Recruitment and selection notes

Recruitment
Definition
A process that “includes those practices and activities carried out by the organization with the
primary purpose of identifying and attracting potential employees’
(Breaugh and Starke, 2000)

Formal and structured Recruitment methods are one of the best practice set for HR practices
that is argued to be strategic and improve organizational performances

The rational approach to the recruitment process emphasizes objective decision-making based
on specific criteria such as qualifications, skills, and experience relevant to the job. It involves
systematically assessing candidates against predetermined job requirements using
standardized methods, such as structured interviews and competency-based assessments. This
approach aims to minimize biases and subjectivity in hiring decisions by focusing on
measurable and quantifiable factors. By aligning candidate attributes with job demands, the
rational approach seeks to identify the best fit for the position based on an analysis of objective
criteria.
It is a one way communication, where the organization holds the control and candidate left
powerless
it is a symphony of logic and creativity, where the pursuit of excellence is conducted with
precision and finesse.
That is, it is a one-way process in which the employer determines the vacancy’s requirements
and communicates these to potential candidates in order to generate a pool of applications to
support the selection process. Job analysis, job descriptions and person specifications are
central to this as the job is fixed and the emphasis is upon finding the applicant who best fits this
job.

Criticism

Critics of the rational approach in recruitment argue that it may oversimplify the complexity of
human behavior and interactions involved in hiring decisions.
They contend that relying solely on objective criteria may overlook the importance of subjective
factors such as cultural fit and personality traits, which can significantly impact job performance.
Additionally, the emphasis on standardized processes may hinder organizations from
recognizing and valuing unique talents and perspectives that could contribute to innovation and
diversity in the workplace.
Critics suggest that a purely rational approach may result in missed opportunities for finding the
best-fit candidates and fostering a dynamic and inclusive workforce.
Increasingly recruitment is seen as a social process (Nickson et al. 2008) and there is
recognition of the need to influence candidates to attract them to apply: a need to sell the
organisation to potential employees.

processual approach often relies heavily upon competencies as the emphasis is upon
identifying a candidate who fits well into the organisation, rather than a preoccupation with a
restrictively defined role.

A processual approach often relies heavily upon competencies as the emphasis is upon
identifying a candidate who fits well into the organisation, rather than a preoccupation with a
restrictively defined role.

A processual approach is a way of doing things in an organization that focuses on continuous

improvement and adaptation. Working around the learning curve theory introduced by Kolb, It
involves adjusting strategies based on real experiences and feedback rather than following a
rigid plan. This approach emphasizes flexibility, learning from mistakes, and making changes as
needed to achieve better outcomes. In essence, it's about being dynamic and responsive to the
ever-changing environment rather than sticking to a predetermined course of action.
In summary, the processual approach to recruitment involves organizations reflecting on past
experiences and applying attribution theory to continuously improve their recruitment strategies.
This flexible and adaptive approach allows them to optimize their hiring processes and attract
the best candidates.

Recruitment advertising is used to begin establishing the psychological contract, that is, the
expectations that the employer and employee have of each other. It communicates to potential
employees what the experience of working for the organisation will be like. The recruitment
process thus becomes two-way, with candidates making decisions about prospective employers
as well as vice versa, it being important to create a positive impression with potential
employees. Person/organization and person/job fit, that is, how well an employee’s
requirements match those of both the organization and job, are well-established predictors of
performance (CIPD, 2015c). A two-way recruitment process increases the prospect of achieving
good fit

Indeed, increasingly organisations are engaging in job crafting, that is designing jobs to suit
individual needs (Bipp and Demerouti, 2015) and this has been shown to increase employee
engagement (Bakker et al., 2016).
The processual approach to recruitment has created considerable interest in employer
branding,

The recruitment process

1) Job Analysis: systematic process of

gathering, documenting and
analyzing
information about a job role in an
organization
(a big puzzle and you looking at each puzzle carefully)
Traditionally, Job analysis was only seen as a mean of
analyzing the type of tasks and responsibility the
job entails.
Today, job analysis is used to identify the
competencies/capabilities (and a set of KSAs)
required to carry out the job. It is known as
The Competency Modeling:
When employees understand and embody
the competencies required for success in their role,
they are better equipped to perform at their best and
contribute to the overall success of the organization.
Unlike traditional job analysis that focused on what
the job needs,Competency modeling focuses
on who the job needs. Both these approached combined job analysis for tasks and
responsibilities whereas competency modeling for influencing employee behavior reap the
maximum benefit

2) Designing a job description and person specification

Job description is a documents that provides the candidates with an outline that states
essential/main duties and responsibilities for the role in vacancy or that they are applying to
Person specific on the other hand is a detailed outline of the kind of KSAs traits organization is
looking for in a candidate.
The job description and person specification is used in the recruitment advertisement, to attract
and communicate to the the right top talent pool of candidates

Clearly, these fall under the attributes analyzed through intensive job analysis
CIPD 2015 suggested that an organization must be careful when specifying these requirements
Yes they help write down the essential and desirable needs of the organization however it tends
to skew the number of employee applying, this could lead to recruitment process producing
employees who are very similar to one another and who address problems with the same basic
mindset (corporate clones, see e.g. Whiddett and Kandola 2000).

