recruitment and selection process assignment

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A well-designed recruitment and selection process allows organisations to both attract a wide pool of applicants and narrow the selection down until you’ve found the perfect candidate for every opening. 

In this post, we’ll explain the differences between recruitment and selection, explore why these two phases of the hiring process are so important and share the main steps that are involved. 

Key takeaways:

Recruitment and selection are two key parts of the hiring process that allow companies to find and attract the best talent.

Recruitment involves getting a job description in front of as many people as possible. Selection involves narrowing down the pool until you’re left with the best person for the role. 

The recruitment and selection process involves six main steps: creating a job description, advertising the role, screening candidates, conducting interviews, carrying out tests and assessments and selecting the successful candidate.

• 1 What is recruitment?
• 2 What is selection?
• 3 What is the difference between recruitment and selection?
• 4 Why optimal recruitment and selection is important
• 5 6 steps in the recruitment and selection process
• 6 How does recruitment and selection work in nonprofits?
• 7 Source, attract and hire candidates with Personio

What is recruitment?

Recruitment is the process that organisations use to source, attract and identify candidates for their open positions. The goal of recruitment is to gather as many suitable candidates for the role as possible (through as many fitting recruitment methods as possible). 

Broadly speaking, there are two types of recruitment: 

External recruitment: This is when recruiters search for candidates from outside of their organisation. They might do this by posting on job sites, using social media or posting job descriptions on their own career site. External recruitment can also involve contacting passive candidates — those who aren’t actively looking for work.

Internal recruitment : This involves looking for candidates who already work for the organisation in a different role. Many companies choose to advertise the job internally before opening up the search to external candidates. This can allow them to save money since it typically costs less to promote someone than to hire a new candidate. 

What is selection?

Selection is the process of assessing candidates’ qualities, expertise and experience to narrow down the pool of applicants until you’re left with the best person for the role. This process usually involves conducting interviews and using various tests and assessments to evaluate each candidate. 

Why does recruitment and selection matter?

An effective recruitment and selection process allows companies to source, attract and identify the best candidates for every open role. This can help to reduce attrition, increase productivity and even improve the company’s bottom line. 

What is the difference between recruitment and selection?

Recruitment and selection are two different stages in the hiring process. Recruitment involves getting the job description in front of as many potential candidates as possible.

Selection is about narrowing down the pool of applicants until you’re left with the strongest candidate. Here are some of the main differences between recruitment and selection: 

Why optimal recruitment and selection is important

Here are four reasons why an optimal recruitment and selection process is key to an organisation’s success: 

1. Allows you to attract the best talent

An effective recruitment process connects you with top candidates. This is particularly important when you remember that around 70% of the workforce is made up of passive candidates, who probably wouldn’t come across your job openings without active engagement from your recruitment team. 

And it’s not just about finding the right candidates: a 2019 study found that almost half of jobseekers in high-demand industries had turned down a job offer because of a poor recruitment experience. A solid recruitment and selection process can help convince top candidates that you’re the right company for them. 

2. Reduces turnover and absenteeism

When it’s done right, a strong recruitment and selection process can improve employee engagement, reduce absenteeism and even increase retention. After all, when you find the right person for a role, there’s a much better chance that they’ll perform to the best of their ability and stick around for the long term (especially if you have great employee induction practices in place). 

3. Saves your organisation money

Leaving a role sitting empty for too long can be a big drain on a company’s finances. But according to a 2017 Harris Poll, the average cost of a bad hire is almost £15,000 . This means that both recruitment (which allows companies to find candidates for each open position) and selection (which ensures they choose the right candidate) help companies to save money in the long run. 

4. Creates a level playing field

By formalising the recruitment and selection process, you can ensure that it doesn’t leave room for unconscious bias on the part of hiring managers. This gives everyone with the right skills and experience the same opportunity to land a role, regardless of their background.

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6 steps in the recruitment and selection process

The recruitment and selection process can be broken down into six key steps: 

1. Create meaningful job descriptions

The first step in the process is to put together a clear and detailed job description for each role. This is the candidate’s first introduction to the role — and often to your organisation — so it’s important to get it right.

To ensure that you only receive applications from candidates with the right skills and experience, make sure your job description is as clear as possible about your requirements for the role.

2. Advertise postings in the right places

Next, you’ll need to publish your job description . For generalist roles, you could post it on general job sites, social media platforms like LinkedIn and your company careers site. For more specialist roles, you might want to investigate more specialised job boards.

If you want to advertise the position internally, you could also publish your job description in your employee newsletter, send it out by email or even post it on a physical notice board. 

3. Screen resumes thoroughly

Next, you’ll begin screening candidates against the requirements of the role so you can eliminate those who aren’t suitable. Many companies use blind screening to assess candidates at this stage.

This is when you view CVs or applications with identifying information removed so that characteristics like the candidate’s race, age, gender or socioeconomic background don’t affect your decisions. 

4. Schedule, host and evaluate interviews

When you have narrowed down your initial pool of applicants, the next stage is usually to interview the strongest ones. An interview is an opportunity to meet the candidates and get a better understanding of their capabilities. It also allows you to determine whether they’re a good fit for your company culture .

Depending on the seniority of the position, you might conduct several rounds of interviews with various stakeholders, eliminating the weakest candidates after each round.

5. Run various tests and assessments

Next, you’ll need to determine whether the remaining candidates have the right skills and qualities for the role. Depending on the nature of the role, you might decide to use: 

Personality tests: These are designed to test a candidate’s soft skills and determine how they will behave in certain situations. 

Knowledge tests: These present candidates with specific situations or questions that assess their expertise, training and experience. 

Psychometric tests: These are designed to assess candidates’ intelligence, and usually involve solving problems within a time limit. 

Technical skills assessments: These provide an objective assessment of candidates’ technical skills, making it easy to compare one candidate to another. 

6. Select and hire your ideal candidate

The final stage is to review the candidates based on the results of their interviews and any tests or assessments they have completed. This allows you to hone down your pool until you have the best person for the job. 

At this stage, you can extend a job offer to your chosen candidate. If they accept it, you’ll sign an employment contract together and they’ll begin working for you after they’ve completed their notice period in their current role. 

Now, you can begin onboarding. Don't forget to build and run a process that keeps in mind the big-picture (like access to the right technology) with the smaller nuances (like sending an automated introduction email ).

How does recruitment and selection work in nonprofits?

Finding the right people to turn your nonprofit’s mission into reality is often one of the most difficult parts of being a nonprofit organisation, especially with the limited budgets that many tend to have to contend with. 

Because of that, nonprofits must have a recruiting system in place that makes it easy to monitor each applicant’s progress and for key stakeholders and interviewees to be able to access the information they need quickly and easily. 

Nonprofits also need to be able to track which recruitment channels are performing best, so that they can adjust their spend accordingly to the job advertisement sites that are going to give the best return on investment for their already limited budgets.

Once a nonprofit has recruited a pool of applicants, selection involves the decision-making needed to narrow down that pool and find the applicants that are both the most invested in your mission and likely to bring the most impact with their skills. Even if applicants are ultimately not hired, it is worth keeping a talent pool for volunteering or future roles.

In a nonprofit, this process may also require additional screening such as police clearance, checking that they have adequate child protection training and similar checks that will ensure the people you are helping are protected. Find out how Personio supports nonprofits here .

Source, attract and hire candidates with Personio

Recruiting and assessing candidates is a complex process that involves many different stages. Thankfully, you don’t have to manage it alone. 

With Personio, you can create, publish and manage job descriptions effortlessly, and increase your reach by posting jobs across 15+ free job boards in just a few clicks. You can also easily create tailored careers pages to show off your employer brand, and manage everything from a convenient recruitment dashboard. 

