Recruitment and Selection

Chapter 4
 Learning Objectives
▪ By the end of this chapter, you will be able to do the
following:
▪ .
Chapter 4. Recruitment and Selection
4.1 Recruitment
4.1.1 Recruitment Defined
4.1.2 Recruiting Sources/ Methods
4.1.3 The Recruitment Process
4.1.4 Flexible Staffing as Recruiting
4.1.5 Recruiting Evaluation
4.2 Staff Selection
4.2.1 Selection Defined
4.2.2 Selection Process
4.2.3 Placement and Orientation
 Recruitment
▪ the process of generating a pool of qualified candidates for a
particular position.
▪ the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an
organization
▪ the art of attracting a pool of applicants from among whom the
most suitable ones may be selected
 Recruitment
▪ involves seeking and attracting a pool of people from which
qualified candidates for job vacancies can be chosen
▪ It also involves:
▪ Identifying the sources where the required number and kind of
candidate employees are /will be available.
▪ Using suitable techniques to attract the desirable candidates.
▪ Stimulating as many candidates as possible and be able to attract
large number of candidates.
▪ The higher the number of applicants, the better chance of being getting
qualified employees.
 Recruitment
▪ Therefore, recruitment is the process of attracting
individuals
▪ just in time,
▪ in sufficient number and
▪ with appropriate qualifications,
▪ and encouraging them to apply for the jobs
 Factors Affecting Recruitment
▪ Internal Factors
▪ Working conditions of the organization
▪ Promotional Opportunities
▪ Salary level, and type and extent of benefits
▪ Other Personnel policies and practices
▪ Image of the organization
▪ Ability and skill of the management to stimulate the
candidates
▪ Quality of the recruitment process.
 Effective Recruiting
▪ Internal factors affecting recruiting:
▪ The consistency of the firm’s recruitment efforts with
its strategic goals
▪ The available resources, types of jobs to be recruited
and choice of recruiting methods
▪ Non-recruitment HR issues and policies
▪ Line and staff coordination and cooperation
 Factors Affecting Recruitment
▪ External Factors
▪ Personnel policies and practices of other organizations
regarding working conditions, salary scale, benefits,
promotional opportunities, employee relations etc.
▪ Career opportunities in other organization.
▪ Government regulations
▪ Labor market conditions
 Effective Recruiting
▪ External factors affecting recruiting:
▪ Looming undersupply of workers
▪ Lessening of the trend in outsourcing of jobs
▪ Increasingly fewer “qualified” candidates
 Reasons for Recruitment
▪ Company expansion
▪ When the operation of the organization is
expanding, new jobs are created and additional
employees are required.
▪ Turnover
▪ because of employees leaving the organization,
such as natural attrition, voluntary and
involuntary turnover
 Sources of Recruitment
▪ Internal Sources
▪ seeks applicants for positions currently employed workers of
an organization
▪ include present permanent and temporary /causal
employees
▪ Vacant positions in organizations could be filled by those
existing employees through transfers and promotions.
▪ With the exception of entry-level positions, most
organizations try to fill positions with current employees
 Sources of Recruitment
▪ Internal Sources
▪ Most large organizations attempt to develop their own
employees for positions beyond the lowest level.
▪ The internal source is one of the best sources of recruitment
if an organization has been effective in recruiting and
selecting employees in the past and has a strong employee
development program.
 Sources of Recruitment
▪ Internal Sources
▪ Promotion
▪ is moving an employee from a lower position or job status to a
higher position or job status.
▪ This is done when individuals have the potential and capacity to
carryout the requirement of the higher position and job status.
▪ Transfer
▪ is moving one person from the existing position to another position
with equal status.
 Finding Internal Candidates
▪ Job posting
▪ Publicizing an open job to employees (often by literally posting it on
bulletin boards) and listing its attributes.
▪ Rehiring former employees
▪ Advantages:
▪ They are known quantities.
▪ They know the firm and its culture.
