My HRM THESIS

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Thesis

Final R eport eport of  Thesis on R ecruitment ecruitment And :

Selection Process

Presented By: KHALID AZEEM

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Thesis On R ecruitment ecruitment And Selection Process Prepare By Student of Superior University

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Impact of Recruitment Sources, Interview and Recruiters on Recruitment and Selection Process

A dissertation Presented to the Faculty of the Management Sciences Department, Superior Group of Colleges College, University Campus, Lahore.

In particular fulfillment of the Requirements for the Degree of Masters in Business Administration

By

Khalid Azeem

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Impact of Recruitment Sources, Interview and Recruiters on Recruitment and Selection Process

A dissertation Presented to the Faculty of the Management Sciences Department, Superior Group of Colleges College, University Campus, Lahore.

In particular of the Requirements fro the Degree of masters in Business Administration

By

Khalid Azeem

Approved By:

______________________________________  ______________________________________  ______________________________________  ______________________________________ 

Received By:

______________________________________  ______________________________________  ______________________________________  ______________________________________  4

DEDICATION We are dedicating our work to our parents and respected teacher Mam Sofia Waleed, who have  played a vital role in our studies and have guided us at every step with their precious ideas. No doubt this dedication is insufficient and we can never repay for the role which they have played in our  studies but we are sure that their work will prove itself an asset in our life

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Acknowledgement I am very thankful to Mam Sofia which gave us valuable information. We pay gratitude Mam Sofia Waleed giving valuable guideline. We are also very thankful to all the participants who helped us a lot by giving g iving up to date information. We are very proud of our teacher Mam Sofia Waleed whose help and instructions enable us to bind  papers into project manner. We are very thankful to her.

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PREFACE “The most most beautiful beautiful things things we can experience experience are the the mysterious mysterious .It .It is source source of all

true art and and

science” (Albert Einstein, 1930) This thesis is based on the topic which is assigned to us by our respected teacher Miss Sofia Waleed, the topic which I took for it:

ecruitment And Selection Process R ecruitment

In the thesis, I have covered all the topics related to Recruitment and Selection Process.

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Table of Contents Abstract

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Chapter # 1

Introduction

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Multi-level Staffing: Staffing: Linking Individual Staffing to Organizational Effectiveness: 11 Theories

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Multi-level Theory

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Multi-Level Staffing Models

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Conclusion

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Chapter # 2

Literature Review

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Recruitment and Selection

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Selection

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Recruitment and Selection Process

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1.0 Scope

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1.1 Purpose of the Procedure

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2.0 Recruitment and Selection Framework

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3.0 Recruitment and Selection Provisions

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3.2 Design Selection Process

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3.2.1 Panel Composition

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3.2.2 Selection Tests

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3.2.3 Interview Questions

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3.3. Advertising

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3.3.1 Advertising the vacancy

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Recruiting a Candidate Pool:

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Running a Recruitment Campaign

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3.4. Applications

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3.5. Short listing

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3.6. Interview

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Structured Interviews

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Unstructured Interviews

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3.6.1. Arrangements for interviews

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Making the decision

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3.7. Selection

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3.7.1 Decision to Appoint

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3.8. Offers

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3.9 Other Requirements

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3.9 Monitoring Recruitment And Selection

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Role of Recruiter

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A Recruiter’s Perspective

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Chapter # 3 The Significance of the Study:

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Theoretical Framework

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Chapter # 4 Research Questions

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Key Terms of the Study Defined

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The Methodology

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Participants

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Data Analysis and Interpretation

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Missing values

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Descriptive Analysis

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Frequency Tables of all Questions Regarding variables

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Regression Hypothesis # 1

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Hypothesis # 2

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Hypothesis # 3

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Graph

Scattered Diagram

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Histogram

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Correlations

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Phi and Cramer Values

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Questionnaire

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References

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Abstract Impact of Recruitment Sources, Interview, Recruiter on Recruitment and Selection Process

By Khalid Azeem

The study examines the relationship between the dependent variable which is “Recruitment and Selection Process” and independent variables which are “Recruitment Sources”, “Interview” and “Recruiter” by analyzing the data. The study examines hypothesis that are used to explain the impact of Recruitment Sources, Interview and Recruiter on Recruitment and Selection Process Process Regression has prove the relationship between the these variables. For this study hundred samples has been used for for the the conf confir irma mati tion on of resu result lts. s. I have have use use ques questi tion onnai naire re for for the the data data colle collecti ction on.. I have have use use longitudinal research design.

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Introduction Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness: The reviews of recruitment and selection practices both identified a need for research showing   busin business ess uni unitt val value/ ue/org organi anizati zational onal imp impact act.. Thi Thiss is int intere eresti sting ng giv given en the mos mostt bas basic ic sta staffi ffing ng assumption, one described in nearly every textbook written on the subject, is that recruiting and hiring better employees contributes to organizational effectiveness. If it does not, then why invest in staffing? However, there is actually little direct, empirical evidence testing this assumption (e.g., Ployhart, 2004; Saks, 2005; Taylor & Collins, 2000). Utility analysis may be helpful to estimate these effects, effects, but they are only estimates estimates that are limited limited to monetary outcomes and are frequently frequently discounted by managers (Schneider, Smith, & Sipe, 2000). Practitioners and HR managers often have to go well beyond validity (and even utility/monetary estimates) to make a case that staffing adds strategic value to the firm. Likewi Lik ewise, se, fro from m a the theore oretic tical al per perspe specti ctive, ve, it is dis discou courag raging ing the there re is not mor moree dir direct ect,, emp empir irical ical evidence linking individual differences to organizational effectiveness. There is considerable staffing research at the micro (individual) level and some staffing research at the macro (organizational) level, but each discipline rarely considers processes, constructs, and influences outside its respective level. That is, micro- and macro-level research are both pri- marily single-level disciplines because their independent and dependent variables are contained within the same level of analysis (Ployhart, 2004). Micro (individual)-level research examines how individual differences (knowledge, skills, abilities, and other characteristics; KSAOs) contribute to individual performance but assumes (or  only estimates how) individual differences contribute to organizational value. Micro research is usuall usu ally y cond conduct ucted ed fro from m the per perspe specti ctive ve of ind indust ustria rial/o l/orga rganiz nizati ational onal (I (I/O) /O) psy psycho cholog logy. y. Mac Macro ro (organizational or business unit)-level research examines how HR practices (e.g., staffing) contribute to organizational performance but assumes that these practices have an effect because of their  influence on employee KSAOs. Note that in macro research, these unit-level KSAOs are referred to as human capital and rarely measured. For example, research suggests that organizations using welldeveloped staffing practices have better performance (Huselid, 1995), but the focus is on the practice itsel it selff and not the spe specif cific ic hum human an cap capita itall aff affect ected ed by the pra practi ctice. ce. Mac Macro ro re resea search rch is usu usuall ally y conducted from the perspective of strategy or strategic HR management (SHRM). If both micro and macro disciplines limited their implications to their respective levels, there would be no cause for  concern. But both disciplines make inferences and assumptions that extend beyond their respective levels. This is known as a cross-level fallacy in multi-level research and occurs when researchers 11

inappropriately generalize their within-level findings to higher or lower levels of analysis (Rousseau, 1985).

Theories Multi-level Theory: Organizations are inherently nested and hierarchical, for example, individuals are nested within  business units such as departments or stores, which are in turn nested within the firm. Multi-level theory argues that ignoring such hierarchical structures can cause misleading interpretations and generalizations of within-level research findings (with cross-level fallacies being just one example). Onee im On impor porta tant nt im impl plic icat atio ion n is th that at ob obse serv rvat atio ions ns (e (e.g .g., ., em empl ploy oyees ees)) wi with thin in a un unit it (e (e.g .g., ., st stor ore, e, organization) are likely to share similarities on particular KSAOs. This is known as no independence in statistical statistical terms, and ignor ignoring ing it can influence estimation estimation of effec effectt sizes and signi significan ficance ce test testing ing (Bliese, 2000). To connect levels, multi-level theory describes theoretical processes for both contextual effects and emerge eme rgent nt eff effect ects. s. Con Contex textua tuall eff effect ectss are “t “topop-down down”” eff effect ectss fro from m hig higher her to low lower er lev levels els (e. (e.g., g., changing an organization’s HR practices changes the behavior of individual employees). Emergent effect eff ectss are “bo “bott ttomom-up” up” eff effect ectss fro from m low lower er to hig higher her lev levels els.. Koz Kozlow lowski ski and Kle Klein in not noted, ed, “A  phenomenon is emergent when it originates in the cognition, affect, Ployhart / Staffing Review 885  behaviors, or other characteristics of individuals, is amplified by their interactions, and manifests as a higher-level, collective phenomenon” (2000: 55). For example, a department that hires applicants on the basis of their conscientiousness should become composed primarily of highly conscientious   people. Note that it takes time for bottom-up effects to occur; hence time must usually be a fundamental element in multi-level research (Kozlowski & Klein, 2000). The bottom-up process of emergence is the critical theoretical mechanism that unites micro and macro staffing research because it helps understand how individual differences in KSAOs contribute to unit-level differences. Kozlowski and Klein (2000) and Bliese (2000) described two different types ty pes of eme emerge rgence nce tha thatt rep repres resent ent end endss on a con contin tinuum uum.. On one hand hand,, com compos posit ition ion mod models els of  emergence theorize that there is such high similarity (homogeneity) among lower level observations (employees) that the within-unit scores create a distinct aggregate-level construct. An example of a comp co mpos osit itio ion n mo mode dell is wh when en em empl ploy oyee eess sh shar aree su such ch hi highl ghly y si simi mila larr pe perc rcept eptio ions ns ab about out th thei eir  r  organization’s climate that a company-level climate variable is formed from the aggregation (mean) of employee climate perceptions. 12

Multi-Level Staffing Models: Multi-level staffing models are based on the integration of traditional micro-level staffing research with macro-level macro-level strategy and SHRM research. Multi-level Multi-level theory is used to fuse these disci disciplines plines and explicate how individual differences contribute to the formation of unit differences. Schneider et al. (2000) described the basics for such a model, and subsequent work by Ployhart and Schneider  exam ex amin ined ed th thee pr prac acti tical cal (P (Plo loyh yhar artt & Sch Schne neid ider er,, 20 2002) 02),, th theor eoret etic ical al (P (Plo loyh yhar art, t, 200 2004) 4),, an and d methodological (Ployhart & Schneider, 2005) concepts necessary to build a multi-level staffing model linking micro and macro perspectives. Together, this research articulates how individual differences create organizational differences, how staffing practices might influence this process, and ult ultima imatel tely y how pra practi ctiti tioner onerss can sho show w the org organi anizat zation ional al val value ue of sta staffi ffing. ng. Thi Thiss rev review iew summarizes the common arguments across these publications. Figure 1 illustrates the basic constructs and processes in multi-level staffing. Notice that there are two levels in Figure 1, the micro (individual) level and the macro (organizational) level (these levels are only illustrative, and multiple intermediate levels are possible). All of the arrows in Figure 1 are considered in multi-level staffing models, but as a point of comparison, the dashed arrows denote the relationships examined in traditional staffing research. As noted earlier, Figure 1 illustrates that these dashed arrows arrows are each within a single level (micro or macro) macro).. The soli solid d arro arrows ws in Figure 1 thus highlight the unique aspects of multi-level modeling. First, because time is a fundamental part of multi-level modeling, Figure 1 is drawn so that the starting time begins with the implementation of a staffing practice. The staffing practice represents a contextual (top-down) effect on the firm’s individual KSAOs because all potential employees within a relevant job will be recruited and assessed using the same staffing system. Second, through use of a particular selection system, individual KSAOs will become similar within the job/organization over time and contribute to the emergence of macro-level human capital (recall that in strategy and SHRM research, human capital is the term used to describe the competencies of  the firm’s or business unit’s workforce). This is based on the attraction-selection-attrition (ASA) model (Schneider, 1987), which suggests organizations will develop homogeneity in KSAOs that are similar simi lar to, selected by, and retai retained ned withi within n the organization. organization. Howeve However, r, multi multi-level -level theory can help  better articulate homogeneity and connect it to the literature on macro staffing/SHRM. Specifically, multi-level staffing models argue that what the ASA model calls homogeneity actually human capital is as described in the macro literature, and the process through which homogeneity occurs is

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human capital emergence. Thus, human capital emergence represents the multi-level processes through which individual-level KSAOs become organizational or o r business unit level human capital.