Plus, our applicant tracking system (ATS) lets you keep track of every application from every channel in one place, and save time by automating key parts of the recruitment and selection process. 

Want to learn more? Book a free demo to see Personio in action. 

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4.1 The Recruitment Process

Learning objectives.

• Discuss the need for forecasting human resource needs and techniques for forecasting.
• Be able to explain the steps to an effective recruitment strategy.
• Be able to develop a job analysis and job description.

The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” . Forecasting is based on both internal and external factors. Internal factors include the following:

• Budget constraints
• Expected or trend of employee separations
• Production levels
• Sales increases or decreases
• Global expansion plans

External factors might include the following:

• Changes in technology
• Changes in laws
• Unemployment rates
• Shifts in population
• Shifts in urban, suburban, and rural areas
• Competition

Once the forecasting data are gathered and analyzed, the HR professional can see where gaps exist and then begin to recruit individuals with the right skills, education, and backgrounds. This section will discuss this step in HR planning.

Recruitment Strategy

Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 “Developing and Implementing Strategic HRM Plans” , development of staffing plans is discussed. An understanding of the labor market and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes.

Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here are the aspects of developing a recruitment strategy:

• Refer to a staffing plan. This is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” .
• Confirm the job analysis is correct through questionnaires.
• Write the job description and job specifications.
• Have a bidding system to recruit and review internal candidate qualifications for possible promotions.
• Determine the best recruitment strategies for the position.
• Implement a recruiting strategy.

The first step in the recruitment process is acknowledgment of a job opening. At this time, the manager and/or the HRM look at the job description for the job opening (assuming it isn’t a new job). We discuss how to write a job analysis and job description in Section 4.1.2 “Job Analysis and Job Descriptions” .

Assuming the job analysis and job description are ready, an organization may decide to look at internal candidates’ qualifications first. Internal candidates are people who are already working for the company. If an internal candidate meets the qualifications, this person might be encouraged to apply for the job, and the job opening may not be published. Many organizations have formal job posting procedures and bidding systems in place for internal candidates. For example, job postings may be sent to a listserv or other avenue so all employees have access to them. However, the advantage of publishing open positions to everyone in and outside the company is to ensure the organization is diverse. Diversity is discussed in Chapter 3 “Diversity and Multiculturalism” . We discuss more about internal and external candidates and bidding systems in Chapter 5 “Selection” .

Then the best recruiting strategies for the type of position are determined. For example, for a high-level executive position, it may be decided to hire an outside head-hunting firm. For an entry-level position, advertising on social networking websites might be the best strategy. Most organizations will use a variety of methods to obtain the best results. We discuss specific strategies in Section 4.3 “Recruitment Strategies” .

Another consideration is how the recruiting process will be managed under constraining circumstances such as a short deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be processed will save time later. For example, some HRM professionals may use software such as Microsoft Excel to communicate the time line of the hiring process to key managers.

Once these tasks are accomplished, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited. This is where the job analysis and job description come in. We discuss this in Section 4.1.2 “Job Analysis and Job Descriptions” .

Job Analysis and Job Descriptions

The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. A major part of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. According to research by Hackman and Oldham (Hackman & Oldham, 1976), a job diagnostic survey should be used to diagnose job characteristics prior to any redesign of a job. This is discussed in Chapter 7 “Retention and Motivation” .

To start writing a job analysis, data need to be gathered and analyzed, keeping in mind Hackman and Oldham’s model. Figure 4.1 “Process for Writing the Job Analysis” shows the process of writing a job analysis. Please note, though, that a job analysis is different from a job design. Job design refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available. We discuss job design in Chapter 7 “Retention and Motivation” and Chapter 11 “Employee Assessment” .

Figure 4.1 Process for Writing the Job Analysis

The information gathered from the job analysis is used to develop both the job description and the job specifications. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications , on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. A job analysis must be performed first, and then based on that data, we can successfully write the job description and job specifications. Think of the analysis as “everything an employee is required and expected to do.”

Figure 4.2 Sample Job Analysis Questionnaire

This questionnaire shows how an HR professional might gather data for a job analysis. Questionnaires can be completed on paper or online.

Two types of job analyses can be performed: a task-based analysis and a competency- or skills-based analysis. A task-based analysis focuses on the duties of the job, as opposed to a competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. An example of a task-based analysis might include information on the following:

• Write performance evaluations for employees.
• Prepare reports.
• Answer incoming phone calls.
• Assist customers with product questions.
• Cold-call three customers a day.

With task job analysis, the specific tasks are listed and it is clear. With competency based, it is less clear and more objective. However, competency-based analysis might be more appropriate for specific, high-level positions. For example, a competency-based analysis might include the following:

• Able to utilize data analysis tools
• Able to work within teams

You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job. One is not better than the other but is simply used for different purposes and different types of jobs. For example, a task-based analysis might be used for a receptionist, while a competency-based analysis might be used for a vice president of sales position. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.

Once you have decided if a competency-based or task-based analysis is more appropriate for the job, you can prepare to write the job analysis. Of course, this isn’t something that should be done alone. Feedback from managers should be taken into consideration to make this task useful in all levels of the organization. Organization is a key component to preparing for your job analysis. For example, will you perform an analysis on all jobs in the organization or just focus on one department? Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organization. A job analysis questionnaire usually includes the following types of questions, obviously depending on the type of industry:

• Employee information such as job title, how long in position, education level, how many years of experience in the industry
• Key tasks and responsibilities
• Decision making and problem solving: this section asks employees to list situations in which problems needed to be solved and the types of decisions made or solutions provided.
• Level of contact with colleagues, managers, outside vendors, and customers
• Physical demands of the job, such as the amount of heavy lifting or ability to see, hear, or walk
• Personal abilities required to do the job—that is, personal characteristics needed to perform well in this position
• Specific skills required to do the job—for example, the ability to run a particular computer program
• Certifications to perform the job

Once all employees (or the ones you have identified) have completed the questionnaire, you can organize the data, which is helpful in creating job descriptions. If there is more than one person completing a questionnaire for one job title, the data should be combined to create one job analysis for one job title. There are a number of software packages available to help human resources perform this task, such as AutoGOJA.

Once the job analysis has been completed, it is time to write the job description and specifications, using the data you collected. Job descriptions should always include the following components:

• Job functions (the tasks the employee performs)
• Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes)
• Education and experience required
• Physical requirements of the job (ability to lift, see, or hear, for example)

Figure 4.3 Sample Job Description

Notice how the job description includes the job function; knowledge, skills, and abilities required to do the job; education and experience required; and the physical requirements of the job.

Once the job description has been written, obtaining approval from the hiring manager is the next step. Then the HR professional can begin to recruit for the position. Before we discuss specific recruitment strategies, we should address the law and how it relates to hiring. This is the topic of Section 4.2 “The Law and Recruitment” .

Tips to Writing a Good Job Description

Be sure to include the pertinent information:

• Duties and responsibilities
• terms of employment
• qualifications needed
• Think of the job description as a snapshot of the job.
• Communicate clearly and concisely.
• Make sure the job description is interesting to the right candidate applying for the job.
• Avoid acronyms.
• Don’t try to fit all job aspects into the job description.
• Proofread the job description.

Writing a Job Description

(click to see video)

A short video on how to write an effective job description, with examples.

Human Resource Recall

Does your current job or past job have a job description? Did it closely match the tasks you actually performed?

Key Takeaways

• The recruitment process provides the organization with a pool of qualified applicants.
• Some companies choose to hire internal candidates —that is, candidates who are already working for the organization. However, diversity is a consideration here as well.
• A job analysis is a systematic approach to determine what a person actually does in his or her job. This process might involve a questionnaire to all employees. Based on this analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job.

Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:

• What are the job specifications?
• Are the physical demands mentioned?
• Is the job description task based or competency based?
• How might you change this job description to obtain more qualified candidates?
• Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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11-Step Guide to a Great Recruitment & Selection Process

Hiring team members is like playing poker.

You’ve gotta know when to hold on to the cards (or team members) and when to fold (or fire) them.

In both hiring and poker, there’s always an element of risk and heavy losses. But there’s also a potential for great reward .

And in your hiring system, that reward is a great hire who can add plenty of value to your business and that can help you scale.

But in order to get those “perfect hand” hires , you first need to follow the right steps to improve your recruitment and selection process.

That’s why in this guide, I’ll show you:

• The exact 11 steps for a great recruitment and selection process.
• Stats and data that support the hiring process.
• Why each of these steps adds up to a bullet-proof recruitment and selection process that will attract the best talent for your team .

Did you know this is the first step in a successful recruitment and hiring process?

In a rush? Want to download this article as a PDF so you can easily take action on it later?  Click here to download this article as a PDF guide .

• Step #1 of Your Recruiting Process: Prepare the Description for the Job Ad

So your first step to actually hiring someone for your team is to write the job description for the position you’re looking to fill.

This is the information about the job opening that will tease applicants and make them be interested (or not) in the position.

Here, you’ll gather the necessary information the applicants need to know in order to apply.

For example, you can add the responsibilities the hire will be handling, the benefits they’ll get from being part of your company, the required skills they must possess, and the compensation.

Here’s a quick overview of our description for one of our job openings for our Quality Assurance Specialist ( we’re hiring for that role and some others btw!).

• Step #2 of Your Recruiting Process: Create an Application Form to Introduce Applicants to Your Company & Get to Know Them Better Too

This is simple. After putting together your job description, you're going to create a short application form.

It will be short because 57% of applicants lose interest in a job opening if the hiring process takes too long according to TalentLyft.

But what’s an application form anyway?

This is a short form you’ll create that any potential employee will be required to complete when applying for an opening.

In it, you can ask a series of specific questions about the applicants covering topics such as personal information, education, work experience, employment history, competency-based questions and/or any personal information.

In fact, we usually combine personal and casual questions like “What’s a normal Friday night for you?” or professional questions like “How would you solve this specific issue in our company?”

And those questions always help us filter candidates based on their answers and if they match with our company culture.

Because cultural fit is often just as important as skills.

That’s why 95% of recruiters consider culture fit to be a critical factor when hiring according to Totaljobs.

An application form is meant to accelerate and facilitate the recruiting process. This is because it enables recruiters to actually review and compare applications more easily. And therefore, weed out candidates who aren’t a fit.

Also, don’t forget to add any relevant information about your company so applicants can get to know you better.

• Step #3 of Your Recruiting Process: Post the Job Ad to Recruit the Right Applicants for the Role

Once you have your job description and application form ready, it’s time to post that job ad!

You see, in order for applicants to know about your job opening(s) you need to advertise the vacancy. And the best way to do so is posting the ad on free and affordable job posting sites .

There are a lot of recruiting sites like Indeed, Upwork, HireMyMom, or Flexjobs.

So choose the one that best suits your needs and budget—and start posting.

• Step #4 of Your Recruiting Process: Assign Your Applicants a Skill Test to Test Their Knowledge, Ability, & Expertise

A skill test or skill assessment lets you test your applicants’ knowledge, abilities, and expertise.

It can show you if they can follow instructions and if they can think creatively and critically (i.e. display good judgement toward accomplishing a goal when the exact process of how to get there is left unclear).

You can create a skill test template and then tailor it to the different job positions you’re looking to fill.

A skill test is actually the most effective assessment method because it shows 29% of an employee’s performance according to Furst Person.

In fact, according to Talent Board's Candidate Experience Research report, 82% of companies use some form of pre-employment assessment tests.

In our case, we have a very detailed skill test that we assign to the candidates that score well on their application form.

In this step of your hiring process, you’ll be testing the applicants’ abilities and aptitudes through a specific project.

I recommend that you add at least 3 different tasks in the project so you can get a better sense of their abilities.

And when you receive the submission of their work sample, make sure you inform the candidate what the next step in the process is.

If candidates don’t receive an update about the hiring process, they’ll likely drop out completely.

In fact, 52% of candidates don’t receive any communication in the 2-3 (or more) months after applying to a job according to the Talent Board Candidate Experience Benchmark Research Report.

And according to Recruiterbox , the best candidates are off the market within 10 days.

• Step #5 of Your Recruiting Process: Time to Score! Evaluate the Applicants’ Performance Based on Their Skill Test

Time to tally up some numbers and score your applicants.

Based on their performance on how well they completed the skill test, it’s time to evaluate them.

In this step of your recruitment and selection process, also look out for any possible red flags to avoid in bad hires . Red flags like:

• Lame excuses for not submitting their work sample or skill test on time
• Refusing to complete the work sample if they don’t get paid for it
• Late submission of a work sample or skill test
• Zero knowledge about the job position they’re applying for
• Not following instructions for the skill test
• Their performance is not up to your company’s standards

For instance, we at AutoGrow have a very simple scoring system for each skill test we evaluate.

But you don’t have to get too sophisticated with the process.

Just having good judgement when evaluating applicants and their skill tests should be enough.

• Step #6 of Your Recruiting Process: Select Your Pre-Qualified Candidates—the Ones Worth Moving Onto the Next Step!

So in the previous step you evaluated your applicants’ skill tests.

By now you probably have a pretty good idea of which candidates are worth moving to the next step of your hiring process .

And now it’s time to make a decision.

But don’t get too excited. The decision is not to actually hire someone yet.

Instead, you’re going to simply make a decision on whether or not to proceed with an applicant.

Based on your evaluation of their skill tests, select the ones who are prequalified—the ones who performed better.

Select the most skilled applicants and then… (you guessed it) move to the next step.

• Step #7 of Your Recruiting Process: Time to Inform Applicants About Your Decision of Moving Forward (or Not) & Schedule an Interview

All applicants deserve to be heard , be understood , and know that the time they invested into applying for your job position and attending to your interview was worth it.

However, after completing an application, 55.1% of job seekers have indicated they were rarely or never updated about their status in the hiring process. And an additional 32.3% said it was only sometimes according to Talentegy.

And if applicants are dissatisfied with the communication throughout your hiring process, they could share that bad experience.

In fact, 69% of applicants who go through a bad experience in your hiring process would rarely or never reapply.

And all that comes down to 63% of job seekers being dissatisfied with the communication throughout the application process.

For instance, as soon as you make your decision about moving forward (or not) with an applicant, communicate your decision to the candidate.

Be polite even if you’re dismissing a candidate. Send them a short email informing them about your decision.

And for the applicants who you consider worth moving to the next step, schedule an interview to get to know them better.

For this, you can think about what people consider the most beneficial forms of communication between team members:

• Regular face-to-face meetings ( 93% )
• Conference calls (93%)
• Video conferencing (84%)

Video interviews are now being used by 74% of HR professionals around the world according to LinkedIn. And this is the best way to get to know applicants a little better.

So on the interview call, your hiring manager will evaluate the applicant’s professionalism, presentation, and if the applicant is open to receiving feedback and/or constructive criticism when hired.

At AutoGrow, we have a set of questions that our hiring manager always asks potential hires during their initial interview.

Feel free to use them or model them for your own interviews...