▪ Disadvantages:
▪ They may have less-than positive attitudes.
▪ Rehiring may sent the wrong message to current employees about how to get
ahead.
 Finding Internal Candidates (cont’d)
▪ Succession planning
▪ The process of ensuring a suitable supply of
successors for current and future senior or key jobs.
▪ Succession planning steps:
▪ Identifying and analyzing key jobs.
▪ Creating and assessing candidates.
▪ Selecting those who will fill the key positions.
 Sources of Recruitment
▪ Advantages of internal recruitment
▪ It is a relatively cheap way of recruiting, vacancies can be
advertised at little cost and it can also save time.
▪ Organizations typically have a better knowledge of internal
applicants’ skills, knowledge and abilities.
▪ Inside job candidates have better knowledge of the
organization’s policies, procedures and other special
characteristics and its operation. -orientation and training
▪ have a significant positive effect on employee motivation and
morale when it creates promotion opportunities.
▪ enhances employee commitment and job satisfaction
 Sources of Recruitment
▪ Advantages of internal recruitment
▪ The return on investment that an organization has on
its present workforce is increased.
▪ Most organizations have a sizeable investment on their
employees in the form of training and development,
frienge benefits, etc. being able to use this workforce to its
maximum capability improves the organization’s return on
its investment.
 Internal Sources of Candidates: Hiring from Within
▪ Advantages
▪ Foreknowledge of candidates’ strengths and
weaknesses
▪ More accurate view of candidate’s skills
▪ Candidates have a stronger commitment to the
company
▪ Increases employee morale
▪ Less training and orientation required
 Sources of Recruitment
▪ Disadvantages of internal recruitment
▪ Internal recruiting simply promulgates the old ways
of doing things;
▪ that creative problem solving may be hindered by lack of
new blood or a sort of “managerial inbreeding.”
▪ Inbreeding of ideas can stifle new ideas and innovations.
▪ When an entire management team has been brought up
through the ranks, there may be a tendency to make
decisions “by the book” and to maintain the status quo.
 Sources of Recruitment
▪ Disadvantages of internal recruitment
▪ Infighting for promotions can become overly intense and
have a negative effect on the morale and performance of
employees who are not promoted.
▪ An organization can suffer if it uses inferior internal
sources just for the reason of boosting the morale of
current employees (promotion based on seniority)
▪ Failed applicants become discontented
▪ Time wasted interviewing inside candidates who will not
be considered
▪ Inbreeding of the status quo
 Sources of Recruitment
▪ External Sources
▪ lie outside the organization.
▪ External recruiting is attracting applicants from various
outside organizations.
▪ It is needed in organizations that are growing rapidly or have
a large demand for technical, skilled, or managerial
employees.
▪ External sources provide large pool of candidates.
 Sources of Recruitment
▪ External Sources
▪ Employers require external sources:
▪To fill entry-level jobs (jobs for the beginners).
▪To acquire skills not possessed by current
employees.
▪To obtain employees with different background, to
provide new ideas.
 Sources of Recruitment
▪ External Sources
▪ Sources of external recruitment include:
▪Schools, colleges and Universities
▪The unemployed
▪Competitors and other organizations
▪Private and public employment agencies
▪Professional Associations
 Sources of Recruitment
▪ Advantage of external recruitment
▪ Large number of applicants (a pool of talent is much larger
than the internal sources).
▪ It is often cheaper and easier (low training cost) to hire
technical, skilled, or managerial people from the outside
rather than training and developing them internally.
▪ Can bring new ideas (insights and perspectives) to
organization
▪ Expand external relation of an organization.
▪ Avoid internal promotion polities
 Sources of Recruitment
▪ Disadvantage of external recruitment
▪ Attracting, contacting and evaluating potential employees
can be more difficult and can be very costly.
▪ This is especially true for higher-level jobs.
▪ Employees hired from the outside need a longer adjustment
or orientation period.
▪ As a result, it might take a significant time before they can perform
with their full potential.
