recruitment and selection 20th sept 2011

7/31/2019 Recruitment and Selection 20th Sept 2011

1/21

RECRUITMENT AND SELECTION

TOPIC 3 Recruitment and Selection

Concepts

External and Internal factors affecting recruitment and selection/ methods of recruitment

and selection.

Trends in use of recruitment and selection methods

Evaluation of effectiveness of recruitment and selection practices.

Introduction

The importance of selecting the right people to join the workforce has received increasing

emphasis because it has become increasingly apparent that people are the prime source of

competitive advantage.

3 Factors which have increased importance of selection decisions:

i) Demographic trends and changing labour market has created a diverse

workplace. This has placed increasing pressure on the idea of fairness in

selection.

ii) Desire for a multi skilled, flexible workplace and increased emphasis on team

work. This implies that selection is more concerned with behaviour andattitudes than with matching individuals to immediate jobs requirements.

iii) The emphasis between corporate strategy and people management has led to

strategic selection;. A system that links selection processes and outcomes to

organizational goals. Selection also aims to match the flow of people to

emerging business strategies.

Definitions.

The recruitment and selection process concerned with identifying, attracting and choosing

suitable people to meet an organizations HR requirements.

1


2/21

The external context

External labour market factors

When organizations seek to recruit externally rather than internally, the search takes place

in local, regional, national and international labour markets. This depends on

i) Numbers, skills, competences and experiences required.

ii) The potential financial costs involved

iii) The perceived benefits to the organizations concerned.

2. Technological development

Technological advancements such as automation of production processes can influence the

types of knowledge and skills, required by organizations secondly, development in ICT

have affected the labour market for some type of jobs. Third, the growth of the internet has

influenced the means by which organizations attract and select candidates

3. Government policy and legislation

Organizations enjoy considerable freedom of choice in selecting people to be recruited.

However, legislation plays a significant role in the recruitment and selection process,

especially in attempts to prevent description on the grounds of sex, race, disability and age.

The internal context

Business strategy

Different models of HRM propose that HR practices vertically integrated with the

organizations position and preferred business strategy, and horizontally integrated with

each other. Parallel strategies in recruitment, selection, development and reward are

suggested

2


3/21

Kocham and Barococcis Model recruitment, selection and staffing functions at

different organizational stages

Source: Adpated from Storey and

Sisson (1993).

Explanation

The Kochan and Barocci Model argues that organizations have life cycles, and that

recruitment, selection and staffing policies vary according to an organizations perceived

stage in the cycle. Other models attempt to link recruitment and selection to product

strategies (e.g. Forbrum et al, 1984) or overall business strategy (e.g. Miles and Snow,

1984) Schuler and Jackson (1996) argue that HR practices are associated with an

organizations competitive strategy e.g. cost reduction, quality improvement or Innovation.

Organizations adopting a cost reduction strategy prefer temporary methods of recruitment

and selection and rely on agencies and subcontractors. Those following a quality

enhancement strategy are likely to adopt a sophisticated method to recruit and select

3

Attract the best technical and professional talent. (By meeting or exceeding labour marketrates)

Recruit adequate numbers and mix of qualified workers.

Manage succession planning and rapid internal labour market movements through

meeting external labour market rates.

Less emphasis on recruitment. Encourage sufficient turn over to minimize lay offs and

provide new openings. Encourage mobility, through controlled compensation.

Little recruitment and selection, rather planning and implementing workplace reductionsand reallocation with very tight pay control


4/21

employees. Third, organizations following an innovation strategy are likely to focus on

core competencies and transferable skills, (Sisson and Storey, 2000).

The models serve to explain possible reasons for variation in approach to recruitment and

selection. However there is an ongoing debate regarding the extent in which classical or

rational approach to decision making is adopted or exists. The underlying problems are:

1) The difficulties in agreeing on what corporate strategy is and the extend to

which it is perceived as planned rather than emergent.

2) A perception of critical time lag between strategic decision making and

implementation of policies considered necessary to achieve corporate

objectives.

