4. DDiiffffeerreennccee bbeettwweeeenn RReeccrruuiittmmeenntt aanndd SSeelleeccttiioonn
Recruitment is the process of searching the
candidates for employment and stimulating them
to apply for jobs in the organization
Selection involves the series of steps by which the
candidates are screened for choosing the most
suitable persons for vacant posts.
5. Difference between RReeccrruuiittmmeenntt aanndd SSeelleeccttiioonn
• The basic purpose of
Recruitments is to create a talent
pool of candidates to enable the
selection of best candidates for
the organization, by attracting
more and more employees to
apply in the organization.
• Recruitment is a positive process
i.e. encouraging more and more
employees to apply.
• Recruitment is concerned with
tapping the sources of human
resources
• There is no contract of
recruitment established in
recruitment
• The basic purpose of selection
process is to choose the right
candidate to fill the various
positions in the organization.
• Selection is a negative process as it
involves rejection of the
unsuitable candidates.
• Selection is concerned with
selecting the most suitable
candidate through various
interviews and tests.
• Selection results in a contract of
service between the employer and
the selected employee.
10. TTTTHHHHEEEE SSSSEEEELLLLEEEECCCCTTTTIIIIOOOONNNN PPPPRRRROOOOCCCCEEEESSSSSSSS
Competencies
• TThhee tteerrmm ‘‘ccoommppeetteenncciieess’’ iiss uusseedd ttoo ddeessccrriibbee aallll tthhee wwoorrkk--rreellaatteedd ppeerrssoonnaall aattttrriibbuutteess,,
kknnoowwlleeddggee,, eexxppeerriieennccee,, sskkiillllss aanndd vvaalluueess tthhaatt aa ppeerrssoonn ddrraawwss oonn ttoo ppeerrffoorrmm tthheeiirr wwoorrkk
wweellll.. IInn mmaannyy HHRR aapppplliiccaattiioonnss,, ssuucchh aass ttrraaiinniinngg oorr ppeerrffoorrmmaannccee mmaannaaggeemmeenntt,, tthhee
ccoommppeetteenncciieess aarree ddeessccrriibbeedd iinn tteerrmmss ooff bbeehhaavviioorrss aanndd ppaatttteerrnnss ooff wwoorrkk,, aanndd tthhee ffooccuuss
iiss oonn tthhoossee ccoommppeetteenncciieess wwhhiicchh ddiiffffeerreennttiiaattee bbeettwweeeenn eeffffeeccttiivvee aanndd ssuuppeerriioorr
ppeerrffoorrmmaannccee.. FFoorr sseelleeccttiioonn ppuurrppoosseess aa sslliigghhttllyy bbrrooaaddeerr aapppprrooaacchh nneeeeddss ttoo bbee ttaakkeenn,, ffoorr
aa nnuummbbeerr ooff rreeaassoonnss..
• FFiirrsstt,, iitt iiss nnoott aapppprroopprriiaattee ttoo ffooccuuss oonnllyy oonn tthhee ccoommppeetteenncciieess wwhhiicchh ddiiffffeerreennttiiaattee
ssuuppeerriioorr ffrroomm eeffffeeccttiivvee ppeerrffoorrmmaannccee..
• SSeeccoonndd,, pprroovviiddiinngg ddeessccrriippttiioonnss ooff tthhee ccoommppeetteenncciieess iinn tteerrmmss ooff eevveerryyddaayy wwoorrkk
bbeehhaavviioorrss iiss ooff oonnllyy lliimmiitteedd vvaalluuee.. IItt iiss hhiigghhllyy lliikkeellyy tthhaatt ccaannddiiddaatteess wwiillll bbee eexxtteerrnnaall ttoo
tthhee oorrggaanniizzaattiioonn,, aanndd//oorr iinn aa ddiiffffeerreenntt aarreeaa ooff wwoorrkk..
• TThhiirrdd,, tthheerree aarree ggrreeaatt pprraaccttiiccaall ccoonnssttrraaiinnttss wwhhiicchh mmaayy rreennddeerr iitt ddiiffffiiccuulltt ttoo ggeett
eexxaammpplleess ooff tthhee ccaannddiiddaatteess ddiissppllaayyiinngg tthhee ccoommppeetteenncciieess iinn eevveerryyddaayy wwoorrkk bbeehhaavviioorr..
Attracting
• The initial part of the selection process is concerned with ‘selling’ the role.
• The process of attracting people to apply for the role requires achievement
of a balance. There need to be sufficient candidates to afford and
opportunity to choose, but the quality of candidates needs to be good
enough to make such decisions meaningful.
