Recruitment, Selection, &

Placement

The recruitment and selection

process

Employment
Employment
planning
planningand
and
forecasting
forecasting

Recruiting:
Recruiting:
Build
Buildaapool
poolof
of
candidates
candidates

Applicants
Applicants
complete
complete
application
application
forms
forms

Utilize
Utilizevarious
various
techniques
techniquesto
to
identify
identifyviable
viable
job
jobcandidates
candidates
Interview
Interviewfinal
final
candidates
candidatesto
to
make
makefinal
final
choice
choice

Recruitment
Recruitment involves searching for and
obtaining qualified job candidates in such
numbers that the organization can select the
most appropriate person to fill its job needs.
In addition to filling job needs, the recruitment
activity should be concerned with satisfying the
needs of the job candidates.
Consequently, recruitment not only attracts
individuals to an organization, but also increases
the chance of retaining them once they are hired.

Key Purposes of Recruitment

;

Internal Sources and Methods of

Recruitment
Sources

Methods

promotions
transfers and
relocations
job rotation
rehires and recalls

job posting
skills
inventories

Job Postings
Job posting: the organization announces
position openings through bulletin
boards, company publications, and
internet/intranet. Some union contracts
require job posting to ensure that union
members get first choice of new and better
positions.
Advantages and Problems with Job
Postings

Skills Inventories and HRIS

Manual or computerized systematic records
listing employees' education, career and
development interests, languages, special
skills, and so on to be used in forecasting
inside candidates for promotion.

HRIS skills inventory should

include:
Work experience codes:
experience within the

company
Product knowledge: level of familiarity with the
employer's product lines or services as an indication of
where the person might be transferred or promoted.
Industry experience:
Formal education:
Training courses:
Foreign language skills:
Relocation limitations: Employee's willingness to
relocate and the locales to which he/ she would prefer
to go.
Career interests: Whether the employee's main
qualification for the work he or she wants to do is
experience, knowledge, or interests.
Performance appraisals:

External Sources and Methods of

Recruitment
Sources

employee referral programs

walk-ins
other companies
employment agencies
temporary help agencies
trade associations and
unions
schools
foreign nationals

Methods
radio and television
newspapers and
journals
computerized services
acquisitions and
mergers
work flow management

Advantages & Disadvantages

of Sources of Applicants
INTERNAL SOURCES
Advantages

Morale
Better assessment of abilities
Lower cost for some jobs
Motivator for good
performance
Have to hire only at entry level

Disadvantages
Inbreeding
Possible morale problems
of those not promoted
political?infighting for
promotions
Requires strong
management
development program

Advantages & Disadvantages

of Sources of Applicants
EXTERNAL SOURCES
Advantages
new blood,new perspectives
Cheaper than training a
professional
No group of political supporters
in organization already
May bring competitors,secrets,
new insights
Helps meet equal employment
needs

Disadvantages
May not select
someone who will fit
May cause morale
problems for those
internal candidates
Longer adjustment or
orientation time
May bring in an
attitude from pervious
Company.

Recruiting Yield Pyramid

50
100
150
200
1,200

New hires
Offers made (2:1)
Candidates interviewed (3:2)
Candidates invited (4:3)
Leads generated (6:1)

Succession Planning
Succession planning refers to the plans a company
makes to fill its most important executive positions.
It includes the following activities:
Analysis of the demand for managers and
professionals by company level, function, and skill.
Audit of existing executives and projection of likely
future supply from internal and external sources.
Planning of individual career paths based on
objective estimates of future needs and drawing on
reliable performance appraisals and assessments of
potential.

Succession Planning
Career counseling undertaken in the context of a realistic
understanding of the future needs of the firm, as well as
those of the individual.
Accelerated promotions, with development targeted
against the future needs of the business.
Performance-related training and development to prepare
individuals for future roles as well as current
responsibilities.
Planned strategic recruitment not only to fill short-term
needs but also to provide people for development to meet
future needs.

Management
Replacement Chart
Showing Development
Needs of Future
Divisional Vice President
Figure 54

Selection and Placement

Selection is the process of gathering
legally defensible information about job
applicants in order to determine who should
be hired for long- or short-term positions.
Placement is concerned with matching
individual skills, knowledge, abilities,
preferences, interests, and personality to a
job.

Major selection & Placement

issues
How to collect information on job applicant

How to make selection and placement

decision
How selection can be used to improve the
profitability of the company

How selection ties into the basic philosophy

of a company

Considerations in the Choice of Selection

Techniques
Predictors
Reliability
Validity
Criteria
Selection decisions in organizations are generally made
on the basis of job applicants' predictor scores on various
tests. These tests predict how well applicants, if hired,
will perform.
The usefulness of predictors depend on their reliability
and validity

Basic Testing Concepts--Validity

Test validity answers the question: "Does this test measure
what it's supposed to measure?
Whether the performance on the test is a valid predictor of
subsequent performance on the job? There are two main ways to
demonstrate a test's validity, criterion validity and content
validity.
Criterion validity -- A type of validity based on showing that
scores on the test (predictors) are related to job performance
(criterion).
Content validity -- A test that is content valid is one in which
the test contains a fair sample of the tasks and skills actually
needed for the job in question.

