WEEK FOUR LESSON Recruitment and Selectioncolbournecollege.com/files/HRM_WEEK_Four_Lecture_Notes.pdf · WEEK FOUR LESSON Recruitment and Selection ... techniques to human resource

1 | BA 203 H R M W E E K T H R E E ( 3 ) L E C T U R E N O T E S

WEEK FOUR LESSON

Recruitment and Selection

Employer Branding

The processes of recruitment and e-recruitment

Selection Methods: reliability and validity

Designing selection processes, including the role of e-

selection methods


Employer Branding

The term "employer brand" was first publicly introduced to a management audience in 1990,

and defined by Simon Barrow, chairman of People in Business, and Tim Ambler, Senior Fellow

of London Business School, in the Journal of Brand Management in December 1996. This

academic paper was the first published attempt to "test the application of brand management

techniques to human resource management". Within this paper, Simon Barrow and Tim Ambler

defined the employer brand as

"the package of functional, economic and psychological benefits provided by

employment, and identified with the employing company".

Employer brand denotes an organisation's reputation as an employer. The term was first used

in the early 1990s, and has since become widely adopted by the global management

community. Minchington (2005) defines employer brand as

"the image of your organisation as a 'great place to work'".

Employer Branding While the term "employer brand" denotes what people currently associate with the

organisation, employer branding has been defined as

the total of the company's efforts to communicate to existing and prospective staff

what makes it a desirable place to work, and the active management of "a company's

image as seen through the eyes of its associates and potential hires".

Employer Brand Management Employer branding is concerned with enhancing the company's employer brand. Employer

brand management covers the management of every aspect of the employment experience

including the people management processes and practices (often referred to as "touch-points")

that shape the perceptions of existing and prospective employees. In other words, employer

brand management addresses the reality of the employment experience and not simply its

presentation. By doing so it supports both external recruitment of the right kind of talent

sought by an organisation to achieve its goals, and the subsequent desire for

effective employee engagement and employee retention.

http://en.wikipedia.org/wiki/Recruitment

http://en.wikipedia.org/wiki/Employee_engagement

http://en.wikipedia.org/wiki/Employee_retention


Employer Brand Proposition

Just as a customer brand proposition is used to define a product or service offer, an employee

value proposition is used to define an organisation's employment offer. Likewise the marketing

disciplines associated with branding and brand management have been increasingly applied by

the human resources and talent management community to attract, engage and retain talented

candidates and employees, in the same way that marketing applies such tools to attracting and

retaining clients, customers and consumers.

Employer brand practitioners and authors argue that effective employer branding and brand

management requires a clear Employer Brand proposition, or Employee Value Proposition. This

serves to:

define what the organisation would most like to be associated with as an employer;

highlight the attributes that differentiate the organisation from other employers; and

clarify the 'give and get' of the employment deal (balancing the value that employees

are expected to contribute with the value from employment that they can expect in

return). This latter aspect of the employer brand proposition is often referred to in the

HR literature as the "psychological contract".

Employer Branding and Internal Marketing

Internal marketing focuses on communicating the customer brand promise, and the attitudes and

behaviours expected from employees to deliver on that promise. While it is clearly beneficial to the

organisation for employees to understand their role in delivering the customer brand promise, the

effectiveness of internal marketing activities can often be short-lived if the brand values on which the

service experience is founded are not experienced by the employees in their interactions with the

organisation. This is the gap that employer brand thinking and practice seeks to address with a more

mutually beneficial employment deal / Psychological contract.


Brand-led Culture Change

Compared with the more typically customer centric focus of Internal marketing, internal

branding / brand engagement takes a more 'inside-out', value-based approach to shaping

employee perceptions and behaviours, following the lead of the highly influential 'Built to Last:

Successful Habits of Visionary Companies' study published in the mid-90's.

This study sought to demonstrate that companies with consistent, distinctive and deeply held

values tended to outperform those companies with a less clear and articulated ethos. While

brand-led culture change is often the stated desire of these programmes their focus on

communication-led, marketing methods (however, involving or experiential) has been prone to

the same failings of conventional internal marketing. As Amazon.com's founder, Jeff Bezos,

asserts: "One of things you find in companies is that once a culture is formed it takes nuclear

weaponry to change it". You cannot simply assert your way to a new culture, no more can you

assert your way to a strong brand, it needs to be consistently and continuously shaped and

managed, which is one of the primary reasons many organisations have turned from the short

term engagement focus of internal branding initiatives to more long term focus of employer

brand management.