Third, organizational-level human capital contributes to the organization’s performance, such that firms with higher quality human capital will outperform those with lesser quality human capital. This is known as human capital advantage in the macro literature (e.g., Boxall, 1996). Of course, there the re is anot another her mea means ns thr through ough whi which ch ind indivi ividua dual-l l-leve evell KSA KSAOs Os may con contri tribut butee to mac macroro-lev level el 14

  perfo performa rmance nce,, and thi thiss is thr through ough bet better ter ind indivi ividua duall per perfor forman mance ce tha thatt col collec lectiv tively ely im impro proves ves the effectiveness of the firm. Thus, through the processes of human capital emergence and human capital advantage, hiring more competent employees through the use of valid selection systems should contribute to better organizational performance. These points represent some important areas of departure between multi-level staffing models and traditional staffing models. First, multilevel staffing models allow researchers to hypothesize and test the assumptions in both micro and macro staff st affing ing dis discip ciplin lines. es. Mic Micro ro res resear earch ch ass assume umess bet better ter ind indivi ividua dual-l l-leve evell sel select ection ion res result ultss in bet better  ter  organizational-level performance; macro research assumes HR practices influence organizational  performan  perf ormance ce because the pract practices ices influence human capit capital. al. By develo developing ping theories of emerge emergence, nce, researchers can more carefully articulate the structure and function of specific types of human capital (e.g.,, compos (e.g. compositio ition n or compil compilation ation models). Finally, multilevel multilevel staf staffing fing models take a diff different erent approach to demonstrating the economic utility of staffing than traditional forms of utility analysis. Specifically, multi-level staffing predicts that human capital is a key determinant of organizational   performan performance ce (i.e. (i.e.,, human capital advant advantage), age), whereas many utility utility models would estim estimate ate this relationship via the aggregate sum of individual’s performance contributions (rightmost vertical arrow in Figure 1).

Practical Recommendations Recommendations and Implications for Organizational Effectiveness: Effectiveness: Multi-level staffing models do not negate the importance of single-level recruitment and selection research. Rather, they seek to extend this work by articulating the linkages between individual differences and organizational/business unit differences. This is essentially the “value challenge” facing staffing managers and practitioners. In this sense, the model offers a way to demonstrate the value of staffing by examining the relationships between individual differences/human capitals with indivi ind ividual dual out outcom comes/ es/unit unit-le -level vel out outcom comes. es. Thi Thiss is near nearly ly the sam samee met method hodolo ology gy use used d in job attitude/ atti tude/custom customer er sati satisfact sfaction ion linkage resea research. rch. Although at the unit level there is likel likely y a need for  control variables (e.g., size), and there is an obvious need for multiple units, most large organizations (and consultants) have ready access to these data (see Ployhart & Schneider, 2005). Ployhart and Schneider (2002, 2005) offered some tools for conducting and interpreting such a study, and Schmitt (2002) posed several practical questions to be considered (e.g., How does job analysis change?). Staffing practices should help an organization achieve its strategic goals and vision (nearly always expressed in unit-level terms), and the model offers a way to demonstrate that effect. Multi-level staffing also offers the opportunity to advance staffing theory. 15

Also the best human capital predictors of business unit performance? Or, are certain manifestations of individual differences only predictive at higher levels (e.g., agreeableness does not show much validity at the individual level in technical jobs but in the aggregate may be predictive of business unit level processes such as communication and social capital). Given that modern work continues to shift shi ft tow toward ard tea team-b m-base ased d and know knowled ledgege-bas based ed str struct ucture ures, s, the these se col collec lectiv tivee pro proces cesses ses bec become ome important determinants of performance. Similarly, consider that meta-analyses indicate cognitive ability tests are one of the most predictive selection methods available for most jobs— do business units or entire firms staffed with more cognitively able people outperform those who do not? The study by Terpstra and Rozell (1993) is often cited to support such a claim, but their study only asked HR managers if they used ability testing and only asked them to self-report firm performance. How much of a validity difference must  be found at the individual level to translate into business unit differences? Framing the debate around personality testing from this perspective might be a more compelling way to show the importance of personality.

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Theory Relevant to Structured Interviews: Interviews: Another conclusion is that theory has not played an important role in this area. Past research was much applied; it was conducted to solve practical problems rather than to test theory. This paper  relied mainly on psychometric theory to explain the operation of structured interviews. However, other more content- (as opposed to measurement-) oriented theories may offer additional insight. For  example, cognitive theory (Lord & Maher, 1991) might be used to consider underlying mechanisms. Structure may reduce information processing requirements and potential for overload, thus allowing interviewers to attend more fully to candidate responses (Arvey, 1995). Structure may also clarify the cognitive schemata used to interpret responses (Green, 1995), thus allowing responses to be classified and judged more systematically and accurately. Finally, Finally, Webster Webster (1982) describes several several interviewer interviewer decision making Models A conflict model explai explains ns how confli conflict ct and stress stress influe influence nce decisi decision on making making,, an inform informati ation on proces processin sing g model model explains decision making in terms of mathematical models, and an affect model explains the role of  feelings feelings and preferences preferences in decision decision making. making. Structure Structure might define the decision decision making making task such that the influence of these processes may be lessened. The State of the Literature Reviews of the literature often note the lack of detail in most articles. This review is no exception. Most studies did not contain enough information to judge the level of structure on all components.. Much of it is old, clinical in orientation, conducted in ambiguous settings, or confounded in many ways. Studies tend to have small samples, simple criteria, restriction of range, and measures with modest reliability and unknown construct validity. These problems are troubling for meta analyses. Such techniques can correct for statistical limitations (e.g., sample, range, and reliability), but they cannot make precise compar compariso isons ns between between compone components nts of struct structure ure when when inform informati ation on is lackin lacking, g, compone components nts are confounded, or sufficient primary studies not conducted. An equally difficult issue is the unknown construct validity of many interviews. Interviews are measurement techniques that are not linked to   parti particul cular ar constr construct ucts. s. If the content content of interv interview iewss is unclea unclear, r, meta-a meta-anal nalyt ytic ic result resultss must must be correspondingly ambiguous. To illustrate, meta-analyses have included clinical interviews. They differ differ from from select selection ion interv interview iewss in focus focus (i.e., (i.e., maladj maladjust ustmen mentt and psycho psychopat pathol hology ogy versus versus job  performance) and time orientation (i.e., current identification versus future prediction). They also rely on complex clinical judgment that may not easily translate into practice for managers. Such studies should not be used in meta-analyses, or they should be analyzed separately (McDaniel et al., 1994). More attention should be given to what constructs are measured by interviews as well as how they are measured. 18

Conclusion: Structured interviews are clearly superior psychometrically. Yet, administrative innovations, such as structured interviews, are rarely based on technical merit (Johns, 1993). Instead, researchers might have to emphasize environmental threats (e.g., low candidate quality), government regulations (e.g., EEO laws), or simple imitative or competitive processes to convince organizations to adopt them (Johns, 1993). In conclusion, the selection interview can be enhanced by using some of the many  possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice. Theory, research, and practice (pp. 61-73). Newbury Park, CA: Sage. Campion, M. A.(1988). Interdisciplinary approaches to job design: Eder, R. W. (1989). “Contextual effects on interview decisions” . In R. W. Eder & G. R. Ferris (Eds.), The employment interview: Theory, research, and practice (pp. 113-126). Newbury Park, CA: Sage. Feild, H. S., & Gatewood, R. D. (1989).

Development of a selection interview” : A job content strategy. In R. W. Eder & G. R. Ferris (Eds.), The employment interview: Theory, research, and practice (pp. 145-157). Newbury Park, CA: Sage. Kelley, H. H. (1967). “Attribution theory in social psychology” . In D.Levine (Ed.), Nebraska Symposium on Motivation: Vol. 15 (pp. 192-238). Lincoln, NE: University of Nebraska Press. Lord, R. G., & Maher, K. J. (1991).

Cognitive theory in industrial and organizational psychology . In M. D. Dunnette & L. Hough (Eds.), Handbook of industrial of  industrial and organizational psychology: Vol. 2 (2nd ed., pp. 1-62). Palo Alto, CA: Consulting Psychologists Press. Mumford, M. D., & Stokes, G. S. (1992).

Develo Developme pmenta ntall determ determina inants nts of indivi individua duall action action: Th Theo eory ry and and prac practi tice ce in appl applyi ying ng   background measures. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology: organizational psychology: Vol. 3 (2nd ed., pp. 61-138). Palo Alto, CA: Consulting Psychologists Press. Schneider, D. J. (1973). Implicit personality theory : A review. Psychological Bulletin, 79, 294309.

