TOPIC 2.

RECRUITMENT AND SELECTION

Human resources I

“Hiring the right people takes time, the right questions and a healthy dose of curiosity?”

7 main roles → 1. Staffing: Entire hiring process from posting a job to negotiating a salary package
● Staffing plan development
● Development of policies for multiculturalism
● Recruitment
● Selection

1. HUMAN RESOURCE PLANNING

Human resources planning. Process an organisation uses to ensure that it has the right amount and the right kinds
of people to deliver a particular level of output or services in the future.

HRM strategic plan → HR plan

The six parts of the HRM plan include the following:

1. Determine human resource needs: heavily involved with the strategic plan.
2. Determining recruiting strategy: once you have a plan in place, it’s necessary to write down a strategy
addressing how you will recruit the right people at the right time
3. Select employees: the selection process consists of the interviewing and hiring process
4. Develop training : based on the strategic plan, what training needs are arising?
5. Determine compensation: manager must determine pay scale and other compensation such as health care,
bonuses and other perks
6. Appraise performance: set of standards need to be developed so you know how to rate the performance of
your employees and continue with their development.

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2. HUMAN RESOURCE SUPPLY AND DEMAND
● Labour supply: workers with required skills available to meet firm’s labour demand
● Labour demand: how many workers organisation will need in the future

3. HIRING PROCESS
1. Recruitment: pool of qualified candidates for a particular job
2. Selection: hire or no hire decision regarding each applicant
3. Socialisation: orienting new employees into organisation and unit

Heineken case. Hiring process

3.1. RECRUITMENT

Recruitment is defined as the process that provides the organisation with a pool of qualified job candidates from
which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine
who many people they will need.

Recruitment challenges
● Determining main characteristics to performance
● Measuring characteristics determine performance
● Applicants' motivation factor
● Who should make the decision?

Recruitment strategy
Recruitment of the right talent and the right place and at the right time takes skull and practice as well as strategic
planning. An understanding of the labour market and the factors determining the relevant aspects of the labour market
is key to being strategic about your recruiting processes.

Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here
are the aspects of developing a recruitment strategy:
1. Refer to a staffing plan
2. Confirm the job analysis is correct through questionnaires
3. Write the job description and job specification
4. Have a bidding system to recruit and review internal candidates qualifications for possible promotions
5. Determine the best recruitment strategy for the position
6. Implement a recruiting strategies

Recruitment
The first step in the recruitment process is the job opening. At this time, the manager and/or the HRM look at the
job description for the job opening (assuming it isn’t a new job). Assuming the job analysis and job description are
ready, an organisation may decide to look at internal candidates’ qualifications first. Internal candidates are people
who are already working for the company. If an internal candidate meets the qualifications, this person might be
encouraged to apply for the job and the job opening may not be published. Many organisations have formal job
position procedures and bidding systems in palace for internal candidates. However, the advantage of publishing open
positions to everyone in and outside the company is to ensure the organisation is diverse.

Then, the best recruiting strategy for the type of position is determined (high level executive → outside head-hunting firm,
entry-level position → advertising on social networking websites…). Most organisations will use a variety of methods to
obtain the best results.

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Another consideration is how the recruiting process will be managed under constraining circumstances such as a short
deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be
processed will save time later. Once these tasks have been accomplished, the hope is that you will have a diverse group
of people to interview (called the selection process). Before this is done, though, it is important to have information to
ensure that the right people are recruited (job analysis and job description).

Job analysis and job descriptions

Job analysis → tasks people actually perform
The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The
purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how
employee performance will be assessed. A major part of job analysis includes research, which may mean reviewing job
responsibilities of the current employees, researching job description for similar jobs within competitors, and analysing
any new responsibilities that need to be accomplished by the person with the position.

To start writing a job analysis, data needs to be gathered and analysed. Two types of job analyses can be performed
● Task based analysis: focused job duties → specific tasks are listed and it is clear
● Skills/competency based analysis: focused employee knowledge and abilities → specific, less clear and more
objective, high-level positions

Task based Competency based

Once you have decided if a competency or task-based analysis is more appropriate for the job, you can prepare to write
the job analysis. Most organisations use questionnaires (online or hard copy) to determine the duties of each job title.
Some organisations will use face-to-face interviews to perform this task, depending on time constraints and the size of
the organisation. A job analysis questionnaire usually includes:
1. Employee information: job title, education, function / industry experience
2. Key tasks and responsibilities
3. Decision making and problem solving
4. Level of contact with colleagues, managers, customers
5. Physical demands on the job
6. Personal abilities required to do the job
7. Specific skills
8. Certifications to perform the job

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Once all employees have completed the questionnaire, you can organise the data, which is helpful for creating job
descriptions. If there is more than one person completing a questionnaire for one job title, the data should be combined
to create one job analysis for one job title. Information gathered from the job analysis is used to develop both the job
description and the job specifications.