The processes of Recruitment and e-Recruitment

Recruitment Process

Recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations.

Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time.

There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes;

1. Identifying the vacancy:

The recruitment process begins with the human resource department receiving

requisitions for recruitment from any department of the company. These contain:

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

2. Preparing the job description and person specification.

3. Advertising the Vacancy - locating and developing the sources of required number and

type of employees.

4. Short-listing and identifying the prospective employee with required characteristics.

5. Arranging the interviews with the selected candidates.

6. Conducting the interview and decision making


Internal and External Sources of Recruitment Recruiting individuals to fill particular posts within a business can be done either internally by

recruitment within the firm, or externally by recruiting people from outside.

Internal Sources of Recruitment

1. TRANSFERS

The employees are transferred from one department to another according to their efficiency

and experience.

2. PROMOTIONS

The employees are promoted from one department to another with more benefits and greater

responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their

performance.

4. Retired and Retrenched employees may also be recruited once again in case of shortage

of qualified personnel or increase in load of work. Recruitment such people save time

and costs of the organisations as the people are already aware of the organisational

culture and the policies and procedures.

5. The dependents and relatives of Deceased employees and Disabled employees are also

done by many companies so that the members of the family do not become dependent

on the mercy of others.

The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of how a business

operates will need shorter periods of training and time for 'fitting in'.

2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working

with others in the organisation.

3. Internal promotion acts as an incentive to all staff to work harder within the

organisation.

4. From the firm's point of view, the strengths and weaknesses of an insider will have been

assessed. There is always a risk attached to employing an outsider who may only be a

success 'on paper'.

http://www.thetimes100.co.uk/theory/theory--human-resources--365.php


The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted.

2. An insider may be less likely to make the essential criticisms required to get the

company working more effectively.

Promotion of one person in a company may upset someone else.

External Sources of Recruitment

1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used source of

recruitment. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc. are a good source

of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for

campus interviews and placements. This source is known as Campus Recruitment.

3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of client companies

by charging a fee. These agencies are particularly suitable for recruitment of executives and

specialists. It is also known as RPO (Recruitment Process Outsourcing)

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.

5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation.


7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organisations have structured system where the current employees of the organisation

can refer their friends and relatives for some position in their organisation. Also, the office

bearers of trade unions are often aware of the suitability of candidates. Management can

inquire these leaders for suitable jobs. In some organizations these are formal agreements to

give priority in recruitment to the candidates recommended by the trade union.

8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate and these persons may be employed

whenever a permanent worker is absent. More efficient among these may be recruited to fill

permanent vacancies.

Advantages of External recruitment

• External recruitment makes it possible to draw upon a wider range of talent, and • provides the opportunity to bring new experience and ideas in to the business.

Advantages of External recruitment

• it is more costly and the company may end up with someone who proves to be less

effective in practice than they did on paper and in the interview situation.


FACTORS AFFECTING RECRUITMENT POLICY

Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and

concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives

of recruitment and provides a framework for implementation of recruitment programme. It

may involve organizational system to be developed for implementing recruitment programmes

and procedures by filling up vacancies with best qualified people.

Organizational objectives

• Personnel policies of the organization and its competitors.

• Government policies on reservations.

• Preferred sources of recruitment.

• Need of the organization.

• Recruitment costs and financial implications.

A recruitment policy of an organisation should be such that:

• It should focus on recruiting the best potential people.

• To ensure that every applicant and employee is treated equally with dignity and respect.

• Unbiased policy.

• To aid and encourage employees in realizing their full potential.

• Transparent, task oriented and merit based selection.

• Weightage during selection given to factors that suit organization needs.

• Optimization of manpower at the time of selection process.

• Defining the competent authority to approve each selection.

• Abides by relevant public policy and legislation on hiring and employment relationship.

• Integrates employee needs with the organisational needs.


Factors Affecting Recruitments

The recruitment function of the organisations is affected and governed by a mix of various

internal and external forces. The internal forces or factors are the factors that can be controlled

by the organisation. And the external factors are those factors which cannot be controlled by

the organisation.

Recent Trends in Recruitment

The recruitment process is immediately followed by the selection process i.e. the final

interviews and the decision making, conveying the decision and the appointment formalities.

E-Recruitment or eRecruitment is the process of personnel recruitment using electronic

resources, in particular the internet.

Companies and recruitment agents have moved much of their recruitment process online so as

to improve the speed by which candidates can be matched with live vacancies. Using database

technologies, and online job advertising boards and search engines, employers can now fill

posts in a fraction of the time previously possible. Using an online e-Recruitment system may

potentially save the employer time as usually they can rate the eCandidate and several persons

in HR independently review eCandidates.

