Please enable JavaScript.

Coggle requires JavaScript to display documents.

Recruitment and selection - Coggle Diagram

- - - - The image of the company
      - The company's reputation in the market
      - Recruitment advertising
      - The HR policies
      - Financial ability of the company
      - Qualifications of the recruiter
      - The organization culture
    - - Labor laws
      - Society's attitude towards the jobs
      - Labor market: labor supply - demand relationship
      - The HR policies of competitors
      - Economic trends
  - - - Ad
        
        The enterprise has understanded the strengths and weaknesses of employees
        
        Familiar with the environment and understanding the company's goals
        
        Loyalty and familiarity with the work in the business
        
        Make use of existing human resources, save recruitment costs.
      - Disad
        
        Limited attracting talented people, with new creations
        
        Disturbing the current organizational structure.
      - Method
        
        Use the job advertising to all employees in the organization through internal notifications.
        
        Skills lists are stored in the human resource management software of enterprises for each employee
        
        The recommendation of employees.
    - - Disad
        
        Takes more time and costs
        
        Need longer time to orient and integrate into the new working environment.
      - Method
        
        Job placement centers
        
        Sending recruiting staff to training facilities
        
        Staff recommendation
        
        Recruitment over the internet
        
        Recruitment advertisement
      - Ad
        
        Create conditions to attract many talents
        
        New change and creation
        
        Variety
        
        Does not cause organizational disturbance
- - - - A step to process other human resource management activities
      - A main condition to win business
      - Reduce risks and damage
  - - - Establish relationship between candidate and employee
      - Base on the standard, make initial judgement about potential individuals
    - - Base on job application -> Ask candidate to fill in
      - Job application:
        
        Information about the job’s goal
        
        Personal information
        
        Working process, certificates, degrees,…
        
        Personal likings and interest
    - - Apply different method => Assess personal qualities that are specific to the job
      - Methods: Personality, Medical, Achievement,…
    - - Conversation between candidate and employer
      - Assess candidate in different aspects that the profile haven’t shown off
      - Form: behavioural, making stress, personal, group, board,…
      - End the interview
      - Take notes important information about the interview
      - Review job description, requirement for the candidates, candidate’s profile, information obtained through selection test
      - Ready to provide basic information about the job and organizations when there’s a question
      - Establish welcoming relationship with candidates
      - Give out specific and understandable question
      - Control the interview
      - Several things should be recognized in interviewing (IRS, 2000,
        2006; Torrington et al., 2005: 201–215):
        
        It is estimated that interviewers often make their decision within the first 4–9 min of an interview.
        
        Interviewers are vulnerable to prejudices with regard to aspects such as sex, race and age.
        
        Interviewers recognize and like candidates from similar backgrounds to them, in terms of things like social class and educational background.
        
        Interviewers are affected by physical cues, for example spectacles equals greater intelligence.
        
        Open questions are more useful, so questions starting with what, why, when, which and how can be very useful to elicit information from candidates.
        
        Interviewers need to be aware of the ‘halo’ or ‘horns’ effect, when either in a positive or negative manner, some trait or personal characteristic influences or overwhelms all other thoughts.
        
        Interviewers should only talk around 20 per cent of the time, the remaining time should be filled by interviewees.
        
        There is a need to recognize the importance of non-verbal communications, or what is commonly described as body language.
    - - Verify the information
      - Evaluate the reliability of the candidate
    - - Figure out and assess carefully about ability and devotion of the candidate.
      - Direct leader and candidate meet
    - - Provide specific vision about job
      - Help candidate adjust their expectation about the job and organization