3) Pressure to recruit and select in the short term through the external labour

market to meet urgent needs, which may conflict with the chosen longer-term

strategy of internal labour market development.

The balance between external and internal recruitment.

Whether or not an organization is pursuing a strategic approach to management of people,

there still needs to be a choice about the balance between internal or external recruitment.

Some organizations prefer to fill existing vacancies as possible using current employees to

motivate and develop people and retain critical skills. This approach requires considerable

investment in training and development and support of a performance management system.

The system should emphasize on identifying potential and securing commitment from

employees. However the internal recruitment pool is relatively small and the potential

downside is that the organization does not get the best person for the job.

An emphasis on external recruitment might help bring new ideas and styles of working

within the organization. However this approach may also reflect a short term focus and

an unwillingness or inability to invest in the existing workforce. Investing may make them

attractive to competitors.

4


5/21

Alternatively management may believe that future changes may pose problems in offering

long term employment or promotions and may not wish to raise expectations amongst

existing employees. In practice many organizations adopt a combination of both external

and internal recruitment depending on the positions to be filled and skills available within.

A number of organizations are becoming increasingly concerned with succession planning

i.e. having sufficient people with appropriate skills and leadership potential to step into

business critical positives at the right time. This is likely to involve identifying potential

during the recruitment and selection process and then developing and retaining this talent.

Financial position of the organization

Financially endowed organizations find it easy to strike agreements for the budgets needed

to invest in sophisticated selection processes and an emphasis on employee development.

Financial constraints can prevent investment in training and development necessary to tap

the potential of the internal labour market. Besides, financial limitations can push an

organization towards an external focus on recruitment. Also, it may limit the number and

quality of recruitment and selection methods available for use. Assessment centers may be

considered appropriate in terms of their purpose and suitability. In addition tight budgets

may limit the amount of cash available to fund higher reward packages expected by the

best applicants.

Size of the organization

Large business units/organizations increase the complexity of managed activities and

impose a greater need for rules and procedures for consistent behaviour among individual

managers. Within large organizations, HR policy may be decided by a powerful top

management, developed over time, with individual business or service unit expected to

maintain strict adherence to written policy and procedure.

Within small firms (e.g. 25- 50 employees), well developed personnel functions or

recruitment and selection systems and procedures may not exist. Recruitment may be

irregular and characterized by informal methods, especially if they have previously worked.

Responsibility for recruitment may not be handled by experts. Alternatively it may be

outsourced to a third party. In general small business re likely to rely on traditional

5


6/21

methods of recruitment and selection, namely CVs and interviews while sophisticated

methods like assessments centred are typically found in larger organizations.

Industry or sector

The context (working environment and type of environment) significantly determine how

work is organized. There are marked differences between public and private sector

recruitment and selection practices. Private sector covers financial services, manufacture

ring, wholesale/retail, hotels and restaurants. The use of third party is apparent within this

category. Financial services IT, customer care, engineering and design are predicted to

grow depending on the extent in which they outsource their processes including HR.

In contrast public administration and education are firms within public sector where third

party recruitment is traditionally limited, with both recruitment and selection being done by

professionals and specialists within organization. The use of application forms and

structured panel interviews are more prevalent. Together with requesting references before

the interview. In addition public sector organizations tend to have policies which require all

positions to be advertised externally (as well as internally) for purposes of providing equal

opportunities.

Cultural differences between organizations

Differences exist even within similar industries, sectors and sized organizations. Among

the contributing factors are;

The top management within organizations may have a strong preference for a particular

recruitment method or dislike selection except one to one interviewing. Expectations of

the processes may be based on custom and practice built over many years. This may or

may not include a well established routine, backed by written policies, procedures and

monitoring systems and insistence on formed training for individuals in recruitment and

selection.

Besides, recruitment may be viewed as a marginal activity conducted in an ad hoc manner

by some delegated employee or outsourced to a third party as and when need arises. The

6


7/21

roles and ability of those engaged in recruitment and selection may vary from one business

unit to another together with organizations policy. Also regional differences may also

influence method used.