“They build upon job or competency analysis which determines the requirements of the vacant
role and employ person specifications and job descriptions to identify suitable candidates”
As you can see, this combines attributes derived from job analysis, such as qualifications,
knowledge, skills and experience, with competencies such as time management and planning
and organisation. Some attributes will be essential and others desirable. CIPD (2015b)
recommends careful thought when specifying these. Too many essential criteria can both overly
restrict applicant numbers and skew the applicant pool. For example, evidence shows that
women apply for role when they have 100% of the essential criteria whereas men apply when
they have 60%

However competency modelling is not without it’s drawbacks : :that it tends to produce
employees who are very similar to one another and who address problems with the same basic
mindset (corporate clones, see e.g. Whiddett and Kandola 2000). This has also led to the
suggestion that competency based approaches can present a barrier to achieving an
organization’s equality and diversity objectives (Kirton and Healy 2009). Where innovation and
creativity are required, it is helpful to recruit people with more diverse characteristics, and the
use of competencies may constrain this.
he aim of compentencies is to promote objective selection criteria which are explicit and
transparent, although Kirton and Healey (2009) warn that these still require human
interpretations so may be less objective than suggested.

3)Recruitment methods
choosing a strategy and approach to identifying and attracting pool of candidates

10 methods mentioned on the guide ( Indeed, most companies use traditional and electronic
methods in combination, rather than one having replaced the other (CIPD 2015c)

❖ Internal recruitment ❖ External recruitment

 Internal promotion : the ability to Print media: these include newspaper,
develop into higher level within magazine or other physically printed
organization advertising channel

Rehiring : bringing in a former Media outlets : these include direct mail, tv,
employee back into the organization radio, social media

E-recruitment : commercial vs corporate

websites and social media
Corporate website: employer’s own website
that offers the goods and services being sold
alongside the job vacant. Coca Cola, microsoft
Such type of E-recruitment could only be
helpful to large organizations that have high
traffic on their social media platform
Commercial websites on the other hand are
provided by cyber agencies play the role of
newspapers and recruitment agents.The
advertise jobs and undertake a list of
shortlisted candidates before handing over the
cv’s to the
employer.

Transfer : internal movement within Agencies

organization, between departments,
teams and geographical borders

Job rotations : movement between Educational liaison

various roles within the organization

Professional connections and other avenues

Commercial vs Corporate website : E Recruitment advantages and disadvantages E-recruitment

draws on both corporate and commercial website

Advantages
● The principal attraction of corporate and commercial websites is that they allow jobs to
be advertised relatively inexpensively to a potential audience of millions.
Simon and Esteves (2016) suggest that around three quarters of potential applicants
view companies’ corporate websites and that these are their most important source of
information

● Holm (2014) suggests that cost reductions of up to 90% can be made over
traditional methods. Savings can also be made by dispensing with the need to
 print glossy recruitment brochures and other documents to send to potential
candidates and online material can be amended quickly which offers flexibility
● It is also a method that is easy for both candidates and employers to use.
● The other big advantage is speed. People can respond within seconds of reading
about an opportunity by emailing their CV to the employer.

Corporate and commercial websites also have a number of disadvantages.

● A key drawback is that employers advertising jobs can be bombarded with hundreds of
applications, many of which are unsuitable for the position advertised. This occurs
because of the large number of people who read the advertisement and because it takes
so little effort to email a copy of a CV to the employer.
● A further concern is the high number of applications received from candidates who do
not have the necessary work permits.
● Additionally, these methods may not target passive job seekers or reach a diverse
population of job seekers and thus may fail to generate applications from potentially
suitable candidates. Goldberg and Allen (2008) outline the difference in responses to
recruitment websites between black and white applicants and similar differences have
been observed in groups such as older workers or women returners. While it is
commonly used for graduates, knowledge workers and middle management jobs, it is
often felt to be less appropriate for blue-collar and senior management jobs and for
targeting groups such as older workers or women returners.
● Other problems concern fears about security and confidentiality and there have also
been criticisms of poor ethical standards on the part of cyber-agencies. As with
conventional employment agents, there are a number who employ poor practice such as
posting fictional vacancies and falsely inflating advertised pay rates in order to build up a
bank of CVs which can be circulated to employers on an unsolicited basis. Some
cyber-agencies also copy CVs from competitors’ sites and send them on to employers
without authorisation.
● The pace of technological change can also be problematic: most job seekers now want
to access corporate websites via mobile devices but most corporate websites are not yet
sufficiently sophisticated to support this (Simon and Esteves 2016)

Recruitment consultants are cited as the second most effective method of recruitment by around
40% of organisations.