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Literature Review Recruitment and Selection Recruitment: Most definitions of recruitment emphasize the organization’s collective efforts to identify, attract, and influence the job choices of competent applicants . Organizational leaders are painfully aware that recruiting talent is one of their most pressing problems. Tight labor markets give applicants considerable choice between employers. Profession Professional, al, informati information/know on/knowledge-b ledge-based, ased, technical, technical, and service service occupations. occupations. Some reports reports indicate that nearly half of all employees are at least passively looking for jobs, and a sizable minority is continually actively searching (Towers Perrin, 2006). This is such a problem that many organizations actually face a greater recruiting challenge than a selection challenge. Selection will only be effective and financially defensible if a sufficient quantity of applicants apply to the organization. Compounding this challenge is that many organizations struggle with how to attract a diverse workforce. Thus, there is growing recognition that recruiting—by itself and irrespective of  selection—is critical not only for sustained competitive advantage but basic organizational survival (Taylor & Collins, 2000). Reflecting this importance, there have been several excellent reviews on recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable, 2003; Saks, 2005; Taylor & Collins, 2000). This review obviously does not provide the depth or detail of those reviews. Rather, this review selects the more recent developments with the greatest implications for organizational effectiveness. An excell excellent ent place place to start start the review review is with with the recrui recruitme tment nt meta-a meta-anal nalysi ysiss conduct conducted ed by Chapma Chapman, n, Uggersl Uggerslev, ev, Carrol Carroll, l, Piasen Piasentin tin,, and Jones Jones (2005) (2005).. They They summar summarize ized d 71 studie studiess to estimate the effect sizes and path relationships between recruiting predictors (job/organizational attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived altern alternati atives ves,, hiring hiring expect expectanc ancies ies)) and applica applicant nt attrac attractio tion n outcom outcomes es (job (job pursui pursuitt intent intention ions, s,   job/organization attraction, acceptance intentions, job choice). This meta-analysis helps organize and clarify a rather diverse literature, and there are many specific findings, with the key ones listed  below: •

Perceptions Perceptions of person-orga person-organizat nization ion fit (PO fit) and job/organiz job/organizationa ationall attribute attributess were the strongest predictors of the various recruiting outcomes. The next strongest set of predictors 20

tended to be perceptions of the recruitment process (e.g., fairness), followed by recruiter  competencies and hiring expectancies. Interestingly, recruiter demographics or functional occupation showed almost no relationship to the recruitment outcomes. •

Gender and study context (lab-field) were the only two moderators found to be important (altho (although ugh others others may exist exist that that could could not be tested tested). ). Intere Interesti stingl ngly, y, job/or job/organi ganizat zation ional al attributes and justice perceptions were weighed more heavily by real applicants, suggesting lab studies may be primarily useful for studying early stages of recruitment.

•

There was support for mediated recruitment models, such that recruitment predictors influence

  job job attit attitudes udes and job accept acceptance ance intent intention ions, s, which which in turn turn influe influence nce job choice. choice. Althoug Although h acceptance intentions are the best be st proxy for actual job choice, they are an imperfect proxy. •

Discouragingly, actual job choice was studied infrequently and was poorly predicted. On the other hand, given the nominal nature of job choice measures, one must wonder how large this effect should be.

Overall, there is good support linking many recruitment predictors to intention and perceptual criteria. The attributes of the job/organization and fit with the job/organization will influence intentions and (modestly) behavior. Hard criteria are infrequently studied, and when they are, the relationships are much smaller. We need to know kno w how large these relationships could be, or can be, for the top predictors. Finally, demographics of both the applicant and recruiter seem to play a minor role, although individual differences may be more important. (Staffing in the 21st Century:  New Challenges Challenges and Strategic Strategic Opportuniti Opportunities es Journal Journal of Management 2006; 32; 868, Robert E. Ployhart)

Selection

Personnel Selection Best Practices: Personnel selection practices (e.g., interviews, ability and personality tests) continue to capture the most most attent attention ion from from staffi staffing ng schola scholars. rs. There There are severa severall compre comprehen hensiv sivee review reviewss of select selection ion   practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina, Ingerick, & Wiechmann 2003), as well as discussions of research and practical applications (Guion & Highhouse, 2006 Ployhart, Schneider, & Schmitt, 2006; Ryan & Tippins, 2004). Rather than review all this research, the present review summarizes the major new developments. Procedures and arrangements for the 21

selection and appointment of the members of the Scientific Committee of the European Union Agency for Fundamental Rights (FRA)

Article 1: Pre-selection: Pre-selection: 1. The select selection ion of candid candidate atess for membershi membership p of the Scientifi Scientificc Commit Committee tee of FRA shall shall be advertised through a call for expressions of interest in accordance with the present procedures.The call for expressions of interest shall be published in the EU Official Journal (OJ), in relevant leadi leading ng acad academ emic ic publ public icat atio ions ns as well well as the the Agen Agency cy’s ’s webs websit ite. e. Th Thee clos closin ing g deadl deadlin inee for  for  submis submissio sion n of candid candidate ates’ s’ expres expressio sions ns of intere interest st shall shall be fixed fixed six weeks after after the above above mentioned publication. 2. The Director of the Agency shall prepare and organize the work for the pre-selection of the members of the Scientific Committee. He or she shall chair a pre-selection panel, composed of the Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe. Two members of the FRA Management Board may attend the pre-selection panel as observers. 3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with the eligib eligibili ility ty requir requireme ements nts.. Failur Failuree to comply comply with with one of these these requir requireme ements nts will will result result in the exclusion of the concerned candidate from the next steps of the selection process. 4. The pre-selection panel shall then assess each eligible candidate according to the requirements for selection. It will draw up an ‘Individual Assessment Form’ for each candidate which will include a short comment, highlighting the specific values/shortcomings of the person. 5. The Director shall present the results of the pre-selection process to the FRA Executive Board, including information on the candidates deemed ineligible.

Article 2: Selection 1. The Executive Board shall assess all the candidates on the basis of the established selection requirements. 2. In this assessment the Executive Board shall take into account: • The work of the pre-selection panel; • The need that the specialist fields of the members of the Scientific Committee shall cover the most relevant scientific fields linked to fundamental rights, in accordance with the mission and objectives of FRA; • The need to ensure even geographical and gender balance. 22

3. The Executive Board shall submit to the Management Board a list of most eligible candidates. This list should include more than eleven and fewer than twenty-two names. This list will also include merit points and a conclusion concerning the suitability as a member of the Scientific Committee for each candidate. 4. The Chair of the Executive Board shall present the results of the selection process to the Management Board, including a record of the candidates not included in the lists mentioned above as well as on candidates deemed ineligible. 5. The Agency services shall provide technical and logistic support for the selection process.

Article 3: Appointment Appointment 1. On the basis of the list submitted by the Executive Board, the Agency’s Management Board shall appoint the members of the Scientific Committee, after having consulted the competent committee of the European Parliament. The candidates not appointed shall be put on a reserve list. 2. Members will be appointed for a five-year term, which shall not be renewable. 3. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee. In case of a vacancy, the Management Board shall appoint a new member from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific Comm Commit itte tee. e. Howe However ver,, in accor accordan dance ce with with Arti Articl clee 14, para paragr graph aph 1 of the the Regu Regula lati tion, on, the the Management Board shall follow a process of appointment identical to the one followed for the appointment of the original member including consultation of the competent committee of the European Parliament.

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Recruitment and Selection Process 1.0 Scope 1.1 Purpose of the Procedure 2.0 Recruitment and Selection Framework  2.1 Overview of the process 3.0 Recruitment and Selection Provisions 3.1 Review the job and the need for it 3.2 Design Selection Process 3.2.1 Panel Composition 3.2.2 Selection Tests 3.2.3 Interview Questions 3.3 Advertising 3.3.1 Advertising of vacancies 3.4. Applications 3.5. Short-listing 3.6 Interviewing 3.6.1. Arrangements for interviews 3.7. Selection 3.7.1 Decision to Appoint 3.8 Offers 3.8.1 Offer of employment 3.9 Other Requirements 3.9.1 Post interview feedback & notification to applicants (IPCC Politically Restricted Posts, 2008)

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From Askari bank website, (2008)

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1.0 Scope 1.1 Purpose of the Procedure: Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how to ensure as far as possible, that the best people are recruited on merit and that the recruitment  process is free from bias and discrimination.

1.1 Job Analysis 1.2 Form 1.3 Request to Fill 1.4 Job description 1.5 Person Specification

2.0 Recruitment and Selection Framework  2.1 Overview of Process • Assess the need for the job and ensure there is adequate funding for it. • Review the job description to ensure en sure that it meets the present and future requirements. • Review the person specification to ensure e nsure it meets the requirements of the job description. • Design the selection process. • Draft the advertisement and select the advertising ad vertising media. • Short list using the person specification only. • Interview and test short-listed candidates. • Validate references, qualifications and security clearances. • Make appointment. Managers hold the responsibility for ensuring this framework is followed. HR is available for  advice and will assist in general administration of the recruitment process.

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3.0 Recruitment and Selection Provisions 3.1 Review the Job and the Need for It Managers need to consider the following issues: • Is the job still necessary? What value does it add to the team and to the delivery of service? • How will the post be funded? Positions outside of existing establishment require the Director’s and Chief Executive’s approval. • Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. • Is this job a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? • What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract, secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work  or an interim appointment. They should not normally be used to fill permanent posts.Agency staff  may be used to cover short term peaks in work or projects or interim vacancies, i.e. whilst a  permanent position is being advertised. Should total employment under any of these arrangements extend beyond 12 months, the individual may have an entitlement to permanent employment rights, including redundancy. Employment through an agency may count towards this 12 month   period. period. Use of secondments secondments must be in accordance accordance with the IPCC Secondment Secondment policy. policy. If it is  proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the Authority to Recruit form is completed and sent to HR as soon as possible. possible.

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3.2 Design Selection Process

Managers need to design the selection process they will use, giving consideration to the following  points:

3.2.1 Panel Composition: All interviews for permanent posts must be conducted by a panel. The Manager is responsible for  selecting interview panel members – being mindful of: • The requirement that the panel consists of at least two people, and if possible, is mixed in terms of race and gender  • The requirement that at least one panel member has received training on recruitment and equal opportunities, normally limited to that provided by the IPCC. If not IPCC trained, the matter  should be referred to Human Resources. • The requirement that each panel member be familiar with anti-discrimination legislation • The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates. Panel members must be satisfied that their relationship with any candidate: • Will not improperly influence their decision • Will not give rise to suspicion about their motives

3.2.2 Selection Tests: Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased – also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. Managers should seek advice from HR on the the use use of such such test testss .All .All psyc psycho home metr tric ic test testss used used in sele select ctio ion n must must be devel develope oped, d, administered and interpreted by accredited people.

3.2.3 Interview Questions Human Resources hold the IPCC Interview Guides that contain competency based interview questions. Managers need to ensure they contact Human Resources prior to interview to obtain copies of these guides. 28

3.3. Advertising Reaching Reaching any target target market market can be extremely extremely difficult. difficult. Through niche websites like RD, you can guarantee that the people using the service have an interest in your field. As more and more people turn to online means for their information and service needs, an active web presence is vital for  any organization, large or small. Utilizing all the benefits of online advertising and adding the clout already held by Australia's leading industry news provider, Specialist News, ads placed with RD are a great way to generate interest interest in new products and services, services, or to improve awareness awareness of  your brand.

