PHRi MODULE 2

RECRUITMENT AND SELECTION

Professional in Human Resources – International (PHRi)

2016 Edition

© 2016 International Human Resource Certification Institute

Module 2: Recruitment and Selection
Acknowledgements ................................................................................................................... vii
Welcome to the HRBP/PHRi™ Learning System....................................................................... ix
Getting Started .....................................................................................................................................ix
HRBP/PHRi™ Learning System Structure ............................................................................................ x
Learning System Development...........................................................................................................xiii
Information about Certification .........................................................................................................xiv
HR Certification Institute HRBP/PHRi™ Knowledge Base ................................................................ xv
Module 2: Recruitment and Selection Section 2.1: Workforce Planning and Staffing

2.1: Job Analysis and

Documentation

This section covers the following information from the

Knowledge Base:

Behaviors: 02. Support managers in developing job descriptions and keep

records of job requirements

Skills & Knowledge: 02. Job functions and responsibilities in the organization and
industry

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)
Recruiting cycle (from announcement to job offer)

Source: HR Certification Institute

Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Introduction
The success of any organization depends on each employee’s performance on the
job. To make the recruitment and selection process effective, both employees and
employers must have a clear concept of what a given job is and a clear language
to communicate about the job.

A job analysis is a study of the major tasks and responsibilities of jobs in an

organization. Job analysis is the foundation of many HR functions and activities.
Effective HR practices depend on a thorough understanding of how jobs are
performed (Society for Human Resource Management, Job Analysis 2009).

Figure 2-1 shows the integral role of job analysis in HR.

Figure 2-1. Roles of Job Analysis in HR

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

This section examines the following topics:

 The job analysis
 Three outcomes of the job analysis: job descriptions, job specifications and
job competencies

Figure 2-2 illustrates how the different components of the job fit together.

Figure 2-2. Job Components

Job Analysis
A job analysis helps you determine the following information:
 The importance of each task and responsibility
 How the job relates to other jobs in the organization
 The performance qualifications for the job
 The conditions under which the work is performed

The general purpose of the job analysis is to understand the requirements of a job
and to develop a pay structure. All jobs must be interrelated to accomplish the
organization’s vision, mission, goals and objectives. Job analysis is the first step
toward that end.

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Gathering Job Analysis Data

A job analysis measures the job, not the person doing the job.

How often should job analysis data be gathered?

 A job analysis for current positions should be completed on a regular and
ongoing basis. At a minimum, a job analysis is needed when there is a
vacancy or every two years.
 A follow-up assessment for new positions should be completed within six
months to one year after the job is filled.

Relevant Information

The data you collect for a job analysis should clarify the following aspects of the
job:
 Essential and nonessential tasks, duties and responsibilities
 Knowledge, skills, and abilities
 Mental and physical attributes required for the job
 Level of responsibility in the job (supervision received and given)
 Work environment (including equipment used, hazards and general
physical conditions that may affect the work)

This data will help differentiate the job from other jobs in the organization.

What do we mean by knowledge, skills, and abilities?

 Knowledge: the information necessary for task performance
 Skills: the level of expertise needed for task performance
 Abilities: the capabilities necessary to perform the job

These three key elements are commonly abbreviated as KSAs.

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Primary Source

When you collect data for a job analysis, a primary source can provide valuable
information from personal experience. A primary source is a source who is as
close as possible to the topic you are researching. For a job analysis, primary
sources include the following:
 The employees who currently perform the job
 The managers who supervise others who perform the job

If many employees perform the same job, be sure the data sample is
representative of the target population to ensure that your job analysis conclusions
are valid.

For additional information on sampling, see Module 1: HR Administration,

Section 1.2: Gathering, Measuring and Reporting HR Data.

Collection Methods

Most organizations use more than one method for collecting primary source data.
Figure 2-3 summarizes some common data collection methods.

Method Description Benefits

 Directly observe
Observation
employees performing the
tasks of a job.
 Record observations.
 Translate observations into
the necessary KSAs.
 Provides a realistic view of
the daily tasks and
activities performed in a
job
 Works best for short-cycle
jobs in production

Figure 2-3. Common Data Collection Methods (continued to next page)

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Method Description Benefits

 Conduct a face-to-face
Interview
interview in which the
interviewer obtains the
necessary information
from the employee about
KSAs needed to perform
the job.
 Use a questionnaire to ask
Open-ended
job incumbents and their
questionnaire
managers about the KSAs
necessary to perform the
job.
 Combine the answers and
publish a composite
statement of job
requirements.
 Uses predetermined
questions
 Adds new questions based
on the response of the
employee being
interviewed
 Works well for
professional jobs
 Produces reasonable job
requirements because
input is solicited from both
employees and managers
 Works well when a large
number of jobs must be
analyzed with limited
resources

Figure 2-3. Common Data Collection Methods (concluded)

Sample job analysis forms can be found at the following SHRM websites:
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/C
MS_001973.aspx
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Pages/JobAnalys
isForm.aspx
 http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/C
MS_011001.aspx

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Outcomes of the Job Analysis

A job analysis usually results in the three outcomes shown in Figure 2-4.

Element Description

Job descriptions Summarize the most important

features of a job, including the
following:
 Required tasks
 Knowledge, skills and abilities
 Responsibilities
 Reporting structure

Job specifications Describe the qualifications

necessary for a job holder to perform
the job successfully

Job competencies Describe the attributes or behaviors

of employees required for success in
an organization, workgroup or job

Figure 2-4. Outcomes of the Job Analysis

Job descriptions, specifications and competencies are described in more detail

below.

For additional information on job analysis, see Module 1: HR Administration,

Section 1.3: Workforce Planning and Employment Strategies.

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Job Documentation
Job documentation involves the creation of job descriptions, specifications and
competencies.

Job Descriptions
A job description is a written document describing an employee’s work
activities. (Organizations in different countries may use different names for the
job description, such as ―role profile‖ or ―role description.‖)

Job descriptions are used to document job content. These descriptions have many
uses, as shown in Figure 2-5.

Figure 2-5. Uses of Job Descriptions (Society for Human Resource Management 2004)

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Challenges

A major challenge with job descriptions is presenting them in a consistent way for
different jobs. Difficulties with consistency can be caused by the following issues:
 A large number of employees
 An inefficient job description process
 The different responsibilities and duties of different jobs

Inconsistent job descriptions can lead to hiring people who are poorly equipped to
perform the job functions successfully (Corporate Leadership Council, Job
Description Creation and Review 2003).

Considerations for a Global Environment

Job descriptions have some additional purposes in a global environment:

 Matching the employee to the right job to avoid inappropriate cross-border
transfers
 Comparing salaries across countries so that jobs with the same description
have the same salary
 Providing the basis for reliable statistics about job types and projected
needs across the organization
 Helping compare and align business processes across countries

Elements of Job Descriptions

Most job descriptions include the elements shown in Figure 2-6. But, not every
element will appear in every job description.

