Human Resource Management Recruitment and SelectionMc.docx

Human Resource Management
Recruitment and Selection
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-
Hill Companies, Inc. All rights reserved.
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Learning Objectives
• Discuss how to align company’s strategic direction with its
HR
planning.
� Maintaining competitive advantage with your human

resources
• Describe various recruitment policies to make job vacancies
more
attractive.
� Examine how to attract candidates
� Analyze various recruitment methods to source job applicants
• List various sources from which job applicants can be drawn,
their
advantages, disadvantages and evaluation methods.
• Determine effective selection criteria for the best candidates
� Steps in the selection process
� The interview
� Making the final decision
• Explain the needs and expectation of GEN Y in the workplace.
5-2
Effectiveness + Efficiency
= Successful
Organizational Performance
A measure of how efficiently and
effectively managers are using
organizational resources to satisfy
customers and achieve goals.
3
Effectiveness

A measure of the suitability
of the goals an organization
is pursuing and the degree to
which they are achieved.
Efficiency
A measure of how
productively resources
(including human resources)
are used to achieve a goal.
Organizational Performance
© Copyright McGraw-Hill. All rights
reserved
What is Recruitment?
• The process of finding and
attracting qualified
candidates to apply for
employment
• Recruitment is the
responsibility of the HR
department
• Recruiting new staff with the
skills and abilities that your
organization will need in the
future is essential
Source, Google image search:
https://www.linkedin.com/pulse/you-making-right-recr

uiter-call-nikhil-saha
Recruiting Methods
The key is to build your candidate pool
before you need it
Recruitment Sources
Internal Sources
faster, cheaper,
can be more
certainty
External Sources
new ideas &
approaches
Direct Applicants
& Referrals
Self-selection, low cost
Newspaper
Advertising -
large volume, low quality
recruits
Electronic
Recruiting

Internet/Social
Media
Public & Private
Employment
Agencies -
headhunters can be
expensive
Colleges &
Universities
campus placement
services
JOBSJO
BS
5-6
Recruitment Methods
• Develop and hire internally - Provide promotional
opportunities for
employees - boosts morale and contributions
• Incentivize your employees for referrals
• Have an active social media presence – post about good things
happening at your company
– Include a Careers page on company website – be known as a
great

employer
• Use social media networking platforms
– LinkedIn, Facebook (Food & Wine Career Industry Navigator
Toronto)…
– Campus recruitment - develop important relationships with
schools -
career fairs, develop apprenticeships and internship programs
• Use a recruiting agency/”headhunter” that understands your
HR needs
and the labour market
• Able to acquire skills and
knowledge that may not be
available within company
• Newer ideas and ways of
solving problems may
emerge
• Usually more expensive to
train
• Employee is familiar
with the organization
• Lower recruitment costs
• Employee is “known,”
thereby increasing
ability to predict

success
• Improves employee
morale & motivation
INTERNAL RECRUITING
Recruiting
EXTERNAL RECRUITING
Campus Recruitment
• Career Fairs
• Guest Lectures/Demos
• Information Sessions
• Networking Receptions
• Social Media
• Scholarships
• Externships
• Apprenticeships
#Millenials
Gen. Y vs. Gen. X
• Millenials/Gen Y: the
generation of people
born between 1981 to
1996

• It comes after
Generation X — those
people between
1961-1980
McGraw-Hill/Irwin ©2012 The
McGraw-Hill Companies, All Rights
Reserved
Generation Y Characteristics
• Largest generation in history
• Most educated generation in
western history
• Tech savvy
• Global citizens - nomadic
• Entrepreneurial
• Progressive
• Embrace diversity
• Communicators
• Impatient: expect instant
gratification,
instant answers and services
Image credit:
http://luckyattitude.co.uk/wp-
content/uploads/2015/05/millennials-char
acteristics.jpg
http://www.google.ca/url?sa=i&source=images&cd=&cad=rja&
uact=8&docid=iMJIDYFqeNA4dM&tbnid=VIybeebIvH2UQM&