3.3.1 Advertising the vacancy: All vacancies at all levels must be advertised - there will be no “word of mouth” recruitment as this can lead to indirect discrimination.  No vacancy can be advertised until the request to fill procedure has been completed, and up-todate job description, person specification and KSF outline have been sent electronically to the Recruitment Office. These will ensure that: We do not break our own operational policies; •

Candidates receive the best possible information;

•

We are properly prepared to respond to candidates’ enquiries;

•

We are properly prepared to carry out the best interviews; possible and thus

•

Make the correct decisions;   NHS NHS jobs jobs are the medium medium for extern externall ally y advert advertise ised d vacanci vacancies es in the first first instan instance. ce. Intern Internal al vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. External vacancies will be advertised in the Vacancy V acancy Bulletin and NHS Jobs. The recruiting manager should indicate the preferred advertising medium on the Request to Fill Form in the event that no appointment has been made from advertising in the Vacancy bulletin and  NHS jobs.. If the recruiting manager wishes to advertise in more than 1 journal, he/she will agree to fund 50% of the costs from the Directorate budget. The HR department routinely monitors the cost and response rate of advertisements and, as a result, will give advice on the choice of publications to ensure more cost-effective advertising. For  some posts it is not necessary to pay for expensive advertising space, when Job Centreplus or  internal internal bulletin can provide suitable candidates candidates at no cost. Care will be taken to ensure that both the wording and placement of advertisements encourage a wide cross-section of the population to 29

apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team Team and and circ circul ulat ated ed thro throug ughou houtt the the Trus Trustt and and to spec specif ific ic orga organi niza zati tions ons.. Th Thee aim aim of the the advertisement is to attract suitable candidates only, at the least cost. The information it should contain is taken largely from the job description and the person specification, as set out below: •

Job title

•

Grade and/or salary as appropriate

•

Brief description of the post

•

Essential requirements, such as shift work or travel

•

Any positive features such as training prospects

•

A contact person/telephone number for further information about the job

•

Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside: •

Consider possible internal candidates with an interest in the po st.

•

Determine if the position level requires an external search.

B. External Search: •

Advertising -

•

Brief position description

•

Minimum qualifications

•

include information needed from candidate I.A resume ii.A letter from the candidate iii.A concise work sample or essay (if applicable) iv.Names & phone #s of 3 references

•

State length of response time

•

Ad placement (local, national, journals, etc.)

•

Emails or faxes accepted?

•

Focused Contacts - person-to-person networking. 30

The object is to reach good candidates who are happily and productively employed elsewhere, but who may be open for a change. The recommended position announcement for all positions must must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals and will be posted internally in accordance with established College policy to include our web links.. Efforts should be made to target advertising to women and minorities. (Maximum Cost $700) $70 0) Letter Letterss of applicat application ion and vitae vitae will will be received received by the search search committe committeee through through the Department of Human Resources. A log of all applicants must be maintained and placed on file at the end of the search in the Human Resources office. An EEO Data Form will be mailed to each applicant to acknowledge receipt of their application as well as to collect specific data for diversity analysis. When completed, this form remains separate from the candidate’s application and is not available to the hiring manager or others involved in the search.

Running a Recruitment Campaign: Once Once you you have have esta establ blis ishe hed d real realis isti ticc volunt voluntee eerr recr recrui uitm tment ent goal goals, s, compl complet eted ed the the posi positi tion on descriptions for your volunteer jobs, and thought through the reasons why people are motivated to volunteer, you are ready to launch a formal volunteer recruitment campaign. Here are the goals you need to concentrate on: • Target the types of individuals best suited for your job descriptions. As much as possible focus on those who wh o reside in close proximity to the projected volunteer work site. • Convince people to volunteer to work with you instead of with another  organization. Convincing and eye-catching informational materials are a must in recruitment. Some tools to consider using include:

Press Releases:-for the print media (a short and a long version) Public Service Announcements, TV, and Radio Announcements: - Public Service Announcements (PSAs) and advertisements, for a few seconds or a few lines (see appendices in Tools Section).

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Posters, billboards, and buttons: Your informational materials must be so clear that readers will understand your program’s volunteer needs, the job requirements, and job benefits. They must  be attractive without appearing extravagant, since you are asking people to work for free. They must all be designed to make people act.

Recruiting from the Public at Large: To recruit volunteers from the public at large, here are the experiences of ombudsmen and other recruiters in the field.

Usin Using g Prin Printt Medi Mediaa: Majo Majorr loca locall dail daily y newsp newspap aper ers, s, week weekly ly/m /mon onth thly ly pub publi lica cati tions ons,, and and newsletters.

Running Ads. Before purchasing ads, ask for donated space. One ombudsman coordinator  recruited some of the program's best people through this sample ad: "Our ombudsman program wants highly professional people comfortable in resolving problems." The ad attracted a high number of health care professionals not involved previously in long-term care.

Using Media Public Service Opportunities: Prepare Public Service Announcements (PSAs) Ask the radio or TV stations to give you assistance in preparing your PSA. Here is what one ombudsman said: Don't let timing stop you from recruiting. We sent out PSAs and an d recruited during the middle of the Christmas holidays. The response was tremendous – volunteer forces were increased by 50 percent. As the saying goes: nothing ventured ... nothing gained.

Requesting Businesses to Advertise on Bags or Wrappers: Request businesses in your  Community to include an ad for your program when they print their bags or wrappers.

Here are some ways to approach businesses.

1. Contact the company's community relations officer : If the officer is supportive, it may lead to a steady source of volunteers. Some companies provide other types of agency support where their employees volunteer. You ofte often n can can arra arrange nge to disp displa lay y your your post poster erss in stor stores es,, 2. Recrui Recruitt throug through h poster posters: s: You Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the decision makers. Make a brief statement about your program and ask for permission to display a  poster.

3. Ask public libraries to accept free bookmarks to give away: These could have a brief   program description on one side and explain why you need volunteers on the other side. 32

4. Check out community clearing houses : In some cities there are organizations that put volunteers together with community services programs. Often newspapers run a periodic column that lists organizations’ needs for volunteers.

3.4. Applications: Applications: A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: •

Application Form

•

Job Description, person specification, KSF outline

•

Terms & Conditions of Employment

•

Information about the Department in which the vacancy exists should be provided by the Manager (if available). Any other relevant information, when an enquiry is received from an applicant without internet access, an application pack will be sent within 24 hours.

3.5. Short listing: Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two  people, one of whom should be the recruiting manager. All panel members participating in short listing must be familiar with the job description, person specification and KSK outline. Short listing must be based only on the information given in the application, which is assessed against the criteria contained in the person specification and must be consistently applied to all candidates. A record of the assessment must be recorded on the Shortlist Record Form or on NHS Jobs. This is especially important in the event of any subsequent allegation of discrimination. If there are large numbers of candidates meeting all the criteria for the job, it will be necessary to examine the degree to which each candidate meets the essential criteria, and by short listing those candidates who, in their application, demonstrate the greatest ability to meet the criteria which can  be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills and abilities which broadly match the job description and person specification should also be short listed, whether internal or external candidates. 33

In order to avoid allegations of favoritism, anyone involved in the selection process, which is connect connected ed by close close frien friendsh dship ip or is relate related d to a candid candidate ate,, must must inform inform the approp appropria riate te HR  Business Partner. Where there is a declared interest, following guidance from the HR Business Partner, a representative from HR may be included in the selection panel. In situations where there are internal candidates only, it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is selected on merit. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered. It is recommended that the maximum number of candidates per shortlist is six/eight.

3.6. Interview “Any person to person between two or more individuals with a specific purpose in mind is called Interview” There are basically two types of Interviews. •

Structured Interviews

•

Unstructured Interviews

Structured Interviews: In which interviewer asks those questions which are pre- defined. “One “One type type that that has been widely widely studie studied d and is conside considered red relati relativel vely y struct structure ured d is situat situation ional al questions (M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al., 1942; Hakel, 1971; Latham & Saari, 1984; Latham et al., 1980; Latham & Skarlicki, 1995; Robertson et al., 1990; Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990; Walters et al., 1993; Weekley & Gier, 1987).

Unstructured Interviews: In which interviewer asks those questions which are not pre- defined which ask randomly. The development of questions from incidents is part of the art or, at least, the unwritten aspects of  structured interviewing. Some authors acknowledge that "literary license" is needed (Latham & Saari, 1984, p. 569). Incidents are often grouped into dimensions first (Motowidlo et al., 1992; 34

Robertson et al., 1990), then the incidents that best represent the dimensions are turned into questions (Latham et al., 1980). “If necessary, questions can be repeated, or candidates can be given a card containing the question “(Green et al., 1993)

3.6.1. Arrangements for interviews Interviewing and selecting: You may as well toss a coin’ Professor Eysenck's opinion on the validity of the interview as a selection device is well known. Nevertheless the interview seems likely to remain as the principle selection selection device despite despite its faults. faults. To sharpen the effectiveness effectiveness of the interview interview the panel should ask the candidate to give a presentation. This offers the chance for the candidate to show what they have have achiev achieved, ed, show show how they they hope to fit fit in and illus illustra trate te their their commun communica icatio tion n skill skills. s. The interviewer needs to posses three different skills •

Information gathering, to elicit the facts

•

Interpreting and evaluating information, to consider what the facts mean.

•

Decision making, to act on the facts and the analysis. Gathering the information, eliciting the facts. The right physical environment is important. Interviews require a quiet undisturbed room. If the interview is informal a circle of chairs of equal height h eight and similar spacing may well be appropriate. If the interview is formal and held round a table. Spacing and lighting are also important. The candidate should not be asked to walk miles to their seat, nor blink into the silhouettes of the interview panel against a window. The chairman should make the candidate welcome introduce the  panel by name, and say whom they represent. The format of the interview should be outlined to the candidate. The interviewer needs to listeand to develop develop an intere intereste sted d and attenti attentive ve interv interview iewing ing style, style, with with plenty plenty of eye contact contact.. Verbal Verbal reinforcement should be forthcoming from the interviewer. Silence can be used in a positive way to allow the candidate to develop their answers fully. Questions should be linked to what the candidate has said to elicit a flow of information. They should include:

A. Problem questions : These suggest a situation specific to the job where the candidate must show their capacity to, for  35

example, priorities tasks under pressure. What was your most challenging situation in the last year and how did you deal d eal with it?

B. Open questions: ‘Tell me about….’

C. Probing questions: ‘Why do you want to leave your present p resent job’ or ‘What was your worst moment there?’

D. Closed questions: These interrupt the information low in order for the interviewer to redirect it to a new topic. ‘When did you…? or how many…?’ At the end consider if you have gathered the information necessary for a decision. Ask the candidate back in if a question needs clarification. Allow the candidate, to question the panel, or  offer offer the inform informati ation on on areas areas such such as salary salary,, study study facili facilitie ties, s, start start date, date, accomm accommoda odatio tion n or  questions regarding the job description. description. Interpreting and evaluating evaluating the information information Interviewer, know thy self.

Making the decision The panel should: • Consider whether each candidate is appointable. Do they fulfill the essential criteria? Do they match the person specification? • Each panel member should rank the candidates without conferring with other panel members. • Choose the best candidate.  Never choose person of lesser ability out of fear of being overshadowed. This produces a dull Un progressive unit. On the other hand Einstein might not fit well with the team. • Use references to back up u p your choice, to screen for factors which disqualify rather than qualify. References have greater value as a negative test rather than a positive one to highlight an abrasive  personality or poor sickness record.

Screening Interviews: These are usually shorter interviews used for the purpose of co nducting a brief evaluation of a Candid ate. Successful candidates are asked back for a more in-depth interview. 36

One-on-one interviews: These interviews involve a candidate being questioned by one interviewer – also common in early stages of selection.

Telephone Interviews: Interviews: Occasionally interviews are conducted over the telephone. This can be a disorienting experience mainly because neither party can see each other. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice. Avoid being caught unawares and unprepared for a telephone interview – you are entitled to have at least a day’s notice to prepare. Find a quiet comfortable place where you can ensure there won’t  be any interruptions.

