CHAPTER 6
Employee
recruitment &
selection
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Chapter outcomes
• Identify different ways that labour markets can be identified and
approached
• Discuss the advantages and disadvantages of internal versus
external recruiting
• Identify internal and external methods of recruiting
• List and discuss a number of hiring alternatives
• Explain the HR department's role in the selection process
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Chapter outcomes (continued)
• Diagram and discuss the sequence of a typical selection process
• Discuss several types of selection interviews and some key
considerations when conducting these interviews
• Discuss the merits of references
• Describe the various decision strategies for selection
• Explain how legal concerns impact on both recruitment and
selection
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Definitions
• Recruitment – the process of acquiring applicants who are
available and qualified to fill positions in organisations
• Selection – the process of choosing from a group of applicants
the individual best suited for a particular position
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Linking the role of recruitment
and selection
External
labour
market
Recruitment
activities
Selection
activities
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Organisation’s
need for
additional
labour
The recruitment process
Internal
sources
Specific
requests
Manager’s
comments
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Internal
methods
External
sources
External
methods
Satisfactory pool
of recruits
AA &
EE
JA info
Job requirements
Environment
Job openings identified
HRP
Recruitment strategies in a diverse
workforce
• Non-traditional recruitment strategies:
– Disadvantaged training programmes
– Learnerships/apprenticeships and mentoring programmes
– Career exhibitions
– Telerecruiting
– Diversity data banks
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Labour markets information
• Labour market sources
– Part-time employees
– Underemployed individuals
– Pirating
• Operation of the labour market
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Recruitment sources
• Internal sources
(Also discuss employee relocation, glass ceiling)
• External sources
(also discuss Peter Principle)
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Advantages
• Internal recruitment
–  Morale
– Knowledge of records
– Chain effect of promotion
– Need to hire at entry
level
– Usually faster, less
expensive
• External recruitment
– Applicant pool is bigger
– New ideas, contact
–  Internal infighting
– Minimises Peter Principle
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Disadvantages
• Internal recruitment
– Unhealthy competition
– Inbreeding
– Morale problem for those
not promoted
– Strong management
development programme
needed
• External recruitment
– Destroy incentive of
employees to strive for
promotion
– Individual’s ability to fit in is
unknown
– Increased adjustment
problem
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Methods of recruitment
• External methods
– Direct applications
– Employee referrals
– University campus recruiting
– Private employment agencies
– Advertising
– Direct mail
– Radio, TV & the Internet
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Methods of recruitment
• External methods
– Direct applications
– Employee referrals
– University campus recruiting
– Private employment agencies
– Advertising
– Direct mail
– Radio, TV & the Internet
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Hiring alternatives
• Assigning overtime
• Temporary help
• Leasing employees
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Recruitment and the law
• LRA 66 of 1995
• BCEA 75 of 1997
• EEA 55 of 1998 (amended)
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Selection
• An HR responsibility
• Selection and the law
• Selection process
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Framework for selection
Selection instruments
Job specification
Job success criterion
Job design
Organisational goals
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Steps in the selection process
Comply?
Initial screening
Yes/No
Application blank
Pre-employment
testing
Yes/No
Yes/No
Reject
Interviews
Yes/No
Reference checks
Medical examination
Yes/No
Yes/No
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Job
offer
Initial screening (step 1)
•
•
•
•
Removing obviously unqualified/undesired applicants
Critical job specifications or requirements of EEA
CV red flags
CV tracking system
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Application blank (step 2)
• Information obtained is compared to JS to determine if there is a
potential match
• Weighted application blank
• CV method
• Uses of application blank
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Pre-employment testing (step 3)
• Reliability of a test refers to consistency of measurement,
usually across time but also across different raters
• Validity is the extent to which scores on a test or interview
correspond to actual job performance
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Pre-employment testing (continued)
• Employment Equity Act Section 8 of Chapter II
• Managerial selection devices
– Assessment centres
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Interviews (step 4)
•
Purpose of the interview:
(1) Does the applicant have the ability to perform the job?
(2) Will the applicant be motivated to be successful?
(3) Will the applicant match the needs of the organisation?
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Interviews (continued)
•
•
•
•
Reliability & validity of interviews
Problems with interview
Structured & objective process
Effective interviewing:
–
–
–
–
–
–
–
–
Setting
Documentation
Standardisation
Scoring
Reviewing specifications
Reviewing the application blank
Training the interviewer
Job-related questions
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Interviews (continued)
• Types of interviews
– One-on-One
– Panel
• Structured interview (directive/patterned)
• Unstructured (not advisable)
• Realistic job preview
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Reference checks (step 5)
• Methods (personal visits, telephonic, mail)
• Telephone – advantages:
– Immediate clarification
– More information
– Relatively little expense
– Additional areas
– A structured form
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Reference checks (continued)
• Personal references
– Verify data received on application blank
– Evaluate the quality of the personal
recommendation
– Determine how well the person knows the
applicant
• Previous employers
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Medical examination (step 6)
• After job offer has been made
• Contingent to passing the medical examination
• EEA Section 7(1) and (2) & Section 50(4)
– Can test if it can be justified
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
The selection decision
• Compensatory selection – all applicants who pass the initial
screening will be tested, interviewed etc
• Multiple hurdles selection – applicant needs to pass each hurdle
(step)
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Record keeping
• EEA
• LRA
• Keep complete set of records of the recruitment and selection
process
• Proof of non-discrimination
• Keep documents such as advertisements, contract with
employment agencies etc
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Summary
•
•
•
•
Recruitment requires the HR specialist to acquire a pool of
available and qualified applicants. The recruiters can tap a
variety of sources, including current employees, part-time
workers, the unemployed and employees of other
organisations who feel they are underemployed.
Job-posting programmes are widely used to recruit applicants
for positions. New voice-mail and electronic-mail systems
offer several advantages over traditional bulletin boards.
Effective recruitment advertising has increased because of
the use of common marketing research tools. The need for
advertising has increased because of dual-career couples
and a general unwillingness to relocate on the part of
professional and technical employees.
Current employees are the most common source of
applicants for higher-level positions. They offer the
organisation several advantages over external applicants and
give all employees the incentive of knowing that they may be
promoted as a reward for hard work.
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Summary
•
•
•
•
Overtime, temporary help and leasing are alternative
sources of additional labour. Depending on the number of
hours and skills needed, these recruitment sources may be
more desirable than hiring permanent employees.
University/school campus recruitment has become more
competitive and employers more sophisticated in their
methods. A poor economy should signal to students the
need to sue innovative job leads.
Pre-employment tests can be effective tools in the selection
process. If carefully selected, validated and monitored, they
can help select applicants who will match the position's
requirements.
Reference checking has increased in use but has been
subjected to legal challenges. Employers can legally
provide factual and accurate information, but they should
be able to verify any job-related information they release.
For use with Human Resource Management in South Africa 4e
by Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning