Chapter 5

The Recruitment, Selection

and Retention
 Aims
By the end of the session students will be
able to:
1) Understand the processes around
recruitment and selection     
2)  Handle competently the recruitment and
selection process
3) Conduct a selection interview
 Recruitment
 Where will you advertise?
 Are there any internal options?
 What is the likely pool of skilled individuals?
 How many people do you want too see?
 Are the salary and benefits in line with
expectations.
 Will you advertise before the current post holder
leaves?
 Some Do’s and Don’ts
 Do  Don’t
 Focus on the needs of  Be swayed by
the job appearance
 Consider all the  Worry about if they’ll
options fit in
 Use only objective  Include additional
measures criteria
 Ask open questions  Ask about hobbies
private life etc.
 Recruitment
 What is Recruitment?
 What is Procurement?
 The Difference Between Recruitment and
Selection and Placement.
 Why Recruitment is more important for an
organization?
 How not to recruit employees in the
organization?
 General Factors affecting Recruitment:
 What is Recruitment?
 Recruitment is the process used to attract
individuals to become employees in an
organisation.
 The aim is to attract the right people in
sufficient numbers and at a cost-effective
price.
 The starting point for induction.
 Major factor in the company’s image.
 The sources of Recruitment
 InternalSources  External Sources
 1. Transfers  1. Press Advertisements
 2. Educational Institutions
 2. Promotions
 3.Placement Agencies
 4.Employment Exchanges
 5.Labour Contractors
 6.Unsolicited Applicants
 7.Recommendations
 8.Recruitment at Factory
gate
 9. Online
 Recruitment Process
 Steps in Recruitment Process:
 1. Requisitions for recruitment from other
department
 2. Locating and Developing the sources of
Required number and type of employees
 3. Identifying the prospective employees with
required characteristics
 4. Communicating the information about the
organization, the job and the terms of conditions
of service.
 5. Encourage the identified candidates to apply for
jobs
In the organization.
 6. Evaluating the effectiveness of recruitment
process.
 Legal Aspects
 In the UK it is illegal to discriminate on the
basis of sex, race or disability
 Indeed the law encourages positive action on
disabled candidates
 New laws will extend this to age
 Discrimination can be direct or indirect
 What is Selection?
 Getting the right individual(s) from the
recruitment process
 First stage shortlist from applications
against the job description and person
specification
 Consider the use of appropriate tests
 Use and interview for the final selection
 Chose the best candidate on merit only
 Make the formal job offer
 What is Selection?
 Selection is the process of choosing the most
suitable persons out of all the applicants.
 Selection is a process of matching the
qualifications of applicants with the job
requirements.
 It is the process of weeding out unsuitable
candidates and finally identify the most suitable
candidate.
 The purpose of Selection is to pick up the right
person for every job.
 Selection is negative process as it rejects a large
number of unsuitable applicants from the pool.
Prepare for a Selection Interview
 Decide how many will be on the panel
 Prepare a list of questions making sure
you cover the criteria
 Find a venue – this will set the tone
 Invite the candidates
 Prepare a timetable
 Agree when you will announce the
decision
 Methods of Selection
 (a) Tests:  3. Personality
 1. Aptitude Tests: Tests:
 Mental or  Objective test
Intelligence test  Projective test
 Mechanical test
 Situation test
 Psycho-motor test
 4. Interest Tests:
 2. Achievement Tests:
- Job Knowledge test
 Continued…
- Work sample test
 Methods of Selection (continued)
(b) Interviews
1. Informal Interview
2. Formal Interview
3. Patterned or Structured Interview
4. Non-Directed or Unstructured Interview
5. Depth Interview
6. Group Interview
7. Stress Interview
8. Panel or Board Interview
 Selection Process…
 1. Preliminary Interview
 2. Application Blank
 3. Selection Test
 4. Employment Interview
 5.Medical Examination
 6.Reference Checks
 7. Final Approval
 Your Experiences
 What happened when you first joined your
organisation?
 What aspects made you feel positive
about the company?
 What aspects gave rise to doubts?
 Did the job meet your expectations?
 Conduct a Selection Interview

 So now we will role play a series of

selection interviews
 Observers will assess against the selection
criteria
Why is employee retention
important?
 Employee Retention
 Employees are the heart and soul of an
organization (Ortega, 2006).
 Employee turnover is costly for an
organization (Mitchell, Holtom, Lee, Sablynski & Erez, 2001)
 Finding suitable replacements for key
employees is difficult (Waschek, Esfeld & Werner, 2011)
 Low employee turnover leads to outstanding
performance of an organization (Buildings, 2005).
Why do employees stay?
 Top Reasons Employees Stay
 Have a good connection with their boss (Welch, 2008)
 Workplace is a team oriented environment (Bhasin, 2000)
 Want to contribute, feel wanted (Bhasin, 2000)
 Workplace is a “climate for learning characterized by
trust and openness” (Bhasin, 2000)
 Feel supported (Bhasin, 2000)
 Can balance work and life (Ortega, 2006)
 Offered programs like childcare (Ortega, 2006)
“Shoe Size”
What do employees want?
 The Secrets of Employee Retention
From: Buildings

 Equity and job security

 Employees want to be treated fairly and, just as
importantly, compensated fairly.
 Companies must demonstrate more than the minimum
obligations to people.
 Communication
 Individuals want to understand management’s
expectations so they have a clear idea of how their
work will be judged.
 It is important to set measurable goals and evaluate an
employee’s performance.
 The Secrets of Employee Retention
From: Buildings

 Pride and teamwork

 Employees want to feel good about their jobs, have a
sense of achievement, and be proud of their
accomplishments.
 Individuals should be properly trained and provided with
adequate materials and equipment to complete their jobs
successfully.
 Employees want to work with teammates who are as
enthusiastic and competent as they are.
 Failure to address problem employees communicates to
team members that management view substandard
performance as acceptable.
 The Secrets of Employee Retention
From: Buildings

 Fun
 While it’s important that attempts at creating
a fun work environment don’t disrupt the
overall productivity of employees, making the
job enjoyable is beneficial.
 By never taking time to celebrate, employees
are more likely to experience elevated stress
and burn-out.
 The Secrets of Employee Retention
From: Buildings

 Recognition
 “People want to do good work and they want
to be recognized for it,” says Larry Johnson, president, Johnson
Training Group.

 Johnson recommends that recognition be

significant, specific and sincere.
 For example, telling an employee “you’re great”
isn’t nearly as meaningful as saying that his/her
innovative ideas and work to satisfy a particular
tenant or to keep a specific project on budget was
terrific.
How do you find out if your
employees are happy?