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Job Element Description

 Job title
Job identification
 Department or location
 Date the job description was completed
 Approvals
 Who the position reports to

Summary Overview (four or five sentences) that summarizes

the purpose and objectives of the job, including the
following:
 Primary responsibilities
 Expected results
 Degree of freedom (for example, works
independently or works under direct
supervision)

Essential functions Tasks, duties and responsibilities of the job

Nonessential functions Desirable but not essential aspects of the job

KSAs Minimum knowledge, skills and abilities required

to perform the job satisfactorily

Supervisory Extent of authority, including a list of who reports

responsibilities to this position

Working conditions Environment in which the job is performed,

especially hazardous or difficult physical
conditions

Figure 2-6. Elements of the Job Description

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Job Specifications
A job specification is a written description of the minimum qualifications
required to perform a specific job. A job specification should reflect what is
necessary for satisfactory performance, not what the ideal candidate should
have.

Job specifications can be generated during the preparation of the job description.
These specifications are often included as part of the job description document.

Examples of job specifications include the following:

 Experience
 Education
 Training
 Licenses and certification (if required)
 Mental abilities and physical skills
 Level of organizational responsibility

As you determine the job specifications, be sure to distinguish between essential

functions and nonessential functions of the job. Documenting the essential
functions will help support your decision of who is qualified for a job.

Figure 2-7 shows an example of job specifications for a Marketing Manager.

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Job Specifications
 Manage all details of the request for proposal process (RFP) and
workflow including coordinating all responses to insure appropriateness
of response.
 Write and edit RFP responses.
 Determine priorities of responses when receiving more than one
response.
 Provide technical guidance to other team members on RFP procedures.
 Maintain library of RFP documentation and update as needed.
 Prepare accurate monthly reports of all departmental expenditures.
 Research information request from the Vice-President.

Figure 2-7. Sample Job Specifications for a Marketing Manager (Society for Human Resource
Management, Marketing Manager (Sample Job Description), n.d.)

For additional information on job descriptions and specifications, see Module 1:

HR Administration, Section 1.3: Workforce Planning and Employment
Strategies.

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Guidelines for Writing Job Descriptions and Specifications

Job descriptions and job specifications must be based on the specific duties and
responsibilities that are performed within the organization.

Some basic guidelines for writing job descriptions and specifications are listed in
Figure 2-8.

Guidelines for Writing Job Descriptions and Specifications

 Give jobs realistic and descriptive titles.
 Keep the summary short (no more than four or five sentences).
 List only the most important duties, tasks or responsibilities.
 Identify the essential job functions. (If you include nonessential job
functions, indicate which functions are essential and which are not.)
 Review the KSAs to be sure they are job related.
 Secure approvals and dates.
 Include appropriate disclaimers (for example: the job description may be
changed at any time).

Figure 2-8. Guidelines for Writing Job Descriptions and Specifications

In some organizations, writing the job description is the task of the department
that is hiring a new employee. In these cases, the human resources department can
provide guidance in the form of training and consultation on the elements of the
job description and on how to include organizational and department-specific
messages.

A number of standard job description packages (both paper based and computer
based) are available. These packages can provide the HR professional with a
starting point for establishing consistency in job descriptions and specifications.

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Resources available to help HR professionals develop job descriptions include the

following:
 http://www.shrm.org (Society for Human Resource Management)
 http://online.onetcenter.org (O*NET, the Occupational Information
Network). O*NET provides a comprehensive database of worker attributes
and job characteristics applicable in both the public and private sectors and
a common language for defining and describing occupations.

Job Competencies
Job competencies are the observable and measurable skills, behaviors and
knowledge that are needed to succeed in a specific job. Some organizations use
the term ―competencies‖ interchangeably with the knowledge, skills and abilities
needed to perform a job successfully (Dessler 2008). However, competencies are
more than basic KSAs. An employee usually develops competency at a job over a
period of time. Therefore, job competencies represent the accumulation of
multiple abilities and traits and knowledge required for success.

A competency-based job analysis describes a job in terms of competencies

instead of job duties. The focus is on what the employee or team must be
competent to do in order to perform the job.

Identifying Job Competencies

Several methods may be used to identify job competencies. One way is by

completing the sentence in Figure 2-9 (Dessler 2008).

Figure 2-9. Identifying Job Competencies

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Behavioral interviews are another common way to identify job competencies.

Additional information about behavioral interviews can be found at the

following website:
http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/CMS
_006200.aspx.

For additional information about behavioral interviews, see Section 2.3:

Selection.

For additional information on using interviews to gather data, see Module 1:

HR Administration, Section 1.2: Gathering, Measuring and Reporting HR
Data.

Finally, professional organizations sometimes publish generic lists of

competencies.

Job Competency Examples

Sample job competencies for a head of marketing position include the following:
 Business understanding
 Market understanding
 Targeting and designing
 Building customer loyalty

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

The 2007 Human Resource Competency Study (Ulrich, et al. 2008) (Grossman
2007) reported six core competencies that are demonstrated by successful HR
professionals:
 Credible activist
 Cultural steward
 Talent manager/organizational designer
 Strategy architect
 Business ally
 Operational executor

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Practice Questions

Directions: Choose the best answer to each question.

1. What term is used to describe a study of the major tasks and responsibilities of jobs in an
organization?
a. Job analysis
b. Job description
c. Job specification
d. Job competency

2. Which of the following information is NOT collected during a job analysis?

a. Job context
b. Job content
c. Internal strengths and weaknesses
d. Performance criteria

3. When you collect data for a job analysis, which of the following can be considered a
primary source?
a. Job applicants
b. Employees who are currently performing the job
c. Employees throughout the organization
d. Employees who perform similar jobs at other organizations

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

4. Which method of collecting primary source data provides a realistic view of the daily
tasks and activities performed in a job?
a. Interviews
b. Observation
c. Questionnaire
d. Work log

5. Which term is used for a written description of the minimum qualifications required to
perform a specific job?
a. Job description
b. Job competencies
c. Job specifications
d. Job analysis

6. Which of the following describes the level of proficiency needed for task performance?
a. Knowledge
b. Skills
c. Abilities
d. Competencies

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

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 Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Practice Question Answers

1. a
2. c
3. b
4. b
5. c
6. b

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Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

2.2: Recruitment

This section covers the following information from the

Knowledge Base:

Behaviors: 01. Manage the process to request jobs (for example, make sure
requisitions are approved , get approval for the number of
positions to be filled, monitor open positions)

03. Provide contact between recruiters and hiring managers (for

example, prepare job listings, share appropriate information with
the hiring manager and recruiter)

04. Announce job openings within the organization

05. Identify ways to find new hires (for example, advertisements and
web sites)

15. Manage database of applicants (for example, track the sources of

applicants and the results of the recruiting and selection process,
decide where to store information about candidates for possible
future employment)
Module 2: Recruitment and Selection Section 2.1: Job Analysis and Documentation

Skills & Knowledge: 03. Recruitment methods (for example, advertising , job fairs and
outsourcing)

09. Options for recruitment

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)

12. Processes for transferring or promoting employees within the

organization

Source: HR Certification Institute

Module 2: Recruitment and Selection Section 2.2: Recruitment

Introduction
Recruitment is the process of attracting, screening and hiring qualified people for
a job. The goal is to attract a pool of qualified candidates, some of whom will
later be given job offers.

Recruitment consists of two crucial factors. One factor is attracting the

appropriate quantity of applicants. The other factor is attracting quality applicants.

