RECRUITMENT AND

SELECTION:
RECRUITING AND INTERVIEWING
 8. Hiring/Rejecting
Recruitment 7. Selecting
and Selection 6. Testing
Procedure 5. Screening
4. Recruitment
3. Test Validation
2. Selection of Testing Methods
1. Job Analysis
 Job Analysis
-identifies important tasks and duties
-also, presents a clear view of knowledge, skills and
abilities needed to perform the job
Recruitment is the systematic process of
attracting people with the right
qualifications to apply for the job.
 INTERNAL EXTERNAL
RECRUITMENT RECRUITMENT
Media Advertisement
Newspaper Ads
 1. Respond-by-calling
Applicant’s 2. Apply-in-person
3. Send-resume-ads
Response 4. Blind-box-ads
Writing Recruitment Ads
 Ads displaying company emblem attract the
greatest number of applicants, whereas ads that
include the salary range and company phone
number attract the highest quality of applicants
(Kaplan, Aamondt, and Wilk, 1991).
 Present a realistic
information about the job
rather than being “too
good to be true”.
 Ads containing detailed job descriptions provide
applicants with an idea of how well they would fit in
the organization and result in positive thoughts.
 Ads containing information about the selection
process affect the probability that applicants will
apply for the job.
Electronic Media
 AVAILABLE AUGUST 15: Female, 37
years old, religious teacher. College,
seminary, adult education . Masters in
Religious Education, PhD in Social
Development. Experience in men’s
and women’s, coed undergrad., grad.,
and adult education.
Contact Ad Random Dept. L-237

Situation Wanted Ads are ads placed by the

applicants rather than by the organization.
Point-of-Purchase Method of recruitment is
based on advertising principles used to market
products to consumers.
Recruiters
Campus Recruiters
Outside Recruiters
Job Fair
Employment Agencies
and Search Firms
Employment Agencies operate in two ways;
(1) they charge the company for a successful
placement of an applicant; or (2) they charge the
applicant after taking the job.
 Hiring Placement
finding the right finding the right
person for the job for the right
right job. person

Hiring and Placement

Executive Search Firms a.k.a. Head Hunters
tend to be representing high-paying, non-entry level
positions. They charge fees to organizations rather
than to the applicants.
Public Employment Agencies are primarily designed
to help the unemployed find work, and often offer services
such as career counseling and resume preparation.
 Employee Referrals a process
in which current employees recommend family
members and friends for specific job openings.
Internet
Employer-Based Website wherein an organization
lists available job openings and provides information bout
itself and the minimum requirements needed for the job.
Internet Recruiters are private organizations whose
websites list job openings for hundreds of other
organizations and resumes for thousands of applicants.
Incentives are offered to applicants/employees to
accept jobs with an organization (usually in the form of
signing bonus).
Non-Traditional Populations
 When traditional recruitment methods are
unsuccessful, many organizations look for potential
applicants from non-traditional populations.
 Partnership Gay friendly Hiring of
with local benefits such as welfare for
churches domestic single parents
(Manpower, Inc., partner benefits (Minton-Eversole,
Arizona, USA, and (Xerox, J.P. 2001)
Chicago Police Morgan, and
Dept.) American Express)
 Hire people Hire Ex-convicts Married
with couples as
developmental (Dennys and team drivers
disabilities Sheboygan (Taylor, 2007b)
Upholstery and
(Cub Food, Inc.,
Kettle Morrine
Illinois and
Correctional
Habitat Int’l.,
Institution)
Tennessee)
Recruiting “Passive” Applicants
One way of recruiting applicants is to build relationship
with professional organizations for each of the field in
which they recruit.
Evaluating Effectiveness of
Recruitment Strategies
Considering the
number of
potential
recruitment
sources,
WHICH OF
THE SOURCES
IS BEST TO
USE?
45
40
35
30
25 Advertisment
20 Referrals
15 Walk-ins
10
5
0
No. of Applicants

Number of Applicants
This presents a tally of applicants’ turn out from
different recruitment sources.
 Cost per Applicant
Is determined by dividing the number of applicants by
the amount spent per strategy.
 REFERRAL
NEWSPAPER AD
BULLETIN BOARD
ADVERTISING FEE POSTERS
P20,000 P 500

APPLICANTS’ APPLICANTS’
TURN OUT TURN OUT
30 30

20,000 500
40 30

= P 500.00
= P 16.66
45
40
35
30
25 Advertisment
20 Referrals
Walk-ins
15
10
5
0
No. of Applicants No. of Qualified

Number of Qualified Applicants

Presents a tally of qualified applicants expressed their
interest to apply for the job from different recruitment
sources.
 Cost per Qualified Applicant
Is determined by dividing the number of qualified
applicants by the amount spent per strategy.
 REFERRAL
NEWSPAPER AD
BULLETIN BOARD
ADVERTISING FEE POSTERS
P20,000 P 500

QUALIFIED QUALIFIED
APPLICANTS APPLICANTS
10 15

20,000 500
10 15

= P 2,000.00
= P 33.33
45
40
35
30
25
Advertisment
20 Referrals
15 Walk-ins
10
5
0
No. of No. of No. Hired No.
Applicants Qualified Successful

