PowerPoint
Presentation for
Recruitment and
Selection in Canada
Eighth Edition
Chapter 1
An Introduction to
Recruitment and Selection
Learning Outcomes
Slide 1 of 2
• After reading this chapter, you should be
able to:
– know the importance and relevance of
employee recruitment and selection to
Canadian organizations.
– describe where recruitment and selection fit
within an organization’s integrated highperformance work system.
– understand strategic planning as it applies to
recruitment and selection.
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Learning Outcomes
Slide 2 of 2
• After reading this chapter, you should be
able to:
– explain how changes in the internal and external
environments of an organization can impact its
recruitment and selection efforts.
– identify which professional associations and
groups in Canada provide sources of knowledge
and oversight for recruitment and selection.
– outline basic ethical and professional issues in
recruitment and selection.
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In-Class Activity 1.1
• Let’s see how your knowledge of recruitment
and selection issues compares with that of HR
professionals and the research literature!
• Try this quiz about the recruitment and
selection best practices findings primarily from
Rynes et al. (2002):
https://create.kahoot.it/share/chapter-1quiz/b9d1b646-1600-45a2-b4f4-1c66ca729d46
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Group Discussion 1.1
• With your group discuss:
– how recruitment is different from selection;
– why recruitment and selection are so important to
an organization; and
– what the term best practices means in
recruitment and selection.
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Assessment Question 1.1
• Which of the following is an example of a
recruitment practice as opposed to a selection
practice?
a. accepting employee referrals
b. interviewing
c. reviewing applications
d. testing and assessing applicants
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What Are Recruitment and Selection?
• Recruitment
– the generation of an applicant pool to provide the
required number of candidates for selection or
promotion
• Selection
– the choice of job candidates from previously
generated applicant pool in a way that meets
management objectives and legal requirements of
the jurisdiction
– www.youtube.com/watch?v=lc32fVdrCYI
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Why Recruitment and Selection
Matter
• Recruitment and selection identify best
practices:
– valid, reliable, and legally defensible
– not derived from “gut feelings” but rather from
empirical studies
– inform standards and principles of professional
associations
– do not have to be perfect and are always evolving
– they can improve the performance of individuals
and organizations
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HR Functions
• Figure 1.1 presents a simplified model of
major HR functions within an organization
– recruitment and selection make up only one
component of an HR system and must align with
the organization’s vision, mission, and values,
comply with legislative requirements, and adapt
to social-economic forces.
– HR is embedded within the organization, which
itself is embedded within the external
environment.
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Figure 1.1
HR System
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Figure 1.2
Talent Management Systems
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Talent Management
• An organization’s commitment to recruit,
retain, and develop the most talented
employees
• Part of talent management involves
developing an employee’s career across the
organization and knowing when suitable
internal positions become vacant
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Human Resources Information
Systems (HRIS)
• Talent is often managed using HRIS
• Computer-based systems that track employee
data, the needs of HR, and the requirements
and competencies needed for different
positions and jobs
• Popular in large organizations
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Recruitment and Selection
as Strategic Objectives
Slide 1 of 2
• Vision, mission, and values statements
– vision statements convey an organization’s
aspirations, describing a desirable future state
that serves to guide the organization’s behaviour
– mission statements convey the core purpose of
the organization; they define the organization’s
business; and they are the guiding force that
provides employees with a direction, purpose, and
context for their activities
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Recruitment and Selection as Strategic
Objectives
Slide 2 of 2
• Vision, mission, and values statements
– vision and mission statements lead to a set of
values, captured in the principles or beliefs that
guide an organization’s work
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Strategic Objectives
• Develop strategic objectives
– more focused than vision/mission statements
– help formulate organizational objectives,
competitive scopes, and action plans
(i.e., strategy)
– guide the recruitment/selection process by
homing in on the type of employee the company
needs to hire, including their fit, capabilities, and
KSAOs (knowledge, skills, abilities, and other
attributes)
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What is Strategy?
• Strategy
– formulation of organizational objectives and
action plans for achieving the organization’s goals
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Analyze the Environment
• HR managers must keep informed of changing
factors within and outside their organization that
could impact their effectiveness in serving their
organization’s strategic objectives, including:
– employment law and government regulations
– markets (domestic and global)
– economic climate
– advances in technology
– workforce demographics
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Legislative Environment
• The Canadian constitution is the “supreme
law” guiding the treatment of workers
• Protected groups under federal legislation:
– Women
– Visible minorities
– Persons with disabilities
– Aboriginal peoples
• Diversity improves organizational performance
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Legislative Environment &
Discrimination
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Global Competition
• More than half of what is produced in Canada
is exported
• Global competition is high, and it increases
when new players enter the market
• Global competition increases organizational
costs
– it makes HR key in finding new ways to be efficient
in hiring and retaining employees
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The Global Marketplace
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Economic Climate
• The economy has a major impact on staffing
• Booms bring skilled-labour shortages,
during which:
– HR places more emphasis on recruitment,
– Companies may become less selective, and
– HR may rely on outsourcing and temporary
workers
• Slowdowns lead to cutbacks, wage freezes,
and so on
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Technology and the Internet
• Employers expect new hires to be computer
literate and to be familiar with basic computer
software.
