Recruitement And Selection Process

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Report on
Preparedfor
Faculty of Human Resource Management
CBA –Collage of Business Administration
Preparedby
Group Name:
“Introduction about the presentations”
Name ID Program Section
Ayesha Sultana 12102373 BBA H
Nurunnahar Sumi 12102371 BBA H
Sumon Miah 12102366 BBA H
Mawdud Ahmed 12102359 BBA H
Sanour BBA H
Date of Submission: 19th July,2013
IUBAT-International University of Business Agriculture and Technology.

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Letter of Contents
Head Line Page
Number
Letter O Transmittal 03
Acknowledgment
&
Executive Summary
04
Report Body Part-1 05
Introduction 06
About Recruitment & SelectionProcess 08-13
Steps in Recruitment & Selection Process 14-40
Limitations of Recruitment & SelectionProcess,
Re-commendation& conclusion,
Reference
42

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LETTER OF TRANSMITTAL
19th July,2013
Zakiya Binte Jamal
Faculty of Human ResourceManagement
CBA –Collage of Business Administration
IUBAT-International University of Business Agriculture and Technology
Subject: Submission of the report on RecruitementAnd Selection Process.
Dear Madam,
It is our utmost pleasure to submit you our report on RecruitementAnd Selection
Processas a part of our Human Resource Managementprocesscourse. We
acknowledge with thanks for the whole hearted supportand kind guidance from
you.
So, we therefore, pray and hope that you would be kind enough to accept our
report and oblige thereby.
Sincerelyyours,
(Ayesha Sultana)
On the behalf of the

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Acknowledgment
“we would like to thank our respectable faculty Zakiya Binte Jamal gave for
the valuable advice and support she has given us in the writing of this report. we
would also like to thank our full team members for their encouragement and
guidance.”
Executive Summary
We are the students of BBA program of IUBAT. For this reason our respectable
faculty Zakiya Binte Jamal gave us to submit a report on that.
The propose of making report is considered whose ideas and facts are most
important for conveying the significance of the organization.
The scope of the report is given ……….
1. Decide what positions we’ll have to fill through personnel planning and
forecasting.
2. Build a pool of candidates for these jobs by recruiting internal or external
candidates.
3. Have candidatescomplete application forms and perhapsundergoan initial
screening interview.
4. Use selection techniques like tests, background investigations, and physical
exams to identify viable candidates.
Decide who to make an offer to, by having the supervisor and perhaps others on
the team interview the candidates

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INTRODUCTION
We are the student of BBA program of IUBAT-International University of
Business Agriculture and Technology. Our group is completed a report on
Recruitment and Selection Process. It develops our life style increases our
prestige and introduces us with modern culture. Our respectable faculty Zakiya
Binte Jamal gave us in writing of the report.
The purpose of making report is to clearly know that how much we leant from
our report. Our information is a way that will give reader a clear understanding
of the information in our report.
The process ofcollecting data is from the Internet and our respectable teacher.
The topics of making report is the human resources management.
Every company has some limitation. Recruitment and selection Process has
some limitations too.

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About Recruitment and selection Process
Recruitment is the process ofidentifying that the organisation needs to employ
someone up to the point at which application forms for the posthave arrived at
the organisation. Selection then consists of the processesinvolved in choosing
from applicants a suitable candidate to fill a post. Training consists of a range of
processes involved in making sure that job holders have the right skills,
knowledge and attitudes required to help the organisation to achieve its
objectives. Recruiting individuals to fill particular posts within a business can
be done either internally by recruitment within the firm, or externally by
recruiting people from outside.

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The advantagesof internal recruitmentarethat:
1. Considerable savings can be made. Individuals with inside knowledge of how
a business operates will need shorter periods of training and time for 'fitting in'.
2. The organisation is unlikely to be greatly 'disrupted' by someone who is used
to working with others in the organisation.
3. Internal promotion acts as an incentive to all staff to work harder within the
organisation.
4. From the firm's point of view, the strengths and weaknesses of an insider will
have been assessed. There is always a risk attached to employing an outsider
who may only be a success 'onpaper'.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get
the company working more effectively
3. Promotion of one person in a company may upset someone else.
External recruitment makes it possible to draw upon a wider range of talent, and
provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with
someone who proves to be less effective in practice than they did on paper and
in the interview situation.
There are a number of stages, which can be used to define and set out the nature
of particular jobs for recruitment purposes:
Job analysis is the process ofexamining jobs in order to identify the key
requirements of each job. A number of important questions need to be explored:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the
organisation.
Job analysisisused in order to:
1. Chooseemployees either from the ranks of your existing staff or from the
recruitment of new staff.
2. Set out the training requirements of a particular job.