Job design
Modify or change a job to be more effective

Job description
List of tasks, duties and responsibilities of a job. Once the job analysis has been completed, it is time to write the job
description and specifications, using the data collected. Job description components:
● Job functions (the tasks the employee performance)
● Knowledge, skills and abilities (what an employee is expected to know and be able to do, as well as personal
attributes)
● Education and experience required
● Physical requirements of the job

Once the job description has been written, obtaining approval form the hiring manager is the next stem. Then the HR
professional can begin to recruit for the position.

Job duties / responsibilities

HR Consultant job description.
● Advising companies and management on the administration of HR policies and procedures
● Serving as internal consultants by analysing a company's current HR programs and recommending solutions
● Developing, revising and implementing HR policies and procedures
● Ensuring HR programs are in compliance with established policies and sat laws and regulations
● Preparing an dominating reports related to specific HR projects
● Assisting with the development and coordination of recommended changes regarding workflow
● Conducts audits of HR activities to ensure compliance
● Present training sessions related to specific HR programs
● Develop a strong relationship with their clients and display integrity as to build trust

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Is the job description task-based or competency-based?
What would you add into this job description to obtain more qualified candidates?
- Self-confidence: impart their wisdom and knowhow on others
- Theoretical and practical knowledge. Understand solutions worked in past and improve
- Simplify ideas: explain concepts, problems and recommendations and solutions
- Improvise: foresee and implement multiple solutions in changing environments
- Listening: understand clients’ problems and needs and, implement specific solutions
- Trustworthy: develop strong relationships with clients and display integrity as to build trust.

Job specification
Discuss the skills and abilities the person must have to perform the job ;requirements

The law and recruitment

One of the most important parts of HRM is to know and apply the law in all activities the HR department handles.
Specifically with hiring processes, the law is very clear on a fair hiring that is inclusive to all individuals applying for a
job. Fair hiring inclusive to all
● Bona fide occupational qualification → special circumstances. BFOQ is a quality or attribute that is reasonably
necessary to the normal operation of the business and that can be used when considering applicants. To
obtain a BFOQ exception, a company must prove that a particular person could not perform the job duties
because of sex, age, religion, disability and national origin.
- A private religious school may require a faculty member to be of the same denomination.
- Mandatory retirement is required for airline pilots at a certain age
- A clothing store that sells male clothing is allowed to hire only male models.
- If an essence of a restaurant relies on one sex versus another (e.g., Hooters), they may not be
required to hire male servers.

Other aspects to consider in the development of the job description are disparate impact and disparate treatment.
These are the two ways to classify employment discrimination cases.

● Disparate impact → protected group

Disparate impact occurs when an organisation discriminates through the use of a process, affecting a
protected group as a whole,rather than consciously intending to discriminate.
- Requirement of a high school diploma, which may not be important to employment, could
discriminate against racial groups
- A height requirement, which could limit the ability of women or persons of certain races to apply
for the position
- Written tests that do not relate directly to the job
- Awarding of pay raises on the basis of, say, fewer than five years of experience, which could
discriminate against people older than forty

● Disparate treatment → Individual

Disparate treatment occurs when one person is intentionally treated differently than another, and does not
necessarily impact the larger protected group as a whole. The challenge in these cases is to determine if
someone was treated differently because of their race or gender or if there was another reason for the
different treatment.
- Both a male and a female miss work, and the female is fired by the male is not
- A company doesn't hire people of a certain race or gender, without BFOQ.

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Example. British airways → Cabin crew requirements, MWC (it makes sense idiom requirements but about the height
this is discrimination)

Disparate impact
- Requirements of a high school diploma
- A height requirement
- Written tests not directly related
Disparate treatment: discrimination because of gender, race, LGTBI…
Positive discrimination: Prioritising minorities

Recruitment methods

Executive search firm These companies are focused on high-level positions (management, CEO roles). They
typically charge 10-20% of the first year salary, so they can be quite expensive. However,
they do much of the upfront work, sending candidates who meet the qualifications.

- High-level positions
- 10–20 % first year salary
- Upfront work

Temporary Temporary recruitment firms can be used to send qualified candidates who are willing to
recruitment work shorter contracts. Usually, the firm pays the salary of the employee and the
company pays the recruitment firm, so you don’t have to add this person to your payroll.
If the person does a good job, there may be opportunities for you to offer him a full-time,
permanent position.

