Human Resource

Management Practices
(HRMP)
RECRUITMENT AND SELECTION
PDM ( 2016 18)
SESSION 5
 Introduction
Human Resource Planning (HRP) and Job Analysis helps determine the
number and type of people and roles and responsibilities they need to
perform so as to help the organization attain its objectives

The next logical step is to hire right number of people of right type to fill the
jobs.
Hiring

Recruitment Selection
 Recruitment
Recruitment involves attracting and obtaining as many applications as possible
from eligible job-seekers.
Purposes and Importance of Recruitment:
Recruitment represents first contact that a company makes with potential
employees
Increases the pool of job candidates for the open positions by attracting highly
qualified and competent people.
Meets organisations legal and social obligations regarding the composition of
workforce.
Lends itself as a potential source of competitive advantage to a firm.
 Pause and Ponder..!

Think of a firm you want to submit your job

application to. What factors would you
consider before applying?
 Recruitment Process
HR Planning Job Analysis

Recruitment Search
Potential
Planning Activation Application Screening Selection
Job Vacancies Hires
Number Message Pool
Types Media

Strategy
Development Applicant Evaluation
Where Population and control
How
When
 Sources of Recruitment
INTERNAL SOURCES EXTERNAL SOURCES
Present Employees Advertisements
Campus Recruitment
Employee Referrals
Walk-ins & write-ins
Former Employees
Consultants
Previous Applicants Contractors
Competitors
Social Media
Employment Agencies
 What makes effective Recruiting a challenge?
Decision related to branding / marketing of the organisation.
Decision on recruiting method
Decision related to targeting the right number i.e. from where, how and when
The recruiting yield pyramid

Offer Acceptance
20 Offer/Acceptance (3:2)
Job Offer
30 Interview/Offer(4:3)
Invited to final interview
40 Screening/Invites (5:1)
Invited to screening interview
200 Contacts/Screens(10:1)
Initial Contacts
2000
 Alternatives to Recruitment

Overtime
Employee Leasing or Deputation
Temporary Employment
Outsourcing
Selection
 Selection
Selection is a process of picking individuals (out of the pool of job applicants)
with requisite qualification and competence to fill jobs in the organisation.

Recruitment vs. Selection

Recruitment refers to the process of identifying and encouraging prospective
employees to apply for jobs whereas Selection refers to picking right candidate
from a pool of applicants.
Recruitment is a positive approach as it intends to attract as many candidates
as possible whereas selection is a negative approach as it intends to eliminate as
many unqualified process as possible in order to identify the right candidate.
 Selection a critical function?

Work Performance
Work performance depends on individuals. The best way to improve
performance is to hire people who have the competence and willingness to
work.
From the employees point of view, poor or inappropriate choice can
demoralise the individual concerned and de-motivate the rest of the
workforce.

Legal Obligations
A mismanaged process may lead to undesired litigation
E.g. Vyapam Scam, Teachers hiring scam in Haryana etc.
 Selection a critical function? (Contd.)
Cost:
Cost incurred in recruiting and hiring personnel speaks volumes about the role of selection.

False Negative True Positive

Success
Error (High Hit)
True Negative False Positive
Failure
(Low Hit) Error

Failure predicted Success Predicted

False Positive:
Cost incurred for employing a misfit like production/profit losses, damage to the reputation, accidents,
absenteeism etc.
Cost related to training, transfer & termination
Cost of replacing, rehiring
False Negative
Applicant who would have succeeded is rejected because of predicted failure
 Selection Process
External Environment

Internal Environment

Preliminary Interview

Rejected Applicants
Selection Tests

Employment Interview
Reference & background
check
Selection decision

Physical Examination

Job Offer

Employment Contract

Evaluation
 Selection Process (Contd.)

Environmental Factors affecting Selection

Various internal and external factors such as supply demand of
specific skills in the labour market, unemployment rate, legal and
political considerations, companys image/policy, HRP, cost of
hiring etc.
Preliminary Interview
Purpose is to eliminate unqualified applications based on the
information supplied in their application forms.
 Selection Process (Contd.)
Selection Tests
Basic Concepts of testing
Reliability: The consistency of scores obtained by the same person when retested with
the identical tests or with alternate forms of the same test.
Validity: Refers to the accuracy or truthfulness of test, interview. It tells whether the
test measures what it is meant to measure.
How to validate a test:
Analyse the job
Choose the test
Administer the test
Relate test scores and criteria
Cross-validate and revalidate
 Selection Process (Contd.)
Types of Tests:
Test of Cognitive Abilities:
Intelligence Tests: E.g Stanford-Binet Test, Wechsler Test, Kaufman Adolescent and Adult Intelligence Test etc.
Motor and Physical abilities: E.g. Stromberg Dexterity Test, Purdue Peg Board Test etc.
Measure of Personality and Interests: E.g. Big Five, MMPI, 16 PF, Strong-Campbell Interest Inventory etc.
Achievement Tests: Purdue test for machinists and machine operators etc.

