Recruitment, Selection,

& Placement
aculty.mu.edu.sa/download.php?fid=43097
10 NOV 2017
 The recruitment and selection
process
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 Recruitment
•Recruitment involves searching for and
obtaining qualified job candidates in such
numbers that the organization can select the
most appropriate person to fill its job needs.
•In addition to filling job needs, the recruitment
activity should be concerned with satisfying the
needs of the job candidates.
•Consequently, recruitment not only attracts
individuals to an organization, but also increases
the chance of retaining them once they are hired.
 Internal Sources and Methods of
Recruitment
Sources Methods
• promotions • job posting
• transfers and • skills
relocations inventories
• job rotation
• rehires and recalls
 Job Postings

• Job posting: the organization announces

position openings through bulletin boards,
company publications, and
internet/intranet.
• Some union contracts require job posting to
ensure that union members get first choice
of new and better positions.
• Advantages and Problems with Job Postings
 Skills Inventories and HRIS

• Manual or computerized systematic

records listing employees' education,
career and development interests,
languages, special skills, and so on to
be used in forecasting inside
candidates for promotion.
 HRIS skills inventory should
 include:
Work experience codes: experience within the
company
 Product knowledge: level of familiarity with the
employer's product lines or services as an indication
of where the person might be transferred or
promoted.
 Industry experience:
 Formal education:
 Training courses:
 Foreign language skills:
 Relocation limitations: Employee's willingness to
relocate and the locales to which he/ she would
prefer to go.
 Career interests: Whether the employee's main
qualification for the work he or she wants to do is
experience, knowledge, or interests.
 Performance appraisals:
 External Sources and Methods of
Recruitment
Sources Methods
• employee referral • radio and television
programs
• newspapers and
• walk-ins
journals
• other companies
• computerized services
• employment agencies • acquisitions and
• temporary help agencies mergers
• trade associations and • work flow management
unions
• schools
• foreign nationals
 Advantages & Disadvantages
of Sources of Applicants
INTERNAL SOURCES
• Advantages • Disadvantages
– Morale – Inbreeding
– Better assessment of abilities – Possible morale
– Lower cost for some jobs problems of those not
– Motivator for good promoted
performance – political? infighting for
– Have to hire only at entry promotions
level – Requires strong
management
development program
 Advantages & Disadvantages
of Sources of Applicants
EXTERNAL SOURCES
• Advantages • Disadvantages
– new blood,new perspectives
– Cheaper than training a
professional
– No group of political
supporters in organization
already
– May bring
competitors,secrets, new
insights
– Helps meet equal
employment needs
– May not select
someone who will fit
– May cause morale
problems for those
internal candidates
– Longer adjustment or
orientation time
– May bring in an
attitude from pervious
Company.
Recruiting Yield Pyramid
50 New hires
100 Offers made (2:1)
150 Candidates interviewed (3:2)
200 Candidates invited (4:3)
1,200 Leads generated (6:1)
 Succession Planning
Succession planning refers to the plans a
company makes to fill its most important
executive positions.
It includes the following activities:
Analysis of the demand for managers and
professionals by company level, function, and
skill.
Audit of existing executives and projection of
likely future supply from internal and external
sources.
Planning of individual career paths based on
objective estimates of future needs and drawing
 Succession Planning
 Career counseling undertaken in the context of a
realistic understanding of the future needs of the
firm, as well as those of the individual.
 Accelerated promotions, with development
targeted against the future needs of the business.
 Performance-related training and development to
prepare individuals for future roles as well as
current responsibilities.
 Planned strategic recruitment not only to fill short-
term needs but also to provide people for
development to meet future needs.
Management Replacement
Chart Showing
Development Needs of
Future Divisional Vice
President

