Recruitment, Sourcing, and Selection

Ang, Chung, Kua, Phillipneris, Ramirez, Untalan K32

HR RECRUITMENT PROCESS
Build a supply of potential new hires that the organization can draw on if the need arises.
It is any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees.

RECRUITMENT
Process of:
g n i ct a r t t a

screen ing

g n i t selec

onboarding

a qualied person for a job

RECRUITMENT
Advertise- ment of a position vacancy.
Preliminary contact with potential job candidates.

Preliminary screening to obtain a pool of candidates.

RECRUITMENT PROCESS
Job analysis
vJob descriptions and job specications. vWay of identifying and getting the proper candidates for a job in various ways.

Sourcing

RECRUITMENT PROCESS
Screening and selection
Search for relevant skills, aptitude, knowledge, and qualications and educational or job related experiences. Resumes, job applications, interviews.

Lateral Hiring
Targeting employees working on a similar organization.

Onboarding
Guiding new employees to become more ecient.

Recruitment sources used to solicit applicants Personnel policies

Characteristics and behaviours of a recruiter

Areas of Recruiting

PERSONNEL POLICIES
Organizational decisions that aect the nature of the vacancies for which people are recruited.

EMPLOYMENT-AT-WILL POLICIES
Policies that state either an employer or an employee can terminate the employment relationship at any time regardless of the course.

DUE PROCESS POLICIES

Policies by which a company formally lays out the steps an employee can take to appeal a termination decision.

METHODS OF RECRUITMENT
INTERNAL EXTERNAL

Computerized Career Progression System

Supervisor Recommendations

INTERNAL
Career Development System

Job Posting

Employee Referrals

Campus Recruiting

Applicant- Initiated Recruitment

EXTERNAL

Private Employment Agencies & Executive Search Firms

Help-wanted Advertise- ments

EXTRINSIC AND INTRINSIC REWARDS

Intrinsic reward
An intangible award of recognition or a sense of achievement motivation, in any endeavor when one feels in the Maslow's hierarchy as attainment in conscious satisfaction. Examples: giving challenging task, involving in decision making process, giving a higher rank in hierarchy All these rewards do not required to have increased salary as well and employee may be working at higher management rank without an increase in the salary and still more motivated.

Extrinsic reward

An award that is tangible or physically given to you for accomplishing something as recognition of ones endeavor. Examples: pay rise, bonuses, paid leaves, annual recreational plans

RECRUITMENT SOURCES

INTERNAL
Generates applicants who are well known from the rm. Applicants are relatively knowledgeable about the companys vacancies. Cheaper and Faster.

RECRUITMENT SOURCES
EXTERNAL

Exposure of new ideas and new ways of dealing with business.

Specialized upper-level positions.

Good way of strengthening ones company and weaken ones competitors at the same time.

TYPES OF APPLICANTS
People who apply for a job vacancy without prompting from the organization. People who are prompted to apply for a job by someone within the organization.

DIRECT APPLICANTS

REFERRALS

STEPS IN RECRUITMENT PLANNING PROCESS

1. Identify job opening. 2. Decide how to ll job opening.
No New Hire Overtime Job Elimination Job Redesign Prevent Turnover New Hire Contingency (Temps, Lease, Contract) Core (External, Internal)

STEPS IN RECRUITMENT PLANNING PROCESS

5. Meet with candidates. 4. Notify target population. 3. Identify target population.
All Qualied Applicants Segment of Applicant Population

SELECTION METHOD STANDARDS

Reliability
Consistency of a performance measure; free from random error.

Validity
Extent to which a performance measure assesses all the relevant aspects of job performance.
Criterion-related validity Predictive validity Concurrent validation Content validation

SELECTION METHOD STANDARDS

Generalizability
Degree to which the validity of a selection method established in one context extends to other contexts.

Utility
Degree to which the information provided by selection method enhances the eectiveness of selecting personnel in real organizations.

Legality
All selection methods should conform to existing laws and existing legal precedents.

STAGES OF SELECTION
SELECTIONS
Form selection panel Job Participant (Person Specication) Shortlisting (References) Interview (Assessment Centre) References Final Decision Advertisement Further particulars Applications Interview (e.g. Tests)

APPLICANTS

SUGGESTIONS FOR EVALUATING APPLICATION FORMS

Examine why applicants left their last jobs. Evaluate applicants educational backgrounds. Discover if applicants show the intelligence in answering the questions.

See what the applicants reveal about their attitudes.

Study applicants employments records.

Check the quality of applicants writing.

Use the application to give direction to interview.