Personnel Planning & Recruiting

5-2
 Systematic of obtaining information about duties,
skills, and knowledge required for a job and the kind of
person who should be hired for the job

 Information needed include (group work requirements):

 Work activities

 Human behaviors

 Machines, tools, equipment, and work aids

 Performance standards

 Job context

 Human requirements

3 5-3
HR planning Recruitment Selection

• How do • How do • How do

we know we get we choose
what them the best
employee interested person for
resources & applied the job?
we need? in the
company
and the
job?

5-4
The Process of generating a pool of qualified candidates for a
particular job.

OR

The Process of discovering potential candidates.

5-5
1

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-select

themselves out.

5-6

Organization is Looking
RECRUITMENT
for a Qualified Applicants
Applicants are Looking for
the Potential Emplacement
Opportunities

5-7
 Employee
Walk-ins Word of Mouth
referrals

Professional E-recruitment
agencies/ (recruitment agents,
company's’ own Websites
Professional
associations sites)

Advertising

5-8
 INTERNAL RECRUITING SOURCES
Components Description

Internal Recruiting • Information on existing employees like knowledge, skills, and abilities (KSA) are
Databases and Internet- entered into a database
Related Sources • Employee data sorted by occupational fields, education, areas of career interests,
previous work histories, and other variables
• These databases can be linked to HR activities

Job Posting • System in which:

Employer provides notices of job openings
Employees respond to notices of job opening
• Types
Internet/Web-based job posting
Promotions and transfers
Employee-Focused • Reliable source as current and former employees:
Recruiting Are familiar with the employer
Will not refer unqualified individuals
• Types
Current-employee referrals
Rerecruiting former employees and applicants
Seeking out former employees and recruiting them again to work for an organization

5-9
ADVANTAGES AND DISADVANTAGES OF
INTERNAL RECRUITING

5-10
 INTERNET RECRUITING

Advantages Disadvantages

● More unqualified applicants

● Cost effective recruiting
● Additional work for HR staff
● Recruiting less time consuming
● Many applicants are not seriously seeking
● Broader exposure and diverse pool of
employment
applicants
● Access limited or unavailable to some applicants
● Better targeting of specific audiences
● Privacy of information and discrimination issues
● Recruiters can reach passive job seekers

5-11
 Trong Luật bình đẳng giới, tại khoản 1, điều 13 có
 Prioritize male ghi “Nam, nữ bình đẳng về tiêu chuẩn, độ tuổi khi tuyển
dụng, được đối xử bình đẳng tại nơi làm việc về việc
applicants làm, tiền công, tiền thưởng, bảo hiểm xã hội, điều kiện
lao động và các điều kiện làm việc khác”.
 Only prefer male
applicants Điều 8. Các hành vi vi phạm hành chính về bình đẳng
giới trong lĩnh vực lao động
Phạt tiền từ 5-10 triệu đồng đối với một trong các hành
 Only prefer male who vi sau đây:
are under 35 years old a) Từ chối tuyển dụng hoặc tuyển dụng hạn chế lao
động nam hoặc lao động nữ vì lý do giới tính, trừ
 Only prefer female who trường hợp áp dụng biện pháp thúc đẩy bình đẳng
giới
are under 25 years old b) Sa thải hoặc cho thôi việc người lao động vì lý do
giới tính hoặc do việc mang thai, sinh con, nuôi con
nhỏ

12 5-12
EXTERNAL RECRUITING SOURCES

Media Sources

Competitive
Employment Agencies
Recruiting Sources

External Recruiting
Sources

Job Fairs and Creative

Labor Unions
Recruiting

Educational
Institutions

5-13
 EXTERNAL RECRUITING
SOURCES
• Effectiveness of evaluating media ads
• Easy ways to track responses to ads
• Different contact names
• E-mail addresses
• Phone number codes in each ad
• After hiring, follow-up should be done
• Shows which sources produced the employees who stay longer and perform
better

5-14
1. Cost 4. Mobility of labour – geographic
2. Time taken to recruit and location
select 5. Legislation and regulations
3. Labour market focus, for
example: skills, profession or
occupation

5-15
HR planning Recruitment Selection

• How do • How do • How do

we know we get we choose
what them the best
employee interested person for
resources & applied the job?
we need? in the
• Job company
analysis and the
job?

5-17
 Selection Placement

• Choosing individuals with • Fitting a person to the right

qualifications needed to fill
jobs in an organization
• Select the right people for
right jobs results makes it is
easy for later management
job
• Person-job fit: Matching the
KSAs of individuals with the
characteristics of jobs
• Person-organisation fit:
Congruence between
individuals and organizational
factors

• Selection and placement activities focus on:

• Applicant's knowledge, skills, and abilities (KSAs)
• Degree to which candidates match situations experienced both on the
job and in the company

18
5-18
 Applicant Job Interest

Pre-employment screening

Application form

Test Interview

Background Investigation

Additional interview (optional)

Conditional Job Offer

Medical Exam/ Drug Test

Job Placement
5-19
General methods used:
 Interview panel
 1:1 Interview
 Assessment centre – Ability Test:
• General methods used include group discussions, role plays,
interviews and tests.
• Situational Test/ Cognitive Ability Test/ Intelligent Test
• Physical test/ Psychometric test
• Honesty Test
• Candidates will be observed by assessors to judge candidates’
performance against criteria contained within the competency
framework. 5-20
5-21
Situational Question Interviews

Structured Interviews

One-on-one Interviews

5-22