The recruitment process

What is Recruitment?

It is the process of choosing the right kind of people in the right

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number at the right time for the right job.
Recruitment
 According to Edwin B. Flippo, “Recruitment is
the process of searching the candidates for
employment and stimulating them to apply for
jobs in the organization”.
Recruitment
 A process of finding and attracting capable
applicants for employment.
 The process begins when new recruits are
sought and ends when their applications are
submitted.
 The result is a pool of applications from which
new employees are selected.
 Recruitment Needs Are Of Three Types

 PLANNED
i.e. the needs arising from changes in
organization and retirement policy.
 ANTICIPATED

Anticipated needs are those movements in

personnel, which an organization can predict
by studying trends in internal and external
environment.
 UNEXPECTED

Resignation, deaths, accidents, illness give rise

to unexpected needs.
Factors affecting recruitment
 THE RECRUITMENT PROCESS
External Environment
Internal Environment
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Human Resource Planning

Alternatives to Recruitment

Designing the programme

Implementing the program

Surplus Deficit

Monitor and Control

 Alternatives to Recruitment
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 Outsourcing
 Contingent Workers
 Overtime
9
Recruitment Sources

 Recruitment sources: Place where qualified

individuals are found.
Sources of Recruitment
 Internal recruiting
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 Advantages  Disadvantages
 Lack of “new blood”
 Lesscostly
 Departments can
 Employees are
already familiar with “raid” other
company departments for best
employees
 Can boost employee
morale
 External Recruiting
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 Advantages  Disadvantages
 Brings in new ideas  May negatively
 Larger pool of workers impact morale and
from which to find the cohesion
best candidate  Time needed for new
 People have a wider employee to learn
range of experience “ropes”
 Usually more costly
than internal
recruiting
Selection
 Selection is the process of differentiating
between applicants in order to identify and
hire those with a greater likelihood of success
in a job.
Selection costs
 Organizations have become increasingly
aware of making good selection decisions,
since it involves a number of costs:

 The cost of the selection process itself, including

the use of various selection instruments

 The future costs of inducting and training new

staff

 The cost of labour turnover if the selected staff

are not retained
The selection process
Application Blank

Preliminary Interview

Selection tests

Employment interview

Reference and background

check

Selection decision

Physical examination

Job offer

Employment contract

evaluation
Application blank
 THE JOB APPLICATION BLANK

 An orderly, convenient method of collecting

necessary information for determining an
applicant’s minimum qualifications
When reviewing an application blank, the sales
manager should look for the following:

• Minimum job requirements.

• All dates accounted for.
• Number of jobs and length of time spent on each
job.
• Reason given for leaving jobs.
• Pattern of growth.
preliminary interview
 Preliminary interviews, also known as
screening interviews, are used to weed out
those candidates who do not meet the minimum
criteria laid down by the employing
organizations or if the number of candidates is
quite large enough and the time at the disposal
of interviewers is short to adopt in-depth
interview.
 Normally, preliminary interview is held in
campus recruitment where the time duration is
quite short to interview all the available
 Selection Tests
 Employment test refers to a procedure,
technique, or measurement instrument for
ascertaining characteristics such as aptitudes,
capacities, intelligence, knowledge, skills, or
personality.
 Selection methods used must be reliable and

valid.
 Reliability refers to the extent to which a
selection technique achieves consistency in what
it is measuring over repeated use.
 Validity refers to the extent to which a selection
There are many types of selection tests

 Ability tests assist in determining how well an

individual can perform tasks related to a job.
(a data entry test given to a secretarial job
prospect)
 Other tests used are:
• Aptitude tests.
• Intelligence tests.
• Interest tests.
• Knowledge tests.
• Personality tests.
Employment interview
 The personal interview usually involves the one-
on-one, face-to-face meeting of two strangers,
both seeking to sell themselves to the other.
 INTERVIEWS ARE IMPORTANT FOR THE MANAGER AND
THE APPLICANT
FOR THE MANAGER
Act as a screening device to create the
pool of qualified applicants.
Confirm application blanks, written
tests, and feedback from references
Judge if the applicant can be successful
in the short and long run
Meet the potential employee and
determine if a match exists
FOR THE APPLICANT
Act as a screening device to create a pool of
qualified jobs
Determine skills, knowledge and
abilities required
Determine what will be received from
the job, such as training, compensation,
promotional opportunities
Meet the potential boss and determine if a
match exists
 THE INTERVIEW QUADRANT

