Recruitment and Selection—Sources | Process | Role of AI

The recruitment and selection process is a vital component of human resource management that ensures an organisation attracts and hires the most suitable candidates for its job vacancies. Recruitment is the initial phase, focused on identifying and encouraging a pool of qualified individuals to apply for open positions. It involves sourcing candidates through various internal and external channels, such as promotions, advertisements, campus placements, or employment agencies.  A well-structured recruitment and selection process helps build a competent and committed workforce, thereby contributing to the overall growth and efficiency of the organisation.

Table of Contents

1. Recruitment
2. Sources of Recruitment
3. Selection
4. Recruitment and Selection
5. Selection Process
6. Selection Tests
7. Interviews
8. Recruitment and Artificial Intelligence (AI)

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1. Recruitment

Recruitment is the method through which an organisation seeks individuals to apply for job positions when its existing workforce cannot meet the labour demand. This process involves inviting applications from individuals possessing the required job skills. Job descriptions are carefully compared with job specifications to ensure a suitable match. It is the “process of finding and attempting to attract job candidates capable of effectively filling job vacancies.” Its primary purpose is to encourage the submission of applications, from which the most qualified and suitable individual will be selected. Striking the right balance in the number of applicants is crucial. Having too many applicants requires sorting through a large volume of applications, while too few applicants limit the choices for finding the right candidate.

2. Sources of Recruitment

There are two sources of recruitment:

1. Internal Sources
2. External Sources

2.1 Internal Sources of Recruitment

Recruitment through internal process extends within the organisation, allowing employees to advance to higher positions (promotion) or move laterally to other departments. For instance, a senior role in the production department might be filled by individuals from within the same department at a junior level. Similarly, surplus staff from the sales department might be relocated to the production department. Internal recruitment facilitates growth and mobility of employees within the organisation.

2.1.1 Merits of Internal Recruitment

1. Motivation – Employees are motivated to put in extra effort as there are prospects of advancing within the organisation.
2. Recognition – When internal candidates are promoted, they receive acknowledgment from their peers.
3. Familiarity with organisational setup – The organisation and its employees are familiar with each other, eliminating the need for orientation. This promotes better understanding of people and procedures.
4. Costs – Internal recruitment is a cost-effective approach since organisations do not incur expenses for advertising positions externally.
5. Loyalty – Internal promotions foster a sense of loyalty among employees who feel a strong
   connection with the organisation. The assurance of a secure future enhances commitment to the organisation.

2.1.2 Limitations of Internal Recruitment

1. Number of employees to be recruited – Internal recruitment limits consideration to existing employees, excluding potentially talented individuals external to the organisation.
2. Promotes lethargy – The assurance of promotions based on seniority can lead to employee lethargy. Some may become complacent in their work strategies.
3. Conflict amongst workers – Employees who are not chosen for promotion may develop conflicts with those who are promoted. This internal discord negatively impacts overall efficiency.
4. Dynamic organisations – Organisations experiencing rapid changes may struggle to find suitable internal candidates for higher positions. External recruits often bring innovation and dynamism, introducing new ideas for growth. It also facilitates diversification as new hires manage new business areas. The expenses associated with recruiting externally may be less than the costs of training internal employees.

Internal recruitment is well-suited for organisations operating in stable environments.

2.1.3 Sources of Internal Recruitment

1. Notice boards – Information about job vacancies is posted on notice boards, allowing interested candidates to apply for the positions.
2. Circulars – Circulars are used to disseminate information regarding available job openings, providing details for potential candidates.
3. Personal contacts and references – Applications may be sought through personal contacts and references, leveraging existing networks to identify suitable candidates for the positions.

2.2 External Sources of Recruitment

External recruitment refers to the process of identifying and attracting individuals from outside the organisation who have the potential to fill open positions.

2.2.1 Merits of External Recruitment

1. Suitable for dynamic organisations – Organisations that adapt to changing environment benefit from external recruitment, gaining access to innovative, dynamic, and experienced individuals from outside.
2. Large pool – External recruitment provides a vast pool of candidates, increasing the likelihood of selecting qualified individuals for the job.
3. Infusion of young blood – Bringing in young, new, and dynamic individuals introduces innovative ideas. Young minds are more inclined towards challenges and tend to grasp new concepts.
4. Spirit of competition – External recruitment fosters a sense of competition among internal candidates, encouraging them to compete vigorously for higher positions.
5. Realistic job preview – This involves presenting job candidates with a balanced view of positive and negative aspects of the job and the organisation during the recruitment process. When individuals apply for a job with clear understanding of its positive and negative aspects, they tend to perform better.