Panel interviews and on-site/second on-site/second interviews: After a first interview you may be asked to a second interview which is often on-site with the employer. Panels consist usually of 2-3 people, often from different parts of an organization eg. a graduate recruitment specialist, a technical expert and a person representing the area you could work work in. in. En Ensu sure re you you addre address ss all all panel panel memb member erss equal equally ly.. Th Thes esee inte interv rvie iews ws are are some someti time mess incorporated as part of an assessment centre.

Case Study Interviews: Some organizations, especially consulting firms, use case study questions to evaluate Candidate’s analytical skills. These scenarios can often be quite challenging. The Careers Centre has a range of  tips and resources to help prepare for these interviews.

At the Interview: Questions to Expect Most questions asked at interview can be predicted and usually focus on three issues: •

Can you do the job? Do you have the qualifications and/or skills?

•

Will you do the job? Do you have the enthusiasm/motivation?

•

Will you fit in? Could they work with you? Do you get on well with people? Here are some interview common questions:

•

What interests you about this position?

•

Why do you think you would be successful in this position? 37

•

Competency-Based Competency-Based Interviews: Compet Competency ency or behavi behavioror-bas based ed interv interview iewss operate operate from from the premis premisee that that the most most accurat accuratee  predictor of future performance is past behavior in a similar situation. This type of interview is now commonly used in selection processes. Questions are probing in nature and the competencies employers look for include:

•

Team work/interpersonal skills Give me some examples about when you have had to handle difficult people.

•

Achievement drive What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time?

•

Flexibility Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work.

•

Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances. Why was it important for you to become involved? What strategies did you use?

•

Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas.

•

Customer/Client service Tell us about a time when you have delivered a high level of customer service. How did you know? Be specific in your responses to such questions by using examples from your own experience to describe:

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3.7. Selection 3.7.1 Decision to Appoint: After interview process the require candidate is selected for a job. Panel members decide to hire that individual who is fulfilling the requirements.

3.8. Offers 3.8.1 Offer of Employment: Organization offers the job to the Individual.

3.9 Other Requirements: Requirements: 3.9.1 Post interview feedback & notification to applicants: HR is responsible for providing all candidates with written notification of the outcome of their  application. If feedback is requested from an unsuccessful short-listed candidate, the manager  should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided.

3.9 Monitoring Recruitment and Selection (Reporting): HR will monitor the recruitment processes to ensure they are no t discriminatory and will provide statistical data to the Senior Executive Group on a regular basis.

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Role of Recruiter

WHY YOU SHOULD USE A RECRUITER:

Working with Executive Recruiters Executive Recruiters hold the keys to the "hidden job market" - career opportunities o pportunities that aren't  posted anywhere else. These professionals hold great influence within the hiring organization, and it's important for jobseekers to understand how to leverage this resource as part of their overall career strategy. What follows are a few facts about executive search firms, and how executive recruiters can help advance your career.([email protected])

Four Key Facts About Executive Recruiters: 1. Jobseekers do not pay fees to search firms. Instead, the companies that hire recruiters to fill a

 position pay for their services. This fee is calculated using the starting salary of the position, and can range from 15%-35% of that salary. Be wary of any recruiter who asks you to pay them a fee…If you are asked to pay a fee for job placements services, please let us know immediately. 2. There are two types of search firms - Retained and Contingency. While both types charge fees

only to the hiring organization, it is important to note the differences. When the hiring company retains a recruiting firm, that firm is paid regardless of the results of the search. Retained firms are typically used to fill higher-level positions at $100,000+ salaries. Contingency search firms receive  payment only when their candidate is hired. Over the last few years the "search" industry has gone through some significant changes. While contingency firms have generally always accepted retained work, many retained firms now accept contingency work…You decide which type of recruiter is right for you! 3. Don't limit your search by geography. For many higher-end job assignments, recruiting firms

will look nationally or even internationally. It is absolutely in your best interest to gain exposure among search firms who fill positions in your industry, function and salary range, no matter where they are. A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston. That being said, it's much easier to network with local recruiters and they can be an invaluable resource when penetrating the local hiring market, particularly for non-executive positions.

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4. Some search firms specialize, while others don't. To make your search as effective as possible, target your efforts towards recruiters those work in your respective industry and/or specialize in your job function. As you begin to network with these specialized recruiters you'll find they are very much aware of where opportunities exist within the micro hiring "economies" of your shared areas of expertise. However, generalist firms should not be ignored, especially at the higher  execut executive ive ranks… ranks….Wh .Wheth ether er retain retained ed or contin contingenc gency y fee-ba fee-based sed,, search search firms firms are handso handsomel mely y rewarded for filling positions on behalf of their corporate clients. Thus, networking and building relationships with qualified, reputable recruiters is a critical component of career management strategies.

Making Contact with Your Selected Executive Recruiters:   Next, identify all of the communication channels that make sense for the firms and recruiters you've identified. The firm may offer an online mechanism for posting and/or sending your esume and cover letter. Review the firm's website for job opportunities currently under research, and establish the preferred communication medium for that firm. In all cases, respect the indicated communication preferences of the firm and/or the individual recruiter.  Not unlike introducing your professional "brand" to a hiring organization, make sure your cover  letter and resume/CV are both positioned appropriately for the areas of expertise in which the recruiter works. Keep in mind that recruiters are not career managers. They may not have the expertise or inclination to advise you on changes to your cover letter and resume, so make sure they're tight before you send them. After providing your credentials in whatever communication medi medium um you you thin think k make makess sens sense, e, cons consid ider er a foll follow ow up a few few week weekss late laterr with with anot anothe her  r  commun communica icati tion on attempt attempt.. What What you you're 're strivi striving ng for is a person personal al contact contact from from the recrui recruiter ter.. Depending on your "hirability" (qualification level, experience etc.) you may have to be in the right place at the right time to be recognized at a personal level.

How Recruiting Firms Can Make a Difference In Your Career: When When conta contact cted ed by a recr recrui uite terr trea treatt them them as thou though gh they they are are the the hiri hiring ng orga organi nizat zatio ion. n. Be  professional, make your best impression, sell yourself and your "hirability", and understand that executive recruiters have access to a lot of talent. Remember, the recruiter doesn't work for you so don't expect personal, individualized service. Working with executive recruiters is not an event - it 41

is a process. We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter, the "hiring cycle" can take anywhere from two days to two years! In either case though, most positions secured through executive recruiters fit into the "dream job" category. (Article taken from: ©2007 Kennedy Information, Inc. Kennedy Information is a Subsidiary of  BNA.These articles are provided by Career Forum, Inc. as a courtesy to our candidates. We can be reached at: (www.careerforum.com (www.careerforum.com.) .)

A Recruiter’s Perspective

Here's what U.S. Army recruiters say about the pressures that they face -- from confidential e-mail messages to "News Channel 5 Investigates" and from blog postings: "I think the public needs to know what is done to these great soldiers each and everyday. I am a recruiter assigned to [delete for recruiter's protection]. I know what goes on every day. Personally have been threatened because I did not make my quota. The fact is that less then 3 in 10 are qualified to join. Unless some rules are bent or broken, we would never get them in – and if we don't get them in, our career is ruined! No matter how honorably you served when you were in the main mainst stre ream am Army Army,, no matt matter er what what meda medals ls you you were were awar awarde ded, d, when when you you get get snat snatch ched ed by Recruiting Command you are a nobody, and you are treated as such. Time with your family is taken away, weekends taken away, negative evaluation reports -- all because people don't want to  join the Army." "Most recruiters are forced to do the thankless ... job it is. They don't want to be there. The job is horrible, and there is nothing you can do about it. Recruiters get threatened all the time with their   jobs if they don't get people in -- every single month, late hours, and six, sometimes seven days a week. Before they were recruiters, they served their country in Iraq and many other places keeping your ass safe and free." "Recruiting in today's circumstances is by far the toughest job the Army or any other branch has to offer. In this time of war which people tend to be afraid of, as well as the increasing number of  high high scho school ol drop drop outs outs and the the number number of pote potent ntia iall recr recrui uits ts with with a disq disqua uali lify fyin ing g crim crimin inal al   background, it has become near impossible to find qualified soldiers for today's military. The finger should not be pointed at these recruiters. It should be focused on the people in charge,  pressuring these soldiers soldiers to act in desperation and to go against their moral and ethical beliefs. In 42

all the cases you showed, the recruiter was hesitant to and seemed to not want to go the dishonest route, but something still forced them to add in at the last minute the possibility of cheating the system. Why is that? I know from experience that a recruiter is under a huge amount of stress and  pressure from the upper ranks within the chain of command. The recruiters are punished and looked down upon if the monthly quotas are not met. Recruiters are forced to work long hours six to seven days a week -- from as early as seven o'clock in the morning, sometimes not getting home to after 10 p.m. Time spent with amily and loved ones is almost non-existent, and many recruiters woul would d rath rather er be depl deploy oyed ed to Iraq Iraq or Afgha Afghani nist stan an than than to have have to work work unde underr thei theirr curre current nt conditions. If the monthly quotas are not met, recruiters are often ordered to attend corrective training that usually takes place early in the morning or long after the work day should have ended. These dishonest acts are actually acts of desperation, recruiter trying to improve the individual quality of life and maybe help them get g et a break." "Most recruiters like myself are forced to come out here and perform this duty. This is not our  normal, everyday job in the military. We have to come out here and do this job -- or get out.Some of us out here have a difficult time finding individuals to join. Most of us don't possess the skills to  be in sales. That's why we joined the military. In normal cases, one would just switch jobs. But in the military, you do it or face the negative wrath of the Recruiting Command. In some places, recruiters are forced to work 12 to 14 hour days, six days a week. The only way they can get time off is to put people in the Army.

From JACK ARMY blog: "For failing to make mission mission (this means that my recruiting station did not enlist enlist our mission then umber of enlistments assigned to my station for a given month), I was degraded and ridicule instea instead d of being being train trained, ed, mentor mentored, ed, coached coached,, lead lead to succes success. s. Yet I contin continued ued to believ believe. e. I continued to put in 60 - 70+ hours per week trying to find ways to get my detailed recruiters to achieve success, only to suffer a repeat of past degradations and ridicule. Sound like a professional organization to you? The icing on the cake? Well, if you've been reading JACK ARMY for this   past year, you've probably figured out that something drastic happened that caused USAREC [U.S.Army Recruiting Command] to cut me loose from the fold. Not only was I cut loose, but I was degraded yet again in the form of a General Letter of Reprimand and a Relief for Cause  NCOER. 43

I couldn't bring myself to think that senior non-commissioned officers could be anything less than  professional. Over the course of the months from November 2004 to about the same time in 2005, I realized that I was a fool. Not only did senior NICO’s lose their professionalism, so did many officers in USAREC at the time. And my faith in USAREC was proved to be foolish and mis  placed. So, do I recommend recruiting duty to young sergeants and staff sergeants in the US Army? What do you think?"