SUCCESSFUL-LOOKING
The successful- The successful-
PERFORMANCE looking failure looking success PERFORMANCE
FAILURE The unsuccessful- The unsuccessful- SUCCESS
looking failure looking success
UNSUCCESSFUL-LOOKING
Types of Interviews
 One-to-one interview

 Sequential interview

 Panel interview
Types of Interviews

 In a structured interview, the recruiter asks

questions, often from a standard form

 In an unstructured interview, the recruiter asks few

preplanned questions and often begins with open-
ended questions such as “Tell me about yourself”
or “Why do you want to work for IBM?”.

 Mixed interview uses a combination of the above

two.

 The Stress Interview – An interviewer may place

Nonverbal cues in interviews:

• Body movements.
• Gestures.
• Firmness of handshake.
• Eye contact.
• Physical appearance.
 Reference and background check
 References are the names of persons from whom
information can be obtained on an applicant’s
ability and character.
 Reference checks cover the following:

 Criminal record check

 Previous employment check

 Educational record check

 Union affiliation check

 Character reference check, etc.

 Background checks have become even more

essential because of cases of terrorists working for
Reference and background check
 Reference checks serve two important
purposes:
 1. They help gain insights about the potential
employee from the people who have head
previous experience with him/her.
 2. It helps assess the potential success of a
prospect.
Selection Decision
 In this step the interviewers make the final
decision of whom to offer the job.
Physical examination
 Almost all companies require their prospective
employees to undergo physical examinations.
 As a general rule, if the applicant gets this far
in the process, he or she has the job unless
health problems are discovered.
 The next steps are giving the job offer and the
employment contract .
EVALUATING SELECTION AND
PLACEMENT DECISIONS
 The quality and effectiveness of selection and
placement decisions depend on sales managers
hiring as many applicants as possible who turn
out to be good performers
Costs To Consider Include Both Actual And
Potential Costs:
1. Actual costs.

a. Recruiting and assessment costs.

b. Induction and orientation costs.
c. Training costs.
Costs To Consider Include Both Actual And Potential
Costs: .. contd

2. Potential costs.

a. Costs associated with hiring a person who

subsequently fails.
b. Costs associated with rejecting a person
who would have been successful on the
job.
Inducting and placing the new hires
 Orientation is a systematic and planned
introduction of the employees to their jobs, their
co-workers and the organization.
 It is also called induction.
 Purpose of orientation
 A study shows the following:
 The first days on the job were anxious and
disturbing.
 “New employees’ initiation” practices by peers
intensified anxiety.
 Anxiety interfered with the training process.

 Turnover of newly hired employee was caused

primarily by anxiety.
 The new workers were reluctant to discuss their
problems with the superiors.
 Employee orientation aims to minimize the above
Strategic choices of orientation

Formal Informal

Individual Collective

Serial Disjunctive

Investiture Divestiture
Formal-informal
 In informal orientation, new hires are directly
put on the jobs.
 They are expected to familiarize themselves
with the work and the company.
 In formal orientation, the management has a
structured programme which is executed when
new employees join the firm.
Individual or collective
 Another choice that company has is whether the
new hires should be inducted individually or in
groups.
 Individual orientation is more likely to
preserve individual differences and
perspectives.
 Orienting each person individually is an
expensive and time consuming process.
 It also denies the new hire the opportunity of
sharing anxieties with fellow appointees.
 Collective orientation solves the above issues.
Serial or disjunctive
 Orientation is serial when an experienced
employee inducts a new hire. The experienced
employee acts like a tutor and model for the
new hire.

 When new hire do not have predecessors

available to guide them or to model their
behaviour upon, the orientation becomes
disjunctive.
Investiture or divestiture
 Investiture orientation seeks to ratify the
usefulness of the characteristics that the person
brings to the new job. Most high-level
appointments follow this approach.
 Divestiture orientation seeks to make minor
modifications in the characteristics of the new
hire, though he or she was selected on the basis
of his or her potential for performance.
Placement
 Placement refers to the allocation of people to
jobs.
 Placement is simple when the job is of
independent nature but when the job is of
sequential nature placement gets a little
complex.
Thank you