HOTEL

RECRUITMENT & SELECTION

 Steps in Recruitment and Selection Process

The Recruitment and Selection process is a series of

activities aimed at selecting the best candidate for the job.
Steps in Recruitment and Selection Process
 Recruitment and Selection Process
• Decide what positions you’ll have to fill through
personnel planning and forecasting.
• Build a pool of candidates for these jobs by
recruiting internal or external candidates.
• Have candidates complete application forms and
perhaps undergo an initial screening interview.
• Use selection techniques like tests, background
investigations, and physical exams to get the best.
• Decide who to make an offer to, by having the
supervisor and perhaps others on the team to
interview the candidates.
 Effective Recruiting
 External factors affecting recruiting:
– Looming/imminent undersupply of workers
– Lessening of the trend in outsourcing of jobs
– Increasingly fewer “qualified” candidates
– Candidates not available as per Hotel
requirement

 Internal factors affecting recruiting:

– The consistency of the firm’s recruitment efforts
with its strategic goals
– The available resources, types of jobs to be
recruited and choice of recruiting methods
– Non-recruitment HR issues and policies
– Line and staff coordination and cooperation
 Effective Recruiting
 Advantages of centralizing recruitment
– Strengthens employment brand
– Ease in applying strategic principles
– Reduces duplication of HR activiities
– Reduces the cost of new HR technologies
– Builds teams of HR experts
– Provides for better measurement of HR
performance
– Allows for the sharing of applicant pools
 Measuring Recruiting Effectiveness
 What to measure and how to measure
– How many qualified applicants were attracted
from each recruitment source?
• Assessing both the quantity and the quality of the
applicants produced by a source.

 High performance recruiting

– Applying best-practices management techniques
to recruiting.
• Using a benchmarks-oriented approach to analyzing
and measuring the effectiveness of recruiting efforts
 Recruiting Yield Pyramid

 Recruiting yield pyramid

– The historical arithmetic relationships between recruitment
leads, candidates invited, interviews, offers made, and
offers accepted.
 Internal Sources of Candidates
 Advantages  Disadvantages
– Foreknowledge of – Failed applicants
candidates’ strengths become discontented
and weaknesses – Time wasted
– More accurate view of interviewing inside
candidate’s skills candidates who will
– Candidates have a not be considered
stronger commitment – Inbreeding of the
to the company status quo
– Increases employee
morale
– Less training and
orientation required
 Finding Internal Candidates
 Job posting
– Publicizing an open job to employees (often by
literally posting it on bulletin boards) and
listing its attributes/requirements and
benefits.

 Rehiring former employees

– Advantages:
• They are known quantities.
• They know the firm and its culture.

– Disadvantages:
• They may have less-than positive attitudes.
• Rehiring may sent the wrong message to current
employees about how to get ahead.
 Finding Internal Candidates
 Succession planning
– The process of ensuring a suitable supply of
successors for current and future senior or
key jobs.

 Succession planning steps:

– Identifying and analyzing key jobs.
– Creating and assessing candidates.
– Selecting those who will fill the key
positions.
 Outside Sources of Candidates
 Advertising
– The Media: selection of the best medium
depends on the positions for which the firm is
recruiting.
• Newspapers (local and specific labor markets)
• Trade and professional journals
• Internet job sites
• Marketing programs

 Constructing an effective ad
– Wording related to job interest factors should
evoke the applicant’s Attention, Interest,
Desire, and Action (AIDA) and create a positive
impression of the firm.
 Outside Sources of Candidates
 Types of employment agencies:
– Public agencies operated by federal, state, or
local governments

– Privately owned agencies

 Outside Sources of Candidates
 Reasons for using a private employment agency:
– When a firm doesn’t have an HR department and is
not geared to doing recruiting and screening.
– The firm has found it difficult in the past to generate a
pool of qualified applicants.
– The firm must fill a particular opening quickly.
– There is a perceived need to attract a greater number
of different categories of applicants.
– The firm wants to reach currently employed
individuals, who might feel more comfortable dealing
with agencies than with competing companies.
– The firm wants to cut down on the time it’s devoting
to recruiting.
 Outside Sources of Candidates
 Executive recruiters (headhunters)
– Special employment agencies retained by
employers to seek out top-management talent
for their clients.
• Contingent-based recruiters collect a fee for their
services when a successful hiring is completed.
• Retained executive searchers are paid regardless
of the outcome of the recruitment process.
– Internet technology and specialization trends
are changing how candidates are attracted
and how searches are conducted.
 Outside Sources of Candidates
 On Demand Recruiting Services (ODRS)
– A service that provides short-term specialized
recruiting to support specific projects without
the expense of retaining traditional search
firms.
 Outside Sources of Candidates
 College/University recruiting
– Recruiting goals
• To determine if the candidate is worthy of further
consideration
• To attract good candidates
– On-site visits
• Invitation letters
• Assigned hosts
• Information package
• Planned interviews
• Timely employment offer
• Follow-up
– Internships
 Outside Sources of Candidates
 Employee referrals
– Applicants who are referred to the
organization by current employees
• Referring employees become stakeholders.
• Referral is a cost-effective recruitment program.
• Referral can speed up diversifying the workforce

 Walk-ins
– Direct applicants who seek employment
with or without encouragement from other
sources.
 Outside Sources of Candidates
 Recruiting via the Internet
– More firms and applicants are utilizing the
Internet in the job search process.