From "Adventures of a Detailed Recruiter" blog: "As I was riding home from work a white Tahoe with huge tires flew out of a side street. It barely stopped before it became a wall into which my motorcycle would thrown me. As I passed it I thought thought for a second 'Man, I wish that the hood had just jutted out enough that I could have naile dit.' I've gone over the hood of a car before. It hurts but as long as there is nothing in front of you when you land, you'll be able to walk away with a few broken bones. Nothing terrible. Had that horrible thing happened, I'd have probably been jacked up enough to get a day or two in the hospital, maybe some surgery to fix a bone or something. In short, I'd have gotten some time away from recruiting. No, I'm not thinking of killing myself (no, you can't have my stereo), and I pushed that thought out of my mind as soon as I realized I'd thought it, but it was there for the fleet ingest of moments."(Borman, W. C. (1982). Validity of behavioral assessment for predicting military recruiter performance. Journal of Applied Psychology, 67, 3-9.)

44

Chapter # 3 The Significance of the Study: The study will broaden our understanding the affect of independent variables which are Recruitment sources, Interview and Recruiters on the depen dent variable which is Recruitment and Selection Process. Current study will add to existing body of knowledge by signifying.

1.

Recr Recrui uittment ment and and sel selec ecttion proc proces esss imp impor orttance ance

2.

Recr Recrui uitm tmen entt sour source cess affe affect ctss on Recr Recrui uitm tment ent and and sel selec ecti tion on proce process ss

3.

Inte Interv rvie iews ws 3ffe 3ffect ctss on on Rec Recru ruit itme ment nt and and sel selec ecti tion on proc proces esss

4.

Recr Recrui uite ters rs affe affect ctss on on Rec Recru ruit itme ment nt and and sel selec ecti tion on pro proce cess ss

45

Theoretical Framework 

Recruitment Sources

Interviews

Recruitment And Selection Process

Recruiters

Independent Variable

Dependent Variable

46

Chapter # 4 Research Questions: Main Questions:

Does Recruitment sources, Interviews and Recruiters effects on Recruitment and selection process? Sub Questions:

1.

Does Does Recr Recrui uitm tmen entt sou sourc rces es affe affect ctss on on Rec Recru ruit itme ment nt and and sel selec ecti tion on proc proces esss

2.

Does Does Int Inter ervi view ewss affe affect ct on on Recr Recrui uitm tmen entt and and sele select ctio ion n proc proces ess. s.

3.

Does Does Rec Recru ruit iter erss affe affect ct on on Recr Recrui uitm tmen entt and and sele select ctio ion n proc proces ess. s.

Key Terms of the Study Defined: Recruitment and selection process, Interviews, Recruiters.

Recruitment and Selection Process: Recr Recrui uitm tment ent and and Selec Selecti tion on Proc Proces esss is basi basical cally ly very very simp simple le but but impo import rtant ant proc proces esss for for any any organization because all departments require Recruitment and Selection Process efficiency. In this   proces processs we have to things things Recrui Recruitme tment nt and Select Selection ion,, firstl firstly y compan company y bring bring more more and more more candidates and then put them on the selection process after the selection of final candidate this  process is completed.

The Methodology; Methodology; Keeping the requirements in mind, I use a longitudinal research design because data has been gathered after the great struggle of three months.

Sampling Technique and Sample; For knowing the affect of Recruitment sources, Interviews and Recruiters on Recruitment and selection process a lot of effort has been put in the gathering of data. A sample of 200 employees has  been used to conduct the study. I had got information one time within three months.

Participants: Two hun hundre dred d questi questionna onnaire iress were were distri distribut buted ed to almost almost 11 organi organizati zations ons.. Some Some organi organizat zation ionss required approval from the organization head before participations. 47

Data Analysis and Interpretation Firstly, In Data Analysis and Interpretation Process, we should clearly write down the missing values which are left blank by the respondents.

Missing values: Statistics Recruitment Recruitment & selection & selection Recruitment Best  process is  process Recruitment and recruitment effective for  increase & selection selection source the efficiency in  process effect  process increase the organization the on all he depends on efficiency of  al organizational organization recruitment the r & s Gender  objectives? activities? departments? sources?  process? N

Valid

2 00

2 00

20 0

2 00

20 0

2 00

Missing

0

0

0

0

0

0

Statistics Which is the  best source for  recruitm ent? N

Better result of r & s can Different Which  be increased Interviews are methods of  methods  by R & s process the basic filter  interviews should be recruitment depends on of the r & s should be used for  sources? interviews?  process? used? recruitment?

Valid

2 00

2 00

20 0

2 00

20 0

2 00

Missing

0

0

0

0

0

0

48

Statistics

N

Better  Result of R & S can be increase d by Intervie ws?

Recruitment & Selection Process depends on Recruiters?

Valid

20 0

20 0

2 00

2 00

20 0

200

Missing

0

0

0

0

0

0

End results of  Recruiter  R&S Recruiter   behavior  Process can should be should be  be wrong Knowledgeab  Neutral Better Result of R &  because of  le and towards S can be increased Recruiters? Experience? candidates?  by Recruiters?

Descriptive Analysis:Descriptive Analysis refers to how will collect data and represent it in a form that we may be able to define the concrete proof of what we are trying to achieve through our study while considering numerical value which are authentic and calculated with reliable source of computation, in the foll follow owin ing g info inform rmat atio ion n thro through ugh vari variou ouss myth mythol olog ogic ical al conce concern rnss have have been been post posted ed with with thei their  r  interpretation.

49

Descriptive Statistics N

Minimum

Maximum

Mean

Std. Deviation

2 00

1.00

2.00

1.3950

. 49 00 8

2 00

1.00

4.00

1.4250

. 58 83 1

2 00

1.00

4.00

1.6050

. 65 66 1

2 00

1.00

5.00

1.8350

. 69 29 5

2 00

1.00

5.00

1.8700

. 84 06 1

2 00

1.00

1.00

1.8850

1 .3 7 5 2 2

2 00

1.00

5.00

1.6950

. 68 13 9

2 00

1.00

5.00

1.6550

. 88 31 0

R & S Process depends on interviews?

2 00

1.00

5.00

1.8950

. 84 70 9

Valid n (list wise)

200

Gender  Recruitment & Selection process is effective for the organizational objectives? Recruitment & Selection process increase efficiency in the organizational activities? Recruitment & Selection process effe effect ct on all all he orga organi niza zati tion on departments? R & S Process depends on recruitment sources? Best Recruitment Source increase the efficiency of the r & s process? Whic Which h is the the best best sour source ce for  for  recruitment? Better result of R & S can be increased by recruitment sources?

50

Descriptive Statistics

N

Minimum Maximum Mean

Std. Deviation

Interviews are the basic filter  of the R & S Process?

20 0

1 .0 0

1.00

1.9000

1.37091

Different methods of   Interviews should be used?

20 0

1 .0 0

5.00

1.7000

.679 9 3

Whic Which h meth method odss shou should ld be used for Recruitment?

20 0

1 .0 0

5.00

1.7200

.681 1 2

Better Result of R & S can be increased by Interviews?

20 0

1 .0 0

5.00

1.6650

.875 5 6

R & S Proc Proces esss depe depend ndss on Recruiters?

20 0

1 .0 0

5.00

1.8700

.840 6 1

End results of R & S Process can be wrong because of  Recruiters?

20 0

1 .0 0

4.00

1.9250

1.52017

Recruiter should Knowledgeable Experience?

20 0

1 .0 0

5.00

1.6850

.684 1 9

Recruiter behavior should be  Neutral towards candidates?

20 0

1 .0 0

5.00

1.7100

.684 2 8

Better Result of R & S can be increased by Recruiters?

20 0

1 .0 0

5.00

1.6600

.876 4 9

Valid N (list wise)

2 00

be and

The whole table represents that questions description posted there are total 2oo respondents while their their range range of positi position on answer answerss on the data data collec collectio tion n method method (quest (question ionnai naire) re) upo upon n discus discussed sed question variable to variable differs among themselves maximum value represents last answering option choose by the respondents and minimum value represents most high end option chooses by an respondent in a particular category further mean values represents the overall computed calculation of the discus discussed sed data data and standa standard rd deviati deviation on shows shows the possib possible le variat variation ion among among the questi question on discussed.

Frequency Table of all Nominal Questions 51

There are frequency tables of my all dependent and independent variables. My dependent variable is Recr Recrui uitm tment ent and and Sele Select ctio ion. n. Indep Indepen enden dentt varia variabl bles es are are Recr Recrui uitm tmen entt Sour Source ces, s, Inte Interv rvie iew w and and Recruiters. Frequency of all the questions of my variables in my questionnaire is mentioned below

Gender 

Valid

Frequency

Percent

Valid percent

Cumulative percent

Male

1 21

60.5

60.5

60.5

Female

79

39.5

39.5

100.0

Total

2 00

100.0

100.0

Regression 52

In this section, we will define the relationship between the dependent and independent variable. Depe Depend ndent ent vari variab able le is “Rec “Recru ruit itme ment nt and and Selec Selecti tion on Proc Proces ess” s” and Inde Indepen pende dent nt varia variabl bles es are are Recruitment Sources, Interview and Recruiter.

Hypothesis # 1:This research shows the relation relation between between Recruitment Recruitment and Selection Selection Process Process and Recruitment Recruitment Sources. relationship between Recruitment and Selection Process and Recruitment Sources? Ho There is no relationship between

H1: There is relationship between relationship between Recruitment and Selection Process and Recruitment Sources? Variables Entered/Removed

Model

Variables En Entered 1

Sources

Variables Re Removed Method .

Enter

 

a. All requested variables entered.  b. Dependent Variable: Recruitment and Selection Process

Model Summary Model

R 1

.163a

R Square .027

Adjusted R Square Std. Error of the Estimate .022

.4 5 520

a. Predictors: (Constant), Sources

From From the above Table we can watch the affect affect of Recruit Recruitmen mentt source sourcess on the Recruitm Recruitment ent and Selection Process. For this, we will have to consider the value of adjusted R Square .The value of  Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.022.So at the end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.022 times. 53

ANOVA Model 1

Sum of Squares

df

Mean Square

Regression

1.123

1

1 .12 3

Residual

41.028

1 98

. 2 07

Total

42.151

199

F 5.419

Sig. .021a

a. Predictors: (Constant), Sources  b. Dependent Variable: Recruitment and Selection Process

Coefficients Un Standard Standardize ized d Coeffi Coefficie cients nts Standar Standardiz dized ed Coeffici Coefficient entss Model 1

(Constant) Sources

B

Std. Error

1.858

.107

- .13 3

.0 5 7

Beta

t

Sig.

17.43 .000 1 -.163

-2.328 .021

a. Dependent Variable: Recruitment and Selection Process

Explanations:The table table shows shows the relati relations onship hip between between Recruit Recruitmen mentt and Select Selection ion Proces Processs and Recrui Recruitme tment nt

Ho) is

Source. Here significance level is .021.which is .021< 0.05.SO in this case Null Hypothesis (

H1) is Accepted.

rejected and Alternative Hypothesis (

So, at the end we can say that “There is relationship between relationship between Recruitment and Selection Process and Interview”.

Regression between Recruitment and Selection process and Interview 54

Hypothesis # 2:This research shows the relation between Recruitment and Selection Process and Interview.

