2. THE RECRUITMENT AND SELECTION
PROCESS
The stages of recruitment and selection are:
1. Defining requirements
Recruitment
2. Attracting candidates
3. Sifting applications – Short-listing
4. Interviewing – Preliminary, Final
5. Testing
6. Assessing candidates
7. Obtaining references
8. Checking applications
9. Offering employment
10.Following up
Min Khaung ( EMPA - 8 )
Selection
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3. SELECTION
• Selection is the Process of choosing from a
group of applicants those individuals best suited
for a particular position and organization.
• Brick Recruitment
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Min Khaung ( EMPA - 8 )
4. FACTORS AFFECTING SELECTION
PROCESS
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Other HR Functions
Legal Consideration
Speed of Decision Making.
Organizational Hierarchy
Applicant Pool ( Selection Ratio )
Type of Organization
Probationary Period
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Min Khaung ( EMPA - 8 )
5. SELECTION PROCESS
1. Sifting applications – Short-listing
2. Interviewing – Preliminary, Final
3. Testing
4. Assessing candidates
5. Obtaining references
6. Checking applications
7. Offering employment
8. Following up
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Min Khaung ( EMPA - 8 )
6. SIFTING APPLICATIONS – SHORT-LISTING
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Based on Job Description
Based on Job Specification
Selection Ratio
Time Factors
Applicant Pools
Types of Organization
Hierarchy
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Min Khaung ( EMPA - 8 )
8. PREPARING FOR THE INTERVIEW
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Check person specification.
Decide on approach to interview and timing.
Study candidate’s application.
Prepare general questions.
Prepare specific questions.
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Min Khaung ( EMPA - 8 )
9. TYPES OF INTERVIEW
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STRUCTURED
INTERVIEW
Situational Questions
Job- Knowledge Question
Job-Sample Simulation
Question
Worker Requirement
Questions;
Behavioral Interview –
Relating previous
experience with new job
UN-STRUCTURED
INTERVIEW
• Take more Time
• Questions are not
prearranged,
• Allowing for spontaneity
and for questions to
develop during the course
of the interview.
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Min Khaung ( EMPA - 8 )
12. SELECTION INTERVIEWING:
OVERALL APPROACH
• Content – ensure you cover all the areas you
need to explore.
• Contact – ensure you establish a relationship
(rapport) that will encourage the candidate to
respond to your questions.
• Control – maintain control over the interview,
don’t let the candidate digress, and keep to time.
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Min Khaung ( EMPA - 8 )
13. SELECTION INTERVIEWING:
CONTENT
• Start (5%): put candidate at ease, provide
information about job and company (not too
much).
• Middle (80%+): ask questions to get information
on candidate’s capabilities, qualifications and
experience and to assess personality.
• End (up to 15%): give candidates chance to ask
questions, provide more data, inform of next
step.
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Min Khaung ( EMPA - 8 )
16. ASKING QUESTIONS
• Open questions ( to encourage a full Response )
• Probing questions (to get further details )
• Closed questions (to clarify a point of fact )
• Hypothetical questions (to put a situation to
candidates and ask them how they would respond )
• Behavioral event questions (to get candidates to tell
you how they would behave in situations that have been
identified as critical to successful job performance )
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Min Khaung ( EMPA - 8 )
17. ASKING QUESTIONS
• Capability questions (to establish what candidates
know, the skills they possess )
• Questions about motivation (The degree to which
candidates are motivated )
• Continuity questions (to keep the flow going in an
interview )
• Play-back questions (test your understanding )
• Career questions (insight into motivation as well as
establishing how they have progressed )
• Focused work questions (more about particular
aspects of the candi-date’s work history,)
• Questions about outside interests (can give some
insight into how well motivated)
Min Khaung ( EMPA - 8 )
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18. QUESTIONS TO BE AVOIDED
• Who is going to look after the children?
• Are you planning to have any more children?
• Would it worry you being a member of an ethnic
minority here?
• With your disability, do you think you can cope
with the job?
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Min Khaung ( EMPA - 8 )
19. INTERVIEWING – COMMON MISTAKES
• the ‘halo effect’.
• the ‘horns effect’.
• Not weighing the balance between favorable and
unfavorable information.
• Coming to firm conclusions on inadequate evidence.
• Making snap or hurried judgments.
• Making prejudiced judgments.
• Interviewer Domination
Min Khaung ( EMPA - 8 )
20. INTERVIEWING – COMMON MISTAKES
• Inappropriate Question
• Inconsistent Question
• Central Tendency
• Contrast Effect
• Lack of Training
• Nonverbal Communication
Min Khaung ( EMPA - 8 )
21. SELECTION TESTS
Selection tests are used to provide valid and
reliable evidence of levels of abilities,
intelligence, personality characteristics,
aptitudes and attainments
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Min Khaung ( EMPA - 8 )
22. TYPE OF SELECTION TEST
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Psychometric Test ( IQ, EQ )
Cognitive Aptitude Test
Job-Knowledge Test
Work-Sample Test
Vocational Interest Test
Personality Test
Substance Abuse Test
General Test
Graphoanalysis
Internet Testing
Assessment Center
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23. ASSESSMENT CENTER
• Focus of the centre is on behavior
• One-to-one role-plays and group exercises
• Interviews and tests will be used in addition to
group exercises.
• Several candidates or participants are assessed
together to allow interaction
• Several assessors or observers are used in
order to increase the objectivity of assessments.
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24. ASSESSING CANDIDATES
• Refer to key points in person specification
and mark candidate as appropriate:
• exceeds specification;
• fully meets specification;
• just meets the minimum specification;
• does not meet the minimum specification.
Min Khaung ( EMPA - 8 )
25. OBTAINING REFERENCES
• Written References
• Telephone References
– What was the period of employment?
– What was the job title?
– What work was carried out?
– What was the rate of pay or salary?
– How many days’ absence over the last 12 months?
– Would you re-employ (if not, why not)?
– What was the reason of leaving, resigning?
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Min Khaung ( EMPA - 8 )
27. SELECTION DECISION
• An organization obtains and evaluates information
about the finalists in a job selection process
• Notification of Candidates
• Management should notify successful and
unsuccessful candidates of selection decision as soon
as possible.
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