 Advantages of Internet recruiting

– Cost-effective way to publicize job openings
– More applicants attracted over a longer period
– Immediate applicant responses
– Online prescreening of applicants
– Links to other job search sites
– Automation of applicant tracking and
evaluation
 Developing and Using Application Forms

 Application form
– The form that provides information on
education, prior work record, and skills.

 Uses of information from applications

– Judgments about the applicant’s educational
and experience qualifications
– Conclusions about the applicant’s previous
progress and growth
– Indications of the applicant’s employment
stability
– Predictions about which candidate is likely to
succeed on the job
EMPLOYEE TESTING AND SELECTION
 Big Five Model of Personality
 Extraversion – The tendency to be sociable,
assertive, active, and to experience positive effects,
such as energy and zeal.
 Emotional stability/neuroticism – The tendency to
exhibit poor emotional adjustment and experience
negative effects, such as anxiety, insecurity, and
hostility.
 Openness to experience – The disposition to be
imaginative, nonconforming, unconventional, and
autonomous.
 Agreeableness – The tendency to be trusting,
compliant, caring, and gentle.
 Conscientiousness – Is comprised of two related
facets: achievement and dependability.
 Basic Testing Concepts

 Reliability – The consistency of scores obtained by

the same person when retested with the identical or
equivalent tests – Are the test results stable over
time?

 Test validity –
-The accuracy with which a test, interview, and so on
measures what it intends to measure or fulfills the
function it was designed to test.
-Does the test actually measure what we need for it
to measure?
 Types of Validity
 Criterion validity:
• A type of validity based on showing that scores on the
test (predictors) are related to job performance (criterion).
• Are test scores in this class related to students’
knowledge of human resource management?

 Content validity:
• A test that is content valid is one that contains a fair
sample of the tasks and skills actually needed for the job
in question.
• Do the test questions in this course relate to human
resource management topics?
 Types of Tests
 Tests of cognitive abilities:
– Intelligence Tests – Tests of general intellectual
abilities that measure a range of abilities,
including memory, vocabulary, verbal fluency, and
numerical ability.
– Aptitude tests – Tests that measure specific
mental abilities, such as inductive & deductive
reasoning, verbal comprehension, memory &
numerical ability.

 Tests of physical abilities – Tests that measure

motor abilities, such as finger dexterity, manual
dexterity, and reaction time. These also include tests
that measure static strength, dynamic strength, body
coordination, and stamina.
 Types of Tests
 Interest inventories – Personal development and
selection devices that compare the person’s
current interests with those of others now in
various occupations so as to determine the
preferred occupation for the individual.
 Achievement test – Tests that measure what a
person has already learned – job knowledge in
areas like accounting, marketing, or personnel.
 Personality test – Test that uses projective
techniques and trait inventories to measure basic
aspects of an applicant’s personality, such as
introversion, stability, and motivation.
 Types of Tests
 Work sampling technique – A testing method based
on measuring an applicant’s performance on actual
basic job tasks.

 Management assessment center – A simulation in

which management candidates are asked to perform
realistic tasks in hypothetical situations and are scored
on their performance.

 Paper-and-pencil honesty tests:

• Psychological tests designed to predict job applicants’
proneness to dishonesty and other forms of counter-
productivity.
• Measure attitudes regarding things like tolerance of
others who steal, acceptance of rationalizations for
theft, and admission of theft-related activities.
 Investigations and Checks
 Extent of investigations and checks
– Reference checks
– Background employment checks
– Criminal records
– Driving records
– Credit checks

 Reasons for investigations and checks

– To verify factual information provided by
applicants.
– To uncover damaging information.
 Physical Examination
 Reasons for pre-employment medical examinations:
• To verify that the applicant meets the physical
requirements of the position
• To discover any medical limitations you should take
into account in placing the applicant.
• To establish a record and baseline of the
applicant’s health for future insurance or compensation
claims.
• To reduce absenteeism and accidents
• To detect communicable diseases that may be
unknown to the applicant.
 Selection Interview
 An interview refers to a procedure designed to
obtain information from a person through oral
responses to oral inquiries.
 A selection interview refers to a selection
procedure designed to predict future job
performance on the basis of applicants’ oral
responses to oral inquiries.
 Unstructured or nondirective interview – An
unstructured conversational-style interview in
which the interviewer pursues points of interest as
they come up in response to questions.
 Structured or directive interview – An interview
following a set sequence of questions.
 Interview Contents
 Situational interview – A series of job-related questions
that focus on how the candidate would behave in a given
situation.
 Behavioral interview – A series of job-related questions
that focus on how they reacted to actual situations in the
past.
 Job-related interview – A series of job-related questions
that focus on relevant past job-related behaviors.
 Stress interview – An interview in which the interviewer
seeks to make the applicant uncomfortable with
occasionally rude questions that supposedly to spot
sensitive applicants and those with low or high stress
tolerance.
 Interview Contents
 Puzzle questions – Recruiters for technical,
finance, and other types of jobs use questions to
pose problems requiring unique (out-of-the-box)
solutions to see how candidates think under
pressure.
 Sequential interview – An interview in which the
applicant is interviewed sequentially by several
persons; each rates the applicant on a standard
form.
 Panel interview – An interview in which a group of
interviewers questions the applicant.
 Mass interview – A panel interviews several
candidates simultaneously.
Thank You