Ho: There is no relationship between relationship between Recruitment and Selection Process and Interview? relationship between Recruitment and Selection Process and Interview? H1: There is relationship between

Variables Entered/Removed Model

Variables Entered

Variables Removed

Method

1

Interviews

.

Enter

 

a. All requested variables entered.  b. Dependent Variable: Recruitment and Selection Process

Model Summary Model R 1

R Square Adjusted R Square .145a

.0 2 1

Std. Error of the Estimate

.0 16

.4 5 6 5 5

a. Predictors: (Constant), Interviews

From From the above above Table Table we can watch the affect affect of Interv Interview iewss on the Recruit Recruitment ment and Select Selection ion Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R  square will tell us that how much Interviews affects on Recruitment and Selection Process. So, it is clear from the values of Adjusted R Square which is 0.016.So at the end we can say this Interview affect on Recruitment and Selection Process 0.016 0. 016 times.

55

ANOVA Model 1

Sum of Squares

df

Mean Square F

Regression

.8 8 0

1

.8 8 0

Residual

4 1 .2 7 0

198

.208

Total

4 2 .1 5 1

199

Sig. .041a

4.223

a. Predictors: (Constant), Interviews  b. Dependent Variable: Recruitment and Selection Process

Coefficients Unstandardi Unstandardized zed Coeffici Coefficients ents Standardized Standardized Coeffic Coefficients ients Model 1

B (Constant) Interviews

Std. Error 1.870

.1 2 5

- .1 40

.0 6 8

Beta

t

Sig.

14.92 .000 7 -.145

-2.055 ..0 041

a. Dependent Variable: Recruitment and Selection Process

Explanation:The table shows the relationship between Recruitment and Selection Process and Interview. Here

Ho) is rejected and

significance level is 0.041.which is 0.041<0.05.SO in this case Null Hypothesis (

H1) is Accepted.

Alternative Hypothesis (

So, at the end we can say that “There is relationship between relationship between Recruitment and Selection Process and Interview”.

56

Regression between Recruitment and Selection process and Recruiter

Hypothesis # 3:This research shows the relation between Recruitment and Selection Process and Recruiter.

Ho: There is no relationship between relationship between Recruitment and Selection Process and Recruiter? H1: There is relationship between relationship between Recruitment and Selection Process and Recruiter? Variables Entered/Removed Model Variables Entered

Variables Removed

Method

1

.

Enter

Recruiter

 

a. All requested variables entered.  b. Dependent Variable: Recruitment and Selection Process

Model Summary Model R 1

R Square .168a

.0 2 8

Adjusted R Square .0 23

Std. Error of the Estimate .4 5 485

a. Predictors: (Constant), Recruiter 

From From the above table we can watch the affect affect of Recrui Recruitme tment nt source sourcess on the Recruitme Recruitment nt and Selection Process. For this, we will have to consider the value of adjusted R Square .The value of  Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.023.So at the end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.023 times.

57

ANOVA Model 1

Sum of Squares df

Mean Square

F

Sig.

5.733

.01 8

Regression 1.186

1

1.186

Residual

4 0 .9 64

1 98

.20 7

Total

4 2 .1 5 1

1 99

a. Predictors: (Constant), Recruiter   b. Dependent Variable: Recruitment and Selection Process

Coefficients Unstandardized Coefficients Standardized Coefficients Model 1

B

Std. Error

(Constant) 1.888

. 11 6

Recruiter

. 0 63

-.151

Beta

-.168

t

Sig.

16.285

. 00 0

-2.394

. 0 18

a. Dependent Variable: Recruitment and Selection Process

Explanation:The table shows the relationship between Recruitment and Selection Process and Interview. Here

Ho) is rejected and

significance level is 0.041.which is 0.018<0.05.SO in this case Null Hypothesis (

H1) is Accepted.

Alternative Hypothesis (

So, At the end we can say that “There is relationship between relationship between Recruitment and Selection Process and Interview”.

GRAPH 58

 Now we discuss the relation between variables through Graphs. Firstly, we have the graph which is showing the relationship between Dependent variable “Recruitment and Selection Process” and independent variable “Recruitment Sources”. After After applyin applying g the conditi conditions ons,, follow following ing condit condition ionss formed formed.. This This graph graph showin showing g the linear  linear  relationship between both these variables. Similarly, most of the respondent’s response is falling in the side of independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear  is 0.029.Now, we have the following calculation, R Sq Quadratic 0.029 R Sq Linear -__ 0.027. ------------------------------------------------------------------------------Result 0.002 < 0.05----------------> Linear. If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear. Secondl Secondly, y, we have the graph graph which which is showin showing g the relati relations onship hip between between Depende Dependent nt variab variable le “Recruitment and Selection Process” and independent variable “Interview”. 59

After applying the conditions, following graph formed. This graph showing the linear relationship  between both these variables. Similarly, most of the respondent’s response is falling in the side of  independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear  is 0.029. Now, we have the following calculation, R Sq Quadratic

0.029

R Sq Linear - 0.021. ------------------------------------------------------------------------------Result 0.008 < 0.05----------------> Linear.

If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.

60

Thirdl Thirdly, y, we have the graph graph which which is showin showing g the Relati Relations onship hip between between Depende Dependent nt variab variable le “Recruitment and Selection Process” and independent variable “Recruiter”. After applying the conditions, following graph formed. This graph showing the linear relationship  between both these variables. Similarly, most of the respondent’s response is falling in the side of  independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.

From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear  is 0.029. Now, we have the following calculation, R Sq Quadratic 0.068 R Sq Linear -__ 0.027. ------------------------------------------------------------------------------Result 0.041 < 0.05----------------> Linear. If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.

Histogram 61

 Now we will use another kind of Graphs which will helps a lot for understanding the relationship   bet betwe ween en vari variabl ables es whic which h is calle called d HIST HISTOG OGRA RAM. M.Fi Firs rsly ly,, we take take the the Depe Depende ndent nt vari variab able le “Recruitment and Selection Process”.

Strongly Agree Agree =

=

1 2

Stro Strong ngly ly Disa Disagr gree ee = 3 Disagree = Never

4 =

5

From the above graph which is showing the response of the respondents regarding Recruitment and Select Selection ion proces process. s. Most Most of the particip participant ant’s ’s lies lies in 1 to 3.This 3.This graph is showin showing g the Normal Distribution on the graph .We has mean 1.62 standard deviation 0.46. Most of the respondents mark  on Agree, Strongly Agree.

Secondly, we take the Independent variable “Recruitment Sources”. 62

Strongly Agree Agree =

=

1 2

Stro Strong ngly ly Disa Disagr gree ee = 3 Disagree = Never

4 =

5

From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participant’s lies in 1 to 3 This graph is showing the Normal Distribution on the graph .We has mean 1.78 standard deviation 0.564. Most of the respondents mark on Agree, Strongly Agree.

Thirdly, we take the Independent variable “Interview”.

63

Strongly Agree Agree =

=

1 2

Stro Strong ngly ly Disa Disagr gree ee = 3 Disagree =  

Never =

4 5

From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participant’s lies in 1 to 3 This graph is showing the Normal Distribution on the graph .We have mean 1.78 standard deviation 0.476. Most of the respondents mark on Agree, Strongly Agree.

Fourthly, we take the Independent variable “Recruiters”.

64

Strongly Agree Agree =

=

1 2

Stro Strong ngly ly Disa Disagr gree ee = 3 Disagree = Never

4 =

5

From the above graph which is showing the response of the respondents regarding Recruitment and Select Selection ion process. process. Most Most of the particip participant ant’s ’s lies lies in 1 to 3This 3This graph graph is showin showing g the Normal Normal Distribution on the graph .We has mean 1.77 standard deviation 0.512. Most of the respondents mark on Agree, Strongly Agree.

Correlations In correlation we will go for Pearson because for Pearson there should be two conditions which 65

Are as 1.

Relat elatio ions nshi hip p betw betwee een n vari variab able le sho shoul uld d be Line Linear ar..

2.

Data sh should be be nor norm mally di distributed. Through correlation we can know this thing that there is association between these variables.

Correlations Recruitment Recruitment and Selectio Selection n Process Sources Recruitment and Selection Process

Sources

Pearson Correlation

1

Sig. (2-tailed)

-.163* .02 1

N

20 0

20 0

Pearson Correlation

-.163*

1

Sig. (2-tailed)

.02 1

N

20 0

20 0

*. Correlation is significant at the 0.05 level (2-tailed). This above Table is showing the Recruitment and Selection Process and Sources correlation. Values are coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process. From the graph it is clear that there association between Recruitment and Selection Process Sources   because because value is coming coming whci is - 0.163 which is less less than 1 which prove thet thet fact that there there is association between these variables Recruitment and Selection Process Sources.

Correlations Recruitment Recruitment and Selection Selection Process Interviews Interviews Recruitment and Selection Process

Interviews

Pearson Correlation

1

Sig. (2-tailed)

-.145* .04 1

N

20 0

20 0

Pearson Correlation

-.145*

1

Sig. (2-tailed)

.04 1

N

20 0

20 0

*. Correlation is significant at the 0.05 level (2-tailed). This Table is showing the Recruitment and Selection Process and Interviews correlation. Values are coming which are as -0.145 and 1 for the Interviews and Recruitment and Selection Process. 66

From the graph it is clear that there association between Recruitment and Selection Process Sources   because because value is coming coming whci is - 0.145 which is less less than 1 which prove thet thet fact that there there is association between these variables Recruitment and Selection Process Sources.

Correlations Recruitment and Selection Process Recruitment and Selection Process

Recruiter

Pearson Correlation

1

Sig. (2-tailed)

Recruiter   -.168* .01 8

N

20 0

20 0

Pearson Correlation

-.168*

1

Sig. (2-tailed)

.01 8

N

20 0

20 0

*. Correlation is significant at the 0.05 level (2-tailed). This Table is showing showing the Recruitment Recruitment and Selection Selection Process and Sources Sources correlation. correlation. Values are coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process. From the graph it is clear that there association between Recruitment and Selection Process Sources   because because value is coming coming whci is - 0.168 which is less less than 1 which prove that that fact that there there is association between these variables Recruitment and Selection Process Sources.

67

Strength of Relation between Recruitment and Selection process and Recruitment Sources: Through the values of phi and Cramer, we can easily define he strength of the relationship between Strength of Relation between Recruitment and Selection process and Recruitment Sources.Threr are actually two different situations which are as If the amount of the boxes is less than 9 then we will take the value of Phi. If the amount of the  boxes is more than the 9 then we will take the value of Cramer.

Case Processing Summary Cases Valid N Recruitment ands Selection Process * Sources

Missing

Percent 2 00

N

100.0%

Total

Percent 0

Percen t

N

.0%

200

100.0 %

Recruitment and Selection Process * Sources Cross tabulation

Sources

Recruitment and Selection Process

1

1 1.25 1.5 1.75 2 2.25 2.5 2.75 3 3.25 3.5 4 4.25 1 9 4 8 4 2 2 1 0 0 0 0 1

1.33333333333333 1 10 15

32

2

6

5

2

2

1

4

2

1

0

51

9

22 24

6

2

4

1

1

0

1

0

0

70

1

5

6

5

4

0

2

0

0

0

0

0

0

23

2.33333333333333 0

1

1

3

1

1

0

0

0

0

0

0

0

7

2.66666666666667 1

7

5

2

0

0

1

1

0

0

0

0

0

17

4 41 5 3 44 21 1 0 1 1

5

2

4

3

1

1

2 00

1.66666666666667 0 2

Total

Total

68

Symmetric Measures Value  Nominal by  Nominal

Approx. Sig.