ved=0CAgQjRw&url=http://blog.ortegra.com/social-
media/target-audience-how-to-talk-to-generation-
y/&ei=5nkfVOK2O9OiyAS-2YDgBQ&psig=AFQjCNF-
QEQdI_kV_hUYqnxP0IgIww-uEg&ust=1411435367074648
What do Millenials
Want at Work?
The same thing as everyone else!
“Conventional wisdom holds that Millennials are entitled, easily
distracted, impatient,
self-absorbed, lazy, and unlikely to stay in any job for long. On
the positive side, they’re
also looking for purpose, feedback, and personal life balance in
their work. A growing
body of evidence suggests that employees of all ages are much
more alike than different
in their attitudes and values at work. To the extent that any gaps
do exist, they amount to
small differences that have always existed between younger and
older workers
throughout history and have little to do with the Millennial
generation per se. Looking at
the importance of six traits in a potential employer — ethics,
environmental practices,
work-life balance, profitability, diversity and reputation for
hiring the best and brightest —
CNBC found that Millennial preferences are just about the same
as the broader population
on all six.”
https://hbr.org/2016/04/what-do-millennials-really-want-at-
work

How to Recruit Millenials
Update your technology:
Engage in social media
Have a mobile friendly site
Video screening interviews - Youtube and video resume/profiles
are the
way of the future
Emphasize company culture - be a good corporate citizen, offer
work/life balance, have transparent goals
Highlight your perks:
Flexible schedule
Desirable benefits and clear paths to advancement opportunities
Make it easy for them to learn more about you and your work
environment.
Hospitality Recruiters
• Lecours Wolfson
http://www.lecourswolfson.com/wp/
• Profile Hospitality Group
http://profilehospitalitygroup.com/
http://www.lecourswolfson.com/wp/
http://profilehospitalitygroup.com/
Career Websites

• http://gbcareers.georgebrown.ca/home.htm
• http://www.hcareers.ca/
• http://www.hospitalityjobs.ca
• http://www.monster.ca/
• http://www.eluta.ca/
• http://toronto.en.craigslist.ca/
• http://www.indeed.ca
http://gbcareers.georgebrown.ca/home.htm
http://www.hcareers.ca/
http://www.hospitalityjobs.ca/
http://www.monster.ca/
http://www.eluta.ca/
http://toronto.en.craigslist.ca/
http://www.indeed.ca/
THE JOB DESCRIPTION
The Job Description
An effective job description is critical for every position and
performs several important functions:
• describes the skills and competencies needed to perform the
role
• defines where the job fits within the overall company
hierarchy
• It’s the basis for the employment contract
• a valuable performance management tool used to create a
success profile

Key Parts of Job Postings
• Job title
– accurately reflects the nature of the job and the duties being
performed
– reflects the reporting relationship to other jobs in the
company
– is free of gender or age implications
• Duties
• Skills and competencies
• Relationships
• Company overview
• Salary
Duties
• The job description contains a list
of the duties and responsibilities
associated with the role.
• Descriptions of duties should be
short in length and should be
outcome-based, containing an
action, an object and a purpose -
‘prepares all cold appetizers dinner
menu.’
• The list should be made up of
approximately 10-15 duties.

Image credit: Getty Images
Skills & Competencies Are Not the
Same Thing
Skills are activities that the
candidate can perform based on
what they have learned in the
past, or from qualifications they
already have.
A skill is the ability to give
effective presentations. A skill is
something that can be learned
through study and practice.
Competencies are the traits or
attributes you expect the
candidate to display in the role.
A competency, would be strong
communication, which is a
characteristic displayed by a
person
When hiring, strong
consideration is given to
competencies such as
leadership, teamwork,
flexibility, communication and
initiative.

Reporting
Relationships
• Reporting lines clarify the
responsibilities of the position by
showing who the candidate
reports to and who reports to
them.
• An organizational chart is a good
way to represent relationships in
a job description, with vertical
lines between boxes
demonstrating reporting lines
and horizontal lines showing
working relationships.
Image credit: https://www.123rf.com/profile_leremy
Kitchen Organizational Chart
Image Credit: http://louzado.com/img/restaurant-kitchen-
organizational-chart_0.bmp
Salary
A salary range should be included in the job description. It
should be competitive with similar positions in other
organizations and allow for variations according to education
and experience levels.