Effective recruitment advertisements

Effective recruitment advertisementsare essential to an effective recruitment campaign (CIPD,
2015b). In order to assist in drafting advertisements and placing them in suitable media, many
employers deal with a recruitment advertising agency.
Recent research has also found that the use of photographs in recruitment advertising can
increase the number of applications received
Right design and use of words (Uggersley et al.’s (2012) study )
Internal recruitment vs external recruitment/locate pool.generate pool

Vacancies are often filled internally, creating what are referred to as ‘internal labor markets’.
Internal recruitment refers to when the organization hires an employee for the opening within the
organization instead of hiring from outside. This could be done through rehiring, transfer,
promotion etc

❖ Sometimes organizations advertise all vacancies publicly as a matter of course and

consider internal candidates along with any external applicants. This approach is
generally considered to constitute good practice, especially in respect of equality of
opportunity and diversity, and is widely used in the UK public sector

The advantages of internal recruitment are as follows:

● Recruitment and selection is costly; VU 2020, reports that for hiring someone new outside the
organization, recruitment costs around the yearly salary of the job. By recruiting from within the
organization, recruitment costs could be refrained
● Better investment of resources (e.g. investing in training is fruitful for organizations, as employees
tend to remain employed with the company and are less likely to leave).
● It gives the employee the sense of good employer brand as career development is something that
can be achieved within the organization which in turn allows for the employee to boost
performance to gain such benefits
● New employees take up a long time to adjust to the culture of the workforce and the organization
and might not even adjust after a long time. This could lead to possible turnover as the employee
and recruitment system couldnt evaluate an effective person-environment fit. Thus, internally
recruiting an individual who is already familiar with the workspace and it’s culture will allow for a
smooth operation.

Research carried out by the Institute of Employment Research (2006) shows that serious
problems often occur when internal candidates fail to be selected. This is because they tend to
enter the selection process with higher expectations of being offered the position than external
candidates. Bitterness, antipathy and low morale may thus follow

However, many organizations prefer to invite applications from internal candidates before they
look to external labor markets for new staff (Newell and Shackleton 2000; CIPD 2015a

The Disadvantages of internal recruitment are as follows:

● Internal labor markets can restrict the size and quality of the pool of available talent, as
organizations are not using external talent for higher-level vacancies
 ● Unfairness by the current employees can be felt if the internal recruitment was done for higher
level positions (Research carried out by the Institute of Employment Research (2006) shows that
serious problems often occur when internal candidates fail to be selected. This is because they
tend to enter the selection process with higher expectations of being offered the position than
external candidates. Bitterness, antipathy and low morale may thus follow.)
● The organization will lack a lot of diversity

External recruitment

External recruitment is when the recruitment and selection process attracts and selects an
employee from the external labor market instead of internal recruitment. This could be
done through e recruitment, calling on agencies, educational liaisons for undergraduates,
professional locations, media outlets etc

Advantages – Some benefits to using an external labor market may include:

● More choice for organizations, new ideas, and new perspectives.
● Rewards systems may be better aligned with external markets.
● Promotions will more likely be based on merit rather than favorability of good-standing in
the organization.
● More likely to match skills for the job and not under-utilize skills in the workplace

Disadvantages – Some potential downsides to an external labor market approach include

● Lack of motivation from internal employees who are not high performers, and are
therefore not competitive with external candidates.
● Additional training may be necessary for employees who do not know the organization.
● New employees may require more time to adjust to the organization.
● Selection processes will need strong measures of past performance since external
candidate performance is not fully known
Fit theory

Recruitment today focuses on choosing a candidate not just on KSA skills but also how well the
employee’s values and personality aligns with the organization.
This ideology is based upon the fit theory by as developed by John Holland,

The fit theory,The fit theory, often referred to as person-environment fit theory, suggests that
individuals strive for compatibility or alignment between themselves and their environment. This
theory posits that when there is a good fit between a person and their environment (such as a
job or organization), This can reduce uncertainty, and fulfill employees’ need to belong and to
control their environment it leads to positive outcomes such as job satisfaction, commitment,
and performance.

The idea behind person-environment fit is all about making sure people and their work
environments match up well. When there's a good fit, it means that the person's values,
personality, and interests match with the organization they work for. This fit is super important
because it helps with things like job satisfaction, commitment, and even performance.