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3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks
(information which can be used as evidence for staff development and
promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by
finding out information from interviewing job holders, or by referring to
documents suchas training manuals. Information can be gleaned directly from
the person carrying out a task and/or from their supervisory staff. Some large
organisations specifically employ 'job analysts'. In most companies, however,
job analysis is expected to be part of the general skills of a training or personnel
officer.
A job description will set out how a particular employee will fit into the
organisation. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the
organisation.
A job description could be used as a job indicator for applicants for a job.
Alternatively, it could be used as a guideline for an employee and/or his or her
line manager as to his or her role and responsibility within the organisation.
A job specification goes beyond a mere description - in addition, it highlights
the mental and physical attributes required of the job holder. Forexample, a job
specification for a trainee manager's postin a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company
is looking for people who are tough and talented. They should have a flair for
business, know how to sell, and to work in a team.'
Job analysis, description, and specification can provide useful information to a

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business in addition to serving as recruitment instruments. For example, staff
appraisal is a means of monitoring staff performance and is a feature of
promotion in modern companies. In some companies, for example, employees
and their immediate line managers discuss personalgoals and targets for the
coming time period (e.g. the next six months). The appraisal will then involve a
review of performance during the previous six months, and setting new targets.
Job details can serve as a useful basis for establishing dialogue and targets. Job
descriptions can be used as reference points for arbitrating in disputes as to 'who
does what' in a business.Selection involves procedures to identify the most
appropriate candidates to fill posts. An effective selection procedurewill
therefore take into consideration the following:
keeping the costs of selection down
making sure that the skills and qualities being sought have been identified,
developing a process foridentifying them in candidates
making sure that the candidates selected, will want the job, and will stay with
the company.
Keeping the costs of selection down will involve such factors as holding the
interviews in a location, which is accessible to the interviewing panel, and to
those being interviewed. The interviewing panel must have available to them all
the necessary documentations, such as application forms available to study
before the interviews take place. A short list must be made up of suitable
candidates, so that the interviews do not have to take place a second time, with
new job advertisements being placed.
The skills required should have been identified through the process ofjob
analysis, description and specification. It is important then to identify ways of
testing whether candidates meet these requirements. Testing this out may
involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.
New workers in a firm are usually given an induction programme in which they
meet other workers and are shown the skills they must learn. Generally, the first
few days at work will simply involve observation, with an experienced worker
showing the 'new hand' the ropes. Many large firms will have a detailed training
scheme, which is done on an 'in-house' basis. This is particularly true of larger

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public companies such as banks and insurance companies. In conjunction with
this, staff may be encouraged to attend college courses to learn new skills and
get new qualifications. Training thus takes place in the following ways:
1. On the job - learning skills through experience at work
2. Off the job - learning through attending courses.
Promotion within a firm depends on acquiring qualifications to do a more
advanced job. In accountancy for example, trainee accountants will be expected
to pass exams set by the Association of Chartered Certified Accountants
(ACCA). At the same time, a candidate for promotion must show a flair for the
job. It is the responsibility of the training department within a business to make
sure that staff with the right skills are coming up through the firm or being
recruited from outside.
The Association of Chartered Certified Accountants has 300,000 members and
students throughout the world. It is a professional bodysetting standards for the
accountancy profession. To be properly qualified, accountants must have passed
examinations that make them eligible for membership of one or more
professional accounting bodies, such as ACCA. Typically accountants will
improve their knowledge and experience by taking courses run and organised
by ACCA during their professional training enabling them to develop and
enhance their careers.
Induction is the process ofintroducing new employees to an organisation and to

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their work responsibilities in that organisation.
Steps in Recruitment and Selection Process
The recruitmentand selection process is a series of hurdles aimed
at selecting the best candidate for the job.