Validation process consists of five steps:

Step 1. Analyze the Job:
To define what you mean by "success on the job."
The standards of success are called criteria.
You could focus on production-related criteria (quantity,
quality, and so on), personnel data (absenteeism, length of
service, and so on), or judgments of worker performance by
persons like supervisors).

Validation process consists of five steps:

Step 2. Choose Your Tests :
Choose tests that you think measure the attributes
(predictors) important for job success.
This choice is usually based on experience, previous
research, and "best guesses."

Validation process consists of five steps:

Step 3.Administer Test:
Concurrent validation:
validation administer the tests to
employees presently on the job. You then would compare
their test scores with their current performance.

Predictive validation:
validation the test is administered to
applicants before they are hired. After they have been on
the job for some time, you measure their performance and
compare it to their earlier tests.

Validation process consists of five steps:

Step 4. Relate Test Scores and Criteria
To determine the statistical relationship between
(1) scores on the test and (2) performance through
correlation analysis.

Step 5. Cross-validation and Revalidation.

performing steps 3 and 4 on a new sample of
employees

Types of Job Applicant Information

Skills, Knowledge, and abilities
Personality, interests, and preferences
Other characteristics
licenses required by law.
Willingness to travel or work split shifts, weekends.
Uniform requirements
Tools required on the job and not provided by the
employer.

What are Disney Worlds 40

Interviewers most interested in?
Not cognitive ability. Only applicants seeking a job
that involves handling cash take a simple math test.
We are looking for personality. We can train for
skills. We want people who are enthusiastic, who have
pride in their work, who can take charge of a situation
without supervision.
Q: What kind of employee attitudes or values is
required by your organization?

What are you looking for?

Bill Gates has been quoted as looking for four
essential qualities in new hires: ambition, IQ, technical
experience, and business judgment, with IQ most
important.
At Lincoln Electric, hiring is done very carefully
because employees are expected to make a life-time
commitment to the company. Lincoln selects for both
the desire to succeed and the capacity for growth.
Q: What are the most important qualities in your
organization?

Obtaining the information

Application
Interviews
Written test
Reference verification
Other test

Biographical information blank

and biodata test
Date
month & Name & Adress of TEL no. May
year
Employer
we call?

Salary

Reason
for
Position leaving

Biodata tests are records of past achievements

and activities such as what you did in high
school.

Work Samples and Simulations

Also called performance teststest the ability to do
something rather than the ability to know something.
The basic procedure of work sample tests is to choose
several tasks crucial to performing the job in question
and test applicants on each. Their performance on each
task is monitored by an observer who indicates on a
checklist how well the applicant performs that tasks.
EX)

Management Assessment Centers

In a two- to three-day management assessment center
6 to 12 management candidates perform realistic
management tasks (like making presentations) under
the observation of expert appraisers; each candidates
management potential is thereby assessed or
appraised.

Management Assessment Centers

In-basket exercise
Realistic situations and problems encountered on the job are
written on individual sheets of paper and set in the in-basket. The
applicant is then asked to arrange the papers by priority.
Occasionally, the applicant may need to write an action response.
The problems or situations described to the applicant involve
different groups of people--peers, subordinates, and those outside
the organization.
The applicant is usually given a set time limit to take the test and
is often interrupted by phone calls meant to create more tension

and pressure.

Management Assessment Centers

The leaderless group discussion.
A leaderless group is given a discussion question and
told to arrive at a group decision. The raters then
evaluate each group member's interpersonal skills,
acceptance by the group, leadership ability, and
individual influence.

Management Assessment Centers

Management games.

Participants engage in realistic problem solving, usually as

members of two or more simulated companies that are competing
in the marketplace.
Individual presentations
Objective tests.
All types of paper-and-pencil tests of personality, mental ability,
interests, and achievements might also be a part of an assessment
center.
The interview.
The participants current interests, background, past
performance, and motivation are assessed.

Validity of Various Selection Devices

PREDICTOR
Cognitive Ability and Special Aptitude
Personality
Interest
Physical Ability
Biographical Information
Interviews
Work Samples
Seniority
Peer Evaluations
Reference Checks
Academic Performance
Self-Assessments
Assessment Centers

VALIDITY
Moderate
Low
Low
Moderate-High
Moderate
Low
High
Low
High
Low
Low
Moderate
High