The starting place for determining who is qualified should be a carefully prepared
job analysis, job description and job specification. These three documents are
needed to establish selection criteria, evaluate applicants and screen out those who
do not meet the minimum qualifications needed for the job.

For additional information on the job analysis, job description and job
specification, see Section 2.1: Job Analysis and Documentation.

This section examines the following topics:

 Recruitment strategies and sources—including internal and external
recruitment methods
 Recruiting technology to help the HR professional

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Starting the Recruiting Process

The recruiting process starts with getting approvals for opening a job requisition.

The job requisition is a request to hire a person for an open position. Job
requisitions usually include the following information for candidates:
 Job description
 Job level
 Job location

The requisitions also include information required for HR professionals, such as

cost estimates and headcount information. Headcount refers to the number of
employees an organization has on its payroll.

Requisition forms and approvals may be known by different names in different

organizations. Generally these forms and approvals are required for the following
actions related to the job opening:
 Authorizing the recruitment of full-time, part-time, temporary and contract
employees
 Authorizing filling a position that has been vacated by the transfer or
termination of a current employee
 Authorizing creating a new position that is not currently filled by an
employee (Society for Human Resource Management, Recruiting:
Recruitment and Selection Policy and Procedures 2011)

HR professionals, together with recruiting professionals, have the following

responsibilities during the job requisition process:
 Securing the necessary approvals for any action related to the open position
 Before the job advertised, ensuring that the information on the job
requisition is accurate and that it represents the organization appropriately

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Developing Recruiting Strategies and

Sources
Recruiting Strategies
After job requisitions are approved, the next step is to develop a recruiting
strategy. Developing a strategy means establishing a specific plan of action for
meeting your recruitment objectives (Society for Human Resource Management,
Recruiting and Attracting Talent: A Guide to Understanding and Managing the
Recruitment Process 2009). Figure 3-1 suggests questions your organization
should ask while developing a recruiting strategy.

Figure 3-1. Strategy Development Questions

HR professionals must select appropriate sources to identify prospective

candidates. The organization can choose either to look internally within the
organization or to seek candidates externally. The choice between internal and
external recruitment sources depends on the organization’s needs, culture and
philosophy. The advantages and disadvantages of each approach are discussed
later in this section. Many experts advocate a balance between the two sources.

In choosing a recruiting strategy, be aware that what works for one organization
may not apply to another. However, certain general guidelines can help improve
your recruiting effectiveness. Figure 3-2 provides a checklist of suggested
guidelines.

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Figure 3-2. Checklist for Recruiting Effectiveness

Employment branding is a recruiting strategy that is covered in detail in Section

2.1: Workforce Planning and Staffing.

Build a Candidate Pipeline

Building a candidate pipeline means developing a pool of applicants that will be

available when a job opening needs to be filled. A candidate pipeline has crucial
value to an organization. However, organizations must first know what they are
looking for (Society for Human Resource Management, Build a Talent Pipeline
for Diverse Leaders 2007).

Consider the following strategies for starting and maintaining effective candidate
pipelines:
 Let potential candidates know that your organization may be interested in
hiring them if an appropriate job position becomes available.
 Let management know when exceptional talent is available.
 Consider creating a new position for a very strong candidate who may not
match your organization’s current job openings.
 Keep your pipeline to a manageable size (Pritchard 2006).

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Consider Flexible Staffing Options

Flexible staffing offers organizations a cost-effective and creative way to recruit

talent.

Also referred to as alternative staffing, flexible staffing uses alternative

recruiting sources and workers who are not regular employees.

Flexible staffing can be based on either schedule flexibility or location flexibility.

Schedule flexibility includes situations such as compressed workweeks and part-
time options. Location flexibility includes working remotely from a location other
than the main office or worksite.

Reasons to consider flexible staffing options for your organization include the
following situations:
 A shortage of available workers for open positions
 Seasonal workload demands
 Organizational upturns and downturns that make permanent headcounts
impractical
 Special projects that demand specific skills

Flexible staffing offers organizations the following benefits:

 Improved job commitment over a one-year period
 Decreased health problems or complications that impact the employee’s
work (Society for Human Resource Management, Workplace Flexibility
Has Bottom Line Implications 2008)

For additional information on flexible staffing, see Module 1: HR

Administration, Section 1.3: Workforce Planning and Employment
Strategies.

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Internal Recruitment Sources

Organizations can fill open positions through internal promotions and transfers.
This internal recruitment allows the organization to capitalize on its investment in
recruiting, selecting and developing its current employees. Figure 3-3 lists several
advantages and disadvantages of recruiting internally.

Advantages
of Recruiting Internally
 Allows management to easily
assess the candidate’s
performance, attendance
record, and strengths and
weaknesses
 Allows management to identify
employees who are interested
and ready for career
advancement
 Reduces the time needed for
the employee to adjust to the
position and to the
organization
 Can decrease the time and cost
of recruitment
Disadvantages
of Recruiting Internally
 Limits the number of potential
qualified candidates
 May result in the organization
becoming too internally
focused
 Can potentially decrease
employee morale and
motivation if the job is given to
a preselected candidate

Figure 3-3. Advantages and Disadvantages of Recruiting Internally (Stredwick 2005)

Figure 3-4 suggests issues that HR professionals should consider as part of the
internal recruitment process.

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Figure 3-4. Issues to Consider During Internal Recruitment

Methods of Recruiting Internally

Effective methods of recruiting internally include the following:

 Job postings
 Skills assessment tools
 Employee databases
 Employee referrals

Job Postings

A job posting is an internal system that allows employees to respond to a job

opening for a specific position. A posting should provide a brief description of the
job, including significant job duties and minimum qualifications, education and
experience. Job postings can be communicated through bulletin board notices,
newsletters, memos, electronic bulletins or the company Intranet.

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

In some cases, jobs are not advertised externally until employees have an
opportunity to respond to the posting. In other cases, jobs may be simultaneously
advertised externally to speed up the hiring process.

Job postings have several advantages:

 Allows all qualified employees to compete for positions
 Alerts candidates to advancement opportunities in the department or the
organization
 Allows the organization to reduce the costs of recruiting
 Accommodates seniority by establishing qualifications and other position
requirements

Skills Assessment Tools

The human resource information system (HRIS) is technology that supports

human resources functions. HRIS can be used as a source for internal recruitment.

HRIS skill banks and skill tracking systems can generate computerized employee
profiles and skill inventories. These inventories provide a list of candidates who
have the needed knowledge, skills and abilities. Having a complete record of each
employee’s qualifications provides the following benefits:
 Allows organizations to scan records quickly and to locate qualified
candidates
 Increases the likelihood of a good match between the job and the employee

For additional information on human resource information systems, see Module

1: HR Administration, Section 1.1: Strategic HR Management and Business
Trends.

Employee Referrals

An employee referral program is a recruiting strategy that rewards current

employees for referring qualified candidates for open positions (Society for

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Human Resource Management, Employee Referral: What Is an Employee

Referral Program 2009).

Figure 3-5 shows the potential value of using employee referrals.