Image credit: http://www.bankofcanada.ca/banknotes/bank-note-
series/polymer/
Company Overview
• While a candidate should already know essential details
about the hiring company, it is still useful to provide a
description of the company.
• Include information about the company's mission, goals, key
leaders and its significance in the industry.
• For a job description, choose a style that conveys your
company's philosophy. The goal is to attract people who are
the right fit for the position and the company.
While it is ideal that a candidate would already know essential
details about the hiring company, it is helpful for potential
applicants to have a description of the company (as written by
the company) at hand. Include information about the company's
mission, goals, industry and headquarters location. Other useful
details could include the number of states and countries where
the company is present, number of employees, annual sales and
so on. While it is ideal that a candidate would already know
essential details about the hiring company, it is helpful for
potential applicants to have a description of the company (as
written by the company) at hand. Include information about the
company's mission, goals, industry and headquarters location.
Other useful details could include the number of states and
countries where the company is present, number of employees,
annual sales and so on.

Copyright © 2013 by The McGraw-Hill Companies, Inc.
All rights reserved.McGraw-Hill/Irwin
Selection
Watch
the video
Selection
Selection:
Placing candidates who are the
right fit for your company in the
right job at the right time.
The Selection Process
• Review of Application
• Care taken to ensure applicant is
qualified and meets legal requirements
• Set up phone interview
pre-screening
• Employment tests
– Personality/Aptitude
– Knowledge
– Performance
– Integrity

– Attitude
Review &
Screening
The Selection Process
Review &
screening
Employment references
– Discuss applicant’s work history
– References may not be candid,
especially with negative
information
Employment
tests
Interview
Verification of
references
Supervisors (not just HR managers)
involved to increase quality of the hiring
decision.
The Purpose of an Interview
• The goal is to determine whether

or not a candidate is a strong
match for the company and the
job.
• The goal is to hire the best
people possible always.
• The interview is a more in depth
assessment of a candidate's
qualities and experiences than
the application/resume
evaluation.
Reserved
• Allows the employee to understand
the job setting before the hiring
decision
• Observation shifts show candidate:
� Type of work
� Equipment
� Work environment/company culture
Steps in the Selection Process
Review &
screening
Employment
tests

Verification of
references
Employment
interview(s)
Realistic job
previews
Hiring decision Marks the end of the selection
process
Structured
Face-to-face interview:
• Interviewers are looking for dedication, teamwork,
leadership and who you are, your personal
characteristics. Use your STAR stories.
• Behaviourally-oriented/S.T.A.R.
• Behavioural description: past behaviour is the
best predictor of future behaviour
• Situational--attempts to assess applicant’s likely
future response to specific situations
Pre-screen:
Phone or
Video
• Verification of key details of resume and
candidate’s fit for position

• Rely on a predetermined checklist of questions
• Prerequisite to moving to formal interview
Types of Interviews
The STAR technique
The Interview Process
3. Information
exchange
1. Interviewer
preparation
2. Creation
of rapport
4. End Interview
Discuss next
steps
5. Evaluation
The Interview
• Conducting the
Perfect Job

Interview
Read the
article
https://www.linkedin.com/pulse/20140210135852-20017018-
conduct-the-perfect-job-interview-in-twelve-simple-steps
Interviewer Errors
• Arriving late and being unprepared
• Fail to define a success profile for position
• Fail to ask open-ended, accomplishment-oriented questions
– What do you consider to be the biggest accomplishments of
your life and
your career? Why?
• Not making candidate feel welcome
• Not using a scorecard or writing down what the candidate
actually
said:
– helps you to grade every candidate objectively against criteria
that are important
for the job
– Click on hyperlink to see example of Interview Scorecard
• Stereotypes
– Harbouring prejudice or hiring people like you or who make
you feel

comfortable
• Interviewer domination
– Let the candidate do most of the talking
https://images.sampletemplates.com/wp-
content/uploads/2015/11/09104030/Job-Interview-Score-Sheet-
Template.jpg
Reserved
Interviewee Errors
• Arriving late
• Dressing inappropriately
• Making a weak first impression
– Open posture, smile and firm handshake convey confidence
for a
great first impression
• Failing to research the position and company
• Having phone out during interview
• Talking too much/too little
• Badmouthing a former employer
• Failing to ask the interviewer questions
• Not updating your social media profiles
– Set social networking profiles to private, and display your
education and experience on your public (LinkedIn, etc.)

