It’s all about…

Having the right people,

With the right abilities,
In the right place,
At the right time.

SHR Blog by Hannah Robinson, https://han08hrm.wordpress.com/

SO WHO,
WHEN, AND
HOW MANY
WILL YOU
HIRE?
RECRUITMENT-SELECTION-PLACEMENT

Recruitment Selection Placement

• Attracting as many • Identifying most • Putting new hires in
qualified candidates for qualified to achieve specific positions
existing and anticipated desired results • Preparing them in new
vacancies • Predicting which roles to facilitate
applicants will best fit integration and
organization’s culture performance
and job
Speakers
What is Recruiting?
• It is the process of developing a pool of qualified applicants who
are interested in working for the organization might reasonably
select the best individual or individuals to hire for employment.
Recruitment Process

Staffing Plans Write Job description

Job specifications development

Develop Job Analysis

Develop recruitment plan

Know laws relating to recruitment

Implement recruitment plan

Accept application

Selection Process
6
 Organizational and individual
goals in recruiting
ORGANIZATIONAL GOALS INDIVIDUAL GOALS

 Attract a pool of qualified  Meet work-related goals

applicants  Meet personal goals
 Keep pool at a manageable  Address personal needs
size
 Provide realistic job
previews

7
Internal Recruiting
• Looking inside the organization for existing qualified employees
• This situation may not seem particularly useful for increasing the
size of the workforce
• Internal recruiting can play a role in growth strategies.
• If an organization can fill higher-level openings with current
employees who are ready to move up, it will have to fill lower-level
positions from the outside later.

8
External Recruiting
• It involves looking to sources outside the organization for
prospective employees.
• External recruiting has the advantages that are directly counter to
those of internal recruiting.
• The organization can enhance its vitality, creativity and potential
ability to innovate by routinely bringing in people from the outside.
• This recruiting also avoids the ripple effect.

9
Promoting from with-in
Advantages Disadvantages
• Provide greater motivation for good • Promotes inbreeding
performance
• Provides greater promotion • Creates political in fighting and
opportunities pressures to compete
• Improves morale and organizational • Requires a string management
loyalty development program
• Enables the employee to perform the • Creates homogenous workforce
new job with little loss of time
• Familiar with the organization on how
it operates
External Hiring
Advantages Disadvantages
• Provide new ideas and new insights • Loss of time due to adjustments
• Allows employee to make changes • Destroy incentive of present
without having to please constituent employees to strive for promotion
group
• Does not change the present • No information is available=ble if the
organizational hierarchy applicant can blend with the rest of
the group

11
Internal Recruiting: Job Posting
Vacancies in the organization are
publicized through various media
such as the company intranet,
newsletters, bulletin boards, and or
internal memos.

12
Supervisory Recommendation
• When a new position needs to be filled, a manager solicits
nominations or recommendations for the position from
supervisors in the organization.
• These supervisors look at the employees for whom they are
responsible, and if any are particularly well suited for the new job
opening, the supervisors recommend those individuals to the
higher-level managers.
Methods of External Recruitment
• Word-of-Mouth
• Advertisements
• College Placement Offices
• Digital Recruiting
• Job fairs/special events for recruiting

14
Alternatives to Recruiting
• Subcontracting/Outsourcing
• Overtime
• Temporary help
• Employee leasing
• Internships

15
SELECTIO
N
 Selection Process
• Refers to the steps involved in choosing people who have the
right qualifications to fill a current or future job opening.
Five distinct aspects of Selection Process
1. Criteria development
2. Application and resumé review
3. Interviewing
4. Test administration
5. Making the offer
Criteria Development
• Many HR professionals and managers develop the criteria for hiring, as
well as the interview questions, before reviewing any résumés.
• This allows for a streamlined process with specific guidelines already set
before reviewing a résumé.

For example, criteria for a project management job might include the
following:
1. Two years of experience managing a $2 million or more project budget
2. A bachelor’s degree in business or closely related field
3. Ability to work on multiple projects at once
4. Problem-solving ability
5. Conflict-management ability
6. Ability to manage a team of five to six diverse workers
7. Score of at least a 70 on cognitive ability test
8. Score of excellent from most recent employer
Validity and Reliability
The validity refers to how useful the tool is to measure a person’s
attributes for a specific job opening. A tool may include any and all
of the following:
1. Résumé-scanning software
2. Reference checks Biographical Information Blanks
(BIBs) are a useful part of the
3. Cognitive ability tests application process. A BIB is a series
4. Work samples of questions about a person’s
5. Credit reports history that may have shaped his or
her behavior.
6. Biographical information blanks
7. Weighted application forms
8. Personality tests
9. Interview questions
Fit Issues
• Fit includes not only the right technical expertise, education, and
experience but also fit in company culture and team culture.

