Human Resource Management

Recruitment & Selection

ROHIT KUMAR

Recruiting- Searching for and obtaining qualified job candidates

Recruitment

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

Identify jobrequirements

Determinerecruitment

methods

Obtainapplications

Constraints

Recruitment Methods and Sources

Internal SourcesInternal Sources

Job PostingsJob Postings

TalentTalentinventoriesinventories

PromotionsPromotions

TransfersTransfers

Internal Sources

• Pros

– Reduces labor costs

– Valued by employees

– Enhances reputation as employer

• Cons

– Limits applicant pool

– May cause infighting

– Inbreeding

External SourcesExternal Sources

Walk-in Walk-in applicantsapplicants

Traditional Traditional MediaMedia

Employee Employee referralsreferrals

InternetInternet

School School placementplacement

Trade Trade associationsassociations

Job fairsJob fairs

Employment Employment AgenciesAgencies

Recruitment Methods and Sources

Improving the Effectiveness of External Recruitment

Realistic Job PreviewsRealistic Job Previews

Calculate Yield RatiosCalculate Yield Ratios Training RecruitersTraining Recruiters

ExternalRecruitment

ExternalRecruitment

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

100

150

200

1200

New hires

Offers made (2:1)

Candidates interviewed (3:2)

Candidates invited (4:3)

Leads generated (6:1)

Recruiting Yield Pyramid

SC = source costAC = 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

H

NCRBAFACSC

Cost of Recruitment (per employee hired)

External Recruitment Considerations

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

Preliminary screening Interview

Application blank

Interview

Testing

Reference checks

Physical exam

Final interview

Selection

Placement on the job

Reject applicant

Selection Process

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

• Degree of agreement between two or more scorers

• Correlate scores given by judge 1 and judge 2

• Useful when using interviews to select employees

VS.

Validity

Validity refers to the extent to which a predictor variable is correlated with a criterion variable.

40 50 60 70 80

Validity coefficient r=.48

X axis- typing speed

Y axis- sup. Performance rating

Illustration of positive correlation coefficient

high

low

perf

highNo. of errors missed

Validity coefficient r= -.58

Illustration of negative correlation coefficient

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

Concurrent validation

Orientation & training Time

Time

Collector predictor data on job applicants at time one

Collect criteria data at time two

Collect predictor data from present employees at time one

Collect criteria data from present 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

Validity coefficient

IV

Base rate of success

Selection ratio

1

IIIII

Low predictor high

crit

erio

n

high

Correct decision

Correct decision

False +ve error

False –ve error

The benefits obtained from using predictor are determined by three factors:– The selection ratio

– The validity coefficient

– The base rate of success

Usefulness of the Predictor

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.

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