The internet, which reaches a large number of people and can get immediate feedback has

become the major source of potential job candidates and well known as online recruitment or

E-recruitment. However, it may generate many unqualified candidates and may not increase

the diversity and mix of employees.


In terms of HRM, the internet has radically changed the recruitment function from the

organisational and job seekers' perspective. Conventional methods of recruitment processes

are readily acknowledged as being time-consuming with high costs and limited geographic

reach. However, recruitment through World Wide Web (WWW) provides global coverage and

ease. Likewise, the speedy integration of the internet into recruitment processes is primarily

recognised due to the internet's unrivalled communications capabilities, which enable

recruiters for written communications through e-mails, blogs and job portals 24 hours a day.

Difference between Recruitment and Selection

Both recruitment and selection are the two phases of the employment process. The differences

between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating

them to apply for jobs in the organisation WHEREAS selection involves the series of steps

by which the candidates are screened for choosing the most suitable persons for vacant

posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the

selection of best candidates for the organisation, by attracting more and more employees

to apply in the organisation WHEREAS the basic purpose of selection process is to choose

the right candidate to fill the various positions in the organisation.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply

WHEREAS selection is a negative process as it involves rejection of the unsuitable

candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS

selection is concerned with selecting the most suitable candidate through various

interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results

in a contract of service between the employer and the selected employee.


Selection Methods reliability and validity

Who makes employee evaluation and selection decisions?

In most organizations both operating managers and personnel specialists are involved in

selections decisions. Generally, more effective employee evaluation and selection decisions are

made when more than one person is involved in the decision making process. The operating

manager should have more to say about the evaluation and selection decision than their HR

specialist. For this reason an effective evaluation / selection skill is an integral part of the

management function.

Steps in the Selection Process Selection is a process of choosing right person for the right job. The selection process consists

of a series of steps or techniques as follows:

1. Job Analysis:

The first step in selection process is analyzing the job. Job analysis consists of two parts :

(a) Job Description, and

(b) Job Specification.

2. Advertising the Job:

The next step is to advertise the job. The job can be advertised through various media.

The right details about the job and the candidate must be given in the advertisement.

3. Initial Screening:

The initial screening can be done of the applications and of the applicant. Usually, a

junior executive does the screening work. At this stage, the executive may check on the

general personality, age, qualifications, family background of the candidate. The

candidate may also be informed of salary, working conditions, etc.

4. Application Blank: It is a prescribed form of the company which helps to obtain information about candidate in respect of social, biographic, academic, work experience, references, etc. The application blank helps to –

It provides input for the interview.

It provides basis to reject candidates if they do not meet eligibility criteria, such as

experience, qualifications, etc.


5. Tests:

Various tests are conducted to judge the ability and efficiency of the candidates. The

type of tests depends upon the nature of job. An important advantage of testing is that

it can be administered to a large group of candidates at a time and saves time and cost.

The various tests are :

(a) Personality test,

(b) Intelligence test,

(c) Performance test,

(d) Stress test, etc.

6. Interview: It is face to face exchange of views, ideas and opinions between the candidate and interviewer(s). There are various types of interviews such as : (a) Panel Interview, (b) Individual Interview, (c) Group Interview, (d) Stress Interview, (e) Exit Interview.

7. Reference Check: A candidate may be asked to provide references from those who are

willing to supply or confirm about the applicant’s past life, character and experience.

Reference check helps to know the personal character and family background of the candidate. It helps to guard against possible false information supplied by candidate.

8. Medical Check: Medical examination of the candidates is undertaken before they join

the firm in order to -

Find out whether the candidate is physically fit to carry out duties and responsibilities effectively,

Ensure the health and safety of other employees,

Find out whether the candidate is sensitive to certain work place such as in a chemical factory.

9. Final Interview: Before making a job offer, the candidates may be subjected to one

more oral interview to find out their interest in the job and their expectations. At this

stage, salary and other perks may be negotiated.

10. Job Offer: This is the most crucial and final step in selection process. A wrong selection

of a candidate may make the company to suffer for a good number of years and the loss

is incalculable. Company should make a very important decision to offer right job to the

right person.