2.2.2 Limitations of External Recruitment

1. Costly – External recruitment comes with expenses for advertisements, tests, interviews, and more. There is also the risk that candidates may leave for better opportunities elsewhere, making it a costly process for the organisation.
2. Dissatisfaction amongst internal candidates – Internal candidates may feel dissatisfied, potentially leading to conflicts, as they might not actively engage with external candidates being considered for positions.
3. Orientation – Organisations invest significant time in orienting new employees. While investing time in orientation is valuable for aligning people with their roles, it becomes an asset when new employees positively impact the organisation.

2.2.3 Sources of External Recruitment

• Advertisements – Advertisements represent the most common method for external recruitment. Job vacancies are publicised, detailing the job’s nature, type, qualifications and experience, duties, responsibilities, application procedures, and other relevant information. Details such as overtime, travel, and salary (whether negotiable or fixed) can also be included. Companies employ various media channels for advertising, including magazines, journals, newspapers, television, and radio. An effective advertisement should be appealing, as it reflects the company’s image. The content and presentation of the advertisement play a crucial role in influencing whether individuals decide to apply for the job, as advertisements often generate many applications, requiring considerable time for screening and decision-making.
• Educational institutions – Many educational institutions have placement cells that collaborate with companies to assist students in finding jobs aligned with their qualifications. This approach provides companies with fresh, but inexperienced, candidates. In some cases, employers may sponsor the education with the understanding that these students will work for the companies upon completing their studies.
• Employment agencies – These agencies maintain databases of candidates with diverse qualifications and experience. Companies approach these agencies to inquire about potential candidates who could fill their job vacancies. These agencies can either be public, managed by the government, or private, run by individuals or institutions. They charge fees for their services, which can be a fixed amount, or a percentage of the salary associated with the service.

Despite being a relatively expensive method of recruitment that occurs external to the organisation, it offers several advantages:

1. 1. The organisation is relieved from the need to advertise the position.
   2. It saves significant time, allowing organisations to allocate resources to other productive activities.
   3. The agencies provide specialised human resource services tailored to specific needs of organisations.

• Professional associations – Companies seeking professionals for high-ranking positions often approach professional associations, such as the Institute of Engineers or the All-India Management Association, to recruit candidates with the desired qualifications. While these associations charge substantial fees for their recruitment services, the candidates they provide possess qualifications that align with the organisation’s requirements. The benefits derived from these associations usually outweigh the costs incurred.
• Word of mouth – Informal recruitment occurs through word of mouth, where trade unions or existing employees recommend individuals interested in jobs. Satisfied employees often
  recommend friends or relatives for vacant positions, providing the advantage of recruiting
  individuals through trusted sources.
• Casual applications – Candidates can submit applications directly to the HR department. Companies maintain a list of potential candidates and recruit from this pool whenever a vacancy arises. This allows for a flexible and spontaneous approach to hiring as positions become available.
• On-the-Gate recruitment (Gate Hiring) – Typically used for hiring blue-collar workers (semi-skilled and unskilled) on a temporary basis, companies announce vacancies by placing notices on the gate, specifying the duration of the vacancy and the number of people needed. Interested workers gather at the gate on the specified date and time, where managers select suitable candidates from the assembled group.
• Trade unions – Trade unions maintain lists of workers with varying skills (skilled, semi-skilled, and unskilled) that companies can tap into for labour recruitment. Unions are often considered a trustworthy source of recruitment, recommending individuals who are expected to demonstrate loyalty to the company.
• Other organisations – Companies can attract competent, qualified, and skilled employees from other organisations by offering incentives.

3. Selection

Recruitment involves inviting applications, while selection focuses on choosing the most suitable candidate to fill a vacancy by aligning job specifications with job descriptions. Selection is the process of determining which job candidates best meet organisational needs, resulting in the appointment of a limited number of individuals and the rejection of others.

Placement is the process of determining the job that aligns best with an individual’s abilities after they have been selected and hired. When a person is hired for a job, it is considered part of the selection process. Placement occurs when the individual is assigned to a specific job that suits their skills and qualifications.