So, when a company is hiring, they need to show potential candidates what their culture and
values are like. This helps applicants figure out if they'd be a good fit for the job. During the
selection process, the company looks for candidates who not only meet the job requirements
but also seem like they'd fit in well with the organization.

When there's a good fit between a person and their job, it usually leads to happier employees
who stick around longer and do better work. But when there's a misfit, it can cause problems
like stress or not performing well at work. That's why it's important for companies to pay
attention to person-environment fit when hiring and managing their employees.

There are two main types of fit considered in this theory:

1. Person-Organization Fit (P-O Fit): This refers to the match between an individual's
values, goals, and characteristics, and the values, culture, and goals of the organization
they work for.
2. Person-Job Fit (P-J Fit): This refers to the match between an individual's skills, abilities,
and preferences, and the requirements and demands of the job they are performing.
Person organization can fit into two categories

Supplementary fit, also known as person-organization (PO) fit, happens when someone feels
like they match well with the people and culture in their workplace. It means their values and
personality are similar to others in the organization. For example, if someone feels their
personal values align with the company's values, that's supplementary fit.

When there's a strong match in values among coworkers, it creates a sense of trust and
community in the organization. This can lead to lower turnover and better behavior from
employees.

People are naturally drawn to organizations where they feel this kind of fit. Studies show that
when there's a good match in values, employees tend to have better attitudes about their job.
However, this fit doesn't always directly relate to performance or turnover—it's more about how
employees feel about their work.

Complementary fit /person job fit

Complementary fit, also known as person-job (PJ) fit, happens when someone's skills and
abilities match well with the demands of their job. It's like putting together pieces of a
puzzle—the person completes or adds to what the job needs. For example, if someone's skills
perfectly match what their job requires, that's complementary fit.

When there's a good match between what the job needs and what the person brings, it usually
leads to positive job attitudes like satisfaction and commitment. But if there's a mismatch, it can
lead to stress and negative outcomes.

Sometimes, people might overestimate their abilities, leading to a mismatch between what the
job demands and what they can actually do. This can cause stress and affect their performance.
Eventually, if the fit doesn't improve, it could lead to problems like lower performance, extra
training, or even losing the job.

How can an organization communicate their values for a good fit?

It's smart for organizations to talk about fit early in the hiring process because it helps attract
candidates who match what they're looking for. This saves time and money because it means
they're more likely to find the right people from the start. By clearly explaining what they're
looking for in terms of fit, organizations can make sure they're getting candidates who are a
good match for the job. This way, they can avoid wasting time on candidates who aren't the right
fit and focus on finding the best ones instead.
These can be communicated throughout both the recruitment and selection processes

Methods on how to communicate PE or PJ fit through recruitment

To help candidates understand if they're a good fit for a job, organizations use different methods
during recruitment:

● Job description: This outlines what the job involves, including responsibilities, required
skills, and working conditions.
● KSA framework: This lists the knowledge, skills, and abilities needed for the job, like
practical understanding and task performance.
● Person specifications: This describes the ideal candidate, including their education,
experience, and qualities.

Competency specifications: These are specific behaviors needed for the job and are linked to
the organization's values and competencies.
● For example, a job posting might include details about required experience and ask
candidates questions related to job competencies during screening.

During the selection process, organizations can communicate fit in various ways:

● Job interviews: Being open with candidates about the required skills and providing
opportunities for candidates to address any skill gaps.

Selection methods: Choosing methods that reflect the job and organization, showcasing
organizational values and culture.
● For example, group activities where candidates compete may appeal to those who thrive
in a competitive environment. On the other hand, a series of 1:1 interviews followed by
dinner with the team may attract candidates looking for a friendly and collaborative
workplace.
THE ASA MODEL OF FIT

The Attraction-Selection-Attrition (ASA) model, introduced by Schneider, Goldstein, and Smith

in 1995, focuses on how organizations are shaped by the characteristics of the people within
them. It emphasizes the importance of the recruitment and selection process in shaping
organizational culture. Unlike other fit theories that focus on individual fit,
ASA theory looks at the organization as a whole, considering how its culture is influenced by its
founder.

According to ASA theory, the founder's personality drives the early decisions and actions of the
organization, shaping its culture and values. The founder surrounds themselves with a
management team that shares their personality and attitudes, further reinforcing the
organization's culture. Organizational practices and policies are then based on the founder's
personality and values, perpetuating their influence throughout the organization. In essence, the
founder's personality determines how everyone in the organization behaves and responds.

The ASA framework suggests that people are drawn to, chosen by, and remain in organizations
that align with their personal attributes. In this model, attraction, selection, and attrition play key
roles.