Employee Evaluation and Selection Criteria

If an evaluation / selection program is to be successful the employee characteristics which are

believed necessary for effective performance on the job should be stated explicitly in the job

specification. The criteria usually can best summarized in the following categories:

Education

Experience

Physical Characteristics

Personal Characteristics

Basically, the employee evaluation and selection criteria should list the characteristics of

present employees who have performed well in the positions to be filled. However, if the list of

characteristics desired is too long, it may not be possible to select anyone. With no list of

criterion, the wrong prospects are likely to be selected.

These predictors of success, particularly the more formal mechanisms such as items on a paper

and pencil test, have two characteristics:

Reliability

Validity

The reliability of an employee evaluation and selection instrument, such as a test, is the extent

to which the instrument is a consistent measure of something. An intelligence test is said to be

reliable, if the same person's scores do not vary greatly when the test is taken several times.

The higher the reliability, the more confidence can be placed in the measurement method.

Usually, the instrument is more reliable if it is longer. The instrument used must also be

internally consistent to be considered reliable, which is a good predictor of success for the job

performance in question.

Reliability and validity can be thought of in the following way. A yardstick is a reliable measure

of space; no matter how many times you carefully measure a basketball player, he will be the

same height. But a yardstick has no validity as a measure of his muscular coordination. Thus a

selection device such as a test may be reliable without being valid.


Human resource specialists can compute the validity of a selection instrument several ways.

One way, is to look at the currently successful employees, find a factor that is common to them, and designate it as a predictor. This is called concurrent validity.

A second way, is to use an instrument such as a test during the evaluation / selection process, then wait until the successful employees are identified and correlate the test or test measures with the successful and unsuccessful employees. This is called predictive validity.

A third way, sometimes used by smaller organizations, because the numbers of persons

in similar jobs is too small to use concurrent or predictive methods, is called synthetic

validity. In this case, elements of several jobs that are similar, rather than a whole job,

are used to validate the selection instrument. This method is newer than the other two

and is used less frequently. It should be noted that the criterion used to predict

performance or success is a proxy of actual performance.

Since good job performance is usually a combination of many factors (quality of work, quantity

of work, etc.), a criterion such as a supervisory rating is a proxy for the real measure, job

success or performance.

Pilbeam and Corbridge (2006, p 142) provide a useful overview of potential positive and

negative aspects noting that:

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

organisation, and there are compelling reasons for getting it right. Inappropriate selection

decisions reduce organisational 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.’


Job Analysis Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the recruitment

of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of equipment and

materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information which

can be used as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out

information from interviewing job holders, or by referring to documents such as training

manuals. Information can be gleaned directly from the person carrying out a task and/or from

their supervisory staff. Some large organisations specifically employ 'job analysts'. In most

companies, however, job analysis is expected to be part of the general skills of a training or

personnel officer.

Job description A job description will set out how a particular employee will fit into the organisation. It will

therefore need to set out:

1. the title of the job

2. to whom the employee is responsible

3. for whom the employee is responsible

4. a simple description of the role and duties of the employee within the organisation.

A job description could be used as a job indicator for applicants for a job. Alternatively, it could

be used as a guideline for an employee and/or his or her line manager as to his or her role and

responsibility within the organisation.

Job specification. A job specification goes beyond a mere description - in addition, it highlights the mental and

physical attributes required of the job holder. For example, a job specification for a trainee

manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking

for people who are tough and talented. They should have a flair for business, know how to

sell, and to work in a team.'


Job analysis, description, and specification can provide useful information to a business in

addition to serving as recruitment instruments. For example, staff appraisal is a means of

monitoring staff performance and is a feature of promotion in modern companies. In some

companies, for example, employees and their immediate line managers discuss personal goals

and targets for the coming time period (e.g. the next six months). The appraisal will then

involve a review of performance during the previous six months, and setting new targets. Job

details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be

used as reference points for arbitrating in disputes as to 'who does what' in a business.Selection

involves procedures to identify the most appropriate candidates to fill posts. An effective

selection procedure will therefore take into consideration the following:

1. keeping the costs of selection down

2. making sure that the skills and qualities being sought have been identified,

3. developing a process for identifying them in candidates

4. making sure that the candidates selected, will want the job, and will stay with the

company.

Keeping the costs of selection down will involve such factors as holding the interviews in a

location, which is accessible to the interviewing panel, and to those being interviewed. The

interviewing panel must have available to them all the necessary documentations, such as

application forms available to study before the interviews take place. A short list must be made

up of suitable candidates, so that the interviews do not have to take place a second time, with

new job advertisements being placed.