▪ It can be one reason for the reduction of morale of internal
employees who feel qualified to do the job.
 Recruitment Methods
▪ Internal Methods
▪ Job Posting and Bidding
▪Job posting and bidding is an internal method of
recruitment in which notices of vacant positions are
posted in central locations throughout the
organization and existing employees are given a
specified length of time to apply for the available
positions.
 Recruitment Methods
▪ Internal Methods
▪ Job Posting
▪ mean posting notices of job openings on organization bulletin
boards for recruiting possible internal candidates.
▪ is a process where announcements of positions are made available
to all current employees through organization newsletters, bulletin
boards, and so on.
▪ The job notice specifies the job title, pay scale, and minimum
qualifications.
▪ It is a procedure for informing the employees that a job opening
exists.
 Recruitment Methods
▪ Internal Methods
▪ Job Posting
▪Accordingly, interested employees could apply for
the vacant job.
▪Some organizations develop policies for job posting
to be successful
 Recruitment Methods
▪ Internal Methods
▪ Job Posting
▪ They may include:
▪ Both promotions and transfers should be posted.
▪ Job vacancies should be posted for a specific period of time
before going to external sources.
▪ Eligibility rules for the job posting system need to be developed
and communicated to the employees.
▪ Specific standards for selection should be included in the
notice.
 Recruitment Methods
▪ Internal Methods
▪ Job bidders
▪ should be required to list their qualifications and reasons
for requesting a transfer or promotion.
▪ Unsuccessful bidders should be notified by the human
resource department and advised as to why they were not
accepted.
▪ In unionized organizations, job posting and bidding
procedures are usually spelled out in the collective
agreement.
 Recruitment Methods
▪ External Method
▪ Job Advertisement
▪ It is a widely used recruitment method in order to reach relatively large
number of potential applicants.
▪ Advertisements are commonly placed in daily newspapers, trade and
professional newspapers, and occasionally on radio, TV and billboards.
▪ However, the choice of appropriate media for a specific advertisement
should depend on the type of job and the required degree of coverage.
▪ In addition to the media used, the construction of the advertisement is
also important.
 Outside Sources of Candidates
▪ Advertising
▪ The Media: selection of the best medium depends on the positions
for which the firm is recruiting.
▪ Newspapers (local and specific labor markets)
▪ Trade and professional journals
▪ Internet job sites
▪ Marketing programs
▪ Constructing an effective ad
▪ Wording related to job interest factors should evoke the applicant’s
attention, interest, desire, and action (AIDA) and create a positive
impression of the firm.
 Recruitment Methods
▪ External Method
▪ Job Advertisement
▪ Attract attention:
▪ Using wider boarders or a lot of empty space around it, might help the
advertisement to standout by itself.
▪ Develop or create interest in the job
▪ Create desire:
▪ amplifying on the interest factors and other factors that may be part of the
job (job satisfaction, career development, etc…)
▪ Instigate action:
▪ adding phrases such as “Call today”, Write today for more information”,
etc could make potential applicants take action towards applying.
 External Method
▪ Type of Media for Job Advertisement
▪ Newspapers
▪ Advantages
▪ Short deadlines
▪ Ad size flexibility
▪ Circulation concentrated in specific geographic area
▪ Classified sections are well organized for easy access by
active job seekers.
 External Method
▪ Type of Media for Job Advertisement
▪ Newspapers
▪ Disadvantage
▪ Easy for prospects to ignore.
▪ Considerable competitive clutter.
▪ Circulation not specialized.
▪ Poor printing quality
 External Method
▪ Type of Media for Job Advertisement
▪ Newspapers
▪When to use
▪When sufficient number of prospects are clustered
in a specific area.
▪When a recruiter want to limit recruiting to a
specific area.
 External Method
▪ Type of Media for Job Advertisement
▪ Magazines
▪ Advantage
▪ Specialized magazines reach pinpointed occupation
categories.
▪ Ad size flexibility
▪ High quality printing.