Firstly, the 'attraction' aspect refers to potential employees being drawn to organizations with
similar personalities, attitudes, and values. Then, 'selection' involves organizations choosing
candidates who seem to fit well with their values, goals, and beliefs. Finally, 'attrition' occurs
when employees only stay in organizations that match their personal attributes. If there's no fit,
the employee is likely to leave.

Over time, this process results in a more homogeneous workforce within the organization, with
employees sharing similar behaviors, personalities, and values. This homogeneity strengthens
the organization's structure, practices, and culture.

To maintain this organizational homogeneity, recruitment and selection strategies should reflect
the collective personality and values of the organization. Employers can also signal these
values to potential applicants through initiatives like employer branding.

Management should carefully consider the tools they use to select candidates who fit their
organization. For example, if a company values innovation, they might use structured interviews
where candidates can showcase their past innovative achievements. However, organizations
should also be mindful that their selection methods may attract specific types of individuals,
shaping the organization's culture.
While evidence suggests that organizations can share a common personality profile among
employees, more research is needed to fully understand the ASA framework over time. Current
studies lack longitudinal data to track individuals' decisions and changes in the ASA process.
Gathering such data would provide deeper insights into how ASA operates in practice.

Recruiters thought of the fit initiatives

Recruiters are key players in the hiring process, responsible for screening, interviewing, and
decision-making. Sometimes, recruiters and hiring managers agree on the ideal candidate's
skills and qualities. Other times, recruiters may have different preferences. For example, a
recruiter might feel a candidate fits well for the job but not for the organization's culture. These
differences can affect hiring decisions and require recruiters to balance between finding the right
skills for the job and the right fit for the organization.

Kristof-Brown's (2000) research delves into how recruiters assess job and organizational fit
during the hiring process. They found that recruiters often rely on candidate traits like values or
personality to gauge fit with the organization. Conversely, recruiters consistently use knowledge,
skills, and abilities (KSAs) to determine fit for the job or organization. Interestingly, when asked
to explain their reasoning, recruiters often provided unique explanations, leading to potential
inconsistencies in hiring judgments. This highlights the importance of aligning recruiters'
understanding of job and organizational requirements to ensure more consistent and fair hiring
decisions.

Kristof-Brown's (2000) research emphasizes the importance of aligning recruiters'

understanding of job requirements during the interview process. When recruiters have a clearer
understanding of the job's needs and behavioral expectations, they can assess candidates more
consistently in terms of knowledge, skills, values, and personality traits. This alignment leads to
more standardized assessments throughout the interview process, contributing to fairer and
more effective hiring decisions. The findings of this research have significant implications for
HRM policies worldwide, highlighting the importance of collaboration between HR teams, hiring
managers, and recruiters to select the most suitable candidates for roles. Kristof-Brown's study
also reveals that recruiters' perceptions of both person-organization (PO) and person-job (PJ) fit
strongly influence their hiring recommendations, with PJ fit perceptions particularly impactful in
hiring decisions. Thus, ensuring alignment among recruiters, especially regarding PJ fit,
significantly influences hiring outcomes and recommendations.
Employer branding

with recruitment advertising, which is central to communicating the employer brand,

Employer branding is a marketing technique applied to people management that organizations

use to communicate to the public what they can offer to future and current employees. Employer
branding is often expressed in the employee value proposition. The employee value proposition
statement is what an organization has to offer prospective or current employees to persuade
them to join or remain with the organization

‘employers of choice’ in their labour markets with a view to attracting stronger applications from
potential employees. Those who have succeeded have often found that their recruitment costs
fall as a result because they get so many more unsolicited applications.

Employee Value Proposition (EVP): This is like a promise that organizations make to their
employees. It's a statement that explains what the organization values, expects, and offers to its
employees.
What Employees Care About: Different employees care about different things. Some care a lot
about how much they get paid for the work they do. Others care about how the company treats
everyone, no matter their background. And some care about having a good balance between
work and personal life, or getting chances to learn and grow in their career.
Providing Context: The EVP gives prospective employees a better understanding of what the
organization is like as a workplace. It helps them see if their values and priorities match with
what the company offers. So, if someone really values work-life balance, they'll know if the
company prioritizes that too.
In simple terms, the EVP is like a company's promise to its employees, explaining what it values
and offers. It helps potential employees see if they'd be a good fit for the company and what
they can expect if they decide to work there.
An employer usually wants to share this information with both people who might want to work
for them and those who already do.Yammer, for example, is a fast-growing social media
platform that many organisations use as an internal form of communication and can provide rich
insights into the positives and negatives of working for an organisation. It is also important that
existing employees are made aware of their employer’s brand proposition, both as it forms the
basis of their own psychological contract with the organisation and because so much
recruitment is carried out informally through word of mouth They do this to show what kind of
company they are and what they offer to their employees. They might do this through their
website, social media, or other materials they give out about the company or careers ther
Glassdoor is an online site that allows current and former employees to rate organisations as
employers
The aim must be to repeat the message again and again in advertisements, in recruitment
literature, on internet sites and at careers fairs. CIPD (2007)
Employer Branding Communication: This is how organizations talk about themselves to attract
and retain employees. It's like advertising for a job, but instead of selling a product, they're
selling the experience of working at the company.
Interestingly, instead of
a single employee value proposition, some organisations are realising that
different segments of the workforce have different needs and expectations,
thus organisations need to tailor and create different employee value
propositions for different groups.