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Steps in Recruitment and Selection Process
In order to increase efficiencyin hiring and retention and to ensure
consistencyand compliance in the recruitment and selectionprocess,it
is recommendedthe following steps be followed (also refer to Staff
Recruitment and SelectionChecklist). Details for each step include the
minimum recommendedbestpractice to attract a talented and diverse
applicant pool:
 Step 1: Identify Vacancy and Evaluate Need
 Step 2: Develop Position Description
 Step 3: Develop Recruitment Plan
 Step 4: SelectSearch Committee
 Step 5: Post Position and ImplementRecruitmentPlan
 Step 6: Review Applicants and Develop Short List
 Step 7: Conduct Interviews
 Step 8: SelectHire
 Step 9: Finalize Recruitment
Affirmative Action, Equal EmploymentOpportunity and Diversity are not
to be consideredseparate actions or initiatives in the recruitment and
selectionprocess.Instead,they are key variables which are woven into
each step of the process to supportUCR’s achievement of excellence.

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Step 1: Identify Vacancy and EvaluateNeed
Recruitments provide opportunities to departments such as aligning staff
skill sets to initiatives and goals and planning for departmental and
individual growth. Although there is work involved in the hiring process,
properplanning and evaluation of the need will lead to hiring the right
personfor the role and team.
Newly Created Position
When it is determined a new positionis needed,it is important to:
 Understand and take into considerationstrategic goals for the University
and/or department. Are there any upcoming changes that may impact
this role?
 Conduct a quick analysis of UCR Core Competencies.Are there any
gaps? What core skills are missing from the department? Evaluate the
core skills required now and those which may be needed in the future.
 Conduct a Job Analysis if this position will be new to your department.
This will also help to identify gaps.
Replacement
When attrition occurs, replacing the role is typically the logical step to
take. Before obtaining approval to advertise the position,considerthe
following:
 As with a newly created position, it may be helpful to conduct a Job
Analysis in order to tailor the positionto what is currently required and to
ensure properclassification. Your HR ClassificationAnalyst can assist in
reviewing and completing.
 Review the role and decide if there are any changes required as certain
tasks and responsibilities performedby the previous personmay not or
should not be performed bythe new person
Carefully evaluate any changes needed forthe following:
 Level required performing these tasks; considering the appropriate
classificationlevel. Be aware that changes in the classificationof
positions from represented to nonrepresented will require union notice
and agreement

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 Tasks carried out by the previous employee
 Tasks to be removed or added if any of the work will be transferred
within department
 Supervisory or lead responsibility
 Budgetresponsibility (if any)
 Work hours
 Is there still a requirement for this role at all?
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Step 2: DevelopPositionDescription
A positiondescriptionalso referred to as a job descriptionis the core of
a successfulrecruitment process.From the job description,interview
questions,interview evaluations and reference checks questions are
developed.
A well-written job description:
 Provides a first and sometimes,lasting impressionof the campus to the
candidate
 Clearly articulates responsibilitiesand qualifications to attract the best
suited candidates
 Improves retention as turnover is highest with newly hired employees.
Employees tend to be dissatisfiedwhen they are performing duties they
were not originally hired to perform.
 Provides an opportunity to clearly articulate the value propositionfor the
role and the departmentand helps attract candidates to apply
 Optimizes search engine results by ensuring job postings rank highly in
candidate search results when searching on-line
 Serves as documentation to help prevent, or defend against,
discrimination complaints by providing written evidence that employment
decisions were based on rational business needs
 Determine FLSA classificationand to map to the appropriate Payroll Title
 Identifies tasks, work flow and accountability, enabling the departmentto
plan how it will operate and grow
 Assists in establishing performance objectives
 Is used for career planning and training by providing clear distinctions
between levels of responsibilities and competencies required
 Is used as a benchmark to assist in ensuring internal and external equity

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IdentifyDuties and Responsibilities
Prior to developing the job descriptionthe hiring manager should identify
the following:
1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications
1. GeneralInformation
Basic positionand pay information will need to be determined to assist
with the developmentof the job descriptionand job classificationand for
entering into the ATS. This information will be differentfor each position
being recruited:
 Title Code — The Title Code determines the Payroll Title, FLSA status,
PersonnelProgram Code and Description,and the Bargaining Unit Code
and Descriptionfields in the ATS.
 Pay Grade/Step
 Working Title — Market titles should be recognizable and commonto
various industries as most job seekers search for commonlyreferred to
market titles when conducting on-line job searches
 Department Name
 Department Head
 SupervisorName
 Title Codes and Full-Time Equivalent numbers of employees supervised
 SpecialRequirements and Conditions:
o Specific requirements job seekers must possess or complete inorder to
be hired (e.g. background check, valid driver’s license, etc.)
o BFOQs which are in compliance with UCR’s applicable policies (e.g.
physical or mental requirements)
o Contact Staff Employmentand Developmentfor assistance with special
requirements and conditions
2. Position Purpose
Describesthe department’s functions, the unit’s functions, and/or the
organizational unit’s functions. The statement should summarize the