• How would you evaluate how successful you are in this job position?
• Do you have questions about the compensation?
• We’re looking to work with someone for the long term, is that something you want?
• Do you have references you can provide for us if we need them?
• Does full-time employment at our company fit with your career goals?
• For all our positions, we require you to complete an initial work sample. Is this something you are open to?
• Do you have any questions for me about the position or company?

And while interviewing candidates, we always make sure to communicate:

• The compensation
• What the next steps are in our hiring process
• The on-spec project that will be assigned

And don’t forget to always be nice to the person you’re interviewing.

• Step #8 of Your Recruiting Process: Time to Test Their Diligence, Efficiency, & Skills With an On-Spec Project

After interviewing your applicants, if you still think they’re worth moving on to the next steps of your hiring funnel, then it’s time for an on-spec project.

For this, you’ll assign your pre-qualified candidate any project related to the job position you’re looking to fill.

AND you’ll compensate them only if they do a good job with the assignment (that’s why it’s called “on-spec”).

This project is twofold.

• You’ll be able to see the person’s promised skills in action.
• You’ll be able to see if the person isn’t willing to comply with the deadline you set up for the task and asks to push it back.

An on-spec project isn’t only about testing a specific skill but also diligence and responsibility too.

• Step #9 of Your Recruiting Process: Find Out If They’re a Cultural Fit & Have a Few Key Team Members of Your Core Team Interview the Applicant

Getting a better sense of an applicant’s personality is an important part of the hiring process.

Because would you objectively want to work with someone every day if they’re always in a bad mood?

Or what about someone who’s stubborn and doesn’t like being flexible about certain tasks or requests?

You must look for candidates who fit in your organization.

And those applicants will look to fit in your organization too.

As LinkedIn reports, 70% of professionals in the U.S. today won’t work at a company if it means they have to tolerate or deal with a bad workplace culture.

So don’t only look for applicants who are a good cultural fit. But make your company be a great cultural fit for them too.

In fact, 25% of candidates say that a better company culture is among their top reasons for changing jobs.

So for this, have a few key team members of your team get on a casual call (but without it being unprofessional, of course) and have them ask the applicant questions like:

• Why do you want to work for our company?
• Why apply for this job position and not for another job opening?
• What’s your availability?
• Are you looking to work long term or short term?
• Do you have any goals you want to achieve within the organization?

Those questions will give you a good sense of their personality.

Do they laugh at your jokes?—Not a big deal, most people don’t have a great sense of humor =)

Did they get dressed up for the interview?—Or were they wearing Mickey Mouse pajama bottoms during the call (yep, I interviewed someone with that outfit once).

Do they know “something” about your company?—Or did they randomly apply for the position without even knowing what the organization’s mission is?

How do they express themselves and/or communicate?—You certainly shouldn’t only be looking for someone with 100% perfect spoken grammar but you need someone with strong communications skills.

And if after your core team members interview a candidate and consider them a great fit, time to move on to the next step.

• Step #10 of Your Recruiting Process: Time to Hire BUT….

Hire any new team members on a trial basis .

This is super important and it’s part of our "hire slow and fire fast" approach.

Because we truly believe that making it to our team long term isn’t only about having a good set of skills.

There has got to be some engagement and interest in belonging to the team.

So, since you want to first see how bringing a new team member into your team works out, start by hiring them on a trial basis.

Don’t make a long-term commitment in case the person doesn’t work out.

This way, if the person you hire on a trial basis doesn’t turn out to be a great add-on, then you won’t have to stick with them for longer than needed.

• Step #11 of Your Recruiting Process: Firing FAST!

Hope you’re not surprised about this step.

Because a normal part of hiring is also firing.

Some hires might stick forever with you (and bravo for them!). But most hires will naturally want to quit or need to be fired.

And thank God that firing is possible!

Under no circumstances should you ever retain team members who don’t do a good job or who aren’t adding any value to your organization.

Don’t spend time , money or resources on someone who can jeopardize the success of your company.

And don’t delay your decision any longer either.

Just fire FAST.

Download the “11-Step Guide to a Great Recruitment & Selection Process” so you won’t forget to take action on it later. Click here to download it now .

Congratulations for going through the entire guide!

If you follow each step, I assure you you’ll have a solid recruitment and selection process.

It’s what we always follow here at AutoGrow and it’s what has made us hire the best pros ever.

And in case you need to review, here are all the steps to follow in a nutshell:

And if you want to skip the hassles of hiring and recruiting, reach out to us.

At AutoGrow, we can take care of all your digital marketing tasks without the headaches of hiring.

Or if you want to do it yourself, we also have great resources like training and customized, done-for-you products like lead magnets and Facebook Ads Sets in our  Marketplace .

All you have to do is browse through them in our Marketplace , order them, and start getting good use out of them.

Now tell me something, what’s your current recruitment and selection process like? Are there any steps you think I should include in this guide?

Let me know in the comments below.

Keep AutoGrowin’, stay focused.

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Unit 8: Recruitment and Selection - Assignment 1 and 2

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23 March 2024

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Unit 8: Recruitment and Selection - Assignment 2(Distinction Example)

Unit 8: Recruitment and Selection - Assignment 1 (Distinction Example)

This contains distinction examples for both assignment 1 and assignment 2 for Unit 8: Recruitment and Selection.

The documents covers the following criteria:

Assignment 1 Criteria covered: A.P1: Explain how a large business recruits and selects giving reasons for their processes. A.P2: Explain how and why a business adheres to recruitment processes which are ethical and comply with current employment law. A.M1: Analyse the different recruitment methods used in a selected business. A.D1: Evaluate the recruitment processes used and how they contribute to the success of the selected busines**s.

Assignment 2 B.P3 Prepare appropriate documentation for use in selection and recruitment activities. B.P4 Participate in the selection interviews, as an interviewer and interviewee. C.P5 Complete a SWOT analysis on your performance in the interviewing activities. C.P6 Prepare a personal skills development plan for future interview situations. B.M2 In recruitment interviews, demonstrate analytical responses and questioning to allow assessment of skills and knowledge. C.M3 Analyse the results of the process and how your skills development will contribute to your future success. B.D2 Evaluate how well the documents prepared and participation in the interview activities supported the process for a job offer. C.D3 Evaluate how well the recruitment and selection process complied with best practice, drawing reasoned conclusions as to how it will support your future career.

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Recruiting and Selecting Staff for international Assignments

Business newer-days are recognized to be international and there is a universal belief that this will prolong in the future. This is why organisations now have the need for international managers, as the organisation spread worldwide, so must the employees. Human resource management (HRM) has grown to be one of the most accepted topics in international management. The employee that is send abroad is known as an expatriate. “Expatriates are employees/managers who move from the home country to an overseas location.” (Tanner 2009, 360) A successful expatriate usually entail a vast amount of time and money, however, a botched expatriate can be even more expensive for an organisation. “International business is all the business transactions involving private companies or governments of two or more countries.” (Daniels 2009, 864) International human resource management is an imperative aspect of MNE’s international strategies and the difficulty of managing international operations. The determination of this study is to gain a better understanding of how multinational enterprises (MNE) select their expatriate managers. It is important to note that the selection process is a discrete process and need to function successfully in the organisations.

1. Multinational Enterprise.

The multinational enterprise (MNE) can be measured as the most powerful organisation in the world today. Globalization is the development that has a significant impact on how the world operates today and is mostly driven by the expansion of MNE’s. Internationalisation has lined the technique for the eradication of boundaries between countries and now multinational enterprises (MNE’s) can be distributed across the world in exploration of new markets, opportunities and wherewithal.

