recruitment and selection people

AGHUniversity of Science and TecnologyManagement and organizationNicola Ergo

RECRUITMENTAND

SELECTION PEOPLE

Nicola Ergo

HOW TO HIRE AN EMPLOYEE AND GET A GOOD ONE

Recruitment is the process of generating a pool of capable people to apply for employment to an organization.

Selection is the process by which managers use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

Although the two functions are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members. The recruitment activity, but not normally the selection decision, may be outsourced to an agency. It makes sense, therefore, to treat each activity separately.

Slide 1

AGHUniversity of Science and TecnologyManagement and organizationProf. Andrzej Mirski

Recruitment and selection can play a pivotally important role in shaping an

organization's effectiveness and performance, if work organizations are able to

acquire workers who already possess relevant knowledge, skills and aptitudes,

are also able to make an accurate prediction regarding their future abilities.

If we accept this premise, recruiting and selecting staff in an effective manner

can both avoid undesirable costs –for example those associated with high staff

turnover, poor performance and dissatisfied customers– and engender a

mutually beneficial employment relationship characterized, wherever possible,

by high commitment on both sides.

Slide 2


The recruitment and selection of employees is fundamental to the functioning of

an organization, and there are compelling reasons for getting it right.

Slide 3

Inappropriate selection decisions reduce organizational effectiveness,

invalidate reward and development strategies, are frequently unfair on the

individual recruit and can be distressing for managers who have to deal with

unsuitable employees.


Internal factors Extenal factors

Human resource planning

Recruitment

Pool of applicans

Selection

Job performance

Job analysis

Slide 4

External factors• Demand & Supply• Unemployment Rate• Labor market conditions• Political & Social framework• Image & Reputation

Internal factors• Recruitment Policy• Human Resource Planning• Size of Organization• Cost• Growth and Expansion Plans


Sources of recruitment

• Job Posting & Bidding• Promotions and

Transfers• Employee Referrals• Re-recluting former

Employees & Applicants• Internal Recruiting Data

Base

Internal Sources

• School Colleges & Universities

• Labor Unions• Media Sources• Employment Agencies

External Sources

• Job Boards• Employer Web Sites

Internet Recruiting Methods



INTERNAL SOURCESADVANTAGES DISADVANTAGES

• Moral of promote• Better assessment of abilities• Lower cost for some jobs• Motivator for good

performance causes a succession of promotions

• Have to hire only at entry level

• Inbreeding• Possible moral problems of

those not promoted• “political” infighting for

promotions• Need for

management/development program



EXTERNAL SOURCESADVANTAGES DISADVANTAGES

• Cheaper and faster than training

• Professionals• No group of political

supporters in company• Organization already• May bring new industry

insights

• May not select someone who will “fitt” he job or organization

• May cause morale problems for internal

• Candidates not selected• Longer “adjustment” or

orientation time



INTERNET RECRUITING METHODSADVANTAGES DISADVANTAGES

• Cost savings• Time savings• Expanded pool of applicants

• More unqualified applicants• Additional work for HR staff

members• Many applicants are not

seriously seeking employment• Access limited or unvailable to

some applicants


5 SIMPLE STEPS TO HIRE PEOPLE:

• examine Why You Are Looking for Someone;• determine What Are You Looking For in a Candidate;

• searching and Recruiting;• prepare for the Interview;• conduct the Interview.

Slide 9


• Examine the company’s real need for a new or replaced position.

• If replacing, what worked and what didn’t work before?

• Be creative in evaluating whether or not the work can still be accomplished

without new staff. For example, consider process improvements and

outsourcing.

• What about dividing work differently, redistributing duties to other staff?

• If you still must hire, then determine just what you are looking for and why.

Slide 10

Step 1: Examine Why You Are Looking for Someone


• Holding a recruitment planning meeting is a great idea. Most people don’t

think of that because they believe they are expected to do it alone.