▪ Long life, prospects keep and reread magazines.
 External Method
▪ Type of Media for Job Advertisement
▪ Magazines
▪ Disadvantage
▪Wide geographic area- usually cannot be used to
limit recruiting to the specific area.
▪Long lead time for ad placement.
 External Method
▪ Type of Media for Job Advertisement
▪ Magazines
▪ When to use
▪When job is specialized.
▪When time and geographical limitations are not of
utmost importance.
 External Method
▪ Type of Media for Job Advertisement
▪ Radio and TV
▪ Advantage
▪ Can reach prospects that are not actively looking for a job
better than printed ads.
▪ Can be limited to specific geographic areas.
▪ Creatively flexible.
▪ Can dramatize employment story more effectively than printed
ads.
▪ Little competitive recruitment clutter.
 External Method
▪ Type of Media for Job Advertisement
▪ Radio and TV
▪ Disadvantage
▪Lack of permanence; prospects cannot refer back to
the ad
▪Creation and production of commercials-
particularly TV- can be time consuming and costly.
 External Method
▪ Type of Media for Job Advertisement
▪ Radio and TV
▪When to use
▪In competitive situations when not enough
prospects are reading printed ads.
▪When there are multiple job openings.
▪Useful to call attention to printed ads.
 External Method
▪ College Recruiting:
▪ It involves recruitment from educational institutions that offer
opportunities to recruit recent graduates.
▪ Educational institutions are particularly excellent sources of
potential employees for entry-level positions.
▪ It could be also important sources of professional and technical
employees.
▪ This method includes campus interviews and keeping a live
register of job seekers.
▪ Under this method, information about jobs and profile of
persons available for jobs exchanged and preliminary screening
is done.
 External Method
▪ Employment Agencies
▪ are used by many organizations for identifying potential
workers.
▪ There could be public or private employment agencies.
▪ Those agencies have information on job seekers in terms of
qualifications, skills, interests, etc and can be good sources
of employment by organizations.
▪ The major functions of these agencies are to increase the
pool of possible applicants and to do preliminary screening.
 External Method
▪ Employment Agencies
▪ To utilize these agencies effectively and efficiently,
organizations are advised to:
▪ Give the agency an accurate and complete job description
and specification.
▪ Specify the devices or tools that the agency should use in
screening potential applicants.
▪ If possible, create a long-term relationship with one or more
agencies.
 External Method
▪ Employment Agencies
▪ Organizations specifically use employment agencies when;
▪ They do not have their own human resource department,
▪ They want to fill a particular position openings quickly,
▪ They need to attract a greater number of minority and
female job candidates, or
▪ They attempting to recruit individuals who are not actively
seeking employment.
 External Method
▪ Types of employment agencies:
▪ Public agencies operated by federal, state, or local
governments
▪ Agencies associated with nonprofit organizations
▪ Privately owned agencies
 External Method
▪ Reasons for using a private employment agency:
▪ When a firm doesn’t have an HR department and is not geared to doing
recruiting and screening.
▪ The firm has found it difficult in the past to generate a pool of qualified
applicants.
▪ The firm must fill a particular opening quickly.
▪ There is a perceived need to attract a greater number of minority or female
applicants.
▪ The firm wants to reach currently employed individuals, who might feel
more comfortable dealing with agencies than with competing companies.
▪ The firm wants to cut down on the time it’s devoting to recruiting.
 External Method
▪ Avoiding problems with employment agencies:
▪ Give the agency an accurate and complete job description.
▪ Make sure tests, application blanks, and interviews are part of the agency’s
selection process.
▪ Periodically review data on candidates accepted or rejected by your firm, and by
the agency.
▪ Check on the effectiveness and fairness of the agency’s screening process.
▪ Screen the agency.
▪ Check with other managers or HR people to find out which agencies have been the most
effective at filling the sorts of positions needed to be filled.
▪ Review the Internet and a few back issues of the Sunday classified ads to
discover the agencies that handle the positions to be filled.