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position’s essential functions and its role in relation to supporting,
administering, or managing the activities of the department, unit, or
organizational unit.
Posted Position Purpose — The posted PositionPurpose will be
searchable and viewable by job seekers on UCR’s job board and other
posting sites. Therefore it is important to ensure it:
 Includes a descriptionof the role and its relation to the department,
organization and University
 Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5
years) for non-Career positions
 Lists the number of openings when there is more than one position
being recruited
 Is written with a marketing angle to attract a talented diverse pool of
applicants
 Is optimized for search engines
 Candidates conductjob searches by entering key words or phrases into
search engines.
 Most candidates utilize “job aggregators” such as Google and Indeed
versus searching individual company job posts.
 To ensure your positionreaches the top of candidate search results,
include key words such as “career”,“job”,skills and title of the positionin
the beginning of the posted positiondescription(first 150 words).
Attracting a Talented Diverse ApplicantPool:
 Once you have identified the positionpurpose,essential functions and
qualifications, you will want to go back and review the description.Is it
written to attract an individual who is a top performer?Does it describe
the inclusive culture of your organization? Does it state the value
propositionfor the role and the university
 Marketing the job to a diverse audience is just as important as accurately
describing the role. For more information and tips visit the BestPractices
for Attracting a Diverse Workforcewebpage.
3. Essential Job Functions
Essential job functions describe the duties and responsibilities of a
position. A job function is consideredessentialwhen the performance of
the function is the purpose forthe position. Typically, an essential

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function occupiesa significant amount of time of the employee’s time
and requires specialized skills to perform.By accurately describing the
essential functions of the job, job seekers will have a clear
understanding of the role and your expectations for performing them.
When developing essentialfunctions for the position the following should
be noted:
 Functions of the job which are critical for the positionare arranged by
importance and percentage of time spent
 Complexity level and authority for the role should be describedto help
attract the appropriate level of qualified candidates
 Essential tasks listed should be inter-related to the accomplishmentof
the essential function.
e.g., The essential function of event planning is composed of several
independenttasks including scheduling and securing the venue;
interviewing vendors and executing contracts for service;arranging for
food delivery; supervising event workers and ensuring clean up.
Therefore,the various tasks required to successfullyaccomplishthe
essential function should be identified and described.
4. Minimum Requirements
The minimum requirements or “basic qualifications” are those
qualifications or criteria which was established in advance and
advertised to potential applicants:
 Must be relevant and relate back to the duties and responsibilities of the
job (e.g., should not list driving requirement if not part of responsibilities
or duties of the job).
 “Softskills” can be required qualifications (e.g.,
communication/collaboration)and will:
o Vary among applicants
o Cannot be ascertained in resume
o Able to evaluate in interview
 Can be position/departmentspecific (e.g. valid driver’s license)
 Can be assessedby reviewing the resume
 Must be objective,non-comparative and business-related:
o Objective

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 Correct: Bachelor’s degree in Business Administration
 Incorrect:A business degree from a “good school”
o Non-comparative
 Correct: 5 to 7 years of experience designing computersoftware
programs
 Incorrect:Must be one of the top five among the applicants in years of
experience
o Business-related
 Correct: 5+ years of experience in accounting
 Incorrect:Must have experience with volunteering for Habitat for
Humanity
 The minimum requirements should supportthe accomplishmentof the
essential function. For example, the essential function of event planning
could require:
o Organizational skills (to ensure all details are cared for)
o Communication skills (to interact with vendors and guests)
o Prior event planning experience
Listing too many skills as requirements significantly limits your applicant
pooland selection.A good rule of thumb is no more than 3-5 required
skills depending upon the level of the position.
5. Preferred Qualifications
Preferred qualifications are skills and experience preferred in addition to
basic qualifications and can be used to narrow down the pool of
applicants. These preferred skills,knowledge,abilities and competencies
can describe a more proficientlevel at which the essential functions can
be performedsuch as:
 Prior experience with corporate/institutional event planning (prior
experience in a related area can be preferred)and knowledge of
applicable UC policies and procedures (prior experience within the UC
system can be preferred).
 UCR experience,certifications and/or advanced degree are additional
Applicants who meet some or all preferred qualifications (e.g. UC
experience)tend to have shorter assimilation time, reach full job
competence fasterand are able to take on advanced responsibilities
sooner.