4. Recruitment and Selection

5. Selection Process

The process of selection involves the following steps:

• Job specification – Job specification outlines the knowledge, experience, and specialisation of individuals considered for a job. It screens applications against job standards, establishing criteria for the screening process.
• Application form – The application form gathers information such as age, qualifications, achievements, experience, and skills of applicants. Personal details like nationality and family size are typically not included. According to Malthis and Jackson, the application form serves three purposes:

1. 1. It indicates the applicant’s interest in the job.
   2. It facilitates asking questions related to his profile.
   3. It serves as a record of his profile for future reference.

• Preliminary interview – Following the screening of application forms, chosen candidates are invited for a preliminary interview. This brief interaction involves asking simple questions about their expectations from the job, anticipated salary, willingness to travel frequently, and other relevant aspects. It measures candidate’s interest in the position, compatibility with the organisational culture, and helps in deciding whether to proceed with the job offer.
• Work-related tests – After the preliminary interview, candidates undergo written tests that assess their skills and aptitude for the job. They serve as a supplement to the information provided in the application forms, allowing for a more in-depth evaluation. Since individuals vary in intelligence, aptitude, personality, and performance, employment tests are instrumental in determining the most suitable candidate for the job.
• Cross checking – After successfully passing pre-employment tests, the professional details of candidates are verified through cross-references. Referees, typically previous employers, or individuals from educational institutes familiar with the candidate’s skills and professional ethics, provide insights into their character. This ensures accuracy of the information provided by the candidate. While references are valuable in confirming details in the application form, applicants often choose referees who are likely to give positive assessment. Referees may show bias in their opinions, hesitating to express negative views on record. They tend to offer a more balanced perspective when their identities remain confidential.
• Interview – Following a positive response from cross-references, face-to-face interviews are conducted by the selection committee to assess the candidates’ personality, knowledge, skills, and competence. It provides candidates with a comprehensive understanding of the organisation and job structure, also allowing them to present a complete picture of their own profile. The interview helps in determining whether the candidate can align with the organisation and colleagues.
• Medical examination – Candidates who are deemed suitable in the interview undergo medical examination to ensure they are physically and mentally fit for the job.
• Employment decision – After the medical examination, managers extend job offers to those found suitable. Candidates, in turn, express their intention to join or decline the offer from the organisation.
• Job offers – Once the candidate accepts the job based on specified terms, they receive appointment letter outlining details such as salary, working hours, leave benefits, retirement benefits, etc. Typically, the job is initially offered on a probationary basis, often lasting one year. If the candidate proves suitable during the probation period, the position is made permanent after its completion.

The steps in the selection process may vary in sequence for different selections. In some cases, preliminary interview could come before the application form, particularly when handling a large number of applications. This prevents processing of overwhelming volume of applications and shortlisting candidates eligible for further processing. The timing of physical examination may differ as well, typically occurring towards the end of the selection process, especially in professions where intense physical fitness is not a primary requirement. For example, physical fitness holds significant importance in jobs like driving or flying, but it may be relatively delayed in administrative professions.

6. Selection Tests

Tests are designed to assess qualities, aptitude, and skills necessary for job performance. Consistency in behaviour is evaluated through repeated testing, ensuring that candidates provide similar responses to a set of questions. These tests aim to predict behaviour in conditions closely related to the job, although a perfect match between test results and actual behaviour may not always occur.

6.1 Types of Tests

1. Ability or intelligence tests – Tests evaluate various aspects of candidates, including mental capacity (intelligence), sensory capacity (vision and hearing), mechanical and clerical abilities. Intelligence tests assess verbal and numerical abilities, covering vocabulary, similarities, opposites, and arithmetical calculations. These tests are tailored individually for each job since the same test is not universally valid for all positions. Objective-type questionnaires are often computer-evaluated. Individuals who score high on these tests typically demonstrate the ability to quickly absorb, interpret, and analyse information, indicating strong potential at work. Intelligence tests often provide a representation of Intelligence Quotient (IQ). IQ reflects a person’s mental ability in relation to their age. A higher IQ signifies greater ability to perform a job effectively. When an organisation has employees with high IQ, it enhances the training and learning process.
2. Aptitude tests – Aptitude tests evaluate the ability to perform potential tasks. These tests measure specific abilities or aptitudes, such as spatial ability, manual dexterity, numerical ability, and verbal ability, providing insights into an individual’s potential. People vary in their capabilities, and aptitude tests help gauge their suitability for specific tasks or roles.
3. Personality tests – Personality reflects emotional stability to perform effectively at work.
   Personality tests assess personal traits such as feelings, risk-taking, confidence, and their relevance to job performance. These tests assume direct relationship between one or more personality factors and ability to perform specific jobs. A candidate’s personality profile is compared with standard profile relevant to the job, and the individual who best aligns with this standard is selected. While personality and intelligence are closely related and may overlap (intelligence is one of the personality traits), personality encompasses the distinctive and emotional aspects of an individual, and intelligence pertains to cognitive or thinking side of an individual.
4. Performance tests – These are on-the-job tests associated with the job that candidates are being considered for. Also known as “intray” tests, they evaluate competence in terms of accuracy and efficiency of individuals who work on a representative sample of specific tasks. Since these tests are based on simulation, the work environment and simulation models may not fully capture the real factors and information present in the actual job.