 Temp Agencies and Alternative Staffing

▪ Benefits of Temps ▪ Costs of Temps

▪ Paid only when working ▪ Fees paid to temp agencies
▪ More productive ▪ Lack of commitment to firm
▪ No recruitment, screening, and
payroll administration costs
 Concerns of Temp Employees
▪ Treatment by employers in a dehumanizing, impersonal, and ultimately
discouraging way.
▪ Insecurity about their employment and pessimistic about the future.
▪ Worry about their lack of insurance and pension benefits.
▪ Being misled about their job assignments and in particular about
whether temporary assignments were likely to become full-time
positions.
▪ Being “underemployed” (particularly those trying to return to the full-
time labor market).
▪ In general they were angry toward the corporate world and its values;
participants repeatedly expressed feelings of alienation and
disenchantment.
 Guidelines for Using Temporary Employees
1. Do not train your contingent workers.
2. Do not negotiate the pay rate of your contingent workers.
3. Do not coach or counsel a contingent worker on his/her job performance.
4. Do not negotiate a contingent worker’s vacations or personal time off.
5. Do not routinely include contingent workers in your company’s employee
functions.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company business cards, nameplates, or employee
badges to contingent workers without HR and legal approval.
8. Do not let managers discuss harassment or discrimination issues with contingent
workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for them
directly.
10. Do not terminate a contingent worker directly.
 Working with a Temp Agency
▪ Invoicing. Get a sample copy of the agency’s invoice. Make sure it fits your
company’s needs.
▪ Time sheets. With temps, the time sheet is not just a verification of hours worked.
Once the worker’s supervisor signs it, it’s usually an agreement to pay the agency’s
fees.
▪ Temp-to-perm policy. What is the policy if the client wants to hire one of the
agency’s temps as a permanent employee?
▪ Recruitment of and benefits for temp employees. Find out how the agency plans to
recruit what sorts of benefits it pays.
▪ Dress code. Specify the attire at each of your offices or plants.
▪ Equal employment opportunity statement. Get a statement from the agency that it is
not discriminating when filling temp orders.
▪ Job description information. Have a procedure whereby you can ensure the agency
understands the job to be filled and the sort of person you want to fill it.
 Offshoring/Outsourcing White-Collar and Other Jobs
▪ Specific issues in outsourcing jobs abroad
▪ Political and military instability
▪ Likelihood of cultural misunderstandings
▪ Customers’ security and privacy concerns
▪ Foreign contracts, liability, and legal concerns
▪ Special training of foreign employees
▪ Costs associated with companies supplying foreign
workers
 Outside Sources of Candidates (cont’d)
▪ Executive recruiters (headhunters)
▪ Special employment agencies retained by employers to seek
out top-management talent for their clients.
▪ Contingent-based recruiters collect a fee for their services when a
successful hire is completed.
▪ Retained executive searchers are paid regardless of the outcome of
the recruitment process.
▪ Internet technology and specialization trends are changing
how candidates are attracted and how searches are
conducted.
 Guidelines for Choosing a Recruiter
▪ Make sure the firm is capable of conducting a
thorough search.
▪ Meet the individual who will actually handle
your assignment.
▪ Ask how much the search firm charges.
 Outside Sources of Candidates (cont’d)
▪ On demand recruiting services (ODRS)
▪ A service that provides short-term specialized
recruiting to support specific projects without the
expense of retaining traditional search firms.
 External Method
▪ Employee referrals:
▪ Some organizations with a good record of industrial relations
encourage their employees to bring suitable candidate for
various openings in the organization.
▪ These recruiting systems may be informal and operate by word-
of-mouth, or they may be formal with definite guidelines to be
followed.
▪ Announcements of openings and requests for referrals are made
in the organization’s bulletin and posted on bulletin boards.
▪ Incentives and bonuses are sometimes given to employees who
refer subsequently hired people.