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Career Ladder Recruitments
When the scope of the position and the department needs allow for
varying levels of skills and experience,a position may be advertised with
multiple job titles at differentlevels within a single class series.Referto
UCR LocalProcedure 20: Recruitment for more information.
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Step 3: DevelopRecruitmentPlan
Each positionrequires a documented RecruitmentPlan which is
approved by the organizational unit. A carefully structured recruitment
plan maps out the strategy for attracting and hiring the bestqualified
candidate and helps to ensure an applicant pool which includes women
and underrepresented groups including veterans and individuals with
disabilities.
In addition to the position’s placement goals the plan contains
advertising channels to be used to achieve those goals. The recruitment
plan is typically developedby the hiring manager in conjunction with the
Departmental HR Coordinator. Placement goals identified are entered
into the position requisition in the ATS.
To ensure the most current placement goals are identified for the
department and unit, you may contact the office ofFaculty and Staff
Affirmative Action. Recruitment Plan Elements:
A. Posting Period
B. Placement Goals
C. Additional Advertising Resources
D. Diversity Agencies
E. Resume Banks
A. Posting Period
 Minimum posting requirements are as follows:
o ProfessionalSupport Staff (PSS) – 10 business days from date posted
beginning the next business day
o Management/Senior Professional(MSP) – 15 business days from date
posted beginning the next business day

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 “Openuntil filled” is an option for both PSS and MSP positions which
allows the posting to remain openand viewable on the career site until
filled. This option is recommended forall recruitments.
 Continuous Recruitment — To be used only for on-going recruitment
such as lab assistants, custodial support, etc.
B. PlacementGoals
 Placementgoals are required for each recruitment
 Review your PlacementGoals and develop a recruitment plan which will
assist in reaching those goals
o To ensure the most current placement goals are identified for the
department and unit, you may contact the office ofFaculty and Staff
Affirmative Action.
 PlacementGoals should include outreach efforts to veterans and
individuals with disabilities
C. Additional Advertising Resources
 A variety of recruiting sources (both internally and externally) should be
utilized to attract candidates who reflectthe diversity UCR values in its
workforce.Every effortshould be made to conducta thorough search by
advertising widely before filling a position.
Note: Any advertising relatedto employmentat UCR and/or
recruitment(job) advertisingshould includethis statementin the
body of the advertisement:
“UCR is an EqualOpportunity and Affirmative Action Employerwith a
strong institutional commitmentto the achievementof excellence and
diversity among its faculty and staff.”
Internet job boards
UCR sponsored — UCR Staff positions which are posted on the UCR
Jobs website are automatically posted to the following UCR contracted
job boards:
 Southern California Higher Education
 InsideHigherEd.com
 CAL Jobs (State Required)

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 Diverse Issues in Higher Education (must be manually launched via
JobTarget)
 Additional job boards:
o Available through JobTarget,over 3,000 job boards available which
include diversity job boards — targeted to women and under-
represented groups,and niche job boards — targeted to individuals by
technical discipline or industry.
o Job posting rates vary and are charged to the organizational unit.
Contact your Service Center or Departmental HR Coordinator for more
information.
Print Advertisement
 Local media, national publications (not used as frequently, but may be
suitable for certain positions)and other paper advertisements
 JobTarget can provide assistance with most advertising media by
coordinating your ad placement. Contact your Service Center or
Departmental Human ResourcesCoordinatorfor assistance.
 Associations and other membergroups which are helpful in targeting
candidates with specificniche skillsets
SocialMedia
LinkedIn, Twitter and Facebookare good alternative recruiting sources.
Contact your Service Center or Departmental HR Coordinator to learn
more about these tools and their properuse. Referto University of
California Recruitment Through the Use of Social Networks.
Job Fairs
Before the internet, job fairs were considered a popular method for
meeting candidates face-to-face.They were used as a vehicle to
promote organizations by promoting the organization’s image and brand.
Job fairs such as those aimed at diverse candidates or industry specific,
are still considered one of the best methods formeeting potential
candidates in a single event
ProfessionalConference and Campus Recruiting
Conference and campus recruiting events are a great way to market
UCR and your departmentand provide you with an opportunity to