Figure 3-5. The Potential Value of Employee Referrals (Society for Human Resource
Management, Recruiting and Attracting Talent: A Guide to Understanding and Managing the
Recruitment Process 2009)

Employee referral programs are most effective when used together with other
recruitment methods.

For a sample employee referral form, see the following website:

http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/1CMS_
007172.aspx.

Internal Movement

Internal movement refers to the movement of employees from one job to another
within the organization.

We will look in more detail at the following forms of internal movement:

 Promotions
 Demotions
 Relocations
 Transfers
 International assignments

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Promotions

In most organizations, a promotion is an advancement of an employee's rank,

usually with greater responsibility and more money. Some reasons for promotion
include the following:
 Assuming new and different duties of a different position at a higher level
 Assuming a position that involves increased responsibilities and the
acquisition of additional knowledge, skills or abilities in the same line of
work

HR, together with line management, should develop a natural progression of jobs
whenever possible. This progression provides employees with a career path for
future growth that can also be used as a basis for promotion from within.
However, HR management should not create jobs simply to provide a path of
upward mobility. Artificial career paths can lead to unrealistic expectations and
unnecessary organizational structure and costs.

Demotions

A demotion is moving an employee back or laterally to a position that is better

suited to his or her talents. Demotions can occur for several different reasons:
 Staff reductions, consolidations or reorganizations
 An attempt to move an underqualified employee to a more suitable position
 An employee’s request (For example, an employee may not want to
continue as a supervisor or may request a part-time schedule.)

Relocations

Relocation means moving an employee to another location for work. This

relocation can be within the country or to another country.

The organization should consider several factors related to relocations:

 The cost to the organization
 The employee’s willingness to accept the relocation

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

 The impact on the employee’s family (including employment opportunities

for the spouse)
 The need for an orientation program to adjust employees and their families
to the new location

Transfers

Often employees transfer to other divisions within an organization. Transfers are

usually considered a lateral move with no salary adjustment. Transfers can be
initiated by either the employee or management and may involve a move to a
different geographic location, function or organizational line.

Reasons for transfers include the following:

 The employee desires change but does not want to leave the organization.
 The organization finds a better match between the employee’s abilities and
the organization’s staffing needs.
 The transfer helps the organization balance staffing and reduces the need
for terminations.

International Assignments

An international assignee is a person who moves to a new country to work on an

international assignment. Figure 3-6 lists examples of types of international
assignees whom organizations use to staff their global operations.

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Types of International Assignees General Description

Short-term assignee The employee works in a new

country for a specified period of time
(usually between three months and a
year).

Long-term assignee The employee is relocated to a new

country (usually for longer than one
year).

Permanent assignee Most of the employee’s career is

spent moving from one international
assignment to another.

Returnee The person is already employed by

the organization and returns to the
home country to work.

Figure 3-6. Examples of Types of International Assignees

Reasons for organizations to make an international assignment include the

following:
 Filling an open position
 Transferring technology or knowledge
 Developing an employee’s career
 Analyzing the market for the organization’s products or services (Society
for Human Resource Management, Managing International Assignment
2009)

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Employees may view an international assignment as stopping the upward progress

of their career path. That perception can be changed by including these six
components in an international assignment:
 Make professional training available to spouses. The International
Assignee Research Project reports that 71% of international assignees say
that spouse counseling and support are important.
 Support the assignee’s children with programs that familiarize them with
the country’s schools and culture. A Global Trends survey found that
children’s education is one of the most important family challenges with an
international assignment.
 Provide continuing professional development and education.
 Maintain a strong connection between the assignee and the home office
and provide reassurance that the assignee will still be considered for
promotions.
 Require assignees to return to the home office during vacation time to
reconnect with coworkers and management.
 Clearly communicate the need for the assignment and how the assignee
will fit into the organization when the assignment is complete. (Society
for Human Resource Management 2000)

External Recruitment Sources

Organizations can fill open positions through external recruitment sources. Figure
3-7 lists several advantages and disadvantages of recruiting externally.

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Advantages
of Recruiting Externally
 Brings new ideas and talent
into the organization
 Helps the organization fill
needed competencies
 Provides cross-industry
insights
 May reduce training costs
(with experienced hires)
Disadvantages
of Recruiting Externally
 May result in poor placements
 Increases recruitment costs
 May cause morale problems
for internal candidates
 Requires longer orientation or
adjustment time

Figure 3-7. Advantages and Disadvantages of Recruiting Externally

During the external recruitment process, HR or the lead recruiter plays the liaison
role between the hiring manager and the external recruitment source. As a liaison,
the recruiter is the main contact point in the recruitment process and facilitates the
communication between the organization and the external recruitment source.

Candidates from outside an organization may be found through a wide variety of

sources. Figure 3-8 lists a number of common external recruiting methods and
sources.

External Recruiting
Description
Sources

Advertising (print and Advertising includes print publications, kiosks, billboards, radio
nonprint media) advertisements and television advertisements.

Figure 3-8. Examples of External Recruiting Sources (continued to next page)

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Module 2: Recruitment and Selection Section 2.2: Recruitment

External Recruiting
Description
Sources

Agencies Recruiting agencies can be in-country or global vendors who

provide pre-screened candidates quickly. Examples include the
following:
 Contract agencies provide a pool of workers for long-term
projects.
 Temporary agencies offer a contract relationship with an
external staffing firm to supply talent through temporary
service arrangements.

Career sites (on an Career sites offer interactive use of the organization’s website
organization’s website) for branding, communication and relationship building (for
example, posting current employee profiles and providing
opportunities for individuals to create a profile).

Community awareness Community awareness promotes awareness of the

organization’s brand and identifies the organization as a premier
place to work (for example, participation in community
volunteer programs, humanitarian events, local job fairs and
local school events)

Educational institutions Organizations can post job openings on college and university
website job boards, at on-site job fairs and at on-site interviews.

Global internships Global internships are partnerships with global exchange

programs to gain access to interns.

Government agencies Government agencies are online and on-site conduits between
employers and job seekers.

Figure 3-8. Examples of External Recruiting Sources (continued to next page)

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Module 2: Recruitment and Selection Section 2.2: Recruitment

External Recruiting
Description
Sources

Online social networks Online sites such as Facebook, LinkedIn and MySpace help
and blogs expand an organization’s talent database, extend the
employment brand and acquire top talent.

Outplacement services Outplacement services maintain job sites or job boards for
people who are displaced due to layoffs.

Personal networking Personal networking means contacting and developing

relationships with people in various locations to share
information, names and other data about prospective candidates.

Trade and professional Trade and professional organizations provide placement

organizations services where employers can post and advertise positions. For
example, HR associations (such as the Canadian Council of
Human Resources Association) offer online boards and
publications where employers can post and advertise positions.

Figure 3-8. Examples of External Recruiting Sources (concluded)

Recruiting Technology
How people apply for jobs and how recruiters look for candidates is changing
rapidly (Society for Human Resource Management, Recruiting Goes Mobile
2009). Recruiting is relying more on technology to reach and communicate with
potential candidates. Many recruiters are using social networking sites and online
job boards as more cost-effective ways to fill open positions (Society for Human
Resource Management, The Effect of High-Tech Solutions and Social
Networking on the Recruiting Process 2010).