 External Method
▪ Employee referrals:
▪ This method of recruiting potential employees can cut
recruiting costs by eliminating advertising and agency fees.
▪ Employees who were hired through referrals from current
employees tend to stay within the organization longer and
display greater loyalty and job satisfaction.
▪ It can also result in higher quality candidates since most
employees would not recommend someone unless he/she
believes that the individual can perform effectively.
 External Method
▪ Employee referrals:
▪ However, there are some possible problems
among these; employees tend to refer only
friends or relatives.
▪ As a result, employee referral method may result
in nepotism and sometimes violet Equal
Employment Opportunity law (one group
favoring each other).
 External Method
▪ Walk-ins /Write-ins or Unsolicited application
▪ The most common and least expensive approach for
job candidates is direct applications where job seekers
submit unsolicited application by letter (e.g., a
resume), telephone, or simply show up in person
seeking employment.
▪ Unsolicited application, whether they reach the
employer by letter, telephone or in person, can be a
source of prospective employees and can provide a
pool of potential employees to meet future needs.
 External Method
▪ Walk-ins /Write-ins or Unsolicited application
▪ Such applications are kept in file if there are no
particular openings at that time.
▪ While direct applications are particularly effective in
filling entry-level and unskilled positions, some
organizations, because of their reputations or because
of their geographical location, compile excellent pools
of potential employees from direct applications for
skilled positions.
 External Method
▪ Internet (websites)
▪ Recent trends indicate that, integrating the
internet and the HRM information system is
becoming a popular recruitment method.
▪ Internet recruitment is becoming an
increasingly popular means of staff recruitment.
 External Method
▪ Internet (websites)
▪ The main advantages
▪Reduce recruitment costs and speed up the
recruitment cycle.
▪Make applying easier.
▪Reach a wide pool of potential applicants.
 External Method
▪ Internet (websites)
▪ Drawbacks
▪It obviously excludes those applicants who either
cannot access the internet or do not have software
compatible with the website.
▪Organizations may be bombarded with unsuitable
applicants because it is easy to apply online.
▪The recruitment process becomes impersonal,
deterring some applicants.
 External Method
▪ Apprenticeship/Internship
▪ An apprenticeship is a special form of recruiting in which
a student is placed in a temporary job.
▪ In this arrangement, there is no obligation by the company
to hire the student permanently or by the student to accept
a permanent position with the firm following graduation.
▪ An apprenticeship typically involves a temporary job for
the summer months or a part-time job during the school
year.
 Who Does Recruiting?
▪ In most large and medium-sized organizations, the
human resource department is responsible for
recruiting.
▪ However, the recruiters and interviewers in HR
department are required to closely work with the hiring
department (operating managers).
▪ In small organizations, the recruitment function, in
addition to many other responsibilities, is normally
handled by the operating managers.
 Effective Recruiting (cont’d)
▪ Advantages of centralizing recruitment
▪ Strengthens employment brand
▪ Ease in applying strategic principles
▪ Reduces duplication of HR activities
▪ Reduces the cost of new HR technologies
▪ Builds teams of HR experts
▪ Provides for better measurement of HR performance
▪ Allows for the sharing of applicant pools
 Measuring Recruiting Effectiveness
▪ What to measure and how to measure
▪ How many qualified applicants were attracted from each
recruitment source?
▪ Assessing both the quantity and the quality of the applicants
produced by a source.
▪ High performance recruiting
▪ Applying best-practices management techniques to
recruiting.
▪ Using a benchmarks-oriented approach to analyzing and
measuring the effectiveness of recruiting efforts such as employee
referrals.
 Selection
▪ is the process of choosing from a group of applicants
those individuals best suited for a particular position
and an organization.
▪ is the process of making a “hire” or “no hire” decision
regarding each applicant for the job.
▪ Selection decision is always made with in the legal
frame work.
▪ Effective selection is highly important for an
organization future success because selection is more
powerful way of improving productivity.
 Environmental factors affecting the selection process
▪ Legal considerations:
▪ HRM is influenced by legislation, executive orders and court
decision.
