employers cannot

discriminate i.e. not select on the basis of these characteristics, because they
do not have a bearing on performance.
As a group, do you agree or disagree and why? Break into groups and discuss.
Present your arguments to the class.

14

Saturday, 21 August 2010

 Steps in successful interviewing

• Know the job i.e. job description

• Know the job specification i.e. personal characteristics, skills and
qualifications
• Set Objectives i.e. have some milestones
• Provide the proper setting for the interview i.e. free from
distraction, near conveniences, professional setting
• Review the application form or resume before interviewing i.e. so you
don’t sound like you haven’t taken an interest in the applicant
• Beware of prejudices i.e. your own preferences for who you might want
to employ e.g. gender/race etc
• Don’t make snap decisions
• Build Rapport i.e. put the applicant at ease e.g. chitchat.

15

Saturday, 21 August 2010

 Steps in successful interviewing

• Watch the body language – indicates how an applicant might be

‘truly feeling’.
• Be Quiet - encourage the applicant to do most of the talking
• Keep control of the interview
• Explain the job to give a realistic impression
• Close the interview
• Write-up the interview
• Check references – essential part is what others say of the
applicant.
• Evaluate the interview process – for continual improvement etc.

16

Saturday, 21 August 2010