Recruitment and selection in multinational organizations

Selection criteria for managers operating internationally include (IPD, 2006C):

1. Technical and managerial ability

2. Stress tolerance and resilience (e.g. dealing successfully with cultural

adaptation and individual anxieties related to this).

3. Emotional maturity (ability to cope with and manage complexity and diversity).

4. Flexibility (ability to adapt to role changes and possible conflicts).

5. Communication (listening and articulating skills in order to build social and

business relatives)

6. Cultural empathy (having an understanding of and an ability to work within the

local culture).

KEY STAGES IN RECRUITMENT AND SELECTION PROCESS.

Summary

- Defining the vacancy

- Attracting applicants

- Assessing candidates

- Making the final decision

It may also be expressed as a series of questions;

- What do we want?

- How can we attract them?

7


8/21

- How can we identify them?

- How do we know we have got it right?

What do we want?

Authorization

Security authorization ensures that the recruitment process is agreed by management as

compatible with the organizational/departmental objectives that it is necessary, timely and

cost effective.

Recruitment and selection provides an opportunity to explore alternative options such;

i) Restructuring operations and redeploying existing employees.

ii) Delaying recruitment as a cost saving strategy

iii) Hiring temporary/contract workers or overtime.

However each of the above options had limitations. Decisions may be made at operational

or strategic level. The letter emphasizes the contribution of effective staffing levels to the

achievement of organizational goals. It may include long-term human resource

development (HRD) objectives and succession plans.

Defining the job and the person

Step 1 The traditional approach involves writing a comprehensive job description of the

vacancy to be filled. It enables the recruiting organization understand precisely the

purpose, duties and responsibilities of the vacant position and its location within the

organization structure.

Ste 2 The next step involves drawing a person specification which is based on the job

description and identifies the personal characteristics required to perform the job

effectively. Characteristics are defined within a framework consisting of many

broad headings.

8


9/21

The characteristics often cited are the seven point plan C Rodger, 1952) and the

five gold grading system developed Munro (Fraser, 1954).

Person specification Frameworks:

Rodger, 1952

Physical make up Health, appearance, bearing and speech.

Attainments: Education, qualifications, experience

General intelligence: Intellectual capacity

Special aptitudes; mechanical, manual dexterity, facility in use of words and

figures.

Interests; Intellectual, practical, constructional, physically active, social, artistic.

Disposition: Acceptability, influence over others, steadiness, dependability, self-reliance.

Circumstances: Any special demands of the job, such as ability to work during odd hours,

travel abroad etc.

MUNRO FRASER, 1954

Impact on others; physical make up, appearance, speech and manner.

Acquired qualifications; Education, vocational training, work experience

Funate abilities, Quickness of comprehension and aptitude of learning

Motivation: Individual goals, consistency and determination in following them up, success

rate.

Adjustment: Emotional stability, ability to withstand stress and get along well with

people.

Both frameworks from the basis of many person specifications in use. It is important to

distinguish between requirements considered essential and desirable for the job.

9


10/21

The person specification is an important part of the recruitment and selection process

because it forms:

What do we want?

Authorization

Security authorization ensures that the recruitment process is agreed by management AS

compatible with the organizational/departmental objectives that it is necessary, timely and

cost effective.

Recruitment and selection provides an opportunity to explore alternative options such;

i) Restructuring operations and redeploying existing employees

ii) Delaying recruitment as a cost saving strategy

iii) Hiring temporary

10


11/21

However each of the above options has limitations decisions may be made at operational or

strategic level. The latter emphasizes the contribution of effective staffing levels to the

achievement of organizational goals. It may include long-term human resource

development (HRD) objectives and succession plans.

Defining the job and the person

Step 1 The traditional approach involves writing a comprehensive job description of the

vacancy to be filled. It enables the recruiting organization understand precisely the purpose,

duties and responsibilities of the vacant position and its location within the organization

structure.