“A multinational enterprise (MNE) takes a worldwide view of markets and production.” (Daniels 2009, 63) In simple terms, a Multinational enterprise (MNE) will produce and market their products anywhere in the world. Operations can also take place in multiple countries, for example, in the wholesale trade Nestle is an excellent example of an MNE. Nestle has marketing and production facilities in almost every country, in the world; Nestle Switzerland operational plants must be managed to use the same set of management styles as their international counterpart Nestle SA.

A multinational enterprise (MNE) is an organisation that holds a hefty equity share; usually fifty percent or more of another organisation, functioning in an overseas country. The multinational enterprise (MNE) can be formed when an organisation in one country makes an impartiality investment in an organisation, in another country. Foreign direct investment (FDI) is an investment in an overseas organisation where the overseas financier holds at least ten percent of the average shares, accepted with the objective of proven a ‘lasting interest’ overseas, a durable bond and momentous influence on the management of the organisation. International markets and foreign direct investment (FDI) have amplified penetratingly in the precedent decades. Escalating internationalization has had a remarkable influence on the competitive spot of numerous countries.

Role of (MNE) in staffing approaches.

Operating internationally, a Multinational Enterprise (MNE) has many vital decisions to make, how to, best structure the organisation in order to manage business effectively. “According to (Schuler et al.1992,419-459), The most influential factor that determines the success of the organisation, is the way in which the Multinational Enterprise differentiates its operating units internationally and, at the same time, assimilates, control and coordinate its activities.” Important factor is to balance the need for diversity, to coordinate and manage to produce an organisation that is internationally, flexible and competitive. Diversity branch as the need to operate in a rejoinder manner in an array of environments occurs internationally arise. Multinational enterprise’s (MNE’s) can supply resources to host countries that other organisations cannot. The host country can persuade them to transmit their compensations in suitable forms. The compensation that a host country can acquire from foreign direct investment (FDI) is as follow: 1) Capital, 2) Technology, 3) Skills and Management and 4) Access to markets.

* Capitals.

Foreign direct investment (FDI) brings to hand financial resources in the form of capital for countries who can not afford the required capital. The capital inflows received from the FDI are more constant, and it is much easier to service than trade debt or portfolio investment. In dissimilarity to other suppliers of capital, MNEs mostly invest in long-standing assignments compelling risks and repatriating of profits only when the assignment yield returns.

* Technology.

Embryonic countries tend to insulate in the use of technology, even the technology in developed countries can be outdated. The MNEs can bring modern technologies and increase the effectiveness with which technologies can be used. They modify technologies to local environments, depiction on their knowledge in other embryonic countries. The MNE can improve technologies as modernization materialize and spending patterns change, they can also rouse technical competencies in local organisations both suppliers and competitors, by giving support, acting as role models and increasing competition.

* Skills and Management

The need for training, is regularly not recognised by local organisations, the MNE’s is mostly in possession of advanced skills and can transfer the resources to the host countries. They bring to hand experts, setup training facilities and have some of the best management techniques that offer the host country a gargantuan competitive advantage. Where association can be integrated into MNE’s networks, they can cultivate capabilities to service the regional or international system in tasks, products or markets.

* Market Access

The MNEs can provide access to export markets, both for existing activities and new activities. In order to attract MNEs, a host country must make sure that its policies and regulations are beneficial, while at the same time protecting the state from opportunistic entities. The process of internationalization and multinational corporations influence the political area of a host country, a host country that intends to attract more MNEs and investors need to generate an image of stability and reliability. This can be done by implementing policies and regulations that the international community endorse and that make MNE entry more advantageous for both parties. The main channel for the transfer of human resource management (HRM) across international boundaries and various cultures is the MNE. Not only are MNEs main cast lists in international business, but they are also crucial cast lists in the practice of human resource management (HRM) internationally. The procedure of human resource management (HRM) in other countries is often culturally specific, and human resource (HR) professionals need to take this into consideration.

The main focus of an organisation’s human resources programme right through all of its progression and actions should be the optimum support and reinforcement of the organisation’s strategy, in attempts and actions involving both strategy formulation and implementation. The staffing approach has a significant impact on strategic management, including selection of key MNE managers who have a significant influence in formulating the MNE’s strategy, and the selection of managers throughout the MNE.

Staffing should shape and strengthen the direction and main concern of the MNE, such as being steady with its ethnocentric, polycentric, region-centric, and geocentric staffing approaches in operating international organisations. An organisation’s approach to international endowment (staffing) must support the way of doing business. Discussion on the orientations toward staffing in MNE can be traced to the work of Howard Perlmutter, and his work represents the seminal theoretical contribution to the field. He introduced a classification of multinationals which differentiated between firms based on their attitude toward geographic sourcing of their management teams. “According to Perlmutter, 1969. There are three primary ways in which international organisations can be staffed; a fourth staffing approach was added later.” The connotations for the staffing functions, mainly for superior levels of management, held by region-centric, geocentric, ethnocentric and polycentric strategic approaches can be discussed.

International Staffing Approaches

Organisations involved in international business can be divided into four types international strategies, 1) Global, 2) Multi-domestic, 3) Transnational and 4) International strategy. When a MNE has identified their strategy they look to international markets for potential growth strategies. Management beliefs are a serious matter, because it decides how an organisation views itself in relation to it wants and needs to manage human resources in different countries. Employees who mix with the organisation’s culture and have the ability to engage in the working environment, is extremely useful, for an international human resource manager in the selection process. Nestle, for example, is hiring employees who have the necessary skills required to perform actual tasks and whose style, beliefs, and value system needs to be the same as the organisation. Factors such as local values and international trade theories need to be taken into consideration when managers create a strategy for international markets. Ethnocentric, polycentric, geocentric and region-centric is perspectives that managers themselves present and characterise into question.

2.1 International strategies.

2.1.1 global strategy..

“This strategy describes the most mature international strategy, with highly coordinated activities dispersed geographically around the world.” (Johnson 2008, 306) This strategy offers a standardised product across a number of national markets, with little or no adjustment to local needs or expectations. An example of a company that make use of this strategy can be Sony, as they compete in every country, in the world, and they regulate their products for all markets in different countries.

2.1.2 Multi- Domestic Strategy.

“This strategy is similarly loosely coordinated internationally, but involves dispersion overseas of various activities, including manufacturing and sometimes product development.” (Johnson 2008, 305) This strategy also aims at adapting a product for use in national markets responding to changes in the local market environment. Local adaption can make the overall organisational portfolio increasingly diversified. This strategy is most desirable in professional services, where local relationships are extremely valuable.

2.1.3 Transnational Strategy.

“Transnational companies operate in many countries and delegate many decisions to local managers.” (Boddy 2005, 106)This strategy strives to optimise the trade-offs associated with productivity, local adaptation and learning.

2.1.4 International Strategy.

This strategy can be based on the dissemination and adaptation of a company’s knowledge and expertise to foreign markets.

2.2 Staffing approaches.

Once the organisation has chosen their international strategy, they can now choose and apply one of four staffing approaches in order to manage their staff in an efficient manner in the organisation.

2.2.1 Ethnocentric approach.

“An ethnocentric attitude is the parochialistic belief that the best work approaches and practices are those of the home country.” (Stephen 2007, 92) An organisation with a parent country strategy succeeds with this approach. The headquarter from the parent country makes the key decisions, most employees from the parent country have significant work, and the contributory support the parent country, resource management procedures.

The organisation procedure and culture values of the parent country are predominant when MNE follow the ethnocentric approach. A managing and staffing approach can be developed by headquarters and is steadily applied throughout the world. Organisations following this approach assume that the parent country management system is better, and that staff members from other counterparts of the world should follow these styles.

2.2.1.1 Advantages of using Ethnocentric approach.

2.2.1.1.1 transmitting core competencies..

