Recruitment and Selection

Recruitment

It is the process of identifying, screening, shortlisting, and hiring potential human resources to fill positions within organizations.

Selection

It is the process of picking or choosing the right candidate suitable for the job and eliminating those unsuitable.

Internal Factors

It includes the following: (1) Size of the Organization, (2) Recruitment Policy, (3) Image of the Organization, and (4) Image of the Job.

External Factors

It includes the following: (1) Demographic Factors, (2) Labor Market, (3) Unemployment Rate, (4) Labor Law, (5) Legal Consideration, (6) Equal Opportunity, and (7) Competitor.

Job Posting

It is the practice of publicizing and displaying advertisements of an open job found mostly on the internet, newspapers, notices, and bulletin boards that lists essential details like qualifications, responsibilities, supervisor, schedule, and pay.

Job Vacancy

It is the first step when vacancy arises within the organization and filled with capable employees.

Candidate Screening

It narrows the field to spend more time with candidates for formal interviews.

Employee Evaluation

It monitors employee performance.

Promotion

Advances employees to higher positions by evaluating their job performance and achievements.

Transfer

Moves employees from one job to another within the organization without changing their designation or responsibilities.

Former Employee Recruitment

Rehires ex-employees based on their current needs and availability of relevant positions.

Internal Advertisement

Displays job openings within the organization to invite current employees to apply.

Employee Referral

Encourages current employees to recommend potential candidates.

Previous Applicants

Reviews resumes and applications of past candidates from the recruitment database for current openings.

Advertisement

Publishes job vacancies through newspapers, websites, or social media to reach a wide audience.

Direct Recruitment

Attracts candidates by placing vacancy notices on organizational bulletin boards or notice boards.

Employee Exchange

Requires organizations to submit job openings to government-run employment officers for matching with job seekers.

Employment Agency

Uses private, public, or government-run agencies to find suitable candidates for different job levels.

Professional Association

Assists in recruiting mid-level to top-level professionals by connecting with networks of skilled individuals.

Campus Recruitment

Engages with colleges and universities to recruit fresh graduates through placement drives or career fairs.

Word-of-Mouth Advertising

Spreads information about job openings informally through personal networks and employee communication.

Informal Recruitment

Discovers potential candidates through unplanned encounters.

Internet Recruitment

Posts job ads on websites and job boards. Hosts virtual job fairs for interactive engagement (booths, chats, resumes).

Recruitment Software (Applicant Tracking Systems or ATS)

Collects and organizes applicant data and generates reports that automates the applicant management process.

Recruitment Process Outsource

Handles some or all recruitment functions for a company with monthly fees based on recruiting volume.

On-Demand Recruiting Services

Hires recruiters on a per-project or hourly basis with pays based on time, not hires made.

Outsourcing

Outsources services previously done in-house to local vendors.

Offshoring

Relocates services to vendors abroad.

AIDA

It stands for the following: Attention, Interest, Desire, Action.

Recruitment Process

It is a step-by-step process that outlines the following: (1) Vacancy, (2) Posting, (3) Screening, (4) Interviewing, (5) Hiring, and (6) Training.

Workforce Planning

It is the process of deciding what positions in the firm to be filled and how to fill them.

Succession Planning

It is the process of filling up executive jobs by identifying, assessing, and developing future organizational leaders systematically to enhance long-term performance.

Personnel Needs

Estimates the future number and types of employees the company will need.

Supply of Inside Candidates

Identifies current employees who may be promoted, transferred, or retained to fill future roles.

Supply of Outside Candidates

Assesses the availability of talent in the external job market to fill open positions.

Need-Supply Gap

It reveals the difference between what the company needs and what is currently available.

Short-Term Demand

It looks at daily, weekly, and seasonal trends; and checks holiday sales, busy weeks, and daily business patterns.

Long-Term Demand

It is based on talking to customers, reading industry, and checking economic forecasts; and helps prepare for future changes, even if predictions are not exact

Trend Analysis

It is the study of the company’s past employment needs over a period of years to predict future needs.

Ratio Analysis

It is a forecast technique that uses historical ratio between a causal factor (sales value) and employees to predict staffing needs.

Scatter Plot

It is a graphical method that shows the relationship between two variables to help forecast needs; and a clear relationship evident if the plotted points form a straight line.

Personnel Replacement Chart

It includes company records showing present performance and promotability of inside candidates for the most important positions.

Position Replacement Card

It includes a card for each position showing possible replacements, as well as present performance, promotion potential, and training.

Markov Analysis

It forecasts internal candidate availability using probabilities; and creates a transition matrix showing the likelihood that employees will move up, stay, or leave.

Workforce Availability

It evaluates if the external labor market has enough qualified individuals.

Unemployment Rate

It is the study local or industry-specific unemployment data to gauge the ease of hiring.

Predictive Workforce Monitoring

It is the continuous planning of how projected employee shortfalls can be filled with the current recruitment or employee retention plans.

Recruitment Yield Pyramid

It gauges staffing efficiency using historical ratios between:

Leads → Invitees

Invitees → Interviews

Interviews → Offers Made

Offers Made → Offers Accepted

Qualifications Skills Inventories

It tracks employees’ skills, qualifications, and experience; and identifies who among existing staff is fit for specific vacancies.

KSAO

It stands for the following: Knowledge, Skills, Abilities, and Other Characteristics.

Reliability

It is the consistency of a test in measuring what it is intended to measure.

Test

It is when a sample of a person’s behavior used to assess traits or skills.

Test-Retest

Administers the same test twice to the same group at different times and correlate scores.

Alternate Forms

Administers two equivalent versions of a test and compares results.

Internal Consistency/Internal Comparison

Compares responses from multiple items within the same test measuring the same construct.

Reliability Estimate

It indicates the degree of correlation between two measures.

Validity

It is the extent to which a test measures what it claims to measure.

Test Validity

It is the correctness of inferences made from test scores and reflects how job-related the test is.

Criterion-Related

Correlates test scores (predictor) with actual job performance (criterion).

Content

Test items represent key job tasks; developed with help from subject matter experts (SMEs).

Construct

Measures a theoretical trait (construct) relevant to job success (e.g., honesty for cashiers).

Concurrent

Tests current employees and compare with current performance.

Predictive

Tests applicants pre-hiring, then measures job performance later.

Validity Generalization

It is the extent to which test validity can be applied across different settings with revalidation.

Utility Analysis

It measures how much a selection tool improves the quality of hires.

General Intelligence Tests (Intelligence Quotient)

Assess memory, vocabulary, verbal fluency, and numerical ability.

Specific Cognitive Tests (Aptitude)

Measure job-related aptitudes.

Motor Abilities

Finger dexterity, manual dexterity, and reaction time.

Physical Abilities

Strength, coordination, and stamina.

NEO Personality Inventory

Assesses the Big Five Personality Traits or OCEAN.

OCEAN

It stands for the following: Openness, Conscientiousness, Extroversion, Agreeableness, and Neuroticism.

Projective Test

Reveals inner thoughts using ambiguous stimuli.

Self-Report Inventories

Filled out by the applicants themselves.

Interest Inventories

Matches applicant’s interests with job types; and good interest-job fit predicts performance and retention.

Achievement Tests

Measures job knowledge and what the applicant knows or has learned.

Work Samples

Evaluates job performance using real or simulated tasks.

Situational Judgement Tests (SJT)

Measures decision-making and judgment in workplace scenarios.

Management Assessment Centers

Evaluates management potentials through multi-day simulations.

In-Basket Exercises

Leaderless Group Discussions

Management Games

Oral Presentations

Situational Testing

Situational Testing

Realistic job scenarios where applicants must choose responses.

Video-Based Situational Testing

Video format uses multimedia simulations with multiple-choice questions.

Miniature Job Training and Evaluation

Trains applicants in job tasks and evaluate performance before hiring.

Realistic Job Previews

Provides honest, clear job expectations and conditions, such as work schedules and job demands to help candidates self-assess fit.

Internal Recruitment

It includes promoting or transferring current employees.

External Recruitment

It includes advertising to attract outside applicants.

Induction

It helps new hires adjust and feel welcome.

Training

It builds job-related knowledge and company awareness.