- Shorter contracts
- Firm pays employee salaries. Company pays recruitment firm
- Full-time, permanent position opportunities

Corporate recruiter A corporate recruiter is an employee within a company who focuses entirely on
recruiting for his company. Corporate recruiters are employed by the company for
which they are recruiting. This type of recruiter may be focused on a specific area.
- In-house
- Specific area and profile

Campus recruiting / Colleges and universities can be excellent sources of new candidates, usually at
educational institutions entry-level positions; these can be great sources of people with specialised training in a
specific area. Universities can provide people that may lack actual experience but have
formal training in a specific field. Many organisations use their campus recruiting
program to develop new talent, who will eventually develop into managers.

- Plentiful source of talent

- Grow with the organisation

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Websites Most website options are inexpensive. The downside to this method is the immense
number of résumñes you may receive, all of which may or may not be qualified. Many
organisations, to combat this, implement software that searches for keywords in résumés.

- Quick. Low cost

- Broad. CV saturation

Social media The goal of using social media as a recruiting tool is to create a buzz about your
organisation, share stories of successful employees and tout an interesting culture. This
technique is relatively inexpensive.

- Time consuming
- Overwhelming response
- Inexpensive

Events Hold events annually to allow people to network and meet people who could possibly
fill in a position or future position.
- Specific candidates target markets
- Expensive

Special - specific interest SIGs, which may require membership of individuals, focus on specific topics for
group members. Often SIGs have areas for job posting, or a variety of discussion boards
where jobs can be posted. Recruiting using SIGs can be a great way to target a specific
group of people who are trained in a specific area or who have a certain specialty.

- Industry specific
- Research required

Referrals The quality of referred applicants is usually high, since most people would not
recommend someone they thought incapable of doing the job.By using referrals as the
only method for recruitment, this can lead to lack of diversity in the workplace.
Nepotism means a preference for hiring relatives of current employees, which can also
lead to lack of diversity and management issues in the workplace.

- Higher quality people. Retention

- Nepotism. Lack of diversity

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Example. Netflix case

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3.2. SELECTION PROCESS
Once you have developed your recruitment plan, recruited people, and now have plenty of people to choose from, you
can begin the selection process.

The selection process refers to the steps involved in choosing people who have the right qualifications to fill a
current or future job opening.

Usually, managers and supervisors will be ultimately responsible for the hiring of individuals, but the role of HRM is to
define and guide managers in the process. The selection process is expensive . The time for all involved in the hiring
process to review résumés, weigh the applicants, and interview the best candidates takes away time (and costs money)
that those individuals could spend on other activities.

The selection process consists of 6 distinct steps.

1. Criteria development
2. Résumé review
3. Interview
4. Test
5. Selection
6. Offer

1. Criteria development
All individuals involved in the hiring process should be properly trained on the steps for interviewing, including
developing criteria, reviewing résumés, developing interview questions and weighing candidates. Criteria
development means determining which sources of information will be used and how those sources will score during
the interview. The criteria should be related directly to the job analysis and job specifications.

This process usually involves discussing which skills, abilities and personal characteristics are required to be successful at
any given job. By developing the criteria before reviewing any résumés, the HRM can be sure he is being fair in
selecting people to interview.

KSAOs → Knowledge, Skills, Abilities, and Other personal characteristics

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Selection tools
● Letters of recommendation
● Reference check
● Application forms – biodata form
● Cognitive ability tests
● Personality tests
● Physical ability test
● Job knowledge test
● Work sample
● Interview

Selection process
Validity and reliability
● Validity: How useful a tool is to measure a person's attributes for specific job opening. Measurement tool for
candidate meeting criteria
1. Résumé-scanning software
2. Reference checks
3. Cognitive ability tests
4. Work samples
5. Credit reports
6. Biographical information blanks
7. Weighted application forms
8. Personality tests
9. Interview questions

● Reliability: Degree in which selection techniques yield similar data over time

2. Résumé review
Once the criteria have been developed, applications can be reviewed. People have different methods of going through
this process, but there are also computer programs that can search for keywords in résumés and narrow down the
number that must be looked at and reviewed.
● List people
● Rate candidate
● Compare lists / candidates → Disparate impact and disparate treatment; Internal vs external candidates

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3. Interview
After the HRM has determined which applications meet the minimum criteria, he must select those people to be
interviewed. Most people don't have time to review 20/30 candidates, so the field is sometimes narrowed even further
with a phone interview.
● Unstructured interview / Nondirective interview. Questions changed to match specific applicant
● Structured interview. Standardised questions based on job analysis, not on individual candidates’ résumés

Types of interview: Traditional, telephone, video, panel, informational, group, meal

Interview questions:
● Situational interview. Sample situation and how to deal with
→ If you saw someone stealing from the company, what would you do?
→ You disagree with your supervisor on his/her handling of a situation. What would you do?
→ One of your employees is performing poorly, but you know he/she has some personal home issue. How
would you handle complaints from his/her colleagues about his/her lack of performance?