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

We will look in more detail at the following forms of recruiting technology:

 Job databases
 Networking sites
 Mobile marketing
 Virtual CVs
 Video conferencing

Job Databases
Many job boards are available on the Internet. Examples include the following
websites:
Australia
 http://www.seek.com.au
Brazil
 http://www.bumeran.com.br
Canada
 http://www.monster.ca
 http://www.canadajobs.com
 http://www.workopolis.com
India
 http://www.monsterindia.com
 http://www.naukri.com
 http://www.clickitjobs.com
Latin America
 http://www.bumeran.com
Mexico
 http://www.bumeran.com.mx
Singapore
 http://www.jobstreet.com.sg
United Kingdom
 http://www.milkround.com

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Networking Sites

Figure 3-9. Report on the Impact of Online Technologies (Society for Human
Resource Management, Report: Social Networks Catching On as HR Tool 2008)

Organizations are increasingly using social networking sites—such as LinkedIn,

Facebook and Twitter—to reach a larger pool of applicants, to increase the speed
of the recruiting process and to reduce recruiting costs.

Guidelines for using networking sites include the following:

 Use networking sites to complement your existing recruitment channels—
not to replace them.
 Create a job applicant process that directs qualified applicants from the
networking site to the organization’s website.
 Assess candidates on skill sets beyond their ability to navigate the social
networking sites (Society for Human Resource Management, Recruiting
Strategies for Social Media 2010).

Mobile Marketing
In 2011 the number of mobile phone subscriptions reached five billion, according
to the United Nations’ International Telecommunications Union (Touré 2011).

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Module 2: Recruitment and Selection Section 2.2: Recruitment

Many job candidates are now using their mobile phones to search for job
information. Organizations can use these low-cost methods of reaching candidates
through mobile marketing:
 Short messaging services such as Twitter allow users to send very short
text messages to a restricted audience. Organizations can use these sites to
update candidates about open positions.
 Organizations can add quick response (QR) tags to their recruiting
advertisements. Candidates use the cameras on their mobile phones to take
a picture of the QR tag. The candidate then e-mails the tag to the
organization, which quickly sends job information back to the candidate.
 Image recognition technology is more flexible than QR tags. This
technology allows candidates to take a mobile phone picture of any image
selected by the recruiter (for example, a sign at a job fair). The candidate
emails the picture to the recruiter, and the recruiter sends relevant
information back to the phone’s Internet browser. (Society for Human
Resource Management, Reaching Smart Prospects on their Smart Phones
2009)

Reaching candidates through text messages on their mobile phones offers several
benefits:
 Increased efficiency
 Broader reach
 Immediacy (Society for Human Resource Management, Recruiting on the
Run 2010)

Video Conferencing
Video conferencing used video conference equipment to bring together workers
from widely scattered locations. Organizations are increasingly using this
recruiting technology in job interviews.

Video technology is generally not used for initial screenings of candidates. Video
conferencing is generally better suited for interviewing the best applicants,

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Module 2: Recruitment and Selection Section 2.2: Recruitment

particularly if the candidate and the organization are more than a half day of travel
apart. In that case, a video conference can save the organization time and money
(Bolch 2007).

Figure 3-10 lists some advantages and disadvantages of video conferencing.

Advantages
of Video Conferencing
 Speeds up the search process
 Eliminates the cost of travel
 Reduces time demands on
applicants
Disadvantages
of Video Conferencing
 Technical problems, such as
lags in transmission
 Discomfort with the
technology
 Difficulty with staying
engaged with the candidate

Figure 3-10. Advantages and Disadvantages of Video Conferencing (Bolch 2007)

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Practice Questions

Directions: Choose the best answer to each question.

1. What form is best used to authorize creating a new position that is not currently filled by
an employee?
a. Requisition form
b. Requisition Replacement form
c. Add to Headcount form
d. Recruitment form

2. Which of the following statements about effective recruiting is NOT true?

a. What works for one organization will usually apply to another organization.
b. Job specifications should reflect the collective input of managers, supervisors,
incumbents and others.
c. Recruiters should show genuine interest in job candidates and treat them like
valued prospective employees.
d. Organizations should recruit continuously rather recruiting only to fill specific
existing openings.

3. What is meant by building a candidate pipeline?

a. Using alternative recruiting sources and workers who are not regular employees
b. Developing a pool of applicants that will be available when a job opening needs to
be filled
c. Establishing a specific plan of action for meeting your recruitment objectives
d. Encouraging the best potential candidates to apply

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

4. Which of the following is an advantage of internal recruiting?

a. Brings new ideas into the organization
b. Provides cross-industry insights
c. May reduce training costs
d. Can improve employee morale

5. What external recruiting source provides a pool of workers for long-term projects?
a. Outplacement services
b. Contract agencies
c. Global internships
d. Temporary agencies

6. Which of the following is an effective guideline for using social networking sites for
recruiting?
a. Use social networking sites to complement your existing recruitment channels.
b. Avoid connections between the networking site and the organization’s website.
c. Assess candidates based on their ability to navigate the social networking site.
d. Use social networking sites to communicate all the contents of your organization’s
website.

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 Module 2: Recruitment and Selection Section 2.2: Recruitment

Practice Question Answers

1. c
2. a
3. b
4. d
5. b
6. a

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Module 2: Recruitment and Selection Section 2.2: Recruitment

2.3: Selection

This section covers the following information from the

Knowledge Base:

Behaviors: 06. Choose a group of potential applicants for managers to interview

(for example, read resumes and conduct phone interviews)

07. Scheduling interviews with managers and applicants

08. Answer questions from job applicants

09. Interview job candidates

11. Organize assessments of applicants (for example, schedule and

score assessments, share results)

12. Coordinate the final selection process (for example, schedule

interviews with managers, check references)

13. Coordinate the employment offer (for example, start date, salary,
benefits)
Module 2: Recruitment and Selection Section 2.2: Recruitment

15. Manage database of applicants (for example, track the sources of

applicants and the results of the recruiting and selection process,
decide where to store information about candidates for possible
future employment)

Skills & Knowledge: 04. Procedures to review applications and watch applicants’
progress, including tracking systems

05. Procedures to check references

06. Assessments or evaluations of applicants

07. Procedures to conduct assessments or evaluations

08. Tools for selecting candidates

10. Interviewing techniques

11. Recruiting process (job announcement, initial applicant review,

interviews, assessments, selection, job offer and orientation)

Source: HR Certification Institute

Module 2: Recruitment and Selection Section 2.3: Selection

Introduction
After HR and line managers have identified and recruited qualified candidates for
an open position, they need to gather the information needed to make a selection
decision.

Selection is the process of hiring the most suitable candidate for a job.

This section examines each step of the selection process in detail.

Overview of the Selection Process

Figure 4-1 shows the six steps of the selection process. Each step is designed to
narrow the field of applicants down to the most qualified people. More
information is gathered about prospective candidates during each step. With this
information, employers can match the prospective employees’ qualifications to
the organization’s requirements.

Figure 4-1. The Selection Process

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Module 2: Recruitment and Selection Section 2.3: Selection

Your organization may not always conduct all the steps in the order shown in
Figure 4-1. However, this is an example of the selection process used by many
organizations. A discussion of each step follows.

