Human Resource Management

Recruitment & Selection

ROHIT KUMAR
Recruitment

Recruiting- Searching for and obtaining qualified job

candidates
Recruitment
Recruitment is the process of generating a pool of qualified
candidates for a particular job. The firm must announce
the job’s availability to the market and attract qualified
candidates to apply. The firm may seek applicants from
inside the organization, outside the organization, or both.
Recruitment Process

Identify
job openings

Obtain Constraints Identify job

applications requirements

Determine
recruitment
methods
Recruitment Methods and Sources
Internal Sources

Promotions Job Postings

Talent
Transfers
inventories
Internal Sources
• Pros • Cons
– Reduces labor costs – Limits applicant
– Valued by pool
employees – May cause
– Enhances infighting
reputation as – Inbreeding
employer
Recruitment Methods and Sources
External Sources
Walk-in
School applicants
placement
Traditional
Trade Media
associations
Employee
Job fairs referrals
Employment Internet
Agencies
Improving the Effectiveness
of External Recruitment
Calculate
CalculateYield
YieldRatios
Ratios Training
TrainingRecruiters
Recruiters

External
External
Recruitment
Recruitment

Realistic
RealisticJob
JobPreviews
Previews
External Recruitment
Considerations
• Yield Ratio- Percentage of applicants from a recruitment
source that make it to the next stage of the selection process.
– 100 resumes received, 50 found acceptable = 50% yield.

50 New hires

100 Offers made (2:1)

150 Candidates interviewed (3:2)

200 Candidates invited (4:3)

1200 Leads generated (6:1)

Recruiting Yield Pyramid
External Recruitment Considerations

Cost of Recruitment (per employee hired)

SC AC  AF  RB  NC

H
SC = source cost
AC = advertising costs, total monthly expenditure (example: Rs.28,000)
AF = agency fees, total for the month (example: Rs.19,000)
RB = referral bonuses, total paid (example: Rs.2,300)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example:Rs.0)
H = total hires (example: 119)
Cost to hire one employee = Rs.414
External Recruitment
Considerations
• Sources of Organizational Recruiters
– Professional HR recruiters
– HR generalists
– Work team members
• Requirements for Effective Recruiters
– Knowledge of the recruited job’s
requirements and of the organization
– Training as an interviewer
– Personable and competent to represent
the organization
External Recruitment
Considerations
• Realistic Job Previews (RJP)
– Informing applicants about all aspects of the job,
including both its desirable and undesirable facets.
– Positive benefits of RJP
• Improved employee job satisfaction
• Reduced voluntary turnover
• Enhanced communication through honesty and openness
• Realistic job expectations
Important Aspects of Recruitment
Process
• Recruiter qualities: demographics, job held,
personality/behavioral traits, attitudes, training
• Content of the recruitment message: organized
and informative about job and organization
• Applicant perceptions: communication during
the process; relationship building is important early
in process; delays and no follow up are negative
factors; deadlines for job decisions don’t matter
• Quality of site visit is important to applicant
• Organizational characteristics such as reputation,
location, firm size, and industry matter
Effective Recruiting
• Measures used for evaluating recruiting
program effectiveness.
– time taken to fill position
– retention rates
– turnover rates
– cost per hire
– job performance of new hires after specified
period of time
– number of applicants generated
– total cost of recruiting
Selection
Selection is the process of making a “hire” or “no hire”
decision regarding each applicant for a job. The process
typically involves determining the characteristics required
for effective job performance and then measuring
applicants on those characteristics.
•Begins when recruits apply for employment and ends with the
hiring decision
•Involves matching applicants with the needs of the organization
Selection decision
Three methods are typically used for making selection
decisions:
– Clinical judgment
– Weighted composite
– Multiple hurdle
 Placement on the job
Selection Process
Selection

Final interview

Physical exam

Reference checks

Testing

Interview

Application blank

Preliminary screening Reject applicant

Interview
Reliability
Reliability refers to consistency of measurement or
repeatability. a selection instrument is said to be reliable if
individuals obtain essentially the same scores each time they
take the test.
There are four operational definitions of reliability namely
• Test-retest reliability(coefficient of stability)
• Alternate Forms reliability (coefficient of equivalence)
• Split-halves reliability( coefficient of internal consistency)
• Conspect reliability
Test-Retest Reliability

• Temporal stability
• Same people; same test; different times
• Concerns:
– Testing effects
• Practice, Experience, Memory
Alternate-Forms Reliability
• Forms stability
– Equal content & difficulty
• Same people; Different versions of same
test
• Pros:
– Minimizes effects of memory
• Cons:
– Still vulnerable to practice and learning
Internal Consistency
• Split-half
• Correlate two pairs of scores from equivalent halves of
single test administered once
• Odd-even
• Item content
• Random assignment
Inter-rater Reliability

VS.

• Degree of agreement between two or more scorers

• Correlate scores given by judge 1 and judge 2
• Useful when using interviews to select employees
Validity
Validity refers to the extent to which a predictor variable is
correlated with a criterion variable.
Illustration of positive correlation coefficient Illustration of negative correlation coefficient
high
X axis- typing speed
Y axis- sup. Performance rating
p
e
Validity r Validity
coefficient f coefficient
r=.48 r= -.58

40 50 60 70 80 low No. of errors missed high

Validity: Operational Definition

The four method for evaluating the validity of

a selection procedure are:
Predictive validity
Concurrent validity
Content validity
Construct validity
Comparison of predictive
validation & concurrent validation
Predictive validation
Orientation & training Time

Collector predictor data on Collect criteria data at

job applicants at time one time two

Concurrent validation
Time

Collect predictor data from present Collect criteria data from present
employees at time one employees at time one
Content Validity
• Does test sample KSAs from the universe of KSAs it
was supposed to measure??
• Assessment of content according to KSAs
Construct Validity
• Extent to which test measures the theoretical construct
it purports to measure
Usefulness of the Predictor
high IV 1
Validity
The benefits obtained coefficient
from using predictor are
False Correct
determined by three –ve decision
factors:

criterion
error
– The selection ratio
– The validity coefficient Correct False Base rate
decision +ve of success
– The base rate of success error

III Selection ratio II

Low predictor high
Selection Techniques
• Application blanks
• Employment interviews
• Personnel tests
• Work Sampling
• Assessment Centers
• Polygraph tests
• Integrity tests
• Graphology
• Phrenology
• Physiognomy
Employment interviews
Purpose of the interviews
– Obtain information about the candidate
– Sell company
– Provide information about the organization
– Establish friendship

Types of the interviews

– Patterned interview
– Semi structured interview
– Nondirective interview
– Stress interview
– Group interview
– Board interview
Interviewer Errors
• Halo effect
– Use of limited information about
candidate to bias interviewer’s
evaluation
• Leading Questions
– Communicating the desired answer
• Stereotypes
– Harbouring prejudice or exhibiting
personal bias
• Interviewer Domination
– Using the interview to oversell, brag
etc.
Assessment Center
• A method that evaluates a candidate’s potential for
management based on three sources:
– Multiple assessment techniques
– Standardized methods of making inferences from such
techniques, because assessors are trained to distinguish
between effective and ineffective behaviors by the candidates
– Pooled judgments from multiple assessors to rate each
candidate’s behavior
Employee Socialization
•The process by which newcomers are
transformed from outsiders to
participating, effective members of the
organization
•Orient new employees to policies,
procedures, organizations, departments
and performance expectations.
?