Use of social media for employer brand small and medium-sized enterprises (SMEs) form a
huge proportion of the Indian economy and contribute substantially to employment generation..
Using a wide range of social media, SMEs were able to build brands based around both
economic and social values that were highly attractive to both current and potential employees.

This is particularly relevant in a competitive labour market, in which there are more jobs than
people to fill the jobs, organisations need to consider a range of affordable and effective
strategies for attraction of new talent and retention of current employees
. Sometimes, organisational action is
highly reactive, such as perhaps to increase wages to attract applicants
as it speaks to their potential extrinsic motivation. However, reactive
response can become expensive tactics for an organisation which may not
be sustainable to compete against the wages of competitors.

Comparable Aspects of Organizations: Some things about organizations are similar across the
board, like the hours people work, where they work, and how much they get paid.
Employer Branding: This is how organizations make themselves stand out from others. It's like a
company's unique personality or reputation that they show to potential employees.
Helping People Choose: When people are looking for a new job or thinking about changing
careers, they want to find the best fit for them. Employer branding helps them see what's special
about each company and decide which one is right for them.
Employee Sense-Making: This means understanding why one company might be better for
someone than another. Employer branding info helps people make sense of their options and
figure out if they'd be a good match with a certain company.
Deciding on Fit and Value Alignment: Prospective employees use employer branding info to see
if they'd fit in well with a company and if their values match up. It's like trying to find the puzzle
piece that fits just right.
How does an organisation create a brand?

The organisation needs to analyse what their ideal candidate needs and wants. It must
determine to what extent organisational core values \support the brand and ensure core values
are expressed in a brand presentation..The organisation will want to ensure that their
organisational branding communications and values are evident in their organisation and
workplace, and visibly demonstrated or ‘lived’ by the employees or
members of the organisation

To evaluate and continue to manage their branding as an employer,

organisations need to benchmark themselves relative to other firms and
competitor companies in order to gain ideas to enhance their branding

Jones et al. (2014)branding content matters to applicants, particularly related to CSP.

These researchers show that corporate social performance information can signal to applicants
and influence their perceptions of the organisation, helping them feel pride as a result of
affiliation with the organisation, sense value fit with the organisation, and have positive
expectations of future treatment by the employer. Jones et al. (2014) hypothesised that through
pride, value fit and future treatment expectation mechanisms, corporate social performance
content is
related to organisational attractiveness to the applicant.

Selection Method
In the selection process, having well-defined criteria and effective methods is crucial for making
informed hiring decisions. To develop these, organizations should consider several questions:

A fair and objective shortlisting system is essential to avoid bias inherent in the process, as, for
example, most people recruit people similar to themselves

● What are the specific requirements and responsibilities of the job?

● What evidence is needed to assess if a candidate is a good fit for the role?
● Which method can provide valid evidence to evaluate candidate fit?
● Is the chosen method fair and reliable for all candidates?

Selection criteria outline the standards used to assess candidates, while selection methods are
the tools and processes used to evaluate candidates based on these criteria. This evaluation
helps determine the candidate's suitability for the job and organizational needs, guiding the
hiring decision-making process
Before choosing selection methods, organizations need to establish criteria for the role. This
includes qualifications, relevant competencies, skills, education, work experience, and
interpersonal abilities. Once criteria are defined, various selection methods can be used to
assess candidates systematically.
Common selection methods include interviews, skills tests, and experience evaluations.
However, applications, assessments, and references are also crucial. It's important to assess
each method's appropriateness based on factors like time, cost, data quality, and predictive
value for job performance. Consider whether the candidate is ready for the job immediately or if
training is needed..The ‘classic trio’, namely application forms, interviews and references, are
traditional methods of selection

Applicants choose between organizations by evaluating the developing relationship between

themselves and the prospective employer. This takes place via social media and
correspondence from potential employers; in their experience of the selection methods used by
the employer; and in the information they gain at interview. Applicants will decide not to pursue
some application

The second approach involves employing a scoring system.

