Align recruitment and selection to
organisational goals
Overview
Effective recruitment and selection processes will place people into jobs so
that organisations can meet their strategic and operational goals.
Recruitment strategies must align to the organisation’s strategic direction to
enable appropriate workforce planning and alignment of resources to
successfully move the business forward. This learning resource will help the
HR Manager take a strategic view when you plan a recruitment and
selection event.
Key terms
Assessment centre
A selection technique using a simulated work environment where candidates
are assessed on performance of a series of tasks, usually involves trained
workplace assessors.
Competency profiling
Job analysis and selection technique that focuses on the skills and
behaviours needed to successfully perform a job.
HRMIS
Human Resource Management Information System; computer system to
collect and analyse information to assist in the making of timely HR
management decisions, examples are databases, spreadsheets, information
networks.
Recruitment
The process of sourcing candidates for a job and inducing them to apply.
Reliability
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An assessment technique is reliable if it delivers consistent results when
used over repeated instances.
Selection
The process of identifying the best available candidate for a job.
Validity
An assessment technique is valid if it delivers accurate information on
candidates related to specific selection criteria.
People in recruitment and selection
There may be a range of internal staff involved with recruiting, selecting,
and inducting new employees into the organisation, and as the HR Manager
it is your responsibility to coordinate and support the activities of these staff.
They may include:

administration staff

HR officers or external consultants

line managers, supervisors, team leaders

workplace trainers.
Senior management will need to have an overview of your employment
activities, eg, you may trends and results in the form of periodic HRMISgenerated reports.
Other people who you involve in your recruitment strategy may include:

recruitment agencies

specialists (internal or external) in areas like technology, operational
functions, production, OH&S and training and development.
You should factor in the human resources you need when developing the
budget for your recruitment proposal.
Technology in recruitment and
selection
There is a whole world of technology available to you, which will improve
the efficiency and effectiveness of your employment practices. HRMIS
(Human Resource Management Information Systems) can provide an
employment information system for collecting and analysing data. This data
can be translated, for example, into statistics on applicants and potential
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applicants, on successful and unsuccessful recruitment and selection results,
and induction outcomes. You can access reports on issues pertinent to where
and how you recruit and select staff — reports for example of EEO cases,
industry results, demographics, and labour market trends.
HRMIS have many other facilities that will assist you when you are
employing staff — facilities such as payroll administration, performancebased benefits schemes, training and development, performance assessment,
and occupational health and safety planning.
Databases, spreadsheets, word processing, desktop publishing, and web site
development all provide the opportunity for you to improve and expand your
recruitment and selection activities and induct new employees
You should factor in your use of HRMIS when developing the budget for
your recruitment proposal.
Research
Is HRMIS used for recruitment and selection in your organisation? If
not, how could it be?
What are the risks when recruiting
staff?
An organisation’s business performance relies heavily on having the right
human resource capability to support the business needs and the recruitment
and selection function is the first step in achieving this. Potential financial
and business risks are associated with performing this key strategic human
resource strategy and these can emerge throughout the process from
sourcing potential candidates through to the negotiation of the employment
contract.
Costs to an organisation from a financial and business performance
perspective can be quite high if a poor selection is made. For example, poor
selection decisions can result in absenteeism, employee turnover, work
related accidents and higher training costs.
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Misleading communications regarding employment contract provisions can
result in the loss of a desired candidate and potential claims for redress
through industrial mechanisms. To minimise the risks organisations need to:

design and implement credible and transparent recruitment and
selection frameworks and processes;

ensure compliance with anti discrimination legislation throughout
the process;

select the most appropriate method/s for sourcing potential
candidates;

select assessment methods and tools appropriate for predicting the
required performance outcome for the position; and

ensure that verbal communications are clear throughout the process
including the provision of documented evidence to support
discussions held wherever appropriate.
The recruitment and selection function should also have measures in place
to evaluate performance in relation to the time taken to fill vacancies; the
costs associated with conducting the process internally/externally; and
quality of candidate selection and retention.
Finding the right candidates
Many methods are available to organisations to source internal and external
candidates including:

internal job advertisements in bulletins and on the intranet;

external advertisements in the media including the radio and
newspapers,

professional industry journals and publications;

via the internet on a specific job site or on an organisation’s web
site;

employee referral and applications received through the mail; and

through professional organisations and educational institutions.
Outsourcing
Organisations may also seek the assistance of external providers including
executive search firms and private recruitment agencies to complete the
whole recruitment and selection process from sourcing candidates to final
selection and referral.
External providers are selected for a number of reasons including:
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
their expertise in managing the process as it is their core business,

their available database of candidates in the external business
operating environment and ability to respond quickly if a suitable
candidate available;

their replacement guarantee if a successful candidate leaves within a
certain period of time; and

to shift the responsibility to an independent source.
But there are also disadvantages:

external provider costs can be high, and

external providers may not have a full understanding of the internal
operating environment and culture of your business, and this may
prevent real business needs being addressed.
You need to consider these advantages and disadvantages before
outsourcing recruitment and selection.
Which method to choose?
All methods discussed above for sourcing internal and external candidates
can achieve the required result of filling vacant positions in an organisation.
When choosing a selection method organisations will need to consider:

strategic business implications, and

the advantages and disadvantages of each method.
The following table provides some comparative examples.
Table 1: Advantages & disadvantages of recruitment methods (3 cols)
Method
Internal advertising
(intranet and bulletins)
External advertising
Advantages

