RECRUITMENT AND SELECTION PRACTICES
Whatever the nature of the organisation, the effectiveness of its operations and functions inevitably
depends very largely upon the staff it employs. Every manager should recognize the importance of
planned and systematic approach to resourcing the organisation and to the recruitment, selection and
induction of staff.
Recruitment, Selection and Induction
From the outset, it should be noted that people are the most important aspect in any business and
management should make every effort to get the right people in the jobs at the right time. To follow
therefore, that for a company to stay competitive it must recruit and retain an efficient and effective
team of employees.
Though, the recruitment and selection process work hand in hand; there need to differentiate between
the two processes.
a) RECRUITMENT: This is a process that involves the attraction of suitable Candidates to vacant
positions from within and outside the Organization.
b) SELECTION: This refers to a process of choosing suitable candidates by means of the recruitment
process. In other words choosing suitable candidate among those that were attracted to apply for
vacancies in an organization
Recruitment, selection and induction can be viewed as a systematic process that needs to be completed
for the process to be a success. The diagram below illustrates the various stages involved:
Determine the vacancy
Complete the job analysis
Write the job description
Draft the personnel specification
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Advertise in suitable source of
recruitment
Receive applications and
Pre-select candidates
Hold interviews (and/or other
selection methods)
Make a job offer
Implement an induction programme
DEFINING THE VACANCY
Recruitment is likely to be necessary when either an existing employee leaves the organization or a new
position is created. Regardless of what the reason is though, there should be an initial assessment
whether there is really a vacancy or whether work could be done in some ascertained way. Necessarily,
the first stage in this is job analysis.
JOB ANALYSIS
What is job analysis?
It refers to a process of collecting and analyzing information about the tasks, responsibilities and the
context of the jobs.
AIM:
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The objective of this exercise is to provide information on which the job description and person
specification may be based. Necessary, a job analysis exercise involves two elements:
a) Defining the information required so that useful data is collected for an effective job analysis
exercise.
b) Collecting the information from appropriate sources such as:
i)
Interviewing the job holder
ii)
Line manager / supervisor
iii)
Collecting or peers etc
JOB DESCRIPTION
It describes the job in terms of its duties, responsibilities. In other words, it sets the parameters of the
job by covering the total requirements. What follows below are the key elements of a job description.

The job title

To whom the job –holder reports
(i.e. possibly including an organization chart to show where the job fits in)

Primary objective or overview i.e. the job’s main purpose

Key tasks

How the responsibilities are to the carried out

Extent of responsibility.