• Ask your HR leader or HR outsourcing company representative to attend.

• You may ask a fellow hiring manager, a coworker or even an internal customer

to participate.

• Put it in writing. Write up all decisions for your continuing reference.

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Step 2: Determine What Are You Looking For in a Candidate


• Look inside the company. You may have just the right person and they may be

in a job that would be a lot easier to fill and train.

• When you are ready to expand your search, start locally. The members of the

recruitment planning meeting can even help you compose the posting or

advertisement for the position and might also help screen resumes.

• If needed, broaden your search using recruiting firms and websites. For several

reasons, it is better to start locally unless you have a specific reason not to.

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Step 3: Searching and Recruiting


For a new hiring manager, getting ready is probably the toughest part. Many

hiring managers have little idea what to ask and how to conduct the interview.

Most interviewers don’t know realize that they could have previously prepared.

Organizing beforehand lets the manager control a better oriented interview that

achieves the needed results.

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Step 4: Prepare for the Interview


One popular method for interviewing is called the Performance-Based

Interview. There are many published examples of questions and the attributes

those questions hope to expose. Usually, questions take the form of: “Tell me

about a time when you . . .” or “If you ever had a time when you . . . , how did you

handle it?”

Slide 14

Step 5: Conduct the Interview


The advantage to this style of interviewing gives you a chance to hear candidates

talk instead of you doing most of the talking. Here’s what you will get out of it:

• How quickly the candidate can think on his or her feet.

• How articulate a candidate is at encapsulating experiences and showcasing

them.

• How they view their last experiences.

• What kind of judgment the candidate exercises in difficult situations.

• Uncovers personality traits that either moves the candidate up or down list of

choices.

Slide 15

Step 5: Conduct the Interview


Main objective is to hire people having competence and commitment.

Slide 16

The Selection Process

Initial screening

Completed application

Employment test

Comprehensive interview Conditional job offer

Background examination if required

Medical/physical examination if required

Permanent job offer

Reject applicant

Passed

Passed

Passed

Passed

Able to perform essential elements of job

Passed

Failed to meet minimum qualifications

Failed to complete application

Failed to impress interviewer or meet job expectation

Problem encountered

Units to do essential elements of job


6 HINTS WHICH AN EMPLOYER SHOULD KEEP IN MIND:

• a good employee should be smarter than you;• don’t take culture for granted;

• hire hungry people;• money isn’t everything;

• don’t accept candidates from recruiting firms;• trust your feelings.

Slide 17


If you don’t hire smart people, you’ll end up wasting your time micromanaging.

Employees hate that, and it will consume too much of your time. Smart people,

on the other hand, are independent and they’ll figure out how to get stuff done

on their own, while being able to do a better job than you.

Slide 18

A good employee should be smarter than you


You have to select people who fit in your company culture. Otherwise they will

be more likely to butt heads when it doesn’t make sense, quit when things aren’t

going well and not care for your company.

Slide 19

Don’t take culture for granted


If things don’t work out for that big corporate executive, he/she can always get

another high paying job. But if things don’t work out for that young kid, the kid

will be left with nothing. For this reason, you want to hire hungry people because

they have no choice but to work hard and strive to succeed.

Slide 20

Hire hungry people


If someone cares for money over everything else, they probably aren’t a good fit

for your company. You want to hire people who love your company and want to

work there because they believe in your vision.

Slide 21

Money isn’t everything


Talented people don’t need recruiters to help them find a job. If someone is

really good at what they do, they’ll constantly be bombarded with job offers.

And if someone isn’t too good at what they do, they won’t receive too many job

offers.

Slide 22

Don’t accept candidates from recruiting firms


Sometimes you like a person as you meet him or her. All the experience you have

accumulated during the life may say you, that you have just met a right person.

So, maybe, give it a chance.

Slide 23

Trust your feelings


THANKS FOR THE ATTENTION!


recruitment and selection people

Leadership & Management