Employees that can be transferred to engage in an international strategy are more likely to be au fait with and protect the organisation’s core competencies. Organisations intend to continue with the success of the organisation, when expanding and operating in international markets. They perpetuate the success by controlling and regulating the use of the organisation’s core competencies.

2.2.1.1.2 Countering cognitive dissonance.

Organisations make use of the ethnocentric staffing approach, to minimise the level of cognitive dissonance, as there are various challenges operating in foreign markets; to help them overcome these challenges, the organisation makes use of reliable and competent employees to engage in proven working methods, in the foreign market, . An ethnocentric staffing approach is from time almost impossible. The development and employing of local workers can be alerted by the hosting government, the preferences of foreign contributory to hire locals. The MNE is often pushed through immigration laws and workplace set of laws to do so.

2.1.1.2 Disadvantage of using ethnocentric approach.

2.1.1.2.1 de-motivate staff..

The ethnocentric staffing approach can de-motivate local managers and employees. All “smart” and competent employees live near headquarters, this sends out a message, to lower-level employees that the organisation do not appreciate them which lead to less motivated staff.

2.1.1.2.2 Narrow interpretation of foreign operations.

Expatriate managers may struggle to oblige styles which are acceptable in the organisation’s headquarters, but which may be considered inappropriate in the host country.

2.2.2 Polycentric approach.

“A polycentric staffing policy uses host-country nationals to manage local subsidiaries.” (Daniels 2009, 823) A local employee heads a contributory because headquarters’ managers are not measured to have sufficient local knowledge. Contributory continually cultivates human resource management procedures locally. A polycentric staffing approach analyse the effectiveness of the organisations procedures of the host country operations as equivalent to those of the parent country.

2.2.2.1 Advantages of using Polycentric approach.

2.2.2.1.1 maintain motivation and organisational image..

Making use of the host country managers, to engage in a multi-domestic strategy, they can assist and encourage local initiative and commitment, and to perk up the organisations local image.

2.2.2.1.2 Continuity of management improves.

It abolishes language barriers, elude adjustment problems of expatriate managers and their families, and eliminate the need for costly cultural consciousness training courses. Bestow potential for profit proliferation through elasticity because local managers can respond immediately to market needs in the vicinity of pricing, production, product life cycle, and political bustle; deficiency of problems linked with expatriate managers together with cultural short-sightedness.

2.2.2.2 Disadvantages of using Polycentric approach.

2.2.2.2.1 gap between local and global operations..

With a polycentric approach, it is more trouble to bridge the gap (policies, communication, coordination, control and culture etc.) between the host country component and the organisation’s parent headquarters.

2.2.2.2.2 Lead to corporate lethargy.

The organisation confines understanding of host nationals to their own country. Organisations headquarters may become isolated from national component and lead to lack of incorporation, this, in turn, may lead to corporate lethargy.

2.2.3 Geocentric approach.

A geocentric approach can be defined as “A world-oriented view that focuses on using the best approaches and people around the globe.” (Stephen 2007, 93) When organisations engage in a geocentric approach they seek the ideal candidate for prime positions throughout the organisation, despite their origin. Managers that make use of this staffing approach believe that it is extremely valuable to have an international perspective, both at the organisations headquarters in the parent country as well as in the foreign host country.

2.2.3.1 Advantages of using Geocentric approach.

2.2.3.1.1 endorse international learning..

A geocentric staffing approach enables firms pursuing a global or transnational strategy to establish the necessary framework of international management, who can support global learning by moving between countries and cultures without forfeiting their success. This approach also allows the organisation to make best use of its human resources and makes employees feel at ease working in any culture.

2.2.3.2 Disadvantages of using Geocentric approach.

2.2.3.2.1 hard to develop and costly to maintain..

The issues that make the geocentric staffing approach hard to develop and costly to maintain can be issues such as, economic aspects, decision-making and legal contingencies.

2.2.4 Region-centric approach.

Staffing approaches may also occur in the process under an established region-centric strategic approach, where the organisation’s operations or meticulous functions can be controlled by various country regions or fundamental economic regions. This staffing approach can be viewed as the host country has the predominance at a local contributory, however, with an increased activity of superior host country managers to top up operations in various countries of the fiscal region.

In this case, it can be noted that headquarter employees signify at regional headquarters, which provide opportunities for cross-cultural dealings afar from what can be found in the polycentric staffing approach. The previous host country managers and the international assignments also acquire useful albeit less culturally remote international career experience; however, they are still limited to the regional level with a slight chance of upgrading to the top management strategic working party back at their company headquarters.

2.2.4.1 Advantages of using Region-centric approach.

2.2.4.1.1 build competencies..

The region-centric staffing approach possibly will play a role, through this prolonged level of international assignments, to edifice competent international competencies, signifying an obliging conversion to an ultimate global strategy introducing a geocentric approach to staffing.

2.2.4.1.2 Encourage communication.

It permits interaction flanked by managers of an organisation’s contributory that transmits to their organisation’s local headquarters, and managers from the organisation’s headquarters positioned in the regional headquarters.

2.2.4.2 Disadvantages of using Region-centric approach.

2.2.4.2.1 career limited..

When an organisation makes use of the region-centric staffing approach, there is a rare occasion that they can be transferred between regions. This strategy shift employees within designated regions, rather than transferring internationally.

The multinational enterprise can engage in one of numerous approaches to select international staff. It may even continue on an unplanned core, rather than analytically selecting one of the above four staffing approaches. The jeopardy with these approaches can be that the organisation will choose a staffing approach of making use of parent country nationals in international management positions by firm will choose for a policy of using parent-country nationals in foreign management positions by evasion, that is, simply as an routine expansion of domestic staffing approach, rather than consciously looking for best possible exploitation of management abilities. There are both advantages and disadvantages of making use of local nationals and expatriates in foreign contributories. The majority organisations make use of expatriates only for important positions as senior managers. Expatriates veer to be very costly, it makes little sense to hire expatriates for positions that can be proficiently filled by foreign nationals. Numerous countries compel that a evident percentage of the work force need to be local employees, with omissions frequently made for superior management.

3. Criteria for selecting expatriates.

International human resource is a decisive factor of an organisation’s position and is widely recognized as an influencing factor for failure and success of international business environments. International human resource involves developing human resource capabilities to meet the diverse needs multinationals organisations. Human resources and competitive international economy are cannot be easily too duplicated, as factors of production and can, therefore, provide a competitive advantage for the organisation. When looking at international staffing criteria’s, operating and middle management employees can be selected locally. Upper management positions can be filled with parent country nationals (PNC), host country nationals (HCN) and third-country nationals (TCN). The choice of whom to hire is often influenced by the attitudes of top management teams and the overall staffing policies. The organisations strategic positions and vision should take the view on international human resource management and how it can be integrated into the organisation. “According to Dowling and Schuler, (1990) selection is the process of gathering information for the purpose of evaluating and deciding who should be employed in a position.” When high-technical capabilities and when new international organisations recognize that adherence to the organisations is in greater concern as to the commitment to host countries; expatriates are usually sending abroad. (Deresky 2003) Technical expertise can be seen as one of the most critical criteria when selecting employees for international assignments. “Black et al, 1999, stated focusing on technical skills can result in an instant selection process, where potential candidates with cross-cultural skills and similar technical skills can be overlooked when decisions makers are trying to find suitable candidates within the organisation.”

