RECRUITMENT AND SE

LECTION PROCESS
GROUP 5
 RECRUITMENT
The process of attracting individuals on a
timely basis, in sufficient numbers and with
appropriate qualifications, to apply for jobs
in the organization
 INTERNAL ENVIRONMENT
* Promotion from within
* Nepotism

EXTERNAL ENVIRONMENT
* Labor Market Conditions
* Legal Issues
Civil Rights Act of 1964

Age Discrimination in Employment Act of 1967

Pregnancy Discrimination Act of 1978

Americans with Disabilities Act of 1990

INTERNAL RECRUITMENT
Job Posting
Employee Referrals

EXTERNAL RECRUITMENT
Employment Agency
In-house Recruiters
Advertisements
Internships
 SELECTION
It is the process of choosing fro
m a group of applicants the indivi
dual best suited for a job
THE APPLICATION
- The information requested on an application form may
vary from organization to organization and even by job typ
e within an organization. Typically, though, it includes the
applicant's name, address, telephone number, education,
military background, work experience and reference infor
mation.
- There are illegal application items and these are gender,
age, race, national origin, education dates, and liabilitues.
SCREENING INTERVIEW
- These are usually conducted by telephone. The in
terviewer asks a few straightforward questions to det
ermine the candidate's job qualifications and appropr
iateness for the open position.
SELECTION TEST
- Any instrument used to make a decision about a potenti
al employee
- Using a variety of testing methods, applicants are rated
on aptitude, personality, abilities, honesty, and motivation.
- Standardized, reliable, validity

* Higher test scores relate to higher success on the job.

INTERVIEWING CANDIDATES
- The interview is a verbal test for the emplo
yees. The results are subject to interpretation
of the interviewer.

* Structured/Patterned Interview
* Situational Interview
* Nondirective Interview
TEAM OR INDIVIDUAL INTERVIEW
- The trend now is to use an interview team consisti
ng of representatives from the various areas of the or
ganization that will interact with the new person.
BACKGROUND VERIFICATION AND REFERENCE C
HECK
- Once you have made your selection decision,
you must verify the information provided by the
candidate and check the candidate's references.
- Past employers are reluctant to give reference
s because they fear defamation or negligence.
MAKING THE JOB OFFER
- This may be extended by phone, letter, or in perso
n. Potential new hires receive a realistic job preview.
- When you make the job offer, avoid quoting an an
nual salary.
EVALUATING THE RECRUITMENT AND SELECTIO
N PROCESS
Were your methods cost-effective?
Did you stay within the budget?
Did your recruitment generate a large enough applicant pool to
make a ood selection decision?
Were your applicants qualified for the job?
How many applicantss must you generate to get a good hire?
How long did it take to fill the position?
How long does it take for a new employee to 'get up to speed'?
What about turnover? Do your new employees stay with the or
ganization?
CONGRATULATIONS!
You have a new employee.