Number of Successful Applicants

This presents a tally of successful employment from
different recruitment sources.
 Realistic Job Preview (RJP)
This presents an honest assessment about the job.
 ALTHOUGH THE
JOB REALLY
OFFERS WELL, IT
IS MOSTLY BORING
AND HAS LESS
ROOM FOR
PROMOTION…
Expectations Lowering Procedure (ELP)
Unlike RJP, which focuses on particular job, ELP
lowers an applicant’s expectations about work, and
expectations in general.
Effective Employee Selection
Technique
Employee selection systems share three
characteristics:
1. they are valid;
2. they reduce the chance of a legal challenge; and
3. they are cost effective.
 A valid selection test is one that is based on job
analysis (content validity), predicts work-related
behavior (criterion validity), and measures the
construct it purports to measure (construct validity).
 Selection tests will reduce the chance of a legal
challenge if their content appears to be job related
(face validity), the questions do not invade an
applicant’s privacy, and adverse impact is minimized.
 An ideal selection test is
cost-effective in terms of
the cost to purchase or
create, to administer, and
to score.
Employment Interviews
Employment Interview in terms of
STRUCTURE

The structure of the interview is determined by the

source of questions, the extent to which all applicants
are asked the same questions, and the structure of
the system used to score the answers.
…in terms of structure

STRUCTURED INTERVIEW is one which

(1) the source of the question is job analysis (job-

related questions),
…in terms of structure

STRUCTURED INTERVIEW is one which

(2) all applicants are asked the same questions, and

…in terms of structure

STRUCTURED INTERVIEW is one which

(3) there is a standardized scoring key to evaluate

each answer.
…in terms of structure

UNSTRUCTURED INTERVIEW is one

which

(1) interviewers are free to ask anything they want

…in terms of structure

UNSTRUCTURED INTERVIEW is one

which

(2) are not required to have consistency to questions

asked to each applicant
…in terms of structure

UNSTRUCTURED INTERVIEW is one

which

(3) may assign number of points at their own

discretion.
Employment Interview in terms of
STYLE
The style of the interview is determined by the
number of interviewees and the number of
interviewers.
 …in terms of style

ONE-ON-ONE INTERVIEW involves one

interviewer interviewing one applicant.
 Interview Schedule

9:00AM With the HR

Manager

9:30AM With the

Supervisor

10:00AM With the VP

for Sales

…in terms of style

SERIAL INTERVIEW involves a series of

single interviews.
 …in terms of style

RETURN INTERVIEW is similar to serial

interviews with the difference being the passing of
time between the first and the subsequent
interviews.
 …in terms of style

PANEL INTERVIEW has multiple

interviewers asking questions and evaluating
answers of the same applicant at the same time.
 …in terms of style

GROUP INTERVIEW has multiple

interviewers applicants answering questions during
the same interview.
Employment Interview in terms of
MEDIUM
The style of the interview is determined by the extent
to which they are done in person.
 …in terms of medium

TELEPHONE INTERVIEW are often used

to screen applicants but do not allow the use of
virtual cues.
 …in terms of medium

VIDEO CONFERENCE INTERVIEW are

interviews conducted in remote sites.
 …in terms of medium

WRITTEN INTERVIEW involves the

applicant in answering a series of written questions
and then sending the answers back thru regular mail
or e-mail. .
Problems with Unstructured
Interviews
Problems with
Unstructured
Interviews
Poor Intuitive Ability
Lack of Job Relatedness
Primacy Effects
(First Impressions)
Contrast Effects
 ?
Negative Information Bias
Interviewer-Interviewee Similarity
Interviewee Appearance
Non-Verbal Cues
 Creating a
Structured Interview
1. Determining the KSAO’s
to Tap in the Interview
2. Creating Interview Questions
 Disqualifiers are
questions that
must be answered
in a particular way
or the applicant is
disqualified.
Clarifiers allow
the interviewer Skill Level
to clarify Determiner tap
information in the interviewees
the resume and level of
application letter. expertise.
 Organizational
Future Focused Fit Questions tap
Questions are the extent to which
situational questions an applicant will fit
where the applicant into the future of an
is asked what he organization.
should do in a
particular situation
Past Focused
Questions (a.k.a.
Patterned Behavior
Description
Interview) focusing
on previous
behavior.
Creating a Scoring Key for Interview
Answers
Right and Wrong Approach
Typical-Answer Approach
Key-Issues Approach
Conducting the Structured Interview
 Conducting the
Structured Interview
1. Establish rapport
2. Explain agenda and the
process to the applicant
3. Ask questions and score
4. Clarify if the applicant has
anything to ask
5. End interview by
complementing the
applicant.
Writing a Resume
Resume is a summary of an applicant’s
professional and educational background.
 Resume can be viewed in two ways:
1. As a history of one’s life that tend to be very long
and lists every single job one has worked with, and
personal information such as hobbies and interests.
2. As an advertisement of skills that tend to be short
and contain information that is both positive and
relevant to a job seeker’s desired career.
 Characteristics of
Effective Resumes
1. The resume must be attractive and easy to read.
2. The resume cannot contain typing, grammatical,
or factual mistakes.
3. The resume should make the applicant look as
qualified as possible-without lying.
Types of Resumes
Chronological Resumes list previous jobs in
order from the most to the least recent.
Functional Resumes organizes jobs based on
the skills required to perform them rather than the
order in which they were performed.
Psychological Resumes contains the strength
of both chronological and functional styles. It is based
on a sound psychological theory of impression-
formation.