The third approach involves making use of the e-systems which shortlist candidates
electronically. While widely available, these technologies are subject to much criticism and are
not widely used outside of high volume recruitment. Some search for key words and inevitably
have a ‘hit and miss’ character and can be criticised for being inherently unfair. Stone et al.
(2015) explain that good candidates may be rejected simply because they did not use a
particular word or phrase. The same doubt exists about online application systems which
include a handful of ‘killer’ questions designed to sift out unsuitable candidates at a very early
stage. People with an unconventional career background may be automatically disregarded and
concerns about equality of opportunity and discrimination have been noted. Caution is thus
required.

information provided by the organisation was sufficiently detailed, accurate and realistic for them
to be able to make an informed decision that they were not suited to the organization. On the
other hand, it might be that potentially suitable recruits were lost because of the way in which
information was presented or a lack of (timely) information

The majority of applicants vest a significant amount of time and energy in the submission of an
application. The psychological contract of a potential employee begins to form at this stage and
this should not be overlooked: timely responses are the first element of this process. Indeed
CIPD (2015a) reports that up to one third of organisations lose candidates due to the length of
the recruitment and selection process.

in a reasonable timeframe

• at a reasonable cost

• with enough data points for the selector to predict with some

confidence that the chosen candidate can, or is willing, to do the job

• determine if the job can be undertaken immediately or if it will require

training and development.

By carefully evaluating these factors, organizations can determine the most effective selection
methods for their open positions.

During the hiring process, there are several selection methods to consider beyond just
interviews. Each role is unique and may require a tailored approach to find the best candidate.

A more traditional approach to shortlisting involves consideration of the selection criteria against
application forms or curriculum vitae (CVs)

One common method is in-person interviews, which can be structured or semi-structured.

Hiring managers use prepared questions to assess candidates' experiences, skills, and
competencies. Interviews are most effective when criteria and rubrics are used to ensure fair
and objective evaluation. This method is often used for traditional office and professional roles
like accountants, IT specialists, or HR managers.

During the hiring process, various selection methods can be used to assess candidates' fit and
readiness for a position. Here are some examples:

1. Experience days/work simulations: Candidates engage in tasks or assignments

resembling real work scenarios to demonstrate their abilities and readiness for the role.
This method is common for management positions in fast-paced environments.
2. Work samples: Candidates submit samples of their previous work to showcase their
skills and quality of past performance. This method is prevalent in portfolio-based
industries like graphic design.
3. Situational judgment tests (SJTs): Candidates respond to scenarios requiring moral or
values-based judgment, either through written tests or simulations. SJTs are useful in
complex decision-making environments, such as nursing.
4. Group interviews: Larger groups of candidates work together on tasks or assignments,
allowing hiring managers to assess teamwork and interpersonal skills. This method is
suitable for roles requiring collaboration.
5. Assignment tests: Candidates receive task prompts and must complete assignments
within a set timeframe, testing their skills and ability to work under pressure. This method
is common in fields like advertising and media.

These selection methods provide a comprehensive view of candidates' capabilities and

suitability for a role. By using a combination of methods tailored to the job's requirements,
organizations can ensure fair, efficient, and transparent hiring processes.
Three perspectives can be used to determine selection criteria: job fit, team/functional fit and
organizational fit (CIPD, 2015b). Job fit emphasizes the requirements of the person specification
and identifies a candidate who can conduct that job, essentially selecting a ‘square peg to fit a
square hole’. Team and organizational fit approaches are less concerned with the job
requirements and more concerned with how well a candidate will slot in. There has recently
been an increasing emphasis on team and organizational fit,

Armstrong's criteria provide a solid framework for evaluating the effectiveness of selection
methods:

1. Sensitivity and Discrimination: A good selection method should effectively differentiate

between candidates based on their abilities or attributes relevant to the job. It should
accurately distinguish strong candidates from weaker ones.
2. Standardization: The selection tool should be developed and tested on a representative
sample of the population to ensure fairness and accuracy. This allows for meaningful
comparisons between candidates and helps interpret their scores accurately.
3. Reliability: Consistency is key. A reliable selection method yields consistent results when
applied to the same candidate or multiple candidates over time. This ensures that
candidates are evaluated fairly and impartially.
4. Validity: The selection method should measure what it intends to measure. Validity
ensures that the assessment accurately captures the relevant characteristics or skills
required for the job. Predictive validity, in particular, assesses how well the selection
method predicts future job performance.

Reliability and validity are crucial considerations in choosing selection methods, as they ensure
that the chosen methods accurately identify the best-fit candidates for the role. By adhering to
these criteria, organizations can enhance the effectiveness of their selection processes and
make informed decisions about hiring the right talent for their needs.

