Strategic Recruitment and Selection Processes

Job Analysis and Human Behavior

Job Analysis is an exercise to identify the human behavior necessary for a job. The job analysis phase is critical in recruitment and selection tools. An example of best practice in job analysis would be to use the following tools: individual interviews, group interviews, questionnaires such as the “Work Profiling System” framework, and direct observation.

Job Descriptions and Person Specifications

A Job Description is a statement of the purpose, scope, and responsibilities attached to the job. Russo (1995) suggested including job context, relations with others, and performance objectives. Watson (Head of EMEA at Google) emphasized the importance for employers to know three or four criteria needed for a job before writing the description.

A Person Specification describes the ideal person for the job with detailed criteria required to do the job effectively. This can help with shortlisting. For instance, Watson (2012) identified that what companies are looking for when hiring is people who have a “curious and innovative nature.” This personality trait could be ascertained from direct observation during job analysis. To attract the best candidates for a possible job, Hornsey (VP of People Operations) suggests trying to “make Google a place people want to be.”

The Recruitment Process

Recruitment (Morley, 2007) has shifted from focusing solely on KSAs (Knowledge, Skills, and Abilities) toward organizations now looking to hire employees whose personality, beliefs, and behavior align closely with company culture and norms. Recruitment serves three important functions:

• To attract candidates for a vacancy
• To determine unsuitable candidates
• To create a positive image of the company

Recruitment can be external or internal. External methods include union referrals, recruitment agencies, and FAS training schemes. For example, Muir noted that agencies try to search for well-paid jobs, which can cause instability for the company. Internal methods include the promotion of existing staff, manager recommendations, and rehiring previous employees.

Selection Techniques and Validity

Selection techniques include interviews, reference letters, psychometric testing, and work examples. These techniques should be valid and reliable. Validity refers to the extent a selection method measures what it is supposed to measure, while reliability ensures the same selection decision is applied to all individuals.

For example, at Google, the interviewee completes four to eight interviews. This practice, known as “hiring through consensus,” helps to eliminate the “halo and horns effect” (the interviewer's bias) and eliminate stereotypes. This is a robust process for ensuring the validity and reliability of employee selection for Google.