profiles
So, What Does Everyone Want at Work?
• Despite generation, race, or gender employees want the
same things from work.
• Companies that create environments in which employees
answer each of the four following questions with “Yes” are
those most likely to win and retain the best talent.
Next
slide
All employees consider the following when deciding whether to
join,
give their best effort or stay at an organization:
• Is this a winning organization I can be proud of?
Employees want to be proud of the organization they work for.
They want to work for a
successful, high-performing company and for leaders with a
blend of competence, integrity
and vision.
• Can I maximize my performance on the job?
Most employees want to be able to do a good job. That means
working in an environment
that will make the most of their skills and which provides the
resources, information,
authority and training necessary to be at their best.

• Are people treated well?
People want to work in an inclusive environment where they are
respected, valued and
treated fairly. They want their opinions to count, and they want
their contributions
recognized and rewarded both financially and psychologically.
• Is the work itself fulfilling and enjoyable?
Everyone wants to enjoy the work they do and the people with
whom they work. They also
want to derive a sense of meaning and purpose from what they
do every day.
Successful Interviewing by Jeff Hayden
Candidates selected for interviews should know exactly what to
expect: when they will interview, where they will interview,
who will be involved in the interviews… everything. Make sure
there are no surprises, no tricks, no uncertainties, and no loose
ends.
Remember, the first day on the job for the person you hire is the
first day you contact them. Be considerate, be thoughtful… be
awesome. If you’re not, the best candidate may decide your
company is not the right fit for her.
Spend twice the time on homework as you do on the interview.
Lots of people glance at a resume a couple minutes before the
interview. How will you ask intelligent questions and create
compelling conversations when you don't know a lot about each
person ahead of time?
Start with the resume and pretend you're the candidate. Your
first job was at ACME Industries. Hmm. What did I

accomplish? What projects did I work on? Why did I get
promoted? What does that say about my interests and my work
ethic?
Then look at "my" next job. Why did I leave my first job? What
does that say about my career path? What does that say about
my interests? What did I accomplish there that I didn't
accomplish at my first job?
Pretend you are the candidate and look beyond facts and
figures; read between the lines to get a sense of that individual's
interests, goals, successes, failures, etc.
Then do a quick survey of social media. (Don't feel bad; I
guarantee the candidate is checking you and your company out
the same way.) What are the candidate's interests? What does
she like to do in her spare time? Whom does she network with?
Your goal is to know as much about the candidate as you can,
not in some creepy stalker way but so you will be able to...
Make the interview a conversation, not an interrogation.
The best interviews are actually conversations... but you can't
have a conversation with someone you hardly know. Again, the
more you know about the candidate ahead of time the more you
can ask questions that give the candidate room for self-
analysis or introspection.
And once you ask a question, the key is to listen. Give the
conversation room to breathe. Often candidates will fill a silent
hole with additional examples, more detail, or a completely
different perspective on the question you asked.
That will allow you to ask thoughtful questions too -- and when
you do, candidates will open up and speak more freely because
they realize you're not just asking a list of questions. You're
actually engaged.

Always ask follow up questions.
The most revealing answers usually come from follow-up
questions. Listen to the initial answer, then ask why. Or when.
Or how a situation turned out. Or who actually did what. Or
what made a success difficult to achieve. Or what was
learned from a failure.
Follow-up questions take you past the canned responses and
into the details. That's a great place to go, because like the
devil, the true superstars show up in the details.
Spend as much time answering questions as you do asking.
Great candidates are evaluating you, your company, and
whether they really want to work for you. They'll ask questions.
Give them time to ask. Answer thoughtfully. Be open and
candid. But never sell. Trust that great candidates will
recognize a great fit and a great opportunity.
Describe the next steps.
At the end of the interview always describe the rest of the
process. Explain what you will do and when you plan to do it.
Few things are worse than having no idea what, when, or if
something happens next. Don't force the interviewee to ask. Tell
them.
Provide closure -- every time.
Failing to follow up is incredibly rude, especially to people who
pay your business the highest compliment of all by saying they
would like to work with you (and therefore spend more time
with you than they do with their families.) And if common
courtesy isn't incentive enough, there's a business reason, too: if
you don’t provide closure people won't complain to you... but
they will complain about you and your company.

This principle should apply to every person who applies for a
job, regardless of whether or not they were interviewed or even
seriously considered for an interview. Before you post an
opening, always decide how you will close the loop with every
person who responds. Every one.
Sense-check with bystanders.
Interviewees give you their best: They're up, engaged, and
switched on. But how do they act when they aren't trying to
impress you? What candidates do while they're waiting in your
lobby can tell you a lot. Find out how they treated the
receptionist. Find out what they did while they waited. Ask if
there were any chance encounters with other employees.
Contact references.
But don't just contact the references the candidate provides;
after all, that's a handpicked list. Check out the people in the
candidate's network; chances are you know someone who knows
someone who knows the candidate and can speak to her
experience, skills, attitude, etc. You have a network. Use it. A
terrible candidate may wish you hadn't stuck to her list of
references... but a great candidate never will.
Conduct one more interview.
Even if you think you're sure, give yourself one more chance to
be absolutely positive that you're making the right decision.
Hold another interview. Or take the candidate out for dinner. Or
go to a ballgame or play a round of golf. If you have any doubt
at all, however small -- or even if you don't -- take that one
extra step to be sure. Don't worry: Great candidates won't mind
an opportunity to spend more time together because they want
to be sure they are making the right decision, too.
Make an enthusiastic offer.
You should be excited when you find the best candidate. So let

your excitement show. Show your enthusiasm. Don't be coy;
don't play the, "I better not seem too excited or she might
expect a higher salary," game. In a great employer-employee
relationship there is no upper hand. The right candidate is just
as excited to come on board as you are to welcome them. Don’t
pretend you’re doing the best candidate a favor by hiring her;
see it as she is doing you a favor by joining your company.
5 Questions Great Job Candidates Ask by Jeff Hayden
Great candidates ask questions they want answered because
they're evaluating you, your company--and whether they really
want to work for you.
Here are five questions great candidates ask:
1. What do you expect me to accomplish in the first 60 to 90
days?
Great candidates want to hit the ground running. They don't
want to spend weeks or months "getting to know the
organization."
They want to make a difference--right away.
2. What are the common attributes of your top performers?
Great candidates also want to be great long-term employees.
Every organization is different, and so are the key qualities of
top performers in those organizations.
Maybe your top performers work longer hours. Maybe creativity
is more important than methodology. Maybe constantly landing
new customers in new markets is more important than building
long-term customer relationships. Maybe it's a willingness to
spend the same amount of time educating an entry-level
customer as helping an enthusiast who wants high-end
equipment.
Great candidates want to know, because 1) they want to know if
they fit, and 2) if they do fit, they want to be a top performer.
3. What are a few things that really drive results for the
company?
Employees are investments, and every employee should

generate a positive return on his or her salary. (Otherwise, why
are they on the payroll?)
In every job, some activities make a bigger difference than
others. You need your HR folks to fill job openings, but what
you really want is for HR to find the right candidates, because
that results in higher retention rates, lower training costs, and
better overall productivity.
You need your service techs to perform effective repairs, but
what you really want is for those techs to identify ways to solve
problems and provide other benefits--in short, to generate
additional sales.
Great candidates want to know what truly makes a difference.
They know helping the company succeed means they succeed as
well.
4. What do employees do in their spare time?
Happy employees 1) like what they do and 2) like the people
they work with.
Granted, this is a tough question to answer. Unless the company
is really small, all any interviewer can do is speak in
generalities.
What's important is that the candidate wants to be sure of
having a reasonable chance of fitting in--because great job
candidates usually have options.
5. How do you plan to deal with...?
Every business faces a major challenge: technological changes,
competitors entering the market, shifting economic trends.
There's rarely a Warren Buffett moat protecting a small
business.
So while some candidates may see your company as a
steppingstone, they still hope for growth and advancement; if
they do eventually leave, they want it to be on their terms and
not because you were forced out of business.
Say I'm interviewing for a position at your bike shop. Another
shop is opening less than a mile away: How do you plan to deal

with the new competitor? Or you run a poultry farm (a huge
industry in my area): What will you do to deal with rising feed
costs?
Great candidates don't just want to know what you think; they
want to know what you plan to do--and how they will fit into
those plans.

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