Step 2 The next step involves drawing a person specification which is based on the job

description and identifies the personal characterizes required to perform the job effectively.

Characteristics are defined within a framework consisting of many broad headings.

The characteristics often cited are the seven point plan (Rodger, 1952) and the five-gold

grading system developed Munro (Fraser, 1954).

Person Specification Frameworks:

Rodger, 1952

- Physical make up: health, appearance, bearing and speech.

- Attainments: Education, qualifications, experience

- General intelligence: Intellectual capacity

- Special aptitudes; mechanical, manual dexterity, facility in use of words and

figures.

- Interests; Intellectual, practical, constructional, physically active, social, artistic.

- Disposition: Acceptability, influence over others, steadiness, dependability,

self-reliance.

11


12/21

- Circumstances: Any special demands of the job, such as ability to work during

odd hours, travel abroad etc.

Munro Fraser, 1954

Impact on others: Physical make up, appearance, speech and manner.

Acquired qualifications: Education, vocational training, work experience.

Funate abilities: Quickness of comprehension and aptitude of learning

Motivation: Individual goals, consistency and determination in following them up, success

rate.

Adjustment: Emotional stability, ability to withstand stress and get a long well with

people.

Both frameworks form the basis of many person specifications in use. It is important to

distinguish between requirements considered essential and desirable for the job.

The person specification is an important part of the recruitment and selection process

because;

i) it forms the basis of recruitment advertisement.

ii) It can help determine the most effective selection methods.

iii) If applied correctly, it can ensure that selection decision are based on sound

justifiable criteria.

A predetermined criteria can contribute to effective recruitment and selection after full

consideration has been given to the necessity and fairness of all requirements.

Job based recruitment may be inflexible due to its inability to reflect potential changes in

key tasks or duties and responsibilities, especially where team working is introduced. A

heavy focus on specific jobs and its place in the structure may be detrimental to developing

skills and competencies for long term gains.

12


13/21

To promote greater flexibility and encourage working beyond the contract some

organizations have develop generic and concise job profiles consisting of accountability

statements.

Recognition that jobs are subject to frequent change can reduce emphasis on job

description and increase the relative importance of getting the right person. This approach

has a potential for greater flexibility and enable companies focus on the qualities of

prospective employees and potential suitability for other duties as jobs change rather than

the job itself.

A combination of job oriented and person oriented approaches may be adopted in order

to recruit people who can do the job and also contribute to the wider business goals of the

organization. One way to achieve this is through the use of competencies.

Competency based recruitment and selection

Involves the identification of a set of competencies considered important across the

organization. These may include planning and organizing, managing relationships,

gathering and analyzing information and decision making. Each competency may be sub

divided into different levels which can be matched to the requirements of a particular job.

Benefits of competency based approach;

i) The process of competency analysis enables an organization identify what it

needs from its human resources and to specify the role, of recruitment and

selection.

ii) Implementation of competency based recruitment and selection systems results

in numerous direct practical benefits.

iii) Where systems are linked to competencies, aspects of fairness, effectiveness

and validity become open to evaluation. These competence frameworks can be

used for recruitment and selection and other purposes.

13


14/21

iv) Applicants of some competency frameworks to all areas of HRM can ensure

consistency and aid vertical and horizontal integration.

RECRUITMETN METHODS

Organizations can choose from a wide variety of methods including:

Company websites/commercial websites

Recruitment agencies

Local newspapers advertisement

Special journals/trade press

National newspaper advertisements

Job centers

Search consultants and private employment agency

Commercial job boards

Apprentice shops

Secondments

Social networking sites

Radio or TV advertisements

Links with schools/colleges/universities

Speculative application/word of mouth/direct application.

Choice of recruitment method

Decisions about the most appropriate method are influenced by the level of the vacancy

and importance within the organization. For example recruitment agencies may be

favourable for senior management and direct level positions. Local press may be

appropriate for administrative and semi-skilled positions.

Other influencing factors include the resources available, perceived target groups and

organizations preference of either internal or external recruitment.

14


15/21

Design of advertisements:

The most popular formal recruitment method continues to be press advertising.

Recruitment agencies may assist in designing effective advertisements and by priority

expert advice.

The purpose of advertisement is to attract suitable applicants in choosing where to place a

recruitment advertisement the goal is to attract as many people as possible with required

skills and qualifications and access those actively searching for jobs.

Short checklist of items to be included;

a) Name and brief details of employing organizations

b) Job roles and duties

c) Training to be provider

d) Key points of the personnel specification or competency process.

Employer branding

In recent years, considerable interests has developed in employer branding which involves

competing for prospective employees using marketing techniques specifically

organizations seek to position themselves as Employers of choice in their labour markets

with a view to attracting stranger applications from prospective employees using marketing

techniques specifically organizations seek to position themselves as Employers of choice

in their labour markets with a view to attracting stranger applications from prospective

employees.

Key to this approach is the development over time of a positive brand image of the

organization as an employer, so that potential employees regard working with them so

desirable. The key is to build an aspect of the working experience that are different from

that offered by competing organizations in the same sector. These may include; high pay,

generous benefits package, flexible working, a friendly and informal atmosphere, strong

career development potential or job security.

15


16/21

It is then developed as a unique selling proposition and provides the basis of employer

branding. The distinctive and positive aspects about organizations may be unveiled by

conducting staff attitude surveys.

Recruitment Documentation

Response to applicants may cover the overall image the organization wishes to project such

as; job description, job specification, rewards package and future prospects.

The design of application forms needs to focus on;

The qualification and working history

A competency based focus document may require candidate to demonstrate their problem

solving attitudes and leadership skills, preferred way of working etc.

Alternatively, bio-data (biographical data) may involve filling forms consisting of multiple

choice questions covering attitudes, values and preferences. The results are compared

against an ideal profile that reflects competencies which differentiate between effective

and non effective performance.

Short listing

It is extremely unlikely that job applicants will meet the necessary criteria. The initial

stages involve categorizing candidates as suitable or unsuitable. A fair and objective

system should be used which produces the best group of candidates.

The fist approach involves using Panel Managers to undertake short listing. A number of

stages can be identified;

Stage 1: Panel members agree on essential criteria for those to be placed on the

short list.

16


17/21

Stage 2: Using the criteria, selectors individually produces personal lists of

candidates. The key focus of attention should be on those to be included

rather than excluded. The process should be positive by looking for

strengthens.

Stage 3: Selectors reveal their lists and find their consensus.

Stage 4: Discuss those candidates preferred by some but not all in order to clarify

and reduce areas of disagreement.

Stage 5: Selectors produce final short lists by discussion.

The second approach involves using a scoring system. In this method, the short listing

criteria is defined as a starting point [e.g. 1-3 yrs management experience, 1 degree,

e.t.c .The short listing agent the scores each e v application by awarding grades e.g. A B C

D e.t.c .Where a structured application form has been completed my by candidates the

exercise takes a shorter time.

A third approach involved using software programmers to shortlist candidates

electronically. Such systems can be useful where the criteria is clearly and tightly

defined .Alternatively an online application form may be completed which provides

multiple choice answer.

SELECTION TECHNIQUES.

The selection criteria need to be clearly defined in order to choose the must appropriate

selection procedure and approach. It further assists in making credible selection

decision and validating the selection process.

Selection criteria are typically presented in the form of a person specification representing

the ideal candidates and cover such areas as skill, experience qualification, education,

personal attributes, special attribute, interests and motivation.

Individual job criteria;-

17


18/21

Individual job criteria contained in job description and person specification are derived

from the process of job analysis. The specification process starts with analysis the task to

be done, presenting this in the form of a job description and deriving the personal qualities

and attributes or competencies that are necessary to do the task.

An alternative approach starts with identifying which individuals are successful in a certain

job and then describing their characteristics.

