Recruitment and Selection in Human Resource

Recruitment and Selection Process in Human Resource

1. RECRUITMENT
& SELECTION
Human Resource Management
Juliene Alvin Rose A. Muñoz
Sherwin C. Dalisay

2. RECRUITMENT
the process of finding, attracting, and
encouraging qualified candidates to
apply for job openings within an
organization
begins with the search for prospective
employees and ends when a suitable
pool of candidates is formed, facilitating
effective staffing and meeting
organizational needs
Recruitment

3. RECRUITMENT POLICY
Importance
can save an organization from facing situations like
unproductive tests and interviews
concentrates on recruiting candidates who exhibit a
high degree of “learnability”—the ability of a candidate
to derive generic knowledge from specific experiences
and apply it to new situations
Recruitment Policy
Definition
is the guiding principle that governs the
HR practices relating to recruitment

provides a broad framework for the HR
department to choose its priorities
relating to recruitment

4. FACTORS GOVERNING THE
RECRUITMENT POLICY
Recruitment Policy
External Factors
HR Policy of the Organization
Nature of the Job
Reputation of the Firm
Conventional Wisdom
Internal Factors
Labor Market Conditions
Legal Provisions
Socio-economic Factors

5. THE RECRUITMENT PROCESS
Recruitment Process
1 2 3 4 5
Human Resource
Planning
Determination of
Strategy
Evaluation of
Sources of
Recruitment
Feedback &
Control
Implemenation of
Recruitment
Methods &
Strategies

6. HUMAN RESOURCE
PLANNING
framing of human resources plans in tune
with the organizational objectives
involves the estimation of how many
qualified persons are necessary to carry
out the assigned activities , how many
people will be available, and what must be
done to ensure that the personnel supply
equals the personnel demand at an
appropriate point in the future
Recruitment Process
1

7. DETERMINATION OF
STRATEGY
includes the development of different
sources of recruitment, the preferences
to be followed, the recruitment method to
be used and the series of activities to be
undertaken
the strategy must be designed in such a
way that it attracts as many applicants as
possible
Recruitment Process
2

8. EVALUATION OF SOURCES
OF RECRUITMENT
refers to the assessment of strengths
and weaknesses of the sources available
to an organization
2 sources- Internal & External
Internal sources include the existing
employees, the former employees and
employee referrals, while external sources
refer to all sources other than the internal
ones
Recruitment Process
3

9. IMPLEMENTATION OF
METHODS & STRATEGIES
regardless of whether the organization
decides to recruit from internal or external
sources, the recruitment method and
strategy must be implemented in
accordance with all relevant laws and
regulation
Recruitment Process
4

10. FEEDBACK & CONTROL
Recruitment Process
5
the quality of the applicant pool is an
indicator of the efficacy of the
recruitment process
there is a need for a change in the
recruitment process if it discourages the
potentially qualified individuals from
applying, limits the size of the applicant
pool, or results in inferior applicants
becoming the employees

11. SOURCES OF RECRUITMENT
Sources of Recruitment
Existing Employees
Former Employees
Employee Referrals
External SourcesInternal Sources
Employee Exchanges
Outsourced by Recruitment Agencies
Advertisements
Campus Recruiting
Walk-ins & Write-ins
Internet Recruiting
Raiding & Poaching

12. INTERNAL SOURCES
Existing Employees
Most common source of
internal recruitment.
Organizations normally
maintain inventories of
qualifications to choose
employees for suitable
vacancies.
Former Employees
Former employees are
considered as an internal
source of recruitment for they
are acquainted with the
policies and practices of the
organization.
Employee Referrals
Its effectiveness lies in the
assumption that the present
employees will recommend
only suitable candidates for
the vacant jobs lest their own
credibility be affected.
Sources of Recruitment

13. EXTERNAL SOURCES
Employee Exchange
Also known as a job center or
labor exchange, is a public or
private organization that
serves as a link between job
seekers and employers.
Outsourcing Agency
Transferring the whole or a
few parts of the recruitment
process to an external HR
consultant rendering
recruitment services.
Advertisments
Can reach many people in a
short period of time, the
vacancies can be
communicated to the
potential candidates quickly.
Sources of Recruitment

14. EXTERNAL SOURCES
Campus Recruitment
This source of recruitment is
ideal for entry-level managerial
and professional jobs like those
of management trainees and
technical personnel.
Walk-in & Write-in
Applicants directly write to the
organization or just walk in to
the office to state their
interest for employment.
Internet Recruitment
Common recruitment process
nowadays is placing an
advertisement on the Internet
for inviting applications from the
potential applicants to fill the
vacancies specified.
Sources of Recruitment

15. EXTERNAL SOURCES
Raiding & Poaching
Cajoling/ attracting the
employees of the rival
organizations with attractive
offers.
Sources of Recruitment
Anti-Poaching Techniques
Co-operation Agreements
Access Restrictions
Mock Raids
Benchmarked HR Practices
Retention Bonuses
Employee Contracts
Tit-For-Tat Threats
Empaneled Search Firms
Reporting Bonuses
Information Security
Protocol

16. SELECTION
refers to the process of identifying and
choosing the most suitable candidates
from a pool of applicants to fill job
vacancies within an organization
this process involves a series of steps
designed to evaluate candidates'
qualifications, skills, experience, and
cultural fit, ensuring that the chosen
individuals meet the organization's
needs and contribute positively to its
goals
Selection

17. THE SELECTION PROCESS
Selection Process
1 2 3 4 5
Application
Forms
Selection
Tests
Selection
Interviews
Physical Exam
Reference
Checks
6
Job Offer

