RECEUITMENT PROCESS

TODAY’S AGENDA

 WHAT IS RECRUITMENT
 RECRUITMENT GOALS
 RECRUITING SOURCES
 THE SELECTION PROCESS
 EMPLOYMENT TESTS
 INTERVIEWING
 ANALYSIS
RECRUITMENT PROCESS
DEFINATION

 THE PROCESS OF DISCOVERING

POTENTIAL JOB CANDIDATES.
RECRUITMENT GOALS

 TO COMMUNICATE THE POSITION IN

SUCH A WAY THAT JOB SEEKERS
RESPOND.

 TO PROVIDE ENOUGH INFORMATION

ABOUT THE JOB THAT UNQUALIFIED
APPLICATNS CAN SELELCT
THEMSELEVES OUT OF THE JOB
CANDIDACY.
RECRUITMENT SOURCES
 The Internal Sources

 The External Sources

INTERNAL SOURCES

 Employees Referrals/Recommendations

A RECOMMENDATION FROM A CURRENT

EMPLOYEE REGARDING A JOB APPLICANT
WHY PREFER INTERNAL SOURCES
 It builds good public relations.
 It builds morale.
 It encourages good individuals who are
ambitious.
 It is less costly.
 Those chosen internally already know the
organization.
 It improves the probability of a good selection,
since information on the individual’s
performance is readily available.
THE EXTERNAL SOURCES

– Advertising
– Employment Agencies
– School, Colleges and Universities
– Professional Organizations
– Unsolicited Applicants
RECRUITMENT ALTERNATIVES

 Temporary Help Services

 Employee Leasing

 Independent Contractors
THE SELECTION PROCESS

Initial screening Application form Employment Tests

Background Short listing

Interviewing
Investigations

Permanent Job
Conditional Job Medical Fitness Offer
offer

Consideration for
Disables
EMPLOYMENT TESTS
 Performance Simulation Tests
– Focus on actual job activities
 Work Sampling
– To actually perform a small segment of the job
 Presentations
– to assess the qualities of candidates applying for
posts which require a complex set of skills,
together with specific professional/academic
knowledge.
EMPLOYMENT TESTS
 Case Studies
– used for candidates for managerial posts, or for
posts requiring knowledge of specific
procedures, regulations or legislation.
 Group Selection Methods
– Leaderless group discussions;
– Command or executive exercises (e.g. outward
bound);
– Group problem solving.
EMPLOYMENT TESTS
 Assessment Centers
– An assessment centre may also require
candidates to engage in a group exercise during
which assessors observe their interpersonal
skills.
 Psychometric Tests
– Tests of ability, aptitude or intelligence;
– Questionnaires to measure "personality";
– Questionnaires to establish interests and
preferences.
INTERVIEWING
The purpose of a selection interview is to:
 Collect evidence against the person specification in order
to predict how successfully the candidate would perform
in the job.
 Give candidates information about the job to facilitate
their decision making.
 Research shows that structured interviews are
significantly more likely to serve this dual purpose and
lead to successful appointments. A structured interview
will also:
 Ensure consistency throughout the interviews.
 Help promote a positive image of the University.
 Enable the panel to make the best use of available time in
reaching a decision.
INTERWIEING FAULTS
Do remember that the interview has
limitations and risks.
Here are some common ways by which it can
be flawed.
● Inadequate preparation.
● A subjective process where judgement may be
base on first impression.
● The panel may not be consistent in their
treatment of different applicants.
INTERWIEING FAULTS

 The skills tested may be only those of self-

presentation, which may be irrelevant or
form only a minor part of the skills needed
for the job.
HOW TO IMPROVE
Once these shortcomings are clear, steps can be
taken to overcome them:
 consistent, well-understood recruitment
procedures.
 the interview may be backed up by a practical
exercise or test.
 interviewers can also improve their own
effectiveness by careful planning.
 interviewers and those involved in short-listing
can being completely familiar with the job
description and selection criteria.
HOW TO IMPROVE
 Interviewers can reflect on the good and bad
aspects of interviews they have attended.
 Interviewers can themselves more aware of
factors that cloud their own perceptions and
judgement so that they can overcome them.
 Interviewers can ignore irrelevancies and ask
themselves repeatedly whether something
they’ve observed about a particular candidate
is directly relevant to the person specification
and selection criteria.
ANALYZING THE RECRUITMENT
PROCESS
The main questions you should ask yourself are:

 What worked well?

 What was not effective?
 Were the objectives achieved?
 Was the planning appropriate?
 What was the balance of the talking time?
 How much information was obtained?
 What should be improved next time?
QUESTION AND ANSWERS
SESSION

 DONOT FEEL HESITANT

TO CLARIFY YOURSELF
BY ASKING QUESTIONS?