Recruitment and Selection

Recruitment
The initial attraction of a pool of key talent, to the organization. We recruit applicants. Process of attracting the best qualified individuals to apply for a given job.

Selection
The process by which the applicants with the best skill sets and competencies are chosen to be evaluated; through this process a candidate is appointed. We evaluate candidates. When does an applicant become a candidate?

Role & Importance

Optimise effectiveness of human resource 20th century matching people to jobs 21st century
Future work Mobility (in & out of organisation) Interpersonal skills Fit with stakeholders & technology

Strategic in nature

A Continuous Process
Staff departures

Changes in business requirements

Changes in business location Promotions

Stages in Recruitment
Identify & define requirements (job descriptions, specifications) Attract potential employees

Select & employ appropriate people from applicant pool

Attracting
Selling the role Overall marketing strategy for employment Optimum amount of information Provide a job preview Job information questionnaire Information drip fed in response to questions about role Self scoring Score can discourage unsuitable candidates Cost effective & avoids hostility of rejection

Response Process
Based on application forms / CVs

Form to be carefully designed

Focus on few key competencies Knowledge, skills, relevant experience Motives, values, personality better gleaned from testing & interviewing

Communicating With Potential Applicants

Style
Substance

Maintaining Applicant Interest

Applicant contacts Timing Applicant reactions to selection processes

Communication issues
RJPs (Realistic Job Preview)

Influencing Job Choice (Closing the Deal)

Specifics of offer pay initial assignment relocation benefits
Offer process negotiation timing

An Effective Source Generates :

the right number of applicants qualified applicants applicants who will accept job if offered applicants who will stay with company and perform well over long haul

Responsibility.
HR usually takes lead & coordinates activities

Every line manager has a role, & shares benefits of recruiting the best applicant.

Closing the Gap.

Gap analysis may reveal that you need to attract more and better qualified applicants. Ultimately, the people you hire are only as strong as those in your applicant pool.

Some Recruitment Methods

Advertising Recruitment agencies On-line recruiting Campus recruitment Internships

Word of mouth
Employees as recruiters

Job fairs

Anticipate vacancies

University partnerships Maintain a pre-screened applicant pool Targeted recruitments Realistic job previews

Some Factors Affecting Recruitment

Job characteristics

Recruitment Policies
Characteristics of Recruiter

Job characteristics
C&B

Challenge
Security Growth potential Geographical concerns Essentials vs. desirables !

Recruitment Policies & Features

Internal vs external Recruitment sources

Warmth
Information sharing Positive experience

Internal Recruitment
Variety of media Notice boards, intranet, magazines, meetings Advantages Motivation tool Prevent attrition Reduced risk Speed & economy

Disadvantages
Limits number of applicants

Quality may be at stake

Creates another vacancy May give false ideas about growth in organisation

External Recruitment
Advertisement should be SHARP (short, honest, accurate, relevant, positive) Choice of medium dictated by :
Type of job Readership/circulation Frequency Cost

Evaluating Recruitment
Were jobs filled?
Applicant quality Yield Ratios

Competencies
Important in selection process

All personal attributes, knowledge,skills, values needed to perform well

Competency based role descriptions help separate suitable from unsuitable Self assessment of suitability may be useful

Selection Methods
Application Forms

Interviews
Psychometric tests Assessment centers Peer assessments

Application Forms
Computer screening of large number

Used by big corporations eg IBM, Microsoft to save time

Bio-data & closed questions eg did you build a model airplane that flew ? predicted success of pilot trainees.

Psychometric Testing
Ability tests
specific aptitudes eg vocabulary, numeracy, spatial awareness etc More accurate predictors of potential

Personality tests
Range of personal characteristics, values, attitudes shaping behaviour Usually five-factor model of personality in use

Psychometric Tests
Personality
16 PF Test T.A.T. (Projective test)

Interest
Thurstones Interest Inventory

Motivation
Achievement, nAff, nPower

Honesty
Polygraph Graphology

Assessment Centers
Multiple techniques over at least a day, to several days Interviews, testing, work simulations, exercises etc Highest predictive validity of all selection techniques

Reviewing the Resume

Overall appearance Frequent changes

Blanks/omissions
Time gaps

Salary requirement
Reason for leaving previous job Look for red flags

Time overlaps
Other inconsistencies

Interviewing
Most frequently used selection technique
Unstructured most common but half as effective as structured Structured clearly defined criteria, usually competencies specific information scored against consistent scoring range may be behavioural / situational (effective)

Why an Interview?
Exchange sufficient & necessary information to decide suitability Social and ritual aspects. Audition. Group/power vetting Candidate asserts abilities & presents experience. Communicate relevant information about job/organisation - objective & subjective Seduce candidate to become an organisational member Satisfy candidate - give fair opportunity Importance of not over-selling

3 Levels of Discovery in the Interview

1. Is the candidate qualified? What can this person do? How can we determine this? 2. Would the candidate fit in our organization? How can we determine this? 3. Does the candidate like to do what the job requires and is the candidate motivated to get it done in our environment? How can we determine this?