18. APPLICATION FORMS
refers to a standardized format to collect
the necessary information about an
applicant to determine his suitability for
the job
these bits of information are extremely
useful in determining the suitability of the
applicants for the job and also in predicting
their likely job performance, if chosen
Selection Process
1

19. SELECTION TESTS
Also known as Psychological Tests.
since every applicant has differences, it is
essential to measure these differences
effectively and accurately to determine
their suitability for the jobs
Selection Process
2

20. TYPES OF
PSYCHOLOGICAL TESTS
Selection Tests
1 2 3 4
Ability Test Personality Test Interest Test
Integrity Test

21. ABILITY TEST
capacity of a person to do a particular job. The
ability of a person commonly denotes the
combination of mental ability, physical ability, and
motor ability.
Intelligence (IQ) Test. Measure the general intellectual
abilities of a person.
Aptitude Test. Measure the latent talents of a person
that may be crucial to performing the job successfully.
Achievement Test. Measure the knowledge gained by
a person in his/her job.
Selection Tests
1

22. PERSONALITY TEST
the sum of the characteristics of a person
which reflect on his response to a
particular situation
the characteristics may include, among
other things, introversion, interpersonal
skills, motivation, stability, self-belief,
courage, attitude and temperament
Selection Tests
2

23. INTEREST TEST
the person must have a strong and
inherent interest for the job
the aim of the interest test is to know the
interest, attitude and preference of a
person towards the job offered. Its
purpose is to identify the interest of a
person in different activities to determine
the job best suited for him
Selection Tests
3

24. INTEGRITY TEST
also called Honesty Test
organizations may feel a need to ascertain
the honesty of the candidates to ensure
that they have not furnished any false
information in the application form and
also to safeguard themselves from frauds
and misappropriation.
Selection Tests
4

25. SELECTION INTERVIEW
one of the most widely used means of
collecting necessary information about
applicants and it is an indispensable part
of any selection procedure
provides an opportunity for the employer
to have a face–to–face interaction with
the candidate
Selection Process
3

26. TYPES OF SELECTION INTERVIEW
Selection Interview
1 2 3 4 5
Structured
Interview
Unstructured
Interview
In-depth
Interview
Panel
Interview
Stress
Interview
6
Virtual
Interview

27. STRUCTURED INTERVIEW
also called Directive or Patterned
interview
the interviewer predetermines the
questions to be asked. This method
ensures uniformity in the interview
process and facilitates easy comparisons
among the candidates
Selection Interview
1

28. UNSTRUCTURED INTERVIEW
also known as Non-directive or Free
interview
the interviewer does not pre-plan the
questions to be asked and decides on the
questions as the interview proceeds. The
purpose of this method is to allow a free
discussion on any topic as it emerges
Selection Interview
2

29. IN-DEPTH INTERVIEW
the intention of this exhaustive interview
is to ensure that no information vital to
decision making is missed out
this method normally covers the subjects
of mutual interest like specialization,
motivation, qualification and career plan of
the candidates on one hand, and the firm’s
offer on the nature of job, pay and
perquisites, career opportunities on the
other.
Selection Interview
3

30. STRESS INTERVIEW
the intention of the interviewer here is to
identify the sensitive candidates who
have low-stress tolerance
this may be done by identifying the area of
weaknesses of the applicant in advance
and repeatedly questioning him about it
Selection Interview
4

31. PANEL INTERVIEW
a panel of two or more interviewers drawn
from different fields is formed to interview
the candidate
they ask questions from their respective
fields and award marks. These marks are
finally consolidated into a panel score
Selection Interview
5

32. VIRTUAL INTERVIEW
an increasingly common practice in HR for
a variety of reasons, including cost
savings, convenience, and the growing
trend of remote work.
computerized interviews are often used as
preliminary interviews. Those who are
successful in the computerized interview
are considered for a face–to–face
interview
Selection Interview
6

33. REFERENCE CHECKS
the purpose of collecting such references
is to cross-check the information provided
by the candidates in the different stages
of the selection process
the persons known to the candidates are
normally cited as referees
Selection Process
4

34. PHYSICAL EXAMINATION
the aim of this examination is to ensure
that the selected candidate meets the
physical requirements of the job
physical examination can also protect
organizations from employing persons
with pre-existing ailments
Selection Process
5

35. JOB OFFER
a job offer is issued to the candidates who
have been successful at the end of the
selection process, this includes the
appointment order specifying the terms
and conditions of employment
once the employee positively responds to
the offer of employment, the process of
integrating that employee into the job is
set in motion
Selection Process
6

36. JOB OFFER DECIDING FACTORS
Selection Process
Job attraction
Recruitment
activites
Alternative job
opportunities
available
Positive features
of the company
ACCEPT
OR
REJECT

37. RECRUITMENT & SELECTION
Recruitment
The process of procurement begins with recruitment
of candidates from different sources.
It is a positive task since it aims to gather many
applicants as possible for the jobs.
Recruitment is comparatively easy as it does not
require expertise on recruiters part.
Recruitment is a searching function as it searches for
prospective candidates for the jobs offered.
Recruitment vs Selection
Selection
The process of procurement ends with selection of
necessary number of suitable candidates for the job.
It is a negative task since it attempts to eliminate
applicants in different stages.
Selection is difficult as it requires specialized
knowledge & skills on the part of the selectors.
Selection is a screening function as it screens
candidates for their suitability for the job offered.

38. Q&A
SESSION
Thank you for listening!