Recruitment, selection
and placement
Chapter 6
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
1
Recruitment and selection
 Objectives
Describe the various recruitment policies
adopted by organisations to make job
vacancies more attractive.
List the various sources from which job
applicants can be drawn, their relative
advantages and disadvantages, and the
methods for evaluating them.
Explain the recruiter’s role in the recruitment
process, the limits the recruiter faces, and the
opportunities available.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-2
Recruitment and selection
 Objectives (continued)
Establish the basic scientific properties of
personnel selection methods, including
reliability, validity, and generalisability.
Discuss how the particular characteristics of
a job, organisation, or applicant affect the
utility of any test.
List the common methods used in selecting
human resources.
Describe the degree to which each of the
common methods used in selecting human
resources meets the standards of reliability,
validity, generalisability, utility and legality.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-3
Recruitment
 Any practice or activity carried on by the
organisation with the primary purpose of
identifying and attracting potential
employees.
 Human resource policies
Organisational decisions that affect the
practices and systems which, in turn,
influence employees’ behavior, attitudes
and performance.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-4
Figure 6.1 Overview of the individual job choice organisational recruitment process
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-5
Vacancy characteristics
 Internal vs. external recruiting
 Lead-the-market pay strategies
 Image advertising
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-6
Recruitment sources

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
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
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Internal vs. external
Direct applicants and referrals
Advertisements
Public employment agencies
Private employment agencies
Universities
E-cruitment
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-7
Evaluating the quality of a recruitment source:
Table 6.1 Hypothetical yield ratios for four
recruitment sources
Recruitment source
University
Resumés generated
Interview offers accepted
Yield ratio
Applicants judged acceptable
Yield ratio
Accept employment offers
Yield ratios
Cumulative yield ratio
Cost
Cost per hire
200
175
87%
100
57%
90
90%
90/200
45%
$30 000
$333
Employee
referrals
50
45
90%
40
89%
35
88%
35/50
70%
$15 000
$428
Newspaper
advertisement
500
400
80%
50
12%
25
50%
25/500
5%
$20 000
$800
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
Executive
search firms
20
20
100%
19
95%
15
79%
15/20
75%
$90 000
$6000
6-8
Recruiter traits and behaviours
 Functional area
 Traits
 Realism
Realistic job preview
 Enhancing recruiter impact
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-9
Selection
 The process by which a company
decides who will or will not be allowed
into the organisation.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-10
Selection method standards
 Reliability
The consistency of a performance measure;
the degree to which a performance measure
is free from random error.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-11
Selection method standards
 Validity
The extent to which a performance measure
assesses all the relevant—and only the
relevant—aspects of job performance.
Criterion-related validation
predictive validation
concurrent validation
Content validation
ne- N/2
content-validation ratio: CVR =
N/2
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-12
Selection method standards
 Generalisability
The degree to which the validity of a
selection method, established in one
context, extends to other contexts.
 Utility
The degree to which the information
provided by selection methods enhances
the effectiveness of selecting personnel
in real organisations.
 Legality
Whether a selection method is legally
compliant.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-13
Figure 6.6 Concurrent and predictive
validation designs
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-14
Types of selection methods

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Interviews
References and biographical data
Physical ability tests
Cognitive ability tests
Personality inventories
Work samples
Honesty tests and drug tests
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-15
Types of selection methods
 Interviews
Structured
Standardised
Focused
Situational interview items
experience-based
future-oriented
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-16
Evaluating selection methods
 Selection methods can be evaluated
according to the five standards: reliability,
validity, generalisability, utility and legality.
 See Table 6.8 for more detail.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-17
Summary
 Recruiting creates an applicant pool from
which the organisation can draw for new
recruits.
 Selection methods should conform to five
critical standards: reliability, validity,
generalisability, utility and legality.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
6-18