1. Employee recruitment & selection
CHAPTER 6
Employee recruitment & selection 1

2. Chapter outcomes
Identify different ways that labour markets can be identified and approached
Discuss the advantages and disadvantages of internal versus external recruiting
Identify internal and external methods of recruiting
List and discuss a number of hiring alternatives
Explain the HR department's role in the selection process 2

3. Chapter outcomes (continued)
Diagram and discuss the sequence of a typical selection process
Discuss several types of selection interviews and some key considerations when conducting these interviews
Discuss the merits of references
Describe the various decision strategies for selection
Explain how legal concerns impact on both recruitment and selection 3

4. Definitions
Recruitment – the process of acquiring applicants who are available and qualified to fill positions in organisations
Selection – the process of choosing from a group of applicants the individual best suited for a particular position 4

5. Linking the role of recruitment and selection
External labour market
Recruitment activities
Organisation’s need for additional labour
Selection activities 5

6. Satisfactory pool of recruits Job openings identified
The recruitment process
Internal sources
Internal methods
HRP
JA info
Environment
AA & EE
Job requirements
Satisfactory pool of recruits
Job openings identified
External sources
External methods
Manager’s comments
Specific requests 6

7. Recruitment strategies in a diverse workforce
Non-traditional recruitment strategies:
Disadvantaged training programmes
Learnerships/apprenticeships and mentoring programmes
Career exhibitions
Telerecruiting
Diversity data banks 7

8. Labour markets information
Labour market sources
Part-time employees
Underemployed individuals
Pirating
Operation of the labour market 8

9. Recruitment sources Internal sources
(Also discuss employee relocation, glass ceiling)
External sources
(also discuss Peter Principle) 9

10. Advantages Internal recruitment  Morale Knowledge of records
Chain effect of promotion
Need to hire at entry level
Usually faster, less expensive
External recruitment
Applicant pool is bigger
New ideas, contact
 Internal infighting
Minimises Peter Principle 10

11. Disadvantages Internal recruitment Unhealthy competition Inbreeding
Morale problem for those not promoted
Strong management development programme needed
External recruitment
Destroy incentive of employees to strive for promotion
Individual’s ability to fit in is unknown
Increased adjustment problem 11

12. Methods of recruitment
External methods
Direct applications
Employee referrals
University campus recruiting
Private employment agencies
Advertising
Direct mail
Radio, TV & the Internet 12

13. Methods of recruitment
External methods
Direct applications
Employee referrals
University campus recruiting
Private employment agencies
Advertising
Direct mail
Radio, TV & the Internet 13

14. Hiring alternatives Assigning overtime Temporary help
Leasing employees 14

15. Recruitment and the law
LRA 66 of 1995
BCEA 75 of 1997
EEA 55 of 1998 (amended) 15

16. Selection An HR responsibility Selection and the law Selection process16

17. Selection instruments
Framework for selection
Selection instruments
Job specification
Job success criterion
Job design
Organisational goals

18. Pre-employment testing
Steps in the selection process
Comply?
Initial screening
Yes/No
Application blank
Yes/No
Pre-employment testing
Yes/No
Reject
Interviews
Yes/No
Job offer
Reference checks
Yes/No
Medical examination
Yes/No

19. Initial screening (step 1)
Removing obviously unqualified/undesired applicants
Critical job specifications or requirements of EEA
CV red flags
CV tracking system 19

20. Application blank (step 2)
Information obtained is compared to JS to determine if there is a potential match
Weighted application blank
CV method
Uses of application blank 20

21. Pre-employment testing (step 3)
Reliability of a test refers to consistency of measurement, usually across time but also across different raters
Validity is the extent to which scores on a test or interview correspond to actual job performance 21

22. Pre-employment testing (continued)
Employment Equity Act Section 8 of Chapter II
Managerial selection devices
Assessment centres 22

23. Interviews (step 4) Purpose of the interview:
Does the applicant have the ability to perform the job?
Will the applicant be motivated to be successful?
Will the applicant match the needs of the organisation? 23

24. Interviews (continued)
Reliability & validity of interviews
Problems with interview
Structured & objective process
Effective interviewing:
Setting
Documentation
Standardisation
Scoring
Reviewing specifications
Reviewing the application blank
Training the interviewer
Job-related questions 24

25. Interviews (continued)
Types of interviews
One-on-One
Panel
Structured interview (directive/patterned)
Unstructured (not advisable)
Realistic job preview 25

26. Reference checks (step 5)
Methods (personal visits, telephonic, mail)
Telephone – advantages:
Immediate clarification
More information
Relatively little expense
Additional areas
A structured form 26

27. Reference checks (continued)
Personal references
Verify data received on application blank
Evaluate the quality of the personal recommendation
Determine how well the person knows the applicant
Previous employers 27

28. Medical examination (step 6)
After job offer has been made
Contingent to passing the medical examination
EEA Section 7(1) and (2) & Section 50(4)
Can test if it can be justified 28

29. The selection decision
Compensatory selection – all applicants who pass the initial screening will be tested, interviewed etc
Multiple hurdles selection – applicant needs to pass each hurdle (step) 29

30. Record keeping
EEA
LRA
Keep complete set of records of the recruitment and selection process
Proof of non-discrimination
Keep documents such as advertisements, contract with employment agencies etc 30

31. Summary
Recruitment requires the HR specialist to acquire a pool of available and qualified applicants. The recruiters can tap a variety of sources, including current employees, part-time workers, the unemployed and employees of other organisations who feel they are underemployed.
Job-posting programmes are widely used to recruit applicants for positions. New voic and electronic-mail systems offer several advantages over traditional bulletin boards.
Effective recruitment advertising has increased because of the use of common marketing research tools. The need for advertising has increased because of dual-career couples and a general unwillingness to relocate on the part of professional and technical employees.
Current employees are the most common source of applicants for higher-level positions. They offer the organisation several advantages over external applicants and give all employees the incentive of knowing that they may be promoted as a reward for hard work.

32. Summary
Overtime, temporary help and leasing are alternative sources of additional labour. Depending on the number of hours and skills needed, these recruitment sources may be more desirable than hiring permanent employees.
University/school campus recruitment has become more competitive and employers more sophisticated in their methods. A poor economy should signal to students the need to sue innovative job leads.
Pre-employment tests can be effective tools in the selection process. If carefully selected, validated and monitored, they can help select applicants who will match the position's requirements.
Reference checking has increased in use but has been subjected to legal challenges. Employers can legally provide factual and accurate information, but they should be able to verify any job-related information they release.