For the human resource practitioner in charge, it can be challenging to determine what selection criteria to use when selecting employees for international assignments. The factors involved in the expatriation selection is, 1) Technical Ability 2) Cross-Cultural Suitability 3) Family Requirements 4) Organisation-Specific Requirements 5) Language and 6) MNE requirements. These factors are all related so they should not be revised separately. Technical Ability, Cross-Cultural Suitability and Family Requirements, are the factors related to the individual, and the Organisation-Specific Requirements, Language and MNE requirements are mostly influenced by the working situation they need to enter.

3.1.1 Technical Ability.

For the selected candidate to perform a task, technical and the needed managerial skills is necessary. The assessment of the potential candidate is usually based on their previous working experience, where statements and evaluation records from the candidates superiors is available. When the candidate needs to solve a problem in a new international business environment, it must be noted that experience is not that serious. Technical abilities are fundamentally the knowledge required to carry out a task; technical abilities is associated to the working of tools. An example of technical abilities can be that financial managers need to make use of business appraisal tools to assess and set up financial statements like the income statement and balance sheet. 

3.1.2 Cross-culture suitability.

“According to Dowling and Welch, (2004) important Things to consider when assessing the candidates cross-culture suitability, is language skills, culture empathy, the attitude toward new cultures and the level of personnel and emotional stability.” In practice, it is not easy to evaluate the cross-culture suitability of a candidate as it is hard precisely know what factors should be included. The multinational enterprise (MNE) emphasizes the importance of expatriate’s abilities to create and maintain a natural relationship, but means to measure such abilities is not always accurate enough. Efficient relationships for example, an analysis of the hypothesis that culture with evident male dominance is more belligerent and it can be perplexed, because the mock-up of cultures is not autonomous.

3.1.3 Family Requirements.

The success, of the expatriate abroad can be influenced by spouse/family, MNE’s sometimes focuses too little on the impact that family may have on the expatriate. Families find it difficult to adjust as they can suffer from segregation due to the subjection to integrate into new environments. A higher level of organisational assistance in the primitive phases of expatriation usually links with a higher level of adjustment by the spouse.

3.1.4 Organisation-Specific Requirements.

The human resource practitioner needs to consider the organisations requirements before selecting a candidate, host country governments can stop the transfer of expatriates. The host government, is the ones that issue the working permits and visas to the expatriates, therefore, the parent country need to prove that there is no available host national country. Legislations and changes of the employee must be addressed; assignments abroad means that the expatriate must move to another country with family to remote or war-torn environments, where living conditions can be challenging. Some host countries do not issue work permits to females, this can make it difficult, for the spouse to adapt. An organisation-specific requirement is implemented during the formation of an independent relationship flanked by computer resources, which includes the evaluation of the comparative precedence between default recommendation and alternative recommendation; and using the highest precedence recommendations to set up a link among the computer resources.

3.1.5 Language skills.

Language skill is a significant factor, knowledge of the host country’s language can be considered essential for many top level management positions, along with the aptitude to communicate successfully. Knowledge of the host country’s foreign language helps the expatriates and their families/spouse feel more contented in the new environment. When adopting a corporate language, which is different from what the, expatriate local, language, is a fundamental that language skills need to be viewed as selection criteria.

3.1.6 Multinational enterprise (MNE) requirements.

The MNE’s requirements have an enormous impact on the decisions and which selection criteria to use. Training skills are very important, so that expatriates can train locals and emphasize negotiating skills in new international business environments. The period of the assignment is another factor influencing family/spouse. “According to Harris and Brewster, (1999) they suggested that international managers has many similar characteristics as those managers working in less complex environments, but are in need of additional skills regarding to handle the problems that may arise internationally.”

Technical abilities is an important factor in the case of selecting international staff, it provides the employee with the basic understanding of what is included in their tasks and what they believe they are capable of doing. The multinational enterprise (MNE) view the experience of expatriate as very important, prolong experience is needed to have the appropriate knowledge to develop a successful organisation.

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Recruitment and selection

DEFINITIONS

Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter.

Recruitment and selection Policy of Robi company

As we know, Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters . It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. And Selection is a process by which candidates employment are divided in to two classes those who will be offered employment and those who will not.

Recruitment and selection is one of the most important for every employee. Cause by this company makes a person as the member of it. There is a general process of recruitment and selection that a company should follow. In Bangladesh perspective many company does not follow any specific process for recruitment and selection. There are lots of limitations a company face in case of recruitment and selection process. But the recruitment and selection process must be developed, modern and fair.

In ROBI recruitment and selection is done by a specific process and which is very much modern. It starts with the manpower requisition and end with appointment. And after that ROBI arrange various types of training and development program for the employees to develop their skill. In true sense ROBI follow a developed recruitment process for selecting right people in right place.

            Role of Human Resources in Recruitment & Selection Process:

In recruitment and selection process the main role is played by HR division. The process is start with manpower requisition and end with appointment.

When there is a need of manpower, the required department send the manpower requisition to HR consist the approval of MD.  Then HR starts the process. The process include some step or task that done by a sequential order. First step is manpower requisition. When the requisition comes HR starts sorting suitable CVs for that post. After sorting of CV the second step starts. The second step is written exam.

When a candidate passed the written exam then he or she gets call for interview. Generally the candidates have to face one interview but sometimes they have to face two interviews. After interview a candidate is selected by the interviewers. Then the selected candidate has to go for medical check up. Last of all he gets the appointment.

This is the procedure that ROBI HR follow to recruit people. Actually in ROBI the recruitment and selection is totally control by HR Division. HR Division makes the policy for recruitment and selection and also takes decision sometimes that a department required manpower. When the requisition comes HR starts the process.

HR also supervise that Recruitment and Selection are not simply mechanisms for filling vacancies rather they are viewed as the key factor for suitable placements.

For a better recruitment and selection process HR arrange done some task like

• Collecting suitable and better CVs
• Arranging written exam
• Arranging interviews
• Ensure medical tests
• Appointment letter and others

Basic Rule of Recruitment in ROBI

For recruitment ROBI HR follow some rules. These rules are set up by HR for better recruitment and selection. The rules are

• ROBI Recruitment is to hire the right kind of people at the right place selecting them through an effective process from a pool of candidates in the job market. Effective recruitment shall ensure the competency and high quality performance of the whole organization.
• Axiata (Bangladesh) Limited (ROBI) Recruitment does not allow any favor or preferential treatment to any one.
• No one who is below 18 years of age can be hired as an employee for ROBI on regular, contract or temporary status.
• Under no circumstances a regular or contract employee of any other organization is allowed to undertake regular or long-term contract employment in ROBI.
• The employment status can be changed from regular to contract or vice versa depending on the situation arising from Company need or a situation that arises on the ground of performance.

The Process of recruitment and selection at ROBI is consisting of number of sequential steps.  The following picture can show the process very clearly:

Figure: Recruitment & Selection Process at ROBI.

Recruitment Sources

First and foremost step of recruitment is collecting CVs from sources. There are two sources of recruitment:

• Internal source (within the organization)
• The external job market.

Internal Sources

For encouraging the internal candidate, job vacancies in ROBI may be advertised through internal notices to all Axiata (Bangladesh) Ltd (ROBI) employees. Recruitment from the internal source may be through Promotion or delegating individuals with new assignments.

In the case of internal sourcing, HR along with the concerned Division/Department will identify prospective candidates on the basis of Individual Capability matching with Competency/Role Profile and will conduct appropriate tests to select the most suited person. In internal source ROBI consider mainly three types of employees:

• Contractual

Contractual employees are those who are working in a contact of six months or one year. And part-time employees are those who work in Call Center. And also interns, after completing their internship and completing their graduation can apply for job.

External Source:

In short external sources mean collecting CVs from outside. ROBI collect a lot of CVs from outside. Recruitment from external sources will be through

• Executive search – for Senior Managers and Above Positions.
• Advertisements    – for managers and below positions.