Sources candidates
who have a proven
work performance
record within the
organisation which
may save time and
costs associated
with retraining

Promotes a culture
of internal
promotion which
may lead to higher
employee morale
and sustained
business
performance

Reaches a wider
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Disadvantages

Places limitations
on sourcing
candidates who may
have a higher level
of capability to meet
the business needs

May result in
employee
promotions beyond
capability levels
impacting on
individual and
business
performance

May impact on
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Method
Advantages
audience in the
external business
operating
environment
(newspapers and radio)

Internet
Disadvantages
Assists in attracting
a more culturally
diverse candidate
pool for assessment
purposes which may
also align to the
organisation’s EEO
Strategy

Achieves local and
global business
exposure and
presence

Sources candidates
with external and
global experience
that may add value
in terms of business
delivery
achieving business
objectives due to
time involved to
source and induct
new employee

May impact internal
employee morale
and result in
achieving a wrong
cultural fit

May increase the
time and costs
associated with
sourcing and
selecting candidates

May result in
additional costs to
the business
including relocation
expenses and delays
in transition
Employee referral

May attract
candidates who fit
from a cultural
perspective as like
attracts like
particularly
successful where
current employee is
the right fit

Can lead to
nepotism and
breaches of policy
and procedural
guidelines and staff
dissatisfaction with
the recruitment and
selection process
Professional industry
journal

Targets specific
professional groups
that you want to
attract into the
organisation

Timelines to
advertise are usually
monthly or quarterly
Established recruitment policies and procedures may also outline conditions
for selecting appropriate methods for sourcing potential candidates. Existing
policies and procedures must be consulted and adhered to where they are
explicit in this area and when making selections.
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Processes to ensure legal and policy
compliance
Consider this email of complaint from an unsuccessful job candidate:
From: Gus Tinsdale
Sent: Wednesday 6:30 pm
To: Bettina Rusque, HR Officer
Subject: YOUR RUDE LETTER
Dear Ms Rusque
I was most disappointed to receive your
letter informing me that I was not to be
offered an interview for the shift supervisor
position, and that you would not discuss the
matter further.
The tone of your letter suggests to me that
STAR is attempting to cover up questionable,
or even illegal, recruitment practices.
Indeed the fact that you will not discuss
applications or provide feedback is suspect.
In particular, I am concerned about possible
age discrimination. The selection documents
did not mention age, although the
advertisement said ‘youthful’. Moreover your
Mr Perez told me on the phone that she was
looking for a ‘young, dynamic team’. I assure
you life begins at 40, and I regard myself as
both young and with plenty of “youthful
exuberance”, and I would like to know whether
I have been refused an interview because you
thought that I was too old.
Yours sincerely
Gus Tinsdale
What went wrong here? It's clear that this organisation has not complied
with legal requirements because:

all dealings with candidates by members of the organisation during
the recruitment and selection process must comply with both antidiscimination legislation and the EEO legislation

the legislation prohibits discrimination on the basis of age, as well
as, sex, race, religion, nationality and other non-work-related factors
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
there is also an emerging area of law where family responsibilities is
also a prohibited area.
Think
How would you ensure that all legal and organisational policy
requirements are followed during the selection processes? Consider
processes and checks you could put in place for placing job ads, protocols
for interview, and protocols for communicating with candidates during the
selection process.
Assessment methods
Assessment methods (ie methods to select the right candidate) will vary
between organisations and will depend on whether the recruitment process
is being undertaken internally or externally. The level and type of position to
be filled will also determine the assessment methodology.
The application form or resume will generally be the first insight into a
candidate’s capability to meet the selection criteria. Initial assessment
methods may include:

telephone screening to determine whether the applicant can meet
some of the essential criteria

a brief preliminary interview to focus on specific job requirements

the short listing of candidates against the selection criteria for further
assessment
Merit based selection
Merit based selection means that the job candidate is assessed against
clearly defined selection criteria. Merit based selections involve making an
assessment of the candidate’s work related qualities aligned to those
required for effective business performance. Work related qualities include:
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skills and abilities, standards of work performance; qualifications; training
and competencies. Clearly defined position descriptions including major
areas of responsibilities, desired capabilities and selection criteria are
essential and underpin this process. The position description also provides
the context to assist in determining the appropriate assessment methods to
screen and select candidates.
Selection criteria examples:

Knowledge of PC office applications

Able to schedule multiple work teams

Able to work collaboratively in a team

Experience in operating XYZ equipment

Proven ability in database troubleshooting

Able to present a marketing proposal to a client

Holds a class “L” or “N” operator’s licence

Demonstrated ability to plan and manage project budgets
Example: assessment of an applicant against selection criteria
Using information from a written application or telephone screening, this
applicant was assessed against the selection criteria, and rejected for further
interviews.
Table 2: Assessment sheet for applicant (2 cols)
Position:
Shift supervisor
Applicant:
Gus Tinsdale
Essential criteria
Assessment
1.
Minimum of three years’ experience in
production of windows, doors and related
products
15 years’ manufacturing experience
in various building-related
industries
2.
Ability to liaise with suppliers, other staff
and management
Yes
3.
Ability to supervise and build a team, with
well developed interpersonal and leadership
skills
No
4.
Working knowledge of quality improvement
systems and tools and be able to problem–
solve and instigate process improvement
strategies
No
5.
Extensive knowledge of stock control and
production computer database programs
Expert in stock control; recently
completed a short course in
database management
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Desirable criteria
6.
Three years’ experience in production and
stock control of window coverings
No
7.
Broad knowledge and interest in related
products and services such as shower
screens, home security systems, skylights
Yes
8.
Previous experience in managing and
developing a self-directed team
No
9.
Tertiary qualifications in management and
leadership
No tertiary qualifications; no plans
for study
10. Willingness to work in different plants as
needed
Yes, but prefers 2 weeks notice due
to family commitments; appeared to
be inflexible on this point
11. Willingness to work regular overtime
As above
Decision
Do not interview; did not meet
essential criteria 3 & 4, no tertiary
qualifications, and may be
unavailable to work away or work
overtime at short notice.
Think
What would be the selection criteria for a job that you’re familiar with?
It could be your own job, or another job within your industry
Essential criteria
Desirable criteria
Assessment centres
Assessment centres can provide an alternative for organisations to assess a
larger pool of potential candidates at the one time. This method involves the
administration of a number of activities including:

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group discussions to resolve a particular business problem which
may include financial performance or change management;
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
a series of interviews conducted by a number of people from the
organisation;

role playing and group decision making; and

the completion of a psychological test pertinent to the position/s to
be filled.
Assessment centres can be expensive to run due to the various associated
costs which may include: the hiring of the venue; the high level of expertise
required to evaluate outcomes; and the array of various activities required to
conduct the process effectively. However, the use of assessment centres
provides a viable opportunity to assist organisations with volume
recruitment and when time is an essential performance indicator to meet
business delivery objectives. Research also suggests that assessment centres
provide more reliable and valid outcomes due to the various assessment
methods and tools used.
Assessment tools
The use of assessment tools and tests has increased in Australia recently as
organisations search for additional methods to attract and retain the right
candidates. The decision to use assessment tools will be driven by an
organisation’s recruitment and selection policy and usually precedes the
selection interview process. The appropriate application of these tools can
increase the validity and reliability of selection decisions and provide data to
support selection outcomes.
Reliability and validity
Essentially, a systematic selection process, which looks at reliability and
validity factors, makes a better connection between selection criteria and job
performance predictors. For example, tests may be conducted to predict how
a candidate will perform in relation to specific selection criteria, which may
include a high level of ability to sell products. The predictor of job
performance will be the score outcome and level achieved related to the
selection criteria - ability to sell products. Data is reliable, if consistent
results are achieved by the same candidate in the same set of circumstances.
A wide range of objective assessment tools and materials are available to
help achieve a better match between candidates and positions. Specific tools
may be used where a cultural shift is required and where an organisation
needs to lift their capability in the area of customer service delivery for
example.
The following table lists advantages and disadvantages of various
assessment tools:
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Table 3: Advantages & disadvantages of assessment tools (3 cols)
Assessment tool
Aptitude test
Advantages

Can predict job
performance in a
number of areas
which may include
clerical work

May be of value
where the
candidate has
limited experience

Can provide a
good indication of
a candidate’s
ability to learn,
conceptualise and
problem solve
tests special abilities
required to perform a job
Intelligence test
designed to test a
candidates IQ
Personality test
measures a candidate’s
personality

May be beneficial
for managerial
positions.

May predict a
candidates
preferred
personality style
whether introvert
or extrovert and
level of motivation
Disadvantages

Candidate may get
to know how to
complete tests and
answer as required

Data may not be
reliable

Some tests may be
culturally biased and
limit access to
potential candidates

Scores may not be a
good predictor of
job performance

May be difficult to
draw definite
conclusions as
candidates can
fabricate answers
Assessment tools and tests must be conducted by a suitably qualified person
who is either industry trained or accredited for this purpose and this may
include an organisational psychologist.
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Notifying successful applicants
The offer letter must be worded carefully because under common law it will
become part of the employment contract. There is also a lot of case law on
how the conversations between successful candidate and the person making
the appointment can also form part of an implied contract. This is
particularly the case where the written offer or contract was inadequate, or
was silent on a particular issue.
Read
Read about employment contacts:
Woodward S. Michaelandos M, 'Employment Contracts' (2003) in
Australian Master Human Resources Guide 2003, CCH, Sydney, Ch
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Look for information on:

types of contracts

terms and implied terms of the contract

preparing and presenting the contract.
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