6.2 Merits of Tests

1. While performance tests evaluate the ability to perform current tasks, aptitude tests gauge the ability to handle potential tasks.
2. These tests assess ability through practical and objective means, ensuring a completely unbiased selection process. Selection is solely based on performance.
3. Performance tests align job requirements with knowledge of the candidates, and discrimination is solely based on job-related factors.
4. Without tests, all candidates would need to be interviewed, a costly and time-consuming process. Tests help in proceeding with the selection process with the short-listed candidates.

6.3 Limitations of Tests

1. Tests may not always be ideal measures for selection as a candidate could perform poorly in a test yet still be suitable for the job.
2. Tests are limited in their ability to fully comprehend a candidate’s personality. However, this limitation can be addressed through subsequent stages in the selection process.

7. Interviews

An interview is a mutual exchange of information, involving personal communication, conducted one-on-one or by an interview panel that helps to assess whether the candidate can adapt to the organisation culture. The interviewer provides insights into the job preview, helping the interviewee make an informed decision about accepting the job.

1. It involves direct interaction between the interviewer and the interviewee.
2. It serves a specific purpose known to both parties.
3. It relies on a pre-structured set of questions.

7.1 Importance of Interview

1. It enables both parties to share information and assess the potential for establishing a professional working relationship. This interaction allows both sides to gauge compatibility and determine if they can collaborate effectively.
2. It serves as a direct means of contact between employer and the candidate, providing opportunity for employers to verify authenticity of details provided in the application form.
3. It allows for a thorough assessment of a candidate’s communication abilities.
4. It plays important role in selecting the most suitable candidate for the job.

7.2 Weaknesses of Interview

1. Imbalanced positions – Interviews assess a person based on a single or a few qualities, not considering all the factors that contribute to their ranking. This provides partial view of the individual. Relying solely on interviews for rejection is not advisable, as capable candidates may also not excel in this setting. There can also be biases on the part of the interviewer.
2. Wrong presentation – If a candidate simply tries to please the interviewer, it may not reflect their true profile, potentially leading to selection of an unsuitable candidate.
3. Unstructured interviews – The true potential of the candidate may not be thoroughly explored if questions are not directly relevant to the job.
4. Absence of record – Interviews are verbal interactions, and no formal record is maintained. Lack of documentation may result in less accurate results and decisions at the conclusion of the interview.
5. Incomplete information – While interviews help in selecting the right candidate, they are not the sole tool for collecting comprehensive information about them.
6. Mental pressure – Deliberately creating pressure can place undue stress on the interviewee, potentially leading to poor performance and loss of a good candidate for the company.
7. Snap judgment – Interviews are often conducted for a brief duration. Relying solely on the interview may only provide partial understanding of the candidate, not a comprehensive one.
8. Personal bias – Interviews may be influenced by personal judgment of the interviewer and, thus, deviate from the objective of conducting a purposeful interview.

7.3 Ways to Improve the Interview

1. Provide training to the interviewer to ask job-related and structured questions. Ensure clarity on the criteria for candidate evaluation and the role of the interview in the overall selection process.
2. Foster a comfortable environment during the interview to alleviate stress for the candidate. The interviewer should initiate the conversation with clear and simple questions, gradually increasing the complexity as the candidate becomes more at ease.
3. To eliminate bias, involve different individuals to collaboratively assess the candidate suitable for the job.
4. Rely on a combination of factors for selection, like details from the application form, preliminary interview, and feedback from cross-references before reaching a final decision.