Figure 5–4
 Selection and Placement
Selection is the process of gathering
legally defensible information about job
applicants in order to determine who
should be hired for long- or short-term
positions.
Placement is concerned with matching
individual skills, knowledge, abilities,
preferences, interests, and personality to a
job.
 Major selection & Placement
issues
How to collect information on job
applicant
How to make selection and placement
decision
How selection can be used to improve
the profitability of the company
 How selection ties into the basic
philosophy of a company
Considerations in the Choice of Selection
Techniques
•Predictors
–Reliability
–Validity
•Criteria
•Selection decisions in organizations are generally
made on the basis of job applicants' predictor scores
on various tests. These tests predict how well
applicants, if hired, will perform.
•The usefulness of predictors depend on their
reliability and validity
Basic Testing Concepts--Validity
Test validity answers the question: "Does this test
measure what it's supposed to measure?”
Whether the performance on the test is a valid predictor
of subsequent performance on the job? There are two main
ways to demonstrate a test's validity, criterion validity and
content validity.
Criterion validity -- A type of validity based on
showing that scores on the test (predictors) are related to
job performance (criterion).
Content validity -- A test that is content valid is one in
which the test contains a fair sample of the tasks and skills
actually needed for the job in question.
Validation process consists of five steps:
• Step 1. Analyze the Job:
– To define what you mean by "success on the job."
–The standards of success are called criteria.
–You could focus on production-related criteria (quantity,
quality, and so on), personnel data (absenteeism, length of
service, and so on), or judgments of worker performance by
persons like supervisors).
Validation process consists of five steps:
• Step 2. Choose Your Tests :
– Choose tests that you think measure the attributes
(predictors) important for job success.
–This choice is usually based on experience, previous
research, and "best guesses."
Validation process consists of five steps:
•Step 3.Administer Test:
–Concurrent validation:
validation administer the tests to
employees presently on the job. You then would compare
their test scores with their current performance.
–Predictive validation:
validation the test is administered to
applicants before they are hired. After they have been on
the job for some time, you measure their performance and
compare it to their earlier tests.
Validation process consists of five steps:
•Step 4. Relate Test Scores and Criteria
–To determine the statistical relationship between
(1) scores on the test and (2) performance through
correlation analysis.
•Step 5. Cross-validation and Revalidation.
–performing steps 3 and 4 on a new sample of
employees
Types of Job Applicant Information
•Skills, Knowledge, and abilities
•Personality, interests, and preferences
•Other characteristics
–licenses required by law.
–Willingness to travel or work split shifts, weekends.
–Uniform requirements
–Tools required on the job and not provided by the
employer.
 What are Disney World’s 40
Interviewers most interested in?
•Not cognitive ability. Only applicants seeking a job
that involves handling cash take a simple math test.
“We are looking for personality. We can train for
skills. We want people who are enthusiastic, who have
pride in their work, who can take charge of a situation
without supervision.”
•Q: What kind of employee “attitudes” or “values” is
required by your organization?
 What are you looking for?
•Bill Gates has been quoted as looking for four
essential qualities in new hires: ambition, IQ, technical
experience, and business judgment, with IQ most
important.
•At Lincoln Electric, hiring is done very carefully
because employees are expected to make a life-time
commitment to the company. Lincoln selects for both
the desire to succeed and the capacity for growth.
•Q: What are the most important qualities in your
organization?
 Obtaining the information
•Application
•Interviews
•Written test
•Reference verification
•Other test
 Biographical information blank
and biodata test
Date Reason
month & Name & Adress of TEL no. May for
year Employer we call? Salary Position leaving

•Biodata tests are records of past achievements

and activities such as what you did in high
school.
 Work Samples and Simulations
•Also called performance teststest the ability to do
something rather than the ability to know something

•The basic procedure of work sample tests is to choose

several tasks crucial to performing the job in question
and test applicants on each. Their performance on each
task is monitored by an observer who indicates on a
checklist how well the applicant performs that tasks.
 Management Assessment Centers
•In a two- to three-day management assessment center
6 to 12 management candidates perform realistic
management tasks (like making presentations) under
the observation of expert appraisers; each candidate’s
management potential is thereby assessed or
appraised.
 Management Assessment Centers
•In-basket exercise
•Realistic situations and problems encountered on the job are
written on individual sheets of paper and set in the in-basket.
The applicant is then asked to arrange the papers by priority.
•Occasionally, the applicant may need to write an action
response. The problems or situations described to the applicant
involve different groups of people--peers, subordinates, and
those outside the organization.
•The applicant is usually given a set time limit to take the test
and is often interrupted by phone calls meant to create more
tension and pressure.
 Management Assessment Centers
•The leaderless group discussion.
•A leaderless group is given a discussion question and
told to arrive at a group decision. The raters then
evaluate each group member's interpersonal skills,
acceptance by the group, leadership ability, and
individual influence.
 Management Assessment Centers
•Management games.
– Participants engage in realistic problem solving, usually
as members of two or more simulated companies that are
competing in the marketplace.
•Individual presentations
•Objective tests.
–All types of paper-and-pencil tests of personality, mental
ability, interests, and achievements might also be a part of
an assessment center.
•The interview.
–The participants’ current interests, background, past
performance, and motivation are assessed.
Validity of Various Selection Devices
PREDICTOR VALIDITY
Cognitive Ability and Special Aptitude Moderate
Personality Low
Interest Low
Physical Ability Moderate-High
Biographical Information Moderate
Interviews Low
Work Samples High
Seniority Low
Peer Evaluations High
Reference Checks Low
Academic Performance Low
Self-Assessments Moderate
Assessment Centers High