▪ Applicants pool (labor market):
▪ The number of qualified applicants for a particular job can
also affect the selection process.
▪ Probationary period:
▪ many firms use a probationary period that permits them to
evaluate an employee’s ability based on established
performance.
 Selection Process
▪ A series of steps are normally followed
▪ Each step in the process seeks to expand the organizations knowledge
about the applicant’s background, abilities, and motivation and it
increases the information from which decision makers will make their
predications and final choice.
▪ The selection process used by organizations may very depending on the
size of the organizations, type of jobs to be filled and number of people
to be hired.
 Selection Process
▪ Step 1. Preliminary selection:
▪ is often done by seating minimum standards for the
job, and communicating these standards to your
employees, and agencies that help you to recruit.
▪ reviewing resumes and application forms, firms
further able to screen out unacceptable job
candidates.
▪ firms can also assign priorities to the resumes so that
the most promising candidates may be seen first.
 Selection Process
▪ Step 2. Employment Tests
▪ This step helps to gather information about
applicants and thus be abele to assess their
suitability to the job.
▪ Some of the employment tests are:
▪Aptitude tests
▪Job Knowledge and Proficiency Test
▪Interest test
 Selection Process
▪ Step 2. Employment Tests
▪ Aptitude tests
▪ measure a person’s capacity or potential to learn and
perform a job.
▪ Verbal ability – ability to use words in communicating
▪ Numerical tests – ability to solve mathematical problems
▪ Perception test – ability to recognize similarity and differences
▪ Spatial tests – ability to visualize objects in space and determining
their r/ships.
▪ Reasoning tests – ability to make correct judgment.
 Selection Process
▪ Step 2. Employment Tests
▪ Job Knowledge and Proficiency Test
▪ are used to measure job related knowledge possessed by the
applicant.
▪ include questions that differentiate experienced applicant from
inexperienced ones.
▪ Also measures how well (work sample tests) the applicant can do a
sample of the work that is to be performed.
▪ E.g. typing test for secretarial position.
 Selection Process
▪ Step 3. Selection Interview
▪ It is used to supplement information gained in other
steps in the selection process.
▪ Questions to be asked in this interview should be job
related.
▪ The interview is usually done by a panel of interviews
consisting of human resource personnel, potential
supervisor and other executives that may be of
relevance in assessing the applicant’s qualifications.
 Selection Process
▪ Step 3. Selection Interview
▪ The interview could be structured or unstructured.
▪ Structured interviews are preferred in situations where it is
important to cover certain basic question related with the
job to all applicants.
▪ It also increases the accuracy and reliability of questions.
▪ Generally, employment interview is a goal – oriented
conversation in which interviewer and applicant exchange
information.
 Selection Process
▪ Step 4. Reference Checking
▪ Background Investigation
▪ It involves contacting individuals who are listed as references
to the applicant.
▪ It may include contacting former employees to confirm the
candidates work record personal and educational references
to verity accomplishments shown in the application.
▪ An effective and comprehensive back ground investigation
relates to the previous employment, education, personal
references, criminal history credit history, etc.
 Selection Process
▪ Step 5. Selection Decision
▪ The selection decision is when the final choice is
made from among those who are still in the race offer
the interview information, reference cheeks and
background investigation are evaluate.
▪ The individual with the best overall qualification may
not be hired.
▪ The person whose qualifications most closely
conform to the requirements should be selected.
 Selection Process
▪ Step 6. Physical Examinations
▪ The purpose of the physical examination is to
determine whether the applicant is physically capable
of performing the tasks and to determine the
applicant’s eligibility for group life, health and
disability insurance.
▪ Physical examination should be directly related to the
requirement, in order to avoid any possible
discrimination against disabled or handicapped
applicants.
 Selection Process
▪ Step 7.New employee
▪The selection results should be made known
to both the successful and the unsuccessful
candidates as soon as possible.
Thank You!