Abstract

Human Resource involves everything related to the employer-employee relationship and is about
supporting and managing the organization’s people and associated processes. It’s seen as a core
business function essential to the organization’s effective operation. (Kun-Hsi Liaoa, 2016) HR is
a very popular and highly competitive career with graduate schemes being among the most
oversubscribed.

HR has great scope for specialism and development within a particular HR function (e.g.
development, equality and diversity, recruitment and selection, etc.) and with specialism comes
extra responsibility and remuneration.
Table of Contents
Abstract ......................................................................................................................................................... 1
Introduction .................................................................................................................................................. 3
Methods of Recruitment............................................................................................................................... 3
Selection Technique ...................................................................................................................................... 6
Conclusion ..................................................................................................................................................... 8
Structured and unstructured interview ........................................................................................................ 9
Structured Interview ................................................................................................................................. 9
Unstructured interview............................................................................................................................. 9
Structured interviews are more valid than unstructured ........................................................................... 10
References .................................................................................................................................................. 11
Introduction
APU is one of the best private universities in Malaysia and well reputed university in worldwide
wants to hire a human resource lecturer for the upcoming intakes.it is very important to hire a good
and effective lecturer because APU has a high level of faculty members and the lectures of the
firm are highly experienced and educated from one of the most famous institutes of the world. So
it is essential for the university to select a high quality lecture, (JOHN R. SCHERMERHORN,
2005) human Resource Lecturers have the very important responsibility of shaping the lives of
young, impressionable children in a business life. With this responsibility comes great pride and
joy. A good lecturer can be defined as someone who always pushes students to want to do their
best while at the same time trying to make learning interesting as well as creative. lecturer,
especially at the elementary level, must be very creative with their teaching styles. Not every child
learns the same way, nor are they interested in the same things. Lecturers is one who shapes up the
whole life of the students through his/her knowledge, patience, love and care.

Methods of Recruitment
Advertisement

Job Advertisement is One of the most common recruitment methods for businesses but very
effective method placed in local and national print and online publications. The goal is to advertise
in places that are more likely to attract the kinds of candidates sought by the University. For
example, Advertisements and promotions typically include important information such as the
location, job title, description, compensation package and instructions on how to apply for jobs.

Authorization

Before starting to review applicant files, the search committee and department should agree on the
processes and procedures for reviewing files and for selecting. Follow the department process to
select the candidates proposed for campus interviews

Preliminary interview
A preliminary interview is an initial meeting to gather basic information about how an applicant's
goals, skills and qualifications can benefit a company's needs.
Shortlisting of applicants

A well-designed and properly used application form can be a real time-saver because it collects
essential information and presents it in a standardized format.

Type of information required may vary from firm to firm and even by job type in an organisation.
To eliminate those who obviously do not meet the position’s requirements

In-Person Interviews

Face-to-face interviews require some time, which is one of the reasons the applicant pool should
be contracted by conducting preliminary screening and telephone interviewing. (Graves, 1986-
1998) The recruiter is a channel for providing the hiring lecturer with the most appropriate
candidates, a procedure that streamlines the selection process. For example, out of 10 applicants
interviewed by phone, the recruiter should select three to four candidates. (Dessler, 2008) The
hiring manager further contracts the selection to two finalists. In a small business, although the
hiring manager may be doing the work of a recruiter, best practices for HR lecturer selection
methods dictate that at least one face-to-face interview be conducted before making any further
decision

Cultural Fit Selection

In the third-round interview, frequently the choice around the hiring manager asks questions that
will help him determine which candidate fits the organizational culture. Qualifications aside, an
important factor in the hiring decision is cultural fit. Cultural fit means the candidate's values line
up with the organization's principles.

Realistic job previews

Methods like this are time-consuming and there are serious issues of confidentiality, but if you can
screen your shortlist down to two or three candidates, there’s no reason why you shouldn’t bring
them in and give them a problem to handle.
You do need to make sure that the problem has a clear solution; preferably, it would be a problem
that you’ve already dealt with successfully.

A benefit with realistic job previews is that they can involve more staff in the selection procedure.
People tend to work well with candidates whom they have seen and had some say about.

References

Written references have some drawbacks; perhaps someone wants rid of an employee - they
certainly won’t give a poor reference under those circumstances! Poor references could also turn
out to be libellous, although one of the main problems is that people just don’t know what you’re
asking for. The most accurate references may come from face-to-face or telephone interviews with
someone who has had direct experience of the candidate’s work

Selection Technique

Different types of positions require different kinds of selection techniques. (Herrenkohl, 2010)
Choosing the right techniques will help you to recruit the best person for the position. The
selection techniques you choose will depend on the particular skills, attributes and knowledge
required for the position

Tests of Abilities, Aptitudes, and Skills

Tests used for screening applicants on the basis of skills, abilities, and aptitudes can be classified
as either paper and pencil tests or job sample tests. Both kinds are scored, and minimum scores are
established to screen applicants. (RICHARD R. REILLY, 1982)
Personality Test

People often believe that certain jobs require unique personalities or temperaments. For example,
an accountant may be thought of as conservative, meticulous, and quiet, while a used-car salesman
may be pictured as aggressive, flashy, and smooth talking. (Bob Adams, 1996) While it is probably
true that some "types" of people occupy certain jobs, there is little evidence that people must have
a specific personality type to be successful at a particular type of job. It is more common that the
job itself shapes the job holder's behaviour, and people stereotype others by their job behaviour.