Competency based criteria

Many organizations are developed a competency profile as a means of setting the criteria

against which to select .Competencies have been defined as underlying characteristics of a

person which result in effective or superior performance; they include personal skills,

knowledge, motives, traits, self-image and social role. Organizations design competency

frameworks developed for a number of purposes. These include selecting applicant s that

have the desired competencies in example communication team working and planning and

organizing.

Organizations are increasingly likely to focus a more general attitudes and values than

narrow task-based criteria. The aim is to promote objective selection criteria. The fit

between the organizations may be expressed in terms of personality attitudes flexibility

commitment and goals, rather than the ability to do the specific job for which the person is

being recruited.

Choosing the selection methods

The choice of selection methods depends on a number of factors;

1. Selection criteria for the position to be filled.

2. Acceptability and appropriateness of the methods.

3. Abilities of the staff involved in the selection process.

4. administrative case

5. time factors

6. accuracy

18


19/21

7. cost

Selection methods.

Interviews.

Interviewing is universally popular as selection tool they differ in number and interview

stages. The format can be biographical i.e. following the contents of the application form or

can be based on key competencies required for the job. Interviews have attracted criticism

due to being overly subjective, prone to interviewer bias and therefore unreliable predictors

or performance. Such criticisms are leveled on unstructured interviews. To minimize such

limitations, recent developments have focused on more formally structuring the interview

or supplementing it with selection tools such as psychometric tests.

In structured interviews

a) The interaction is standardized as much as possible.

b) All candidates are asked the same set of questions

c) Replies are rated by the interviewer on preformatts rating scales.

d) Dimension of rating are derived from critical aspects of on the job

behaviour

Decisions about the number of interviewers, type of interview and interview stages are

based on seniority and nature of the post and the organizations attitude towards equal

opportunities.

Tests

Testing is essentially an attempt to achieve objectivity or reduce subjectivity in selection

decision making.

The type of tests used for selection are ability and aptitude tests, intelligence and

personality questionnaires. Ability tests (e.g. typing tests) are concerned with skills and

abilities already acquired by an individual, whereas aptitude tests (such as verbal reasoning

tests or numerical aptitude) focus on an individuals potential to undertake specific tasks.

Intelligence tests can give an indication of overall mental capacity. Personality

19


20/21

questionnaires allow quantification of characteristics that are important to job performance

and difficult to measure using other methods.

Assessment centres

An assessment centre is not a place but rather a process that consists of a small group of

participants who undertake a series of tests and exercises under observation, with a view to

the assessment of their skills and competencies, their suitability for particular roles and

their potential for development.

Defining characteristics of an assessment centre.

1) A variety of individual and group assessment techniques are used.

2) Multiple assessors are used. These assessors should have received prior

training.

3) Selection decisions are based on pooled information from assessors and

techniques.

4) Job analysis is used to identify behaviours and characteristics to be measured in

an assessment centre.

The assessment centre process allows organizations observe candidate behaviour in a

work related setting. A combination of techniques used helps to improve the

consistency and objectivity of the selection process. Assessment centre are commonly

used in public sector organizations.

Job simulation/work sampling

A job simulation/work sampling is a component of an assessment centre and is

designed to be an accurate representation of performance in the job itself, examples

include in-tray exercises and role-play interviews.

References:

Candidates provide the names of previous employer or others with appropriate

credentials and then prospective employers request them to provide information. The

20


21/21

accuracy of information is variable; Armstrong (2006) suggests that factual information

(e.g. nature of previous job, time in employment, reason for leaving, salary, academic

achievement is essential However opinions about character and suitability are less

reliable. Reference can be used at different stages in the selection process.

Factors influencing choice of selection techniques

1. Accuracy

2. levels of vacancy

3. Cost of selection techniques

4. Custom and practice

Assignment question:

What methods should be used to monitor and evaluate the effectiveness of recruitment and

selection.

recruitment and selection 20th sept 2011

Documents