Key contacts and basic condition of work
Job descriptions provide external information to both the organization as well as the potential
employee.
SOURCES OF RECRUITMENT:
Once the authorization to recruit has been grabbed, a basic choice has to be made as to whether
applicants for employment should be sought from within the organization or whether it will be
necessary to recruit from any one or more of a number of external sources.
INTERNAL SOURCES
This is the easiest way of seeking appointments for employments. All it takes are details to be put on a
notice board or published by means of a circular.
ADVANTAGES
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a)
It is cheap i.e. few direct costs are incurred
b)
The advice of managers who know the applicant(s) can be obtained
c)
It motivates employees by encouraging them to seek promotion
DISADVANTAGES
a. For those jobs that are highly appreciated, the number of applicants from internal sources is likely
to be Limited
b. Although there may be a staff motivational effect to those staff that will be successful, however
there is the opposite in those who are unsuccessful
EXTERNAL SOURCES
There are several external recruitment sources that may be used; either on their own or in combination.
Managers must evaluate each source in relation to its merits for particular vacancies. What follows
below are some of the external sources of recruitment.
a) Casual enquires: These are free sources and applications can be provided quickly. These occur
where applicants write or call.
b) Recommendation: Can be made by existing employers and other contacts and are often a cheap
and quick source of new staff. The major drawback is that the people recommended are likely to be of
same tribe or social and ethnic groups as existing staff.
c) Advertising; most jobs are filled in response to advertisement. To be successful the advertisement
should be well worded and placed in an appreciated medium. It should be noted that the choice of
medium depends on the nature of the job i.e. Low-grade clerical jobs in Local weekly newspaper, more
specialized jobs in regional or national newspaper and sometimes in trade and professional journals. The
cost and delay will be greater for these higher grade positions
d) Job centres: These act as intermediaries (i.e. or go betweens), in introducing prospective
applicants to employers who have notified vacancies to the job centre. The service is provided free of
charge.
e) Agencies: Private employment agencies may operate on a national wide or on a local basis and
usually on a “no placement, no fee” basis. Introductions are made to employers and if and when
applicants are employed on a permanent basis a fee is charged which is usually a proportion of the
starting salary. Though the service is quick, it is expensive. Most agencies specialize in a Particular type
of vacancy.
f) Consultants: (Headhunting) This type of agency is more expensive and is used for more
demanding and high – rating positions the service provided usually 8include advertising and preparing a
profile. Preliminary interviews are carried out and a small number of applicants, well matched to the
job are presented to the clients.
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g) Universities and Colleges: If the recruitment is for recently qualified graduates. It makes sense
to contact the educational establishments directly. Most universities and Colleges operate careers
service, providing introduction to employers free of charge.
h)
Careers Offices: These are a good source of school leaver applicants for appropriate vacancies.
i)
The Internet: jobs now being advertised on the Internet. This method considered extends
the essential pool of candidates to only those who actively seeking jobs through this
medium.
RECRUITMENT ADVERTISING
When advertising a position, there are two most important decisions one must make:
a)
Where to place the advertisement,
b)
What to put in them
SELECTION PROCEDURES
Selection will start when candidate’s applications have all been received normally by a specified cut – off
date. The first thing that should be done is to pre – select potentially suitable candidates from the total
of application through the process of short-listing. The final selection will be undertaken by one or more
of the following methods.
a)
Interviewing methods:
b)
Testing
SHORTLISTING:
This is the first stage of selection. It involves assessing of the candidates applications to determine their
suitability for the position, with some being rejected to go the final selection process. The key to the
process lies in the assessment of the candidate s suitability. This is done in relation to the person
specification and job description
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REFERENCES
All forms of application require candidates to supply references, usually two and including at least one
from the candidate’s current or last employer. This assists the organization in obtaining independent
information about the candidates’ suitability. Remember though that much as references can be helped;
they must be treated with caution.
SELECTION INTERVIEWS:
An interview refers to face to face meeting between the candidates and the interview or panel of
interviews.
The interview is meant to be an exchange of information other than an interrogation
OBJECTIVES OF SELECTION INTERVIEWS
a)
To allow the organization to assess the suitability of the candidate for the vacancy,
b)
To allow the candidate to assess the suitability of the vacancy as well as the
organization for himself/herself.
TYPES OF INTERVIEWS:
There are different types of interviews: -
a)
One – to – one interview; - This has been the most common form of selection
Interviewing, through it does not guarantee fair and equal treatment where just one person is
responsible for the process.
b) Paired Interview: - Refers to interviews conducted by two interviewers e.g. a manager and another
person from HR. This takes care of the problem of unfairness and unequal treatment associated with
one – to – one interviews whilst maintaining their friendly and relaxed atmosphere.
c) Appointment boards and panel interview.
Very common in the public sector; but are also growing in importance in the private sector. They
involve a number of interviews (3 to 6) questioning the candidate, Often with each concentrating on a
different aspect of the job specialization or Person specification.
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PROBLEMS IN INTEVIEWS:-

Interviewers sometimes may not have the necessary experience in interviewing

The halo effect: This is where the interview sees the candidate in an “exalted” way because they
have the same hobbies belong to the same church, are smartly dressed. These perceptions often
cloud the judgment of the interviewers.

The chorus effect, i.e. the opposite of the Halo effect e.g. interviewer takes dislike to the
candidates, their personality the way they dress etc.

Stereotyping: This is where the interviews perception of candidates alters because the individual
is a woman, black, disabled. Common societal stereotypes are:
o
That women’s plus is in the home
o
That short people are difficult
TESTING
The most common forms of test used in selection as follows:
a)
Intelligence: These best any individuals IQ i.e. the individual’s capacity to think logically, quickly
and problem solving solution.
b)
Personality tests: There are used by recruiters to test or measure an individually characters and
personality e.g. an individual’s capacity to relate to and gate on with other people
c)
Aptitude test: Basically assess an individual’s ability to do the job for which she /he has applied
d)
Proficiency test, just like aptitude test; these assess an individual’s ability to do the tasks which she
/he has applied.
MAKING THE JOB OFFER
Once you have decoded on the right candidate for the job, make him / her offer. If he/ she accept the
position then you can reject any other candidate you were holding to reserve.
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