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Recruitment,Sourcing, and

SelectionAng,Chung,Kua,Phillipneris,

Ramirez,Untalan

K32

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HRRECRUITMENTPROCESS

Buildasupplyofpotentialnewhiresthattheorganizationcan

drawoniftheneedarises.

Itisanypracticeor

activitycarriedonbytheorganizationwiththeprimarypurposeof

identifyingandattractingpotentialemployees.

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RECRUITMENT

Processof:

attracting

selectingsc

reening onboarding

aqualifiedpersonforajob

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RECRUITMENT

Advertise-mentofa

positionvacancy.

Preliminarycontactwithpotentialjobcandidates.

Preliminaryscreening

toobtainapoolof

candidates.

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RECRUITMENTPROCESS

vJobdescriptionsandjobspecifications.

vWayofidentifyingandgettingthepropercandidatesforajobinvariousways.

Jobanalysis

Sourcing

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RECRUITMENTPROCESS

Screeningandselection Searchforrelevantskills,aptitude,knowledge,and

qualificationsandeducationalorjobrelatedexperiences.

Resumes,jobapplications,interviews.LateralHiring

Targetingemployeesworkingonasimilarorganization.

OnboardingGuidingnewemployeestobecomemoreefficient.

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AreasofRecruiting

Personnel

policies

Recruitmentsourcesusedtosolicitapplicants

Characteristicsand

behavioursofarecruiter

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PERSONNELPOLICIES

Organizationaldecisionsthataffectthenatureofthe

vacanciesforwhichpeoplearerecruited.

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EMPLOYMENT-AT-WILLPOLICIES

Policiesthatstateeitheranemployeroranemployeecanterminatetheemploymentrelationshipatanytimeregardlessofthecourse.

DUEPROCESSPOLICIES

Policiesbywhichacompanyformallylaysoutthestepsanemployeecantaketoappealaterminationdecision.

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METHODSOFRECRUITMENT

INTERNALEXTERNAL

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ComputerizedCareerProgression

System

Supervisor

Recommendations

JobPostingCareer

DevelopmentSystem

INTERNAL

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EXTERNAL

EmployeeReferrals

Applicant-Initiated

Recruitment

Help-wantedAdvertise-

ments

PrivateEmploymentAgencies&

ExecutiveSearchFirms

CampusRecruiting

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EXTRINSICANDINTRINSICREWARDS

Anintangibleawardofrecognitionorasenseofachievementmotivation,inanyendeavorwhenonefeelsintheMaslow'shierarchyasattainmentinconscioussatisfaction.

Examples:givingchallengingtask,involvingindecisionmakingprocess,givingahigherrankinhierarchy

Alltheserewardsdonotrequiredtohaveincreasedsalaryaswellandemployeemaybeworkingathighermanagementrankwithoutanincreaseinthesalaryandstillmoremotivated.

Intrinsic

reward

Anawardthatistangibleorphysicallygiventoyouforaccomplishingsomethingasrecognitionofonesendeavor.

Examples:payrise,bonuses,paidleaves,annualrecreationalplans

Extrinsicreward

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RECRUITMENTSOURCES

INTERNAL

Generates

applicantswhoarewellknownfromthefirm.

Applicantsarerelatively

knowledgeableaboutthecompanysvacancies.

CheaperandFaster.

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RECRUITMENTSOURCES

EXTERNAL

Exposureofnewideasandnewwaysof

dealingwithbusiness.

Specializedupper-level

positions.

Goodwayofstrengtheningonescompanyandweaken

onescompetitorsatthesametime.

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TYPESOFAPPLICANTS

Peoplewhoapplyforajob

vacancywithoutpromptingfromtheorganization.

DIRECTAPPLICANTS

Peoplewhoarepromptedto

applyforajobbysomeonewithintheorganization.

REFERRALS

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STEPSINRECRUITMENTPLANNINGPROCESS

1.Identifyjobopening.

2.Decide

howtofilljobopening.

NoNewHireOvertimeJobEliminationJobRedesignPreventTurnover

NewHireContingency(Temps,Lease,Contract)

Core(External,Internal)

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STEPSINRECRUITMENTPLANNINGPROCESS

3.Identifytargetpopulation.

AllQualifiedApplicants

SegmentofApplicantPopulation

4.Notifytargetpopulation.

5.Meetwith

candidates.

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SELECTIONMETHODSTANDARDS

Reliability

Consistencyofaperformance

measure;freefromrandomerror.

ValidityExtenttowhichaperformancemeasureassessesalltherelevantaspectsofjobperformance.

Criterion-relatedvalidityPredictivevalidityConcurrentvalidationContentvalidation

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SELECTIONMETHODSTANDARDS

Generalizability

Degreetowhichthevalidityofaselection

methodestablishedinonecontextextendsto

othercontexts.

Utility

Degreetowhichtheinformationprovidedbyselectionmethod

enhancestheeffectivenessof

selectingpersonnelin

realorganizations.

Legality

Allselectionmethodsshould

conformto

existinglawsandexisting

legalprecedents.

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STAGESOFSELECTION

SELECTIONS APPLICANTS

Formselectionpanel

JobParticipant(PersonSpecification)

AdvertisementFurtherparticulars

Shortlisting(References)

Applications

Interview(AssessmentCentre) Interview(e.g.Tests)

References

FinalDecision

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SUGGESTIONSFOREVALUATING

APPLICATIONFORMS

Examinewhyapplicantslefttheir

lastjobs.

Evaluateapplicantseducationalbackgrounds.

Discoverifapplicantsshowthe

intelligenceinansweringthequestions.

Seewhattheapplicantsreveal

abouttheirattitudes.

Studyapplicantsemployments

records.

Checkthequalityofapplicantswriting.

Usetheapplicationtogivedirectionto

interview.