Schmidt and Hunter (1998) conducted a meta-analysis overviewing 85 years of research,

assessing the predictive validity of various selection methods

Robertson and Smith's (2001) study highlights the predictive validity of personality assessments
in the selection process, with a coefficient approaching .40. Smith's (1984) validity threshold
guidelines provide a useful framework for interpreting these validity coefficients:

● .50+: Excellent
● .40-.49: Good
● .30-.39: Acceptable
● Less than .30: Poor

For instance, combining intelligence tests and structured interviews yields a validity coefficient of
.63, indicating an excellent predictive capability. This combination is twice as effective in
predicting job performance compared to using only a conscientiousness test, which yields a
validity coefficient of .31.

Furthermore, the validity estimate increases when combining different assessment tools. For
example, both work sample tests and intelligence tests individually surpass the .50 threshold for
excellence. However, when used together, their validity estimate increases to .63, indicating a
stronger predictive power. This combination results in a 24% increase in validity compared to
using intelligence tests alone (Schmidt and Hunter, 1998).

In summary, utilizing a combination of assessment tools can enhance the selection process's
effectiveness by improving predictive validity and providing a more comprehensive evaluation of
candidates' suitability for the role.

Challenges in selection
Applicant misrepresentation, or 'faking,' poses a challenge for organizations during the
recruitment and selection process. Candidates may provide socially desirable answers on
personality inventories or in interviews, making it difficult for recruiters to detect deception, even
for experienced interviewers.

To manage applicant faking, organizations can implement in-person assessments, work sample
tests, or case-based activities. These methods allow candidates to complete assessments
on-site under supervision, reducing opportunities for deception. However, cheating on off-site
assessments, particularly skills-based or personality-focused tests, remains a concern.

One solution is to conduct tests again or retest candidates on-site to verify their responses.
However, this approach may increase time, cost, and applicant exhaustion. Balancing the need
to detect faking with the practical constraints of the selection process is essential for
organizations striving to make accurate hiring decisions.

Adverse impact in selection practices occurs when certain groups, such as those based on
race, gender, age, religion, or disability status, experience discrimination. This happens when
protected subgroups face lower selection rates compared to others. To identify adverse impact,
institutions often use the four-fifths rule, where if the selection rate for a group is less than 80%
of the highest group's rate, there's adverse impact.

Organizations must test their selection tools for adverse impact before using them to avoid
discrimination. Additionally, implicit bias, unconscious prejudices affecting decision-making, can
lead to unintentional discrimination. Mitigating these biases is crucial, and organizations adopt
various measures like implicit bias training, blind selection processes, and standardized
assessments. Ensuring structured and fair evaluations across diverse selection panels can also
help reduce biases in hiring practices.
Measuring
Measuring the success of recruitment and selection processes is vital for organizations,
although it may require different metrics than traditional business areas. Metrics such as time to
fill a position and cost per hire are commonly used to assess efficiency and effectiveness.

Quality of hire is another important metric, often reflecting both the recruitment and selection
processes' effectiveness in bringing on the right talent. It combines factors like job performance,
manager satisfaction, and retention rates to gauge the impact of new hires.

Applicant satisfaction is a valuable metric for evaluating the recruitment process, offering
insights into both organizational and candidate experiences. However, it's essential to collect
data from both successful and unsuccessful candidates to avoid bias.

In today's dynamic employment landscape, organizations prioritize employee and candidate

satisfaction, especially amid significant global events like pandemics or economic disruptions.
Intentional recruitment efforts, particularly for diversity and specialized skill sets, are increasingly
crucial, with many leading companies showcasing successful strategies in this area.

Technology, including AI, plays a significant role in modern recruitment and selection processes,
offering reliable and valid methods for both designing and evaluating these strategies. By
leveraging emerging technologies, organizations can enhance their candidate pools' quality and
ensure efficient selection processes.

companies like
Airbnb, Apple, Boston Consulting Group, IBM, Intel, and more are known
for their successful recruitment and selection of diverse candidates.

Ensuring that selection tools are culturally equivalent is crucial, especially for multinational
corporations operating in diverse regions. Organizations must assess whether their recruitment
practices fit all contexts or require adjustments to align with cultural values, beliefs, and legal
systems.

One-size-fits-all approaches may not always be suitable, prompting organizations to develop

context-specific practices. However, confidentiality and consent are paramount considerations in
data collection from applicants.

The proliferation of technology in recruitment introduces complexities regarding data usage and
the risk of stereotyping or discrimination. Organizations must navigate these issues carefully to
avoid legal implications and negative repercussions on their reputation.
Artificial intelligence (AI) and algorithms pose similar concerns, as biased decisions may result
from biased developers or data. Adverse impact occurs when certain groups consistently
benefit, raising fairness and justice concerns among stakeholders.

Moreover, machine learning can identify correlations but not causation, necessitating careful
assessment of AI-generated decisions. Ultimately, organizations must ensure fairness,
transparency, and ethical decision-making in their selection processes to maintain trust and
credibility.