Module 2: Recruitment, Selection, and Socialization

Recruitment, Selection, and Socialization Process

1. HR/Workforce Planning

2. Employee Requisition

3. Recruitment and Referral

4. Selection and Selection Decision

5. Job Offer and Applicant’s Acceptance

6. Placement and Start Date

7. Onboarding/Orientation

Workforce Planning

• Assessing future business needs and deciding on the number and types of people required

• Diagnosing Strategic Capability talent gap → Allocating Human resources to minimize strategic gaps → Creating the Workforce Planning Agenda
  

Recruitment

• The process by which organizations attract qualified applicants

• Involves activities to influence on the number and/or types of applicants who apply for a position and affect whether a job offer is accepted

• Two-way process

  • Organization looks at competencies, job fit, org fit, 

  • Applicants look at stability, competitiveness, org culture

Sources for Recruitment

Internal and External

Internal Recruitment

• Attracting and identifying talents from within the organization

• Internal job posting, career planning and development, skills inventory

• Benefits: employee is already trusted, costs less, easier process of recruitment, fosters company loyalty

External Recruitment

• Attracting and identifying talent from outside the organization

• Walk-ins, ads, referrals, social media, websites, schools, job fairs, searching through employment and executive search firms

• Benefits: fresh perspective, fill in missing skills, fresh grads

Employee Selection

• Process of choosing from a pool of qualified applicants

• Benefits of proper selection

  • Hiring people who are both skilled and motivated to perform their duties

  • Reduce post-hiring expenses

  • Lower turn-over: saves time, money, and effort

Realistic Job Preview

An accurate description of work tasks, responsibilities, and context; an accurate presentation of the prospective job and organization is made to the applicant

Selection Process

1. Job Analysis

2. Determine Required Competencies

3. Find Methods to Assess Competencies

4. Resume Screening by HR

5. Assessments by HR

6. Supervisory/Panel Interview

7. Background Investigation

8. Job Offer

9. Medical Tests

Job Description

• A detailed accounting of:

  • tasks, procedures, and responsibilities require

  • Work context

  • Machines, tools, and equipment used to perform the job

  • The job output or performance standards

Job Specification

• Provides information about the human characteristics required to perform a job, which can be used in recruitment (seen in job ads

  • Physical and personal characteristics

  • Work experience

  • Education

Competencies

• Knowledge, skills, and abilities needed by the organization/ individuals to effectively do their tasks

• Job/Role, Leadership, Foundational

• Observed skill or ability to complete a managerial task successfully

Job/Role/Functional Competencies

• What individuals must demonstrate to be effective in a job or role

• Applicable to members of a particular job group

Leadership competencies

• Applicable to officers of an organization

Foundational/Core competencies

• Apply to all the members in the organization

• Aligned to VMV of the organization

Assessment Methods

Written Materials, Assessment Centers, Psychological Testing, Selection Interviews, Reference Checks

Written Materials

• Application Forms

  • Usually ask info about education, work history, skills, health, references

  • Information is objective and verifiable

• Curriculum vitae

• Resume

• Bio-data

• Biographical information

Assessment Centers

Series of simulation exercises performed by applicants to gauge competencies, while being observed by trained assessors

Psychological Testing

• The use of an objective and standardized measure of a sample behavior

• Used for selection and placement

• validity, reliability, standardization

Selection Interviews

• Formal in-depth conversation conducted to evaluate the candidate’s ability to do well in key areas critical to successful job performance

• Based on identified competencies

• Establishes whether a candidate is suitable for the job and ensures the candidate has a clear understanding of the job

Structured Interview

questions are consistent across all candidates

Unstructured Interview

questions differ dependent on the candidate

Situational Interview

candidates are presented with a problem situation, and they are asked how they would respond to it

Serial Interview

• A series of one-on-one interviews, back-to-back, with different interviewers.

• e.g. You first meet the HR officer, then the team supervisor, then the department head

Reference Checks

Involves collecting information from previous employers/associates

Multiple cutoff model

• minimum cutoff score on each screening method

• must pass all

Multiple hurdle model

• acceptance or rejection decisions be made at each of several stages in the screening process

• eliminate some at each stage

Socialization

The process by which an individual makes the transition from outsider to organizational member