1. Recruitment and Selection:
Hiring the Right Person
Sanvels Consulting Services I PVT Ltd
www.sanvelsinfo.com

2. Learning Objectives
• At the end of this module, students will understand the:
– Methods used by organizations to recruit and select
employees.
– Legal issues that affect recruitment and selection.
– HR’s role in the recruitment and selection process.
– Role of supervisors and peers in the recruitment and
selection of team members.

3. Hiring the Right Person: Recruitment
RECRUITMENT
• The process of attracting individuals in sufficient
numbers with the right skills and at appropriate
times to apply for open positions within the
organization.

4. Issues of Recruitment
• Alternatives to recruitment:
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Outsourcing.
Contingent labor.
Part-time employees.
Overtime.
• Costs of recruitment and selection:
– Replacing supervisory, technical and management
personnel can cost from 50 percent of salary to
several hundred percent of salary.

5. Internal Environment
• Nepotism: Hiring relatives.
– Does your organization have a policy on nepotism?
– May be discriminatory.
– Must ensure individuals are not in supervisory positions
managing their own relatives.
– May create issues of favoritism.

6. External Environment
• Labor market conditions:
– Strong economy = difficulty hiring.
– Weak economy = too many applicants.

7. Discrimination Issues in Recruiting
• Civil Rights Act of 1964.
• Age Discrimination in Employment Act of
1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections
against discrimination.

8. Internal Recruitment
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Job Posting: The process of announcing job openings to employees.
– Job information must be made available to all
employees.
– Ensure minority workers and disadvantaged
individuals are aware of job opportunities.
– Employee cynicism occurs when there is not “equal”
opportunity for open positions.
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Employee Referrals:
– Some believe this is the route to the best employees.
– Can perpetuate discriminatory hiring practices.

9. External Recruitment
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Employment agencies.
Executive search firms.
In-house recruiters.
Local advertising:
– Newspaper.
– Multimedia.
Internships.
Job fairs.
College recruiting.
Walk-in candidates.

10. Internet Recruiting
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Advantages:
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Inexpensive.
Quick and easy to post announcement.
Responses arrive faster and in greater quantity.
Will generate a wider range of applicants.
Applicants can be screened by computer.
Some selection tests can be administered by computer.
Automated applicant tracking.
Disadvantages:
– Ease of submission will result in a lot of applicants, many
whom are not qualified.
– May take more HR time to sort through the greater
quantity of applicants.

11. Recruitment for Diversity
• An ethnically diverse workforce enhances
creativity and may facilitate expansion into
global markets.
• Recruiting must generate applicants from a
wide variety of individuals.
• Train recruiters to use objective standards.
• Include pictures of minority and disabled
employees on recruitment flyers.
• Make sure ads and interviews are bi-lingual.

12. HR Dilemma: Employee Referrals
An organization starts an employee referral
program to find employees for its assembly
plant. The program is very effective, but no
candidates from protected groups are referred or
hired.
1. Could the organization be guilty of
discrimination?
2. Should the organization abandon its referral
program?

13. The Employment Application
• Applications must include:
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Applicant information.
Applicant signature certifying validity of information.
Statement of employment at will, if permitted.
Permission from the applicant for reference check.
• Avoid the following:
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Discriminatory information.
Citizenship and Social Security data.
Information on past use of FMLA, ADA or Workers’ Compensation.
Disability information.
Past salary levels.
Birth date or education dates.
Driver’s license information, unless driving is a job requirement.

14. Screening Interview
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Usually conducted by telephone.
Not done in all organizations.
A few straight-forward questions.
Can eliminate those less qualified early in the
selection process.

15. Selection Tests
• SELECTION TEST: Any instrument that is used to make a
decision about a potential employee.
• STANDARDIZATION: Uniformity of procedures and
conditions related to administering tests.
• RELIABILITY: The extent to which a selection test
provides consistent results.
• VALIDITY: The extent to which a test measures what it
claims to measure. Do higher test scores relate to
higher success on the job?

16. Kinds of Selection Tests
• Cognitive aptitude tests measure reasoning, vocabulary, verbal and
numeric skills.
• Job knowledge tests measure knowledge regarding a particular job.
• Work sample tests allow candidates to demonstrate how they
would work on the job.
• Psychomotor abilities tests assess the skill level of tasks required on
the job.
• Personality tests assess traits and personal characteristics. They are
used to determine if the applicant is the right fit for the
organization.
• Vocational interests tests identify occupations in which the
candidate is most interested.
• Honesty and integrity tests try to measure a candidate’s
truthfulness .

17. Interviewing Candidates
• Team or individual interviewer?
• Structured or patterned interview:
– Pre-set questions asked of all candidates.
• Nondirective interview:
– Minimum of questions, not planned in advance.
– Open-ended questions; interviewer follows the candidate’s
lead.
• Situational and problem-solving interview:
– Candidate describes how he or she would solve a problem.
• Behavioral interview:
– Candidate describes how he or she responded to a specific
situation.

18. Background Verification and Reference
Checks
• The importance of checking:
– 40 percent of applicants lie about work histories and
educational backgrounds.
– 20 percent of applicants falsify credentials and licenses.
– 30 percent of applicants make misrepresentations on their
resumes.

19. Legal Liability
• DEFAMATION: The act of harming the
reputation of another by making a false
statement to a third party.
• NEGLIGENCE: The failure to exercise the
standard of care that a reasonably prudent
person would have exercised in the same
situation.

20. Legal Liability - Negligence
• NEGLIGENT REFERRAL: The legal risk incurred
when a past employer fails to warn a potential
employer of the inherent danger presented by a
former employee.
• NEGLIGENT HIRING: The liability incurred when
failing to conduct a reasonable investigation of an
applicant’s background and then assigns a
potentially dangerous person to a position where
he or she can inflict harm.

21. The Job Offer
• Making the job offer:
– May be done by phone, letter or in person.
– Make arrangements for further conditions:
• Physical exam and drug screen.
– Discuss salary and benefits:
• Avoid quoting an annual salary.
– Realistic job preview,
– Verify employment eligibility:
• I-9 form.

22. HR Dilemma: I-9 Verification
A landscaping company requires all legal aliens to provide
a permanent resident card at the point of hire. The
company hires a worker and verifies that his
permanent resident card is legal. Two weeks after
starting the job, the company and the employee fill
out the I-9 form for the employer’s files.
1. Is the company in violation of the Immigration Reform
and Control Act?
2. What changes in procedures would you suggest to the
company?

23. Evaluating the Recruitment and
Selection Process
• Cost:
– Did you stay within your recruitment budget?
• Time:
– How long did it take you to fill the position?
• Quality:
– Were your applicants well qualified for the job?
• Longevity:
– What about turnover? Do your new hires stay for
the long term?

24. CONGRATULATIONS!
You have a new employee!
Find your employee with us visit
www.sanvelsinfo.com
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