Step 1: Pre-Screen
The first step of the selection process is to pre-screen the pool of candidates. Pre-
screening means examining or interviewing applicants before further selection
takes place.

CVs and Application Forms

Pre-screening begins with analyzing the candidate’s curriculum vitae (CV) and/or
application form. Efficient pre-screening by HR has the following important uses:
 Identifies who fits the minimum selection criteria
 Provides a source of questions for the interviewer and for reference checks
 Ensures that line management spends time interviewing only qualified
candidates

CVs/Resumes

The curriculum vitae, also known as a resume, highlights the candidate’s

strengths. Figure 4-2 shows a CV checklist that can help evaluate the CVs you
receive.

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 Module 2: Recruitment and Selection Section 2.3: Selection

Figure 4-2. CV/Resume Analysis Checklist

Application Forms

A good application form is one that is complete, easy to read and easy to review.
Figure 4-3 identifies the information usually found on the application form.

Application Information
 Basic personal data (name, address and phone
number)
 Education, training and special skills
 Work history, with dates of employment
 References and authorization to check them
 Authorization to verify all information
 Statement regarding truthfulness of information
 Candidate signature
Figure 4-3. Application Information

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 Module 2: Recruitment and Selection Section 2.3: Selection

Many HR professionals believe candidates should submit an application form in

addition to a resume, for the following reasons:
 The resume provides information the candidate wants you to know; the
application provides information you want to know.
 The application form may indicate if the candidate has exaggerated
accomplishments on the resume.
 The candidate’s signature on the application form serves as legal
verification that the information is correct and truthful.

Warning Signs

Figure 4-4 identifies warning signs that indicate potential problems with a CV or
application form. The presence of warning signs does not necessarily mean that a
candidate should be rejected. However, additional information is needed before
making a final decision on the application.

Figure 4-4. Warning Signs in CVs and Application Forms

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 Module 2: Recruitment and Selection Section 2.3: Selection

Pre-Employment Tests
Pre-employment testing is a useful screening tool for many organizations. An
appropriate pre-employment test has the following features:
 Is job relevant
 Is valid (that is, measures what it claims to measure)
 Is reliable (that is, measures consistently)
 Helps the organization make more effective employment decisions about
candidates

Follow these guidelines when creating or using pre-employment tests:

 Use reliable and valid assessment instruments and procedures.
 Use assessment tools that are appropriate for the target population.

Additional information about reliability and validity can be found in Module 1:

HR Administration, Section 2: Gathering, Measuring and Reporting HR
Data.

Following are some examples of pre-employment tests.

Aptitude Tests

Aptitude tests assess the candidate’s ability to learn a new skill. For example, a
candidate for a factory assembly job may be asked to take a manual skill test.

Cognitive Ability Tests

Cognitive ability tests assess skills the candidate has already learned. One kind of
cognitive ability test is the performance test (also known as the work sample test).
There are several kinds of cognitive ability tests. Typing tests are one simple
example. Another example is asking an editor to edit a brief section of the
organization’s policy manual.

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 Module 2: Recruitment and Selection Section 2.3: Selection

Personality Tests

Personality tests assess the candidate’s social interaction skills and patterns of
behavior. These tests report what can be described as traits, temperaments or
dispositions. Some tests focus on characterizing an individual as being within the
normal ranges of adult functioning. Others focus on identification of abnormal
behavior.

Psychomotor Tests

Psychomotor tests require a candidate to demonstrate a minimum degree of

strength, physical dexterity and coordination in a specialized skill area. This test is
appropriate only if the job’s essential functions require such abilities.

Other Pre-Screening Tools

Phone calls and work reference checks are two other tools that HR professionals can use
to pre-screen candidates.

Pre-Screening Phone Calls

A phone call with the candidate can be a time-effective form of pre-screening. In

a few minutes, interviewers can accomplish the following:
 Verify the candidate’s background, experience and availability.
 Describe the job in greater detail and answer questions.
 If both the interviewer and candidate are still interested, ask the candidate
to come to the organization for a pre-screening interview.

Work Reference Checks

Always obtain the candidate’s permission before conducting work reference

checks.

Former employers, clients and colleagues can provide in-depth information about
the candidate’s work. The most informative references will be from former or

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 Module 2: Recruitment and Selection Section 2.3: Selection

current supervisors, who will know the candidate’s work and will have observed
the candidate performing a similar job.

Reference checking has several important purposes:

 To achieve better hiring fits
 To confirm the honesty and accuracy of the resume
 To protect the substantial investment that an organization makes when
hiring

An example of an employment reference check form is available at the following

website:
http://www.shrm.org/TemplatesTools/Samples/HRForms/Articles/Pages/CMS_0
19909.aspx.

Intercultural Assessment Tools

An increasing number of intercultural assessment tools help organizations

prescreen the right people for international assignments or positions in
multicultural situations. These tools identify the candidate’s adaptability and
intercultural competence. Examples include the following two assessment tools:
 In Canada: the International Personnel Assessment tool (iPASS)
 In the Netherlands: the Multicultural Personality Questionnaire (MPQ)
(Society for Human Resource Management, Assessment Instruments for a
Global Workforce 2007)

Qualifications and Eligibility

Some organizations request verification of the candidate’s academic qualification.
For example, candidates may be asked to provide verification that they attended
the educational institution listed on the resume or application form.

Employment eligibility varies according to local employment laws.

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Module 2: Recruitment and Selection Section 2.3: Selection

Applicant Notification
Whenever possible, keep applicants informed of their status and avoid any
lengthy delays. If you are slow to contact a pre-screened qualified candidate, that
candidate may be hired by another organization.

Both the recruiter and the administrative process can impact an applicant’s overall
impression of the organization. To maintain a positive and professional image for
the organization, make applicant notification a priority.

Step 2: Track
The second step of the selection process is to track the pre-screened applicants.

An applicant tracking system (ATS) is a software system that helps an

organization recruit employees. Many applicant tracking systems support the
following tasks:
 Storing and processing resumes
 Making the job requisition process more efficient
 Providing reporting metrics that allow organizations to apply their
recruiting budget more effectively

Recently the ATS has also evolved into a platform for services such as video
interviewing, background checking, assessment testing, onboarding, and as a link
to social media sites (Society for Human Resource Management, Applicant
Tracking Systems Evolve 2011).

Commonly used applicant tracking tools include products from Taleo and
Kenexa.

Another option for tracking applicants is outsourcing the task to an external

agency. In this case, recruiting professionals act as a liaison between external
agency recruiters and internal hiring managers or other internal stakeholders

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Module 2: Recruitment and Selection Section 2.3: Selection

involved in the recruiting process. The recruiting professional has the following
additional responsibilities:
 Serve as a point of contact within the organization to communicate job
requirements and recruiting processes to the agency
 Ensure that the applications received from the agency are tracked to the
organization’s job database and are consistent with the external candidate
application process

Step 3: Interview
The third step of the selection process is to interview the qualified candidates.

Types of Interviews
Interviews determine how well the candidate meets the needs of the organization.
Organizations tend to use interviews for qualifying candidates more than any
other procedure in the selection process.

Interviews can range from short pre-screening interviews (20 minutes or less) to
long in-depth interviews (one hour or more). Figure 4-5 identifies the differences
between pre-screening and in-depth interviews.