Situational Judgement

These tests have been described as the multiple-choice equivalent to structured interviews. In
SJTs, applicants are asked to choose how they would respond to a variety of hypothetical situations
that are relevant to the target job. Results indicate how that particular applicant will behave when
faced with particular situations and decisions. (Furham, 2009) The ability of this method to predict
how applicants will respond to complicated decisions makes SJ one of the best approaches for
managerial and technical positions.

Lectures/presentations
these assess a candidate's communication skills and perhaps their expertise on a particular subject.
A typical task might involve a candidate preparing and presenting to a selection panel, peers and/or
postgraduate students. For example, for an academic position a lecture or presentation of research
or teaching would be appropriate.
Informal meetings

Informal meetings can be used as a way of observing a candidate's behaviour in a less formal
environment, such as lunches or coffee breaks with staff or key stakeholders. Informal meetings
are probably best used as part of a two-phase selection process, after you have narrowed the field
down to the last few candidates. Candidates should be aware that this is part of the assessment
process.

Conclusion
Human Resource Lecturer should focus on matching the needs of the business with the needs and
development of students. Recruitment and selection methods are very important concerning
selecting the right candidate for a job. APU has some of the most creative and innovative ways of
recruiting new employees. They post their job openings on their company website but also use
other outlets such as social media and job search engines. However, APU is not looking for a
specific education or a certain amount of experience. They want an employee who will fit in with
the company’s culture. They use personal attributes in their hiring process to find candidates that.
will be the leaders of the company. (Ben Cohen, 2012)

APU can streamline their process to ensure they are doing everything they can to find the
lecturer who deserve to fit in their university
Structured and unstructured interview

Structured Interview

A structured interview is an assessment method designed to measure job-related competencies of

candidates by systematically inquiring about their behaviour in past experiences and/or their
proposed behaviour in hypothetical situations. (JOHN R. SCHERMERHORN, 2005)
Generally speaking, structured interviews ensure candidates have equal opportunities to provide
information and are assessed accurately and consistently.
Structured interviews are popular because they are more personal than other assessment methods.

Unstructured interview

These are sometimes referred to as ‘discovery interviews’ & are more like a ‘guided conservation’
than a strict structured interview. (Dessler, 2008) They are sometimes called informal interviews.
Unstructured interviews are more flexible as questions can be adapted and changed depending on
the respondents’ answers. The interview can depart from the interview schedule.

Unstructured interviews generate data through the use of open questions. This allows the
respondent to talk in some depth, choosing their own words. This helps the researcher develop a
real sense of a person’s understanding of a situation.
Structured interviews are more valid than unstructured
Most of the companies follow the structured interview the reason behind is They can evaluate
competencies that are difficult to measure using other assessment methods (e.g., Interpersonal
Skills). In the structured interview all candidates are asked the same predetermined questions in
the same order. Structured interviews are fairly quick to conduct which means that many
interviews can take place within a short amount of time. While structured interview is a time
consuming and it is expensive as collecting data via questionnaires. The interviewer won’t ask the
same questions all time so it is not reliable. (Dessler, 2008) The interviewer must conduct
structured interview but also according to the scenario use probing that means the interviewer can
ask the questions which might be different so they can judge our take a confidence test.
References

Ben Cohen, J. G., 2012. SME Franchise: The New Gold Rush. Malaysia, Business Media
International .

Bob Adams, E. A., 1996. Power to the people. In: N. D. a. o. Dr Lillian Arleque, ed. Managing
People. Massachusetts: American Bar Association, pp. 28-38.

Dessler, G., 2008. Human Resource Management. 11 ed. London: Pearson Education Inc.

Furham, A., 2009. People Management In Turblent Times. 1st ed. London: Palgrave Macmillan.

Graves, L. M. K. R. J., 1986-1998. A fresh look at interviewers decision. The employee selection
interview: A fresh look at the old problem, 35.2(2), p. 29.

Herrenkohl, E., 2010. How to Hire A-Players : Finding the Top People for Your Team- Even If
You Don't Have a Recruiting Department (1). 1st ed. Canada: Wiley.

JOHN R. SCHERMERHORN, J., 2005. Management. 8th ed. United States of America: John
Wiley and sons inc.

Kun-Hsi Liaoa, I.-S. H., 2016. Human resource management in NPOs. Impact of Vision, Strategy,
and Human Resource on Nonprofit Organization Service Performance, 224(12), pp. 20-27.

RICHARD R. REILLY, G. T. C., 1982. SELECTION PROCEDURES. VALIDITY AND

FAIRNESS OF SOME ALTERNATIVE EMPLOYEE SELECTION PROCEDURES1, 35(1), pp. 1-
62.

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