2 Critical Skills for Effective Selection

Interview Design - the process by which selection questions are created to evaluate candidates against selection criteria - The WHAT Interview Techniques tools used by interviewers to further explore a candidates skills and abilities, via different selection techniques (i.e. question types or methods) The HOW

Interview Design - WHAT

Step 1: Review the position description- what are the key skills/requirements that the candidate must possess? What are the skills/requirements that would be assets? These two lists become the basis for your selection interview questions (and also your job ad)

Interview Design - WHAT

Step 2:Consider other job elements that may not be readily apparent, i.e. behavioural attributes that might complement your existing team. These elements also go on your list. Can you think of an example?

Design : Base Questions on

Primary responsibilities and tasks Required background, education and experience Personal characteristics/competencies required to be successful (i.e. analytical skills, creative abilities, decision-making style, interpersonal skills, workstyle) Key features of the organizations culture Your management style and its implications for an effective working relationship

Selection Interview : The HOW

General ice-breaker type questions still job related, usually focused on employment history Questions that deal one by one with your list of key skills/requirements Questions to assess cultural fit and work style Questions related to the candidates interest in the position

Competency Based Questions

Tangible competencies (measurable skills)
Experience/achievements

Knowledge based competencies

Eg project mngmt, problem solving, decision making, time mngmt etc

Behaviour based competencies key behaviours under certain conditions

Interpersonal skills Job-specific competencies

Competency based Questions

Relate past job performance to probable future performance Seek specific examples

Useful at any stage of interview process rapport building, introduction, core stage, closing

Question Types
Several question types or styles can be used in combination to create a comprehensive interview.

Vary in approach, difficulty and complexity.

The higher the level of specialization, complexity and accountability of the role, the more complex and challenging the interview questions should be.

Question Types
Direct, Closed-ended Questions

Direct, Open-ended Questions

Biographical Questions

Forward-looking Situational
Backward-looking Behavioural Creative Work Product Testing

Direct, Closed-ended Questions:

Used to confirm specific information that you already have with a yes or no answer typically i.e. Based on your cover letter, I see that you are able to use DreamWeaver. Is that correct? Use sparingly, in a selection interview. Why?

Direct, Open-ended Questions

Used to allow a candidate to provide an answer based on how they interpret the question, and provide significant detail. i.e. Based on your cover letter, I see that you are able to use DreamWeaver. Can you tell us what you have used this software for? Use liberally, in a selection interview. Why?

Biographical Questions
Used to probe into the candidates work history and experience, using the rsum as a guide. i.e. Based on your resume, I see that you are in a customer service role. Please tell us how many customers you serve on average in a day, and what those interactions involve. A question type that is often under used. Why?

Forward-looking Situational
Used to evaluate the candidates ability to handle future work situations, that are likely to be experienced if hired. i.e. If a client approached you with a complaint that you didnt know how to handle, what would you do? There are pros and cons to this type of question. What are the pros and cons?

Backward-looking Behavioural
Used to evaluate the candidates ability to handle past work situations, that are related or relevant to situations likely to be experienced if hired. i.e. Tell us about a time when a client approached you with a complaint that you didnt know how to handle, what did you do? Take us through the situation. This type of question often provides better insight than a Situational. Why is this the case?

Follow-up questions - Probe

Asked to complete answer to both behavioural & situational questions

What lead up to the situation?

Who was involved?

What did/would you do?

What did/would you say? What were you thinking? How were you feeling?

Creative Work Product Testing

Used to evaluate the candidates ability to actually do an element of the job. i.e. As discussed previously, as part of the evaluation process all candidates will be assessed by using DreamWeaver to create a

basic Webpage. Lets go over to the PC.

Allows the interviewer to evaluate the actual work product of each candidate.

What is the applicability of this approach?

The interview agenda:

Welcome Introduction of selection committee and explanation of the process Ask selection interview questions Allow time for candidates questions Explain next steps Thank the candidate

Evaluation Model
Good meets the requirement at a basic level; no concerns noted; will require some OJT to learn this element of the position, but is adequately prepared to do so upon hire. Great meets the requirement fully; clearly and comprehensively demonstrates the element; will require little or no OJT. Golden exceeds the requirement; will require no OJT; capable of teaching others.

Checks & Offers

Check for authenticity Documentary checks on qualifications or licenses Statutory checks on work eligibility Specialist checks on health, credit, criminal records Reference checks Offers of employment may be conditional or unconditional