Phi

.5 7 5

.274

Cramer's V

.2 5 7

.274

N of Valid Cases

2 00

Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.257 which means that there is weak relationship between Strength of Relation  between Recruitment and Selection process and Recruitment Sources.

Strength of Relation between Recruitment and Selection process and Interviews: Interviews: Through the values of phi and Cramer, we can easily define he strength of the relationship between Strength of Relation between Recruitment and Selection process and Interviews.Threr are actually two different situations which are as If the values of the boxes are less than 9 then we will take the value of Phi. If the amount of the  boxes is more than the 9 then we will take the value of Cramer.

Case Processing Summary Cases Valid N Recruitment and selection Process * Interviews

20 0

Percent 100.0%

Missing N

Total

Percent 0

.0%

N

Percent 200

100.0%

Interviews Total

69

1 1.2 1.4 1 2 7

Recruitment 1 and Selection 1.3333333333333 2 Process

1.6 11 11

1.8 6

2 2.2 2. 2.4 2.6 2 1 0 1

2.8 0

3 3.2 3.4 3.6 0 0 1 0

32 32

4

6

11

9

3

2

6

0

1

3

3

0

1

51

1.6666666666666 0

4

12

12

20

5

8

4

2

2

1

0

0

0

70

2

0

3

4

12 12

1

3

0

0

0

0

0

0

0

0

23 23

2.3333333333333 0

0

0

4

1

1

1

0

0

0

0

0

0

0

7

2.6666666666666 1

2

6

6

0

0

0

2

0

0

0

0

0

0

17

4 15

Total

35

56

37 1 4 1 2 1 2

3

3

4

3

1

1 2.E2

Symmetric Measures Value Nominal by Nominal

Phi Cramer's V

N of Valid Cases

Approx. Sig.

.62 7

.1 1 8

.28 1

.1 1 8

20 0

Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.281 which means that there is weak relationship between Recruitment and Selection process and Interviews.

Strength of Relation between Recruitment and Selection process and Recruiters: 70

Through the values of phi and Cramer, we can easily define he strength of the relationship between Strength of Relation between Recruitment and Selection process and Recruiters.Threr are actually two different situations which are as If the boxes are less than 9 then we will take the value of Phi. If the amount of the boxes is more than the 9 then we will take the value of Cramer.

Case Processing Summary Cases Valid N Recruitment and selection Process * Interviews

Missing

Percent

20 0

N

100.0%

Total

Percent 0

N

Percent

.0%

200

100.0%

Recruitment and Selection Process * Recruiter Cross tabulation

Recruiter

R1 ecruitment and 1.33333333333 Selection 33 Process

Total

2. 2. 3. 1 1.2 1.4 1.6 1.8 2 2 2.4 6 2.8 3 3.2 4 2 8 2 3 2 13 0 0 0 0 0 0 2

32

2

8

11

8

3

0

5

6

0

7

0

1

0

51

0

8

9

12

7

17

1

11

3

0

2

0

0

70

0

4

0

10

0

9

0

0

0

0

0

0

0

23

0

0

0

0

6

0

1

0

0

0

0

0

0

7

8

3

2

0

2

0

0

2

0

0

0

0

0

1 17 7

24

33

7

19

3

7

2

1

2

200

1.66666666666 66 2 2.33333333333 33 2.66666666666 66 Total

12 31

20 39

71

Symmetric Measures

Value Nominal by Nominal

Phi Cramer's V

N of Valid Cases

Approx. Sig.

1.040 .4 6 5

.00 0 .0 0 0

2 00

Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.465 which means that there is moderate relationship between Recruitment and Selection process and Interviews.

Conclusion:72

This This study study sugges suggestt that that when when Recrui Recruitme tment nt and Select Selection ion Proces Processs is proper properly ly establ establish ished ed and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on the organizational activities regaring its growth because if the people will be according t the requirements and skillful then cost will reduce and organization must grow. All the study has prove the fact there is directly and indirectly relationship is present between these variables and these variables affect on the Recruitment and Selection Selection Process. Process. All the independent independent variables are Recruitment Recruitment sources, Intervies and Recruiters Recruiters are all very important in the Recruitment and Selection Process because by the missing of any one factor there is chance the whole Recruitment and Selection Process will be affected by these factors. There are no doubt others factors also affect on the Recruitment and Selection Process but these are main and require more attention. That is why I choose these variables.

Questionnaire 73

 Name_________________  Gender________________  Dear Participants, I will be very thankful to you for this cooperation. The topic of this questionnaire is Recruitment and Selection Process. This questionnaire is for the research   purpose. Its results will be used for analysis in Master Thesis. Please provide Information with confidence. Your information will not be disclosed.

Q.1) Recruitment & Selection Process is Effective for the Organizational objectives? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.2) R & S Process increase efficiency in the organization activities? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.3) Do you think best source increase the efficiency on all organization department? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.4) R & S Process depends on sources of Recruitment? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.5) which is the best source for R & S Process? Internal 1

Electronic Media

Print Media

2

Consultants

3

others

4

5

Q.6) Better Result of R & S can be increase by Recruitment sources? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.7) R & S Process depend on Interviews? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.8) Interviews are the basic filter of the R & S Process? Strongly Agree

Agree

Strongly Disagree

Disagree

Never   74

1

2

3

4

5

Q.9) Different methods of Interviews should be used? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.10) Which methods should be used for Recruitment? Stru Struct ctur ured ed 1

Unst Unstru ruct ctur ured ed 2

Prob Proble lem m ques questi tion onss 3

Case Case Stud Study y ques questi tion onss 4

othe others rs 5

Q.11) Better Result of R & S can be increase by Interviews? Stru Struct ctur ured ed 1

Unst Unstru ruct ctur ured ed 2

Prob Proble lem m ques questi tion onss 3

Case Case Stud Study y ques questi tion onss 4

othe others rs 5

Q.10) R & S Process depend on Recruiters? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.11) R & S Process end results can be because of Recruiters? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q12) Recruiter should be Knowledgeable and Experience? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.13) R & S behavior depends on recruiter? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Q.14) End Result of R & S process can be wrong wrong because of Recruiters? Strongly Agree

Agree

Strongly Disagree

1

2

3

Disagree

Never  

4

5

Comments : Happy



Satisfied

Unsatisfied





I am very thankful to all the participants for this coope ration. I hope all the information that you put in the the que quest stio ionn nnai aire re will will be acco accord rdin ing g to to you yourr bes bestt exp exper erti tise se..

Than Th ank k you you..

75

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Ruane, F. and J. Sutherland (2007), “Firm Performance Characteristics and Gender Ownership in a Global Globalise ised d Econom Economy”, y”, Instit Institute ute for Intern Internati ational onal Integr Integrati ation on Studie Studies, s, IIIS IIIS Discus Discussio sion n Paper, Paper, 200,Trinity College, Dublin. Robb, A. and J. Wolken Wolken (2002), (2002), “Firm “Firm Owner and Financing Financing Characteristic Characteristics; s; Differences Differences between between FemaleFemale- and Male-Owned Male-Owned Small Businesses Businesses”, ”, Finance Finance and Economics Economics Discussion Discussion Series 2002-18, 2002-18, Board of Governors of the Federal Reserve System, Washington. Schult Schultz, z, U., & Leidne Leidner, r, D.E (2002) (2002),, Studyi Studying ng kno knowle wledge dge manage managemen mentt in inform informati ation on system systemss research: Discourses and Theoretical assumptions. MIS Quarterly, Vol, 26 (3), pp 213 - 242. Hakel, 1971. Hakel Taylor & Collins, 2000. http://www.anu.edu.au/careers,2008.. http://www.anu.edu.au/careers,2008 Hoecklin, L(1995) Manging Cuklture Cuklture Differences: Strategies for Competitve advantage Wokingham,UK: Addison-Wesley. Hofsted, G .(1980) Culture’s Consequences.beverly Hills, CA : Sage. Hofstede , G and Bond, M. (1988) Howell,D.C.(1997) Hunt, B (2000) IPCC Politically Restricted Posts, 2008. Journal of Applied Psychology, 67, 3-9. Jones, 1998; Schneider, Smith, Taylor, & Fleenor, 1998) Jordan, Herriot, & Chalmers, 1991; Schaubroeck, Ganster, & Ployhart / Staffing Review Jackson, Hitt, & DeNisi, 2003). Johns, 1993, pp. 61-73). Newbury Park, CA: Sage. Campion, M. A. (1988). Kelley, H. H. (1967 Vol. 15 (pp. 192-238). Lincoln, NE: University of Nebraska Press. Kelley, 1967). Kozlowski and Klein (2000) and Bliese (2000) 77

Kozlowski & Klein, 2000). Latham & Skarlicki, 1995 Robertson et al., 1990. Latham & Saari, 1984, p. 569. Latham et al., 1980. Literature (e.g., Boxall, 1996). Lepak and Snell (1999, 2003). Lepak and Snell (2002) Lord, R. G., & Maher, K. J. (1991). 2 (2nd ed., pp. 1-62). PaloAlto, Palo Alto, CA: Consulting Psychologists Press Management 2006; 32; 868, Robert E. Ployhart. M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al., 1942. Motowidlo et al., 1992. Michael A. Campion and David K. Palmer Purdue University and James E. Campion University of  Houston. M. D.Dunnette & L. M. Hough (Eds.) Mumford, M. D., & Stokes, G. S. (1992). Vol. 3 (2nd ed., pp. 61-138). Palo Alto, CA: Ployhart, Schneider, & Schmitt, 2006. Ployhart, 2004; Saks, 2005; Taylor & Collins, 2000. Ployhart, 2004. Ployhart & Schneider, 2002), theoretical (Ployhart, 2004), and methodological (Ployhart & Schneider, 2005) Ployhart, Weekley, and Baughman (2006), Ployhart & Schneider, 2005). Ployhart and Schneider (2002, 2005) and Schmitt (2002 Rousseau, 1985. 78

Rynes & Cable, 2003; Saks, 2005. Robertson et al., 1990. Roth & J. Campion, 1992. Ryan & Tippins, 2004. Saks, 2005; Schneider et al., 2000; Taylor & Collins, 2000; Wright & Boswell, 2002 Schneider et al. (2000) Schneider et al. (2000) Slaughter et al., 2004). Schneider, 1973) Terpstra and Rozell (1993) Theory (Lord & Maher, 1991) Staffing in the 21st Century: New Challenges and Strategic Opportunities Journal of  Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990. Schwab & Heneman, 1969. Stohr-Gillmore et al., 1990. Seibert, K.W.. and Hall,DT.(1995) Sparraw, P.Schuler, R. and Jackson’s. (1994) Towers Perrin, 2006. Walters et al., 1993. Weekley & Gier, 1987. www.careerforum.com. Webster (1982) Winterton, J.and Winterton, R. (1999).

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