For example:

At Facebook headquarters in Palo Alto, California, engineers are selected based on their willingness to take
risks, as risk taking is nurtured at Facebook.
Reviewing Résumés
• Once we have developed your
criteria for a specific job, we can
begin the review process.
• Everyone prefers to perform this
differently.
• When looking at résumés to
determine whom to interview, a
manager should be concerned
with the concepts of disparate
impact and disparate treatment.
Types of Interview
• Traditional interview- This type of interview normally takes place in the office. It consists of the
interviewer and the candidate, and a series of questions are asked and answered.
• Telephone interview- A telephone interview is often used to narrow the list of people receiving a
traditional interview.
• Panel interview- A panel interview occurs when several people are interviewing one candidate at
the same time.
• Information interview- Informational interviews are usually used when there is no specific job
opening, but the candidate is exploring possibilities in a given career field.
• Meal interview- Many organizations offer to take the candidate to lunch or dinner for the interview.
• Group interview- In a group interview, two or more candidates interview at the same time.
• Video interviews- Video interviews are the same as traditional interviews, except that video
technology is used.
• Nondirective interview (sometimes called an unstructured interview).In a nondirective interview,
the candidate essentially leads the discussion.
Interview Questions
Most interviews consist of many types of questions, but they usually lean
toward situational interviews or behavior description interviews.

A situational interview is one in which the candidate is given a sample situation and is asked how he or
she might deal with the situation. In a behavior description interview, the candidate is asked questions
about what he or she actually did in a variety of given situations.
Interview Questions that would considered as
illegal
• National origin
• Age
• Marital status
• Religion
• Disabilities
• Criminal record
• Personal questions
Interview Process
• Recruit new candidates.
• Establish criteria for which candidates will be rated.
• Develop interview questions based on the analysis.
• Set a time line for interviewing and decision making.
• Connect schedules with others involved in the interview process.
• Set up the interviews with candidates and set up any testing procedures.
• Interview the candidates and perform any necessary testing.
• Once all results are back, meet with the hiring team to discuss each candidate
and make a decision based on the established criteria.
Working with the Interview process:
• Make sure everyone is trained on the interviewing process.
• Listen to the candidate and try to develop a rapport with them.
• Be realistic about the job. Do not try to paint a “rosy” picture of all aspects of
the job.
• Be realistic about the job. Do not try to paint a “rosy” picture of all aspects of
the job.
• Watch your own body language during the interview and that of the candidate.
• Stick to your criteria for hiring.
• Learn to manage disagreement and determine a fair process if not everyone on
the interviewing team agrees on who should be hired.
TESTING AND SELECTING
Major categories of tests include the following:
• Cognitive ability tests
• Personality tests
• Physical ability tests
• Job knowledge tests
• Work sample
Sample test categories
• Reasoning questions
• Mathematical questions and calculations
• Verbal and/ or vocabulary skills
Self-assessment statements
• I have an assertive personality
• I am generally trusting
• I am not always confident in my abilities
• I have a hard time dealing with change
Verifying employment dates and job titles
• What was the title and responsibilities of the position the candidate
had while at your company?
• Do you think the candidate was qualified to assume those
responsibilities?
• Does this person show up on time and have good attendance?
• Would you consider this person a team player?
• What are the three strongest and weakest characteristics of this
candidate?
• Would you rehire this person?
Reasons Why Employers Acted Upon Data
Found on Social Networking Sites
Provocative or inappropriate photos or info

Drinking or drug use

Badmouthing previous employer

Poor communication skills

Discriminatory comments

Lied About qualifications

Leaked confidential information about previous job

Sample Selection Model, with sample scores
and weighting filled in
MAKING THE OFFER
• According to Paul Falcone, vice
president for human resources at the
Fortune 500 company Time Warner,
detailed information should be asked
of the candidate before the offer is
even made. [1] He says that as soon
as the offer is made, power is shifted
to the candidate.
Some asking salary questions in the
interview:
1.“If we were to make a job offer today, when would you be in a
position to accept or reject the offer?”
2.“At what point, dollar wise, would you accept our job offer and at
what point, dollar wise would you reject the offer?”
Some tips to successfully negotiate
• Be prepared. Know exactly what you can and can’t offer.
• Explain the career growth the organization can provide.
• Address the benefits of the candidate’s joining the organization.
• Discuss the entire offer, including other benefits offered to the
employee.
• View the negotiation as a win-win situation.
• Be able to provide salary research of similar positions and competitors
for the same job title.
• Use the trading technique.
The employment agreement or offer letter
should include:
• Job title
• Salary
• Other compensation, such as bonuses or stock options
• Benefits, such as health-care coverage
• Vacation time/paid holidays
• Start date
• Noncompete agreement expectations
• Additional considerations such as relocation expenses
PLACEMENT
Placement
• In the words of Pigors and Myers, “Placement is the determination of the job to
which an accepted candidate is to be assigned and his assignment to that job.
• It is a matching of what the supervisor has reason to think he can do with the job
demands. It is a matching of what he imposes in strain, working conditions and
what he offers in the form of pay roll, companionship with others, promotional
possibilities etc.”
• Preparing new entrants on roles and agency environment to facilitate integration
and performance, and promote retention
Advantages of a properly handled
placement
• Improves the morale of the employees
• Reduces employee turnover
• Decreases accident rates
• Enhances labour productivity
• Clarifies expectations
Placement Guidelines
• Create a positive first impression
• Prepare a write-up on the new employee
• Let him meet other employees in his department
• Provide an opportunity to him to work with senior employees to
understand organizational culture
• Let the new employee feel that his first day in the office is a
memorable one
Levels of Onboarding Program Management
• Job scope
Level 1
Basic
• Office rules and regulations

• Performance expectations
Level 2 Inter-
mediate
• Information networks

• 3-6 months onboarding program

Level 3
Advanced
• Interpersonal and organizational relationship

• 6-12 months onboarding program

Level 4
Superior
• Job Performance, employee satisfaction and retention
Assessment