Recruitment and selection

Recruitment and Selection

Recruitment

The process by which a sufficient number of

suitable candidates are made available from
which management may choose
Selection

The process by which individuals in a pool are

assessed, using one, or a variety of methods,
according to their suitability to join the
organisation in the stated capacity

Recruitment and selection process I.

Recruitment

1. Is there a vacancy?
Do we need to replace?
Does the job need redesigning or
regrading?
2. Analyse the job
Job description
Person specification
3. Attracting applicants
Internal v external
Advertising
Consultants

Recruitment and selection process II.

4.
5.

Screening applicants
Selecting applicants for first interview
First interview
Selection tests
Shortlisting

6.

Selection
7.

8.

Short list interview

Decision
Job offer
Agree terms and conditions of employment
Check references
Starting date
Induction

Job analysis in the recruitment and selection process

Job description
(describes the job)
Possible pro forma.
Job title:
Location:
Reporting to:
Supervising:
Liaison - internal, - external
Purpose
Responsibilities general, -specific
Key result areas
Resources
Limitations
Terms and relations
Prospects

Person specification
(describes the attributes of a competent
postholder)
Seven point plan (Alec Rodger)
Physical make-up
Attainments
General intelligence
Specialised attitudes
Interests
Disposition
Circumstances
Five point plan (J Munro Fraser)
Impact on other people
Acquired qualifications
Innate abilities
Motivation
Adjustments

Sources of recruitment
Internal
Transfers /promotions
Personal recommendations bounties
Waiting list potential employee register
External
Careers Service
Job Centres, PER
Schools, colleges, universites
Private employment agencies
Management selection consultants
Professional institutes
Trade unions
Casual applicants
Advertising

Aims of recruitment advertising

1)

Locate and attract suitable candidates

-- reader to practise self selection and self
elimination

2)

Inform readers about the company, job, type of

person required

3)

Stimulate action on the part of the reader

4)

Facilitate future recruitment

5)

Achieve 1-5 within an acceptable expenditure figure

Recruitment
What to say

Heading
Body copy

Word to attract
Most attractive features of job
Size and nature of the companys business

Type of applicant required

It needs to be factual, relevant and unambiguous
Salary and location
Action required from reader

How to say it

Layout and position of advert - Use of space illustrations, graphics etc

Company personality
- Logo, style

Where to say it

Cost
Most appropriate media
Effectiveness of media
Frequency and timing of publishing

Selection tools
The classic trio
Application forms
Interviews
References

Additional methods
Biodata
Psychometric tests
Group exercises
Work sampling
Simulation exercises

Any port in a storm

Graphology
Astrology
Reading palms/bumps
Polygraph
Ordeal by social event

Selection techniques
1.
2.
3.
4.
5.
6.
7.
8.

Application form
Psychological tests
Group selection methods
Interview
Medical exam
Reference
Assessment centre
Graphology

These each need to satisfy the criteria of:

Validity
Does it measure what it sets out to measure?
Reliability Does it give the same result, no matter where,
when or by whom it is given?

The application form

This will provide evidence of:
Biographical data and personal
circumstances
Career pattern and attainments
Powers of self expression
Range and depth of interests
Intelligence and special attitudes
Behaviour patterns and preferences

The interview
A conversation with purpose
Selection interviews aim to PREDICT and AID
DECISION MAKING.
General approaches
Biographical
Problem solving
Stress
Strategies
Frank and friendly
Conspiratorial
Joint problem solving
Stress
Sweet and sour
Tell and sell
Tell and listen

(65%)
(25%)
(10%)

Interviews Research criticisms

(The McGill University Studies, Webster)

Decisions are made in the first FOUR minutes

The APPLICATION FORM is a good predictor
INTERVIEWER BEHAVIOUR GIVES AWAY the decision
If accepted . Interviewer warm and positive
If rejected . Interviewer negative and quiet
After the initial decision, interviewer seeks CONFIRMATORY
EVIDENCE
UNFAVOURABLE EVIDENCE counts more than favourable
evidence
Interviewers develop a STEREOTYPE of the good worker

How can we improve the interview?