• Employers are using technology to a greater
extent than ever before to recruit and select
the best employees, including the use of the
internet and AI.
• The greater use of technology brings with it a
greater concern for privacy and data security.
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Assessment Question 1.2
• Based on the changing work force
demographics, there will be more
opportunities available for younger workers
than in previous generations.
a. True
b. False
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Changing Work Force Demographics
• The Canadian working population is getting older,
with fewer younger workers available to join the
work force
• Mandatory retirement age legislation has been
abolished in most Canadian provinces and
territories
– the work force will continue to get older
• The Canadian work force is becoming increasingly
diverse and more highly educated than work
forces of the past.
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Work Force Demographics
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Type of Organization
• Public sector tends to have more formalized
recruitment and selection systems
• Private sector procedures may vary by the
type and size of the business or industry
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Organizational Restructuring
• Technology is reducing the need for labour
• Increasing number of baby-boomers leaving
the workforce
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Redefining Jobs
• Information era means workers are required
to apply a wider range of skills to an everchanging series of tasks
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Unions
• Unionized Work Environments
– HR practitioners in a unionized environment must
know the requirements of any applicable
collective agreement with respect to recruitment
and selection procedures
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Identify the Competitive Edge
• Identify target applicants via an environment
scan and tailor recruitment and selection
efforts toward them
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Determine the Competitive Position
• identify target applicants via an environment
scan and tailor recruitment and selection
efforts toward them
• Who are the employees you want? What
KSAOs should they have to do the job
effectively? How will you test for these
KSAOs?
– The answers to these questions will formulate
your hiring practices compared with those of your
competitors.
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Implement the Strategy
• Strategies can be implemented via recruitment
and selection action plans.
• These are the processes by which strategies are
turned into action, shaped by best practices.
– Develop recruitment strategy
– Develop applicant pool
– Screen applicant pool
– Review and select job recipients
– Evaluate the recruiting and selection effort
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Assessment Question 1.3
• Professional associations for HR exist and
provide nationally or provincially recognized
designations for HR professionals.
a. True
b. False
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Recruitment, Selection,
and the HR Profession
• Many HRM practitioners and consultants hold
membership in one or more professional associations
and may be certified or registered with an association
or professional licensing body in their area of
specialization.
• Increasing expectation that HR professionals working
within Canada will hold the Chartered Professional in
Human Resources (CPHR) designation
– See Recruitment and Selection Notebook 1.2, Become a
CPHR
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Group Discussion 1.2
• With your group discuss the “ethical dilemma”
that you have been assigned; specifically:
– brainstorm and share ideas about how to deal
with the ethical dilemma; and
– discuss some of the ethical issues that HR
professionals will face when involved in
recruitment and selection.
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Ethical Issues and
Professional Standards
• Ethics
– the determination of right and wrong and moral
or immoral; determines the standards of
appropriate conduct for professionals in terms of
what they may and may not do
• Professional standards
– provide guidance on how HR professionals should
behave in certain work-related situations including
the use of employment tests
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Business Ethics
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Ethical Standards in HRM
• Ethical standards in HRM
– regulate and guide the behaviour of HR
professionals in terms of professional ethics (e.g.,
how to ethically deliver an employment test)
• Ethical dilemmas are common in recruitment
and selection.
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Human Resources and the Internet
• The growth of the Internet and social media
has resulted in many online resources for HR
professionals.
• Recruitment and Selection Notebook 1.4
includes a large list of useful sources
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Chapter Summary
Slide 1 of 2
• Effective recruitment and selection are
important because linking the “right person”
to the “right job” contributes to individual and
organizational well-being.
• A high-performance works system has all HR
policies and practices working in a
coordinated and complementary fashion to
advance the vision, mission, and strategic
priorities of an organization.
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Chapter Summary
Slide 2 of 2
• Evidence-based recruitment and selection are
critical components of a high-performance
work system.
• Professional associations help HR
professionals and their clients by establishing
ethical codes of conduct and standards of
practice.
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