Pre-Screening Interviews In-Depth Interviews

 Usually 20 minutes or less
 Usually conducted by HR
 Useful when an organization has
a high volume of applicants for a
job and face-to-face interviews
are needed to judge
prequalification factors
 Usually one hour or more
 Usually conducted by line
managements
 May be divided into several
indepth interviews by both line
managers and potential
colleagues

Figure 4-5. The Differences between Pre-Screening and In-Depth Interviews

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 Module 2: Recruitment and Selection Section 2.3: Selection

There are many styles of in-depth interviews. Three styles that we will discuss are
the behavioral interview, the competency-based interview and the structured
interview.

Behavioral Interview

The behavioral interview is the most common type of interview. Figure 4-6
describes the behavioral interview.

Description
 The interviewer focuses on how
the applicant previously handled
situations (real experiences, not
hypothetical ones).
 The interviewer asks very direct
questions to determine if the
individual possesses the skills
necessary for the job.
Comments
 Provides insight into how the
candidate handled past job-
related situations
 Allows the interviewer to probe
more than with traditional
interview questions

Figure 4-6. The Behavioral Interview

The premise of the behavioral interview is that past performance is the best
predictor of future performance.

For example, an interviewer may ask a candidate for a management position to

describe a situation in which the candidate coached a difficult employee. The
candidate gives an example that illustrates past performance, while the
interviewer looks for the following three key pieces of information:
 A description of the situation or task
 The action taken
 The result or outcome

Figure 4-7 provides examples of questions used in behavioral interviews.

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 Module 2: Recruitment and Selection Section 2.3: Selection

Figure 4-7. Examples of Questions for Behavioral Interviews

Competency-Based Interview

Competencies are the skills, behaviors and knowledge that are needed to succeed
in a specific job. Figure 4-8 describes the competency-based interview.

Description
 The interviewer asks questions
that are based on real situations
related to the competencies for
the position.
 The interviewer asks the
candidate to provide an example
of a time he or she demonstrated
the competency.
Comments
 Provides insight into the
candidate’s proficiency in a
particular competency
 Gathers information that is
predictive of what the
candidate’s behavior and
performance is likely to be in the
position

Figure 4-8. The Competency-Based Interview (Hoevemeyer 2005)

Examples of questions used in competency-based interviews are shown in Figure

4-9. The questions focus on a competency in change management.

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 Module 2: Recruitment and Selection Section 2.3: Selection

Figure 4-9. Examples of Questions for Competency-Based Interviews

(Hoevemeyer 2005)

Structured Interview

Figure 4-10 describes the structured interview.

Description
 The interviewer asks every
candidate the same questions.
Follow-up questions may be
different.
 The interviewer stays in control
of the interview.
Comments
 Ensures that similar information
is gathered from all candidates
 Gives each candidate the same
opportunity to create a good
impression
 Works best when the interviewer
wants to ensure that the same
questions are asked of all
candidates

Figure 4-10. The Structured Interview

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 Module 2: Recruitment and Selection Section 2.3: Selection

Different types of questions can be used in the structured interview. The key is
that the interviewer asks every candidate the same group of questions.

Guidelines for Interviews

Before the interview, use the checklist in Figure 4-11 to prepare for your conversation
with the candidate.

Figure 4-11. Pre-Interview Checklist (Society for Human Resource Management, Interview: Pre-
Interview Checklist 2011)

During the interview, take the actions described in Figure 4-12. These actions will
help put the candidate at ease and will increase the likelihood of an effective
interviewing experience.

Action Description

Establish rapport. Tell the candidate what to expect during the interview.
Establish an environment that encourages the candidate to relax
and to provide information.

Listen carefully. Frequently summarize or paraphrase what you hear to make

sure you understand what the candidate is saying. You should
observe and listen more than you talk.

Figure 4-12. Guidelines for an Effective Interview (continued to next page)

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Module 2: Recruitment and Selection Section 2.3: Selection

Action Description

Make smooth transitions An organized, logical interview works best for both you and the
from one topic to another. candidate. Cover a topic area thoroughly and then move on to
the next area.

Observe nonverbal Be aware of facial expressions, gestures and body positions.

behavior. This applies to both you and the candidate.

Take notes. Taking notes will help you remember your impressions and
significant pieces of information from the interview. However,
stay engaged with the candidate, and don’t make notes directly
on the application form or resume.

Conclude the interview. Tell the candidate what the next step in the process will be.

Figure 4-12. Guidelines for an Effective Interview (concluded)

Step 4: Evaluate
The fourth step of the selection process is to evaluate the candidates.

Interview Feedback
Giving feedback to candidates after an interview is an important part of the selection
process. Guidelines for providing effective feedback to candidates include the
following:
 Be honest in your assessment and give the applicant meaningful feedback
for future employment.
 Provide feedback that is clear and concise allowing the applicant to
understand their strengths and weaknesses in comparison to the job
requirements.
 Give balanced feedback and discuss the person’s strengths first and then
weaknesses against the job requirements.

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 Module 2: Recruitment and Selection Section 2.3: Selection

 Relate feedback to the job requirements not feelings, impression, or views

of the applicant’s personality.
 Consider the language used when providing feedback, especially in relation
to interview performance.
 Give factual examples in support to the feedback being provided.
(Government of Western Australia: Public Sector Commission n.d.)

Background Investigations
Background investigation is the process of authenticating the information
supplied to a potential employer by a job applicant in his or her resume,
application and interviews. Organizations that conduct thorough background
investigations usually make better hiring decisions and may avoid negligent hiring
claims. Negligent hiring involves hiring a candidate who the employer knew (or
should have known based on a reasonable investigation of the candidate’s
background) posed a risk to others in the workplace.

HR professionals often conduct the background investigations. These

investigations should be the same for candidates applying for the same job. Make
sure a clear connection exists between the background investigations and the
requirements of the job.

Common background investigations include the following.

Internet Search

An Internet search on the candidate's name, especially using an Internet search

engine such as Google.com, helps the organization confirm candidates’ claims
about their jobs, performance, awards and other information. Sites such as
LinkedIn may also serve to check the candidate’s consistency in claims about job
history and achievements.

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 Module 2: Recruitment and Selection Section 2.3: Selection

Criminal Background Check

Organizations conduct criminal background checks for the following reasons:
 To determine if the candidate has a history of criminal convictions that
may disqualify her or him from consideration
 To increase the quality of applicant hiring
 To reduce the possibility of theft and embezzlement

Credit History Checks

Credit history checks should be conducted only on the following candidates:

 Candidates for positions of financial responsibility (such as accounting and
finance professionals)
 Candidate for positions that involve handling significant amounts of
currency or other valuables

If your credit reports are acquired from external vendors, the organization must
comply with any applicable credit check laws.

Step 5: Select
The fifth step in the selection process is selecting a candidate to fill the open
position.

Selection of the most qualified candidate will be based on the interviews,

evaluations, and tests conducted in Steps 3 and 4 of the selection process.

A tie breaker is a method used to select a preferred candidate when two or more
candidates are considered equally qualified. The job requirements will help you
determine what particular categories are the most important. The winning
candidate should be the one who scores higher in the most consequential
categories.

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 Module 2: Recruitment and Selection Section 2.3: Selection

In some cases the decision must be based on a personality fit. The wrong fit leads
to an unhappy employee, manager and team. The right fit can energize the
environment and lead to a happy employee, manager and team. Often the head of
the department or the organization must make the final decision about the right fit.

Reliability and Validity of Selection Tools and Methods

Hiring the wrong person for the job is a costly mistake. Selection errors can
impact the organization’s human capital management plan, employee morale,
management time, training budgets, productivity and profitability. Just as
reliability and validity were critical parts of the pre-screening process, you must
also establish the reliability and validity of the selection tools and methods.

Establishing Reliability

Reliability is the ability of an instrument to measure consistently. For example, if

an applicant takes a motor skills test twice, the scores should be similar (allowing
for the effect of practice). If the scores differ significantly, the test may not be
reliable.

Perfect reliability is difficult to achieve. The following types of errors can lead to
inconsistent results:
 Failure to measure some aspect of an important attribute
 Irrelevant questions in an interview or on a test
 Different time limits for candidates in an interview or on a test

Establishing Validity

Validity is the ability of an instrument to measure what it is intended to measure.

For example, a typing performance test is probably a valid prerequisite for
applicants who will be expected to do typing (such as for a position in an
administrative processing center).

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Realistic Job Previews

The cost of hiring and training an employee is substantial. Therefore, providing a
realistic job preview (RJP) is in the best interest of the candidate and the
organization.

A realistic job preview informs candidates about all aspects of the job and the
work environment. For some candidates, the RJP can occur earlier in the selection
process, during the interview.

The RJP has three purposes:

 Gives candidates as much information as possible, so they can make an
informed decision about their suitability for the job
 Gives organizations an opportunity to portray the job objectively—
including both favorable and unfavorable factors
 Increases the possibility of a good match between the candidate and the
organization

For example, an RJP may include:

 Written job descriptions
 Observations of employees
 Interviews with future coworkers
 Job-related videos
 Simulations that replicate the working conditions

Types of Realistic Job Previews

Organizations can create realistic job previews in a variety of ways, including the
following:
 Tours of the workplace. A walk-through of the workplace provides a
candidate with an accurate impression of the work environment.
Candidates can determine their comfort level with the physical format (for
example, cubicles or traditional offices, break areas and cafeterias) and
with noise levels.

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 Job simulations. Candidates may experience a simulation of the job in

order to determine their suitability. For example, an applicant for a
clean-room manufacturing position can wear the clean-room attire that is
required several hours a week.
 Video presentation. A candidate may view a video presentation before
starting to work for an organization. The video can portray the history of
the company, the organizational culture, and a discussion of benefits and
the path of a typical day.

Benefits of RJPs

A wise saying applies to realistic job previewing: It pays to tell the truth. An
effective RJP has the following features:
 Dispels unrealistic expectations and accurately represents organizational
realities
 Promotes an informative exchange between the candidate and the
organization.
 Encourages self-selection
 Helps increase job satisfaction
 Helps prevent disappointments
 Reduces post-entry stress
 Reduces employee turnover

Step 6: Offer
The last step of the selection process is offering the position to the most qualified
candidate.

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Contingent Job Offer

Organizations may make a job offer that is contingent on the candidate passing
certain tests or meeting certain requirements. This is known as a contingent job
offer. The tests or requirements can include the following:
 Medical examination
 Physical fitness test
 Psychological test

Employment Offer
An employment offer should quickly follow the selection of the most qualified
candidate. Mishandling this part of the process can result in losing the candidate
to another organization or can give the employment relationship a negative start
even if the candidate accepts the position.

An employment offer is formally communicated through an offer letter.

Employment offers must be worded carefully. Figure 4-13 provides a simple list
of guidelines for the offer letter.

Offer Letter Guidelines

 Use a standard letter that has been approved
by the legal department.
 Clearly state the terms of the offer and any
contingencies.
 Establish a reasonable acceptance deadline.
 Clearly state the acceptance details (for
example, requiring a signature returned on a
duplicate copy of the offer letter).

Figure 4-13. Offer Letter Guidelines

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Offer Negotiation
In some countries, the offer letter is followed by little or no negotiation. Both the
candidate and the organization will have a mutual understanding about what the
offer letter will include before the formal offer is made. In other countries, the
offer letter may be the starting point of a long negotiation.

After the negotiations are complete, the offer and contract of employment may be
finalized.

Employment Contracts
An employment contract is an agreement between the organization and an
employee that explains the employment relationship.

A written contract helps clarify employment terms. The specific terms will vary
based on the organization, the job and applicable local laws. The following list
provides examples of items commonly covered in an employment contract:
 Terms and conditions of employment
 General duties and job expectations of the employee
 Confidentiality and nondisclosure terms
 Compensation and benefits
 Terms for resignation or termination
 Relocation
 Severance provisions
 Appropriate signatures and date

What is the difference between an offer and a contract? The legal distinction may
vary from country to country. In general, an offer is not legally binding and can
be retracted at any time. A contract confers specific legal obligations on both the
organization and the new employee. In some counties, the contract can be very
difficult to break without significant costs.

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Involve legal counsel in developing any offer letter or contract for the
organization.

Handling Nonselected Candidates

Candidates who are not selected for the open position should be notified
promptly. A personal phone call or letter is the preferred method for such
notifications. However, standardized rejection letters may be necessary when
there are numerous applicants. If possible, add a paragraph to the letter showing
that the organization has given careful thought to the candidate and to the
selection. For example, the letter can indicate that the selection was a difficult
decision and that the deciding factor was due to the need for a specific skill or
competency in the candidate. The candidate is more likely to feel respected and to
retain a positive impression of the organization.

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Practice Questions

Directions: Choose the best answer to each question.

1. Which one of the following statements related to resumes and applications is true?
a. Resumes highlight the candidate’s strengths.
b. Many HR professionals believe candidates should submit only a resume and that
an application form is not needed.
c. The application provides information the candidate wants you to know; the resume
provides information you want to know.
d. The presence of any warning signs means that a candidate should immediately be
rejected.

2. Which pre-employment test assesses skills the candidate has already learned?
a. Aptitude test
b. Cognitive ability test
c. Personality test
d. Psychomotor test

3. Which of the following is a question used in a behavioral interview?

a. Describe a time when you used your fact-finding skills to solve a problem.
b. Do you possess good management skills?
c. Have you ever dealt with stress in your current position?
d. Describe your current job responsibilities.

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4. In which type of interview is each candidate asked the same group of questions?
a. Behavioral interview
b. Competency-based interview
c. Structured interview
d. Unstructured interview

5. Which of the following is NOT a feature of an effective RJP (realistic job preview)?
a. Dispels unrealistic expectations
b. Accurately represents organizational realities
c. Helps increase job satisfaction
d. Increases the likelihood that the candidate will not accept the job offer

6. What term is used for an agreement between the organization and an employee that
explains the employment relationship?
a. Contingent job offer
b. Offer letter
c. Employment contract
d. Offer negotiation

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Practice Question Answers

1. a
2. b
3. c
4. c
5. d
6. c

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