11. TTTTHHHHEEEE SSSSEEEELLLLEEEECCCCTTTTIIIIOOOONNNN PPPPRRRROOOOCCCCEEEESSSSSSSS
Response
• TThhee rreessppoonnssee pprroocceessss iiss uussuuaallllyy bbaasseedd oonn aapppplliiccaattiioonn ffoorrmmss oorr ccuurrrriiccuullaa vviittaaee.. TThhee uussee
ooff aapppplliiccaattiioonn ffoorrmmss aaddddss aanndd aaddddiittiioonnaall ssttaaggee ttoo tthhee oovveerraallll pprroocceessss bbeeccaauussee tthhee iinniittiiaall
ccoonnttaacctt ffrroomm tthhee ccaannddiiddaatteess hhaass ttoo bbee ffoolllloowweedd wwiitthh aa rreessppoonnssee iinn sseennddiinngg oouutt tthhee
ffoorrmmss.. TThheerree iiss,, hhoowweevveerr,, tthhee ooppppoorrttuunniittyy ttoo sseenndd tthhee ootthheerr iinnffoorrmmaattiioonn ddeessccrriibbeedd
aabboovvee aanndd,, oonn ooccccaassiioonnss,, iitt mmaayy tthheerreeffoorree bbee uullttiimmaatteellyy mmoorree ccoosstt eeffffeeccttiivvee tthhaann
ddeeaalliinngg wwiitthh ddiirreecctt aapppplliiccaattiioonnss.. TThhee uussee ooff aann aapppplliiccaattiioonn ffoorrmm mmeeaannss aa ssttaannddaarrddiisseedd
rreessppoonnssee aaggaaiinnsstt wwhhiicchh aa ggrreeaatt nnuummbbeerr ooff ccaannddiiddaatteess ccaann bbee aasssseesssseedd..
Screening
• Providing selectors with a clear idea of the competencies to focus on when screening the
application form, together with example of good or poor evidence, will significantly improve
the quality and consistency of the selection process. A similar principle can be applied to the
screening of curricula vitae, although the varied nature of each candidate’s CV makes the task
more difficult and time-consuming.
Interviewing
Interviewing suffers from a number of problems.
1. It is difficult for the interviewer to sustain attention throughout the interview, with interviewers
sometimes able to remember only the opening and closing stages of the interview.
2. Judgment of interviews can sometimes be clouded by prejudices or influenced unduly by
stereotyping the candidate with, for example, others in his or her organization, or by ‘mirroring’ in
which the interviewer looks more favourably on candidates matching the interviewer’s own profile.
3.Perhaps the most common failing of interviews is the lack of preparation on the part of the
interviewer.
12. TTTTHHHHEEEE SSSSEEEELLLLEEEECCCCTTTTIIIIOOOONNNN PPPPRRRROOOOCCCCEEEESSSSSSSS
Testing
• Psychological tests
Psychological tests use systematic and standardized procedures to measure differences in
individual characteristics such as intelligence and personality. They enable selectors to gain a
greater understanding of candidates to help in predicting the extent to which they will be
successful in a job. Psychological tests are measuring instruments, which is why they are often
referred to as psychometric tests. ‘Psychometric’ literally means mental measurement. For
selection purposes, the main types of tests are those used for measuring intelligence and ability
and those concerned with assessing personality characteristics.
•Intelligence tests
•Ability tests
•Personality tests
The ‘big five’ personality characteristics
• Extraversion/introversion – gregarious, outgoing, assertive, talkative and active (extraversion);
or reserved, inward-looking, diffident, quiet, restrained (introversion)
• Emotional stability – resilient, independent, confident, relaxed; or apprehensive, dependent,
under-confident, tense,
• Agreeableness – courteous, cooperative, likeable, tolerant; or rude, uncooperative, hostile,
intolerant.
• Conscientiousness – hard-working, persevering, careful, reliable; or lazy, dilettante, careless,
expedient.
• Openness to experience – curious, imaginative, willingness to learn, broad-minded; or
blinkered, unimaginative, complacent, narrow-minded.
13. TTTTHHHHEEEE SSSSEEEELLLLEEEECCCCTTTTIIIIOOOONNNN PPPPRRRROOOOCCCCEEEESSSSSSSS
Exercises
• TThhee kkeeyy eelleemmeennttss iinn eessttaabblliisshhiinngg wwoorrkk ssiimmuullaattiioonnss aarree ttoo ddeevveelloopp eexxeerrcciisseess wwhhiicchh aarree
rreeaalliissttiicc,, aarree ccaappaabbllee ooff bbeeiinngg oobbsseerrvveedd aanndd eevvaalluuaatteedd,, wwhhiicchh eennccoouurraaggee ttrruuee rraatthheerr
tthhaann aarrttiiffiicciiaall bbeehhaavviioorr ffrroomm ccaannddiiddaatteess,, aanndd aarree ccoosstt eeffffeeccttiivvee..
Assessment Centres
• Assessors are brought together for debriefing and provide their evaluation of candidates based
on overall performance through all the assessment elements.
• The main characteristics of assessment centres are :
• Exercises are used to capture and simulate the key dimensions of the job. These may
include one-to-one role-plays and group exercises; it is assumed that performance in
these simulations predicts behavior on the job;
• Candidates are interviewed and tested;
• Performance is measured in several dimensions in terms of the competencies required to
achieve the target level of performance in a particular job or at a particular level in the
organization;
• Several candidates or participants are assessed together to allow interaction and to make
the experience more open and participative;
• Several trained assessors or observers are used to increase the objectivity of assessments.