7.4 Forms of Interview

1. Structured interview – It follows a predetermined sequence of job-related questions, for instance, inquiry about the candidate’s previous workplace, reasons for changing jobs, and expectations from the new position. The structured interview, however, lacks flexibility for spontaneous questions.
2. Semi-structured interview – This format is more conversational and elicits better response compared to structured interview. Alongside pre-determined questions, the interview also enquires about the candidate’s strengths, weaknesses, and experiences in other jobs.
3. Unstructured interview – This interview is unplanned and involves spontaneous interaction to gather information that potentially affects assessment of the candidate’s suitability. There may also be subjectivity on the part of the interviewer.

7.5 Successful Interview

Even the most intelligent candidate may miss out on a job opportunity if they approach the interview unprepared. It is crucial to conduct research about the company, dress professionally, and provide compelling reasons to the interviewer about why they are the ideal candidate for the position. Interviews are typically the most stressful aspect of a job search, and adequate preparation is essential to reduce stress levels. Candidates who thoroughly prepare for the interview increase their chances of success.

The interviewee should:

1. Gather comprehensive information about the company’s products, services, markets, competitors, current activities, and priorities.
2. Anticipate and formulate responses to expected questions. Clearly articulate reasons for wanting the job, highlight strengths, explain how the job will be performed, and share notable achievements.
3. Request employment terms or an employee handbook ahead of the interview to streamline discussion on routine matters.
4. Compile evidence of past achievements to present during the interview.
5. Update resume that accurately reflects qualifications and experiences.
6. Gather material related to the company, such as sales brochures, trade magazines covering the industry sector, and recent newspapers to stay informed about global and national news.
7. Review personal goals and openly discuss plans for achieving them.
8. Provide two or three reputable and relevant references who are willing to be contacted.
9. Approach the interview with enthusiasm, alertness, and a positive mindset.
10. Address any negative aspects of the profile truthfully rather than distorting facts.

7.6 Types of Interviews

Before getting ready for an interview, one must consider the following to understand the interview format:

• How many individuals will be conducting the interview?
• Will he be the sole interviewee, or others are being interviewed simultaneously?
• What types of questions can one anticipate during the interview?
• How can one prepare most effectively for the interview?

This will help to tailor the preparations to the specific interview dynamics, whether it is one-on-one, a panel, or a group setting. Knowing the expected question types helps in approaching the interview confidently.

Interviews can be of the following types:

• Exit interview – An exit interview is used to gather feedback from employees leaving a company. Generally, it involves meeting between a Human Resource (HR) representative and the departing employee, who may be leaving voluntarily, due to a layoff, or termination. The HR representative asks questions or requests the employee to complete a questionnaire, or sometimes both. The purpose of an exit interview is to yield insights into why employees are departing, their positive experiences during employment, and areas that may require improvement. The effectiveness of exit interviews is ensured when the collected data is compiled and tracked over time and organisations make informed decisions to enhance the overall employee experience.
• Stress interview – Stress interview deliberately induces discomfort, where the interviewer may adopt a stern attitude, maintain silence, stare, or spend time note-taking. Employers assess candidate’s reactions and evaluate how they can manage stressful conditions.
• Appraisal interview – Annual appraisal interview ensures that employee competence aligns optimally with the company’s goals as managers often lack time to delve into long-term and fundamental employment conditions on a day-to-day basis. Once a year, employees undergo an appraisal interview with their line manager to evaluate their performance over the past year and outline tasks for the upcoming year. This serves as a platform for planning training programmes and contributes to:

1. 1. Enhancing employee job performance.
   2. Strengthening employer-employee relations.
   3. Improving communication between managers and employees.

• Promotion interview – Promotion interview is conducted when an individual is up for promotion, assessing their aptitude for assuming higher responsibilities, even if they are the sole candidate. In cases with multiple candidates, the management can select the most suitable one based on specific criteria. This interview is linked to both individual and organisational growth. While the interviewer and interviewee may already be acquainted, the interview may begin informally. Nevertheless, the interviewee must maintain a professional demeanor and perceive the interaction as a formal process.

8. Recruitment and Artificial Intelligence (AI)

AI has impacted various industries, and recruitment can be challenging and time-consuming, involving tasks like sourcing candidates and conducting interviews. With the rise of AI, many of these tasks can be simplified, save time and resources, boost productivity, improve candidate sourcing, and reduce biases.

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