The CVs are collect by following ways:

Advertisement

• Internet Job Sites

Employee Reference

Universities

• Career Fair or Job Fair

CV Box of ROBI HR:

   There is a Box for CV in ROBI HR. In that box anyone can drop his or her CV in anytime.From this CV Box HR sort out suitable CVs for the required position. This box is open for everyone who wants to drop their CV. Almost everyday this box get full of CVs. It contains about five hundreds of CVs. By this way ROBI HR collect a lot of CVs for job.

Advertisement is a well known and world wide accepted source of recruitment. Like other company ROBI also use this source for recruitment. The main rules for advertisement in ROBI are Newspaper Advertisement will be posted on the national dailies (maximum two). Advertisement texts must be in the prescribed and approved format of ROBI.

Internet advertisement is another new source of Recruitment. Now a day every employee has a website and they collect CVs by internet. Ever there is lots of job website and company can send advertisement over there.

Like other company ROBI also give advertisement over net. Generally ROBI gives advertisement in www.bdjobs.com. The interested candidates whose profiles match with the requirement can apply for job over the net. By this way ROBI gets many CVs.

Employee Referrals may be collected through circulation of advertisement to all employees. ROBI consider employees reference because it got some advantage,

The internal employees know how to do the work so he can easily understand who can do the work.

If an employee refer someone that means he knows about him better and that helpful for the company because ROBI believes employees cannot be harmful for company.

Universities are big sources of recruitment. There are many public as well as privet universities send CVs for job. When students completed their courses, universities send their CVs to ROBI for internship. And sometimes they send CVs for job also.

Career or Job Fair

This is another big source of recruitment. By participating in fair or sponsoring fair ROBI gets a lot of CVs. ROBI participate in many fair like

• IBA Fair 2006
• ROBI Career Fair 2007

Between them ROBI was the main sponsor of ROBI Career Fair 2007 in which the author (myself) got chance to participate. This fair was arranged by Dhaka University Finance Department and ROBI was the main sponsor of it. It was a grand branding for ROBI as well as ROBI got a lot of suitable candidate’s CV.

This is a great success for ROBI. Almost three thousands of CVs was in ROBI box when the fair over. The main theme of the fair was to encourage student to come to ROBI and drop CV in for job in ROBI. By this way ROBI HR collect CVS for job.

Other Sources:

Depending on the circumstances professional employment agencies, notice boards of technical universities like BUET/ KUET/ CUET/ RUET, other universities like IBA, NSU etc., and journals may be chosen for attracting applicants against job opening

Screening of Candidates

Following publication of Job Vacancy, concerned Divisional/ Department Head and HR Division will scrutinize the applications and short list candidates for inviting to oral interviews or written tests where applicable.

When screening the following criteria will be followed:

• For the Executive position, candidate must be at least graduate (from ROBI preferred universities)
• For Executive and above, candidate must have at least 2 nd class in all academic level. However, in case of competent candidates with strong experience in the relevant field such educational qualification may be relaxed.
• For Non-Executive permanent employees, minimum educational requirement is SSC.
• For Non-Executive contractual employees, candidate must be of class eight pass.

Written Exam

For every job ROBI HR arrange a written exam for candidates. The written exam is must for each and every candidate.

The written exam is called “General Ability & Psychometric Test”.  It contain two parts,

• G eneral Ability

In this section, the general ability of the candidate have been checked.

• Psychometric Test

This is one kind of physiological test by which the behavioral sides of candidates have been checked.

This is the way of written exam that taken by ROBI for job. It is a very important and useful way to find our good candidate from the all kind of candidate.

Oral Interview

For the oral interview, competency based structured interview will be conducted. The standard Interview Assessment Form along with probing questions will be supplied by HR Division.

Position specific structured interview with necessary Proving Questions and Assessment Form can also be developed/ used.

The oral interview may take place in different phases according to the decision of HR Division and concerned Division/ Department and on the basis of Position:

• Preliminary Interview:

Conducted by the respective immediate Manager, another member from cross functional area & HR.

• Second Interview or Final Interview:

Conducted by next level managers along with the respective Divisional/ Departmental Head..

• Interview of Key Position:

If the recruitment is for any key position/ AGM or above level a final interview must be conducted with the Managing Director.

Sometimes one interview makes the final result and sometimes there is two or three interview.

Interviews are arrange by HR. HR arrange interview for every post even for a tea boy and for a driver.

Generally these interviews are held in HR floor of ROBI. There is a separate room for interview.

These interviews are generally taken by managers of the required division and there must be an HR person in that interview. In interview the interviewer find out the fact candidate behavior as well as the ability of the candidate. Interviews also test the intelligence and smartness of the candidate.

Pre-interview Form

Before the interview the candidates will be asked for filling up the pre-interview Form (Appendix-RP-3), which will include all necessary information related to the candidates.

A Pre-Employment Form generally contain the following

Personal Information

• Father’s Name
• Mother’s name
• Permanent address
• Present address
• Date of birth
• Contact number
• Educational Background
• Job experience
• Practical Test

ROBI take some practical for the technical candidates. Basically technicians have to face this test. This test is called “tower Test”.

Tower Test is a practical test. In this test the candidates have to claimed up a technical tower which is twenty fit high. The reason of this exam, is to find is the candidates is able to claimed up a seventy five fit tower or may be more then seventy five fit tower.

This interview is generally taken by technical people. They find out about the technician can do that or not. They also ask questions about and select candidates who is suitable for the post.

Final Selection

From the interview some suitable candidates comes out. Once the final incumbent is selected, HR Division (Compensation & Benefit) will initiate the compensation Plan and will make offer/ process the appointment formalities. This time HR discuss about few things like:

• Terms and condition of company
• Salary and benefit
• Joinin Final Approval

Like the requisition for appointing candidate the approval of MD is needed. This time HR sends the approval to MD that these candidates are selected in interview for this position and they are going to appoint these candidates for the post.

Medical Test

When the MD approved the appointment of the candidate HR call the candidate for a medical check up. The candidates have to collect a letter for medical from HR and go for the medical test. The selected candidate must undergo a medical check up and subject to satisfactory medical report formal appointment letter will be issued.

Reference Checks

When a canidate is selected for the job, his or her given reference has been checked by HR. Reference check may be conducted by HR Division upon acceptance of offer. Subject to satisfactory response joining will be accepted

Appointment or Offer Letter

At last the after the medical test and reference checked, the offer letter for the candidate has been issued. After that the candidate gets the call that he or she has been appointed and he or she has to collect the letter from HR.

Acceptance of Offer Letter & Joining Procedure

The joining also has some procedure. In time of joining at first the candidates have accept the offer letter by signing it. Then he or she has to fill up some forms like,

–       HRIS form

–       ID Card form

–       Declaration

When all this formalities are over the candidate will become one of the member of Axiata and start working as an employee of ROBI.

Recruitment Cycle

Human Resources Division will take maximum 50 days to complete a recruitment process. The break down of the 50 days as follows:

Recruitment for Internship

Internship is one of the parts of graduation for student. In case of Bachelor of Business Administration and Master of Business Administration, it is an obligatory. For this reason Universities send CVs of student to ROBI for internship.

Recruitment of interns just like the recruitment of contractual. The candidates have to face the interview and if they get selected then they will appoint as intern. Generally for internship ROBI ask for CVs to the reputed Universities like Dhaka University, North South University and East West University etc.

The requisition for interns is send by the departmental head or the employee who need intern. When requisition comes HR sort CVs and then arrange interview.

 Reference :

*Robi customer care

*http://robi.com.bd/

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