Work Samples and Simulations

Management Assessment Centres: E.g. Group Discussions, Management Games, In-
basket exercises Individual Presentations, Objective tests, interviews etc.
Situational Testing and Video-based Situational Testing
The miniature job training and evaluation approach
 Selection Process (Contd.)
Employment Interview: Refers to a formal, in-depth conversation conducted to evaluate
the applicants acceptability. It is popular because of its flexibility.
Objectives:
Allows two-way exchange of information- the interviewer(s) learn about the applicant & vice versa
Help obtain additional information from the applicant
Facilitates giving general information to the applicant such as company policies, job, products/services
etc.
Helps build the companys image among the applicants.

Shortcomings:
Absence of reliability as no two interviewers offer similar scoring after interviewing an applicant
Lack of validity as very rarely standardised questions are used upon which validation studies can be done
Biases of the interviewer(s) may cloud the objectivity
 Employment Interviews

Structure Content Method of

Administration

Structured Situational
Unstructured
Behavioural sequential
Semi- Structured sequential
structured Job-related Panel
Phone
Unstructured Stress Video/web-assisted
Computerised
 Employment Interviews(Contd.)
Interviewer Biases:
Stereotyping: Involves forming generalized opinions about how people of a given gender,
religion, or race appear, think, act, feel, or respond. Example: Presuming that a woman would
prefer a desk job over working outdoors is stereotyping.
First impression error: The interviewer makes snap judgments and lets his or her first
impression (either positive or negative) cloud the entire interview. Example: Giving more
credence to the fact that the candidate graduated from the interviewer's alma mater than to
the applicant's knowledge, skills, or abilities is an example of the first-impression error.
Negative emphasis: Rejecting a candidate on the basis of a small amount of negative
information. Research indicates that interviewers give unfavorable information roughly twice
the weight of favorable information. Negative emphasis often happens when subjective
factors like dress or nonverbal communication taint the interviewer's judgment.
 Employment Interviews(Contd.)
Halo effect: Occurs when an interviewer judges an applicants entire potential for
job performance on the basis of a single trait, such as how the applicant dresses
or talks.
Nonverbal bias: Undue emphasis is placed on nonverbal cues that are unrelated
to job performance. Example: Hair length or distracting mannerisms are good
examples of nonverbal bias.
Contrast effect: Strong candidates who interview after weak ones may appear
even more qualified than they actually are because of the contrast.
Similar-to-me error: Picking candidates based on personal characteristics that
they share with the interviewer rather than job-related criteria.
 Employment Interviews(Contd.)
How to design effective interviews? How to conduct an effect interview?

The procedure is as mentioned below:

The procedure is as mentioned below:
Understand the job well
Structure the interview
Analyse the job
Get organised
Rate the jobs main duties
Establish Rapport
Create interview questions
Ask questions
Create benchmark answers
Take brief notes
Appoint an interview panel and conduct
interviews Review the interview
 Employment Interviews(Contd.)
Guidelines for interviewees:

Preparation is essential
Uncover the interviewers real needs
Relate yourself to the interviewers needs
Think before answering
Remember the appearance and enthusiasm are important
Make a good first impression
 Selection Process (Contd.)
Reference and Background Checks
Objectives:
To gain insight about the potential employee from the people who have had previous experience with him or her.
To assess/predict the potential success of a prospect
Many employers request names, addresses, and telephone numbers or references for
the purpose of verifying information and gaining additional background information on
an applicant
Previous employers, known public figures, university professors etc. can act as
references and is done through letters of references or telephone references
Reference Checks covers:
Criminal record checks
Previous employment check
Educational record checks
Character reference check
 Selection Process (Contd.)
Physical Examination
After the selection and before the job offer is made, the candidate is required to undergo a
physical fitness test. A job offer is contingent upon the candidate being declared fit after the
physical examination.
Objectives:
To detect if the individual carries any infectious diseases
To determine whether the person is physically fit to perform the work
Medical check-up protects applicants with health defects from undertaking work that could be detrimental
to themselves or might become employers prerogative later
Protects employers from workers compensation claim that are not valid because illnesses/injuries were
present when the employee was hired
 Selection Process (Contd.)
Job Offer
Job offer is made through a formal letter of appointment
Contract of employment
Contains: Job Title/Duties/Date of joining/ Compensation details such as basic
salary, allowances, overtime & shift rates/ Hours of work including lunch break
etc/Number of leaves/Notice period clauses/Grievance procedure/Disciplinary
Procedure/Work rules/Termination clauses/Union Membership/ Clauses related
to employers & employees rights
 Selection Process (Contd.)
Evaluation of the selection process
Aims to evaluate selection process meets the three Rs (Right people, Right Job, Right
Time):
Cost per hire: Includes payment made to placement agency, expenses incurred on conducting tests &
interviews, Cost of any on-campus/institutional drives, Cost of joining bonus and other allowances,
any other incidental costs
Time to hire: Refers to time lapsed between notification of vacant position and new hire joins the
organisation.
Quality of Hire: Refers to hiring the best talent
Selection Programme audit: Includes analysis of the method, procedures, implementation, results
etc.
 Pause and Ponder.!
If you are a chairman of your organisation,
what considerations would guide your
judgement on the following employment
issues:
Hiring of relatives of employees?
Promotion from within vs. selecting the best
from outside?
Hiring physically handicapped persons?
Hiring candidates belonging to minority
communities?
Hiring sons of the soil?