● Behavioural description interview. Questions about what actually did in variety of situations
→ Tell me about a time you had to make a hard decision. How did you handle the process?
→ Do you have leadership in your current or past job? What would be an example of a situation in which
you did this?
→ What accomplishments have given you the most pride and why?
→ What plans have you made to achieve your career/personal goals?

Questions to avoid. National origin, marital status, age, religion, disabilities, weight, height, gender, arrest record
Halo effect / Reverse halo effect. Interviewer biassed because of one positive / negative candidate’s trait

Interview process
1. Recruit new candidates
2. Criteria for candidates to be rated
3. Interview questions
4. Timeline for interviewing and decision making
5. Schedules with others involved
6. Set up interviews and tests with candidates
7. Candidates interview and tests
8. Results discussing and decision making
9. Candidate offering

Interview process tips

- Training on interviewing
- Listening and empathy
- Realistic not a “rosy” picture
- Stereotypes affections
- Body language
- Stick to the criteria
- Manage disagreement

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4. Test administration
Any number of tests may be administered before a hiring decision is made: drug test, physical test, personality tests and
cognitive tests. Some organisations also perform reference checks, credit report checks and background checks. Once
the field of candidates has been narrowed down, tests can be administered.

A variety of tests may be given upon successful completion of an interview. These employment tests can gauge a
person’s KSAOs in relation to another candidate

Testing major categories:

● Cognitive ability tests
Measures intelligence: reasoning questions; mathematica questions and calculations; verbal, vocabulary skills.
Aptitude test (ability to learn new skills) and achievement test (current knowledge)

● Personality tests
Assess talent and candidate potential.

Big Five Personality Factors Myers-Briggs type Indicator

1. Extroversion 1. Introversion - Extraversion

2. Agreeableness 2. Sensing – Intuition
3. Conscientiousness 3. Thinking – Feeling 4
4. Judging - Perceiving
4. Neuroticism (emotional stability)
5. Openness to experience

Self-assessment

● Physical ability tests

Minimum standard or expectation, specifically related to job requirements

● Job knowledge tests

Measures the candidate’s level of understanding about particular job

● Work sample tests

Ask candidates to show examples of work they have already done.
Work examples - portfolio, project plans, budgets
Brag book - recommendation letters, awards, achievements

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5. Selection
Checking KSAOs methods → References, driving records, credit history, Social Media (FB, twitter)

Reference checking
- 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?

Selection methods:
● Clinical selection approach: Involves all who will be making the decision to hire the candidate. The decision
maker reviews the data and, based on what they learn from the candidate and the information available to
them, decides who should be hired for a job. Because interviewers have a different perception about the
strengths of a candidate, his method leaves room for error. Review data, candidate and information available
● Statistical method: Assigns scores and weights on factors - personality, interview, test to limit personal
stereotypes and perceptions of the interviewers.
○ Compensatory model: High score important area to lower score in another area
○ Multiple cutoff model: A minimum score level on all selection criteria
○ Multiple hurdle model: Only candidates with high scores to next stage of selection process

6. Offer
The last step in the selection process is to offer a position to the chosen candidate (compensation and benefits defined)

Salary range
● Company – similar positions, level, compensation strategy, perks, budget constraints
● Current economic conditions - national and regional, unemployment rates
● Geographic area wages
● Fair market job value

Individual KSAOs
● Scarcity of particular skills
● Start being productive
● Other candidates salary expectations

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Negotiation tips
- Be prepared. Know exactly what you can and can’t offer
- Career growth within organisation
- Benefits joining
- Entire offer, including other benefits
- View as a win-win situation
- Salary research of similar positions and competitors
- Trading technique - six-month performance / objectives review

Offer letter
Employment agreement
- Job title
- Salary
- Other compensation – bonuses, stock options
- Benefits - health-care coverage, pension provision
- Vacation time/paid holidays
- Start date
- Non-compete agreement expectations
- Additional considerations - relocation expenses
Self-assessment

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