The skills required should have been identified through the process of job analysis, description

and specification. It is important then to identify ways of testing whether candidates meet

these requirements. Testing this out may involve:

1. interviewing candidates asking them to get involved in simulated work scenarios

2. asking them to provide samples of previous work getting them to fill in personality and

intelligence tests giving them real work simulations to test their abilities.


Designing selection processes, including the role of e-

selection methods

The design of an assessment strategy should begin with a review of the critical competencies

identified from the job analysis results. Once you decide what to assess, you must then

determine how to structure the personnel assessment process. In designing a selection process,

a number of practical questions must be addressed, such as:

How much money is available?

What assessment tool(s) will be selected?

If using multiple tools, in what order should they be introduced?

Are trained raters needed, and if so, how many (e.g., for conducting interviews)?

How many individuals are expected to apply?

What is the timeframe for filling vacancies?

For example, if your budget is tight, you will need to rule out some of the more expensive

methods such as assessment centers or work simulation tests. If you are expecting to receive

thousands of applications (based on projections from similar postings), you will need to develop

an effective screening mechanism ahead of time. If you need to fill a vacancy and only have a

few weeks to do so, then a multi-stage process will probably not be feasible. In working out

answers to these questions, it is usually helpful to think in terms of the entire selection process,

from beginning to end.

One key consideration is the number of assessment tools to include in the process. Using a

variety of assessments tends to improve the validity of the process and will provide information

on different aspects of an applicant's likely job performance. Using a single measure will tend to

identify applicants who have strengths in a specific area but may overlook applicants who have

high potential in other areas. Assessing applicants using multiple methods will reduce errors

because people may respond differently to different methods of assessment. For example,

some applicants who excel at written tests may be too nervous to do well in interviews, while

others who suffer from test anxiety may give impressive interviews. Another advantage of using

a variety of assessment methods is a multiple hurdle approach can be taken. The least

expensive assessments can be used first to pare down the applicant pool. More labor-intensive

and time-consuming procedures can be introduced at a later stage when there are fewer

candidates to evaluate.

Considering which assessment methods best measure which competencies at which stage in

the process should help develop a process well suited to the firm's hiring needs.


e -Selection Methods

Usually, it is difficult to decide where recruiting ends and selection begins. The main purpose of

the selection process is to distinguish individuals on the basis of important characteristics. In a

changing environment, the speed of the selection process becomes important. Selection

systems that process applicants in 2-3 months fall in solving organizational needs. A cycle of 2-3

days from applicant identification to employment offer will be more suitable.

There are many formal selection tools available to measure applicants on the characteristics

• work samples

• structured interviews

• personality inventories

• situational judgment tests

• cognitive ability tests

e-Selection is a paperless process where electronic documents and information can be quickly

disseminated nationwide or worldwide. The most important methods for e-recruitment are:

• electronic resumes

• online assessments

• online interviewing

• online assessment centers

The discussion of e-recruitments and e-selection methods does not, however, negate the

importance of more traditional tools, based on the face-to-face interaction or on a less

advanced technological medium. In

many cases, traditional approaches may not be feasible, requiring the use of the new

techniques.


REFERENCES

1. Barrow, S. and Mosley, R. The Employer Brand, Bringing the Best of Brand

Management to People at Work, John Wiley & Sons, Chichester.

2. Minchington, B (2010) Employer Brand Leadership – A Global Perspective, Collective

Learning Australia.

3. Martin, G (2009) Employer Branding and corporate reputation management, The Peak

Performing Organisation, Chapter 13, pp 252, Routledge, London.

4. http://en.wikipedia.org/wiki/Employer_branding

5. http://recruitment.naukrihub.com/e-recruitment.html

6. http://www.bms.co.in/explain-the-steps-involved-in-the-selection-process

7. http://hr.uoregon.edu/recruit/recruitment-and-selection/guidelines-recruitment-and-

selection

8. http://apps.opm.gov/adt/(S(uqljl045cotvqb2l1lw51eab))/Content.aspx

9. http://www.economyinformatics.ase.ro/content/EN3/bodea.pdf

http://en.wikipedia.org/wiki/Employer_branding

http://recruitment.naukrihub.com/e-recruitment.html

http://www.bms.co.in/explain-the-steps-involved-in-the-selection-process/

http://hr.uoregon.edu/recruit/recruitment-and-selection/guidelines-recruitment-and-selection#select

http://hr.uoregon.edu/recruit/recruitment-and-selection/guidelines-recruitment-and-selection#select

http://apps.opm.gov/adt/(S(uqljl045cotvqb2l1lw51eab))/Content.aspx

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