(Rowan Bayne)
Better job analysis
Interviewer guides
Note taking
Continued validation studies to give feedback to test
predictions
Training in decision making as well as questioning
technique
Meditation techniques to produce a calm alert state

Interviewing check list

The seven point plan I.
1)

Physical make-up

Has he any defects of health or physique that may be of occupational

importance? How agreeable are his appearance, his bearing and his
speech.
2)
Attainments
What type of education has he had? How well has he done educationally? What
occupational training and experience has he had already? How ell has he
done occupationally?
3)
General intelligence
How much general intelligence can he display? How much general intelligence
does he ordinarily display?
4)
Special attitudes
Has he any marked mechanical aptitude? Manualdexterity? Facility in the use of
words? Or figures? Talent for drawing? Or music?

The seven point plan II.

5)

Interests

To what extent are his interests intellectual? Practical-constructional? Physicallyactive? Social? Artistic?
6)

Disposition

How acceptable does he make himself to other people? Does he influence

others? Is he steady and dependable? Is he self-reliant?
7)

Circumstances

What are his domestic circumstances? What do the other members of the family
do for a living? Are there any special openings available for him?

Job searching homepages

cvonline.hu
jobline.hu
jobpilot.hu
job4smarts.hu
profession.hu
candidate.hu
karrier.hu
eurojobs.com
europeanvoice.com/eu
europa.eu.int.eures
eures.hu
afs.hu
hobsons.com

AC
AC is a process in which the most important tasks of the job have
been modeled by experts. It focuses on the appraisal of the
abilities, knowledge, personality of participants.
Thorough the process we should listen, how the candidates:
cooperate with each other
express themselves
what influence they have to other group members
argue and resolve problems
what roles are they able to play and with what results

AC scopes on:
Freshly graduated beginners
Managerial jobs
Commercial jobs

Where:

The interpersonal abilities have

high importance

The job needs higher education

The pre-selection of the

applicants is already done

Iceberg model of competences (Spencer, 1990)

Knowledge, abilities,
skills

AC
level

social roles
personality

motivations

concious
levels

Less
concious
or
unconciou
s levels

Use of the AC
selection
labour force planning
carrier planning
training needs planning

ROOTS:
Wehrmacht - World War II.
US Army

- World War II.

Office of Strategic Services (USA), spies

1956-60: AT and T
1970 Widespread

The effectiveness of different selection methods(UK):

Assessment Center

65%

Tests of work samples 54%

Intelligence tests

53%

Personality tests

39%

Biodata

38%

References

23%

Interviews

19%

The AC process
I.

Definition of the job profile and requirements

Analysis of the companys objectives and strategy

Detailed job analysis
Managerial interviews
Possibly ought to be done by managers and consultants

AC elements I:

group exercises /measurement of interpersonal

competences, 5-6 participants/

in-tray exercises /modelling administrative aspects;

planning; organizing; tactical thinking; priorities/

analytical exercises /examination of analytical and

decision making abilities/

AC elements II.

II.

presentations
tests
interviews
others: outdoor exercise, case study, managerial role play,
creative tasks

Preparation of the appraisees

HR colleagues
Managers and/or close colleagues
AC consultants

III.

Agree in the AC program

Finalizing scenario
Selection of exercises, tests
Composing evaluation sheets
Preparation of the places of AC process

IV.

Carry out AC process

Final selection of applicants

1-3 days, max 6 person 1 group

Evaluation of the results of the candidates

Advantages/ disadvantages
high degree of objectivity +
the manager is involved in
the process as an appraisee
+
well prepared experts +
previously selected people
are in the group +
modeling real situations +
time consuming -

expensive
strict method +/places and rooms are
needed
appraisal on the basis of
more aspects +
easyer to compare the
candidates +