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network with potential qualified candidates for current and future
openings.
Conference and campus career centers may offerto assist you in your
recruitment needs by providing job posting services and interviewing
facilities.
When utilizing these events for current recruitments, the standard hiring
process is followed to include:
 Posting the Job:Ensure the positionis posted on Jobs@ucr.eduand all
applicants are directed to apply on-line
 Conducting Interviews
o All qualified applicants selected forinterviews receive short-list approval
prior to being interviewed
o On-site Screening Interviews
o Screening interviews conducted to gather preliminary information on
prospective candidates
o To be conducted by more than one committee memberin attendance
o Screened-inapplicants invited to interview with all committee members
 On-Site SelectionInterviews
 Interviews used to make final hiring decisions
 Requires all committee members to be in attendance
In order to ensure fairness and equity in the hiring process for
interviewees not in attendance, the guidelines set forth in Conducting
Virtual Interviews are to be followed.
D. Diversity Agencies
 Agencies which assist women and under-representedgroups are
another great source of talent
 Developing relationships and a pipeline of potential candidates with
these agencies allows candidates to have a better understanding of your
staffing needs and the University’s missionand values
 Contact Human Resourcesformore information on diversity agencies.

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E. Resume Banks
Resume banks are another good source for identifying qualified
candidates. Job seekers posttheir resume to these which are then
searched by prospective employers.The following resume banks
provide access to UCR HR Departmental and Organization HR
Coordinators:
 Southern California Higher Education
 InsideHigherEd.com
To requestlog-in access,contact Staff Employmentand Development.
OFCCP’s record keeping requirements for 3rd party resume searches
are:
 Title of the position for which each search of the database was made
 The search criteria used
 Date of the search
 Names of resumes of any job seekers who met the minimum
qualifications and whom you requested to apply
This required information is to be documented in the comments section
of the requisition in the ATS.
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Step 4: SelectSearchCommittee
To ensure applicants selectedforinterview and final considerationare
evaluated by more than one individual to minimize the potential for
personal bias, a selectioncommittee is formed.The hiring manager will
identify members who will have directand indirect interaction with the
applicant in the course of their job. Each hiring manager should make an
effortto appoint a search committee that represents a diverse cross
sectionof the staff. A memberof the committee will be appointed as the
Affirmative Action and Compliance Liaison who will monitor the
affirmative action aspects of the search committee.Under-represented
groups and women are to have equal opportunity to serve on search
committees and specialefforts should be made to encourage
participation. Departments that lack diversity in their own staff should
considerappointing staff outside the department to search committees

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or develop other alternatives to broadenthe perspective of the
committee.
For positions that are frequently recruited and utilize a search
committee,the mix of search committee membersshould change
frequently as well to minimize the risk of “group think” or collective bias.
 The Hiring Manager will determine the size (no more than 6) and
compositionof the committee based on the nature of the position. It is
highly recommended the committee members include:
o At least one individual who has a strong understanding of the role and its
contribution to the department
o A job specialist(technical or functional)
o Staff representative if positionhas supervisoryresponsibilities
o An individual who will interact closelywith the positionand/or serves as
a main customer
 Search committee members mustensure no conflictof interest in
relation to the applicants under considerationand must never be
individuals who may have interest in the position
 Search committee members should ensure they are well equipped for
their role in the recruitment process to ensure fairness and compliance.
The following tools are available to assist committee members with the
recruitment process:
o Staff Search Committee FAQs
o Search Committee Checklist
 Each committee memberis expected to be well versed in the recruitment
and selectionprocess and have an understanding of laws related to
Affirmative Action and Equal EmploymentOpportunity. The following
training opportunities are available (registration through UC Learning
Center). At a minimum, the search committee membermust have
completedone of the learning activities listed below before serving on
the committee:
o Training workshop - Affirmative Action 101
o Training workshop - Recruitment & SelectionStrategies for the Hiring
Manager
o Recruitment Advertising & Affirmative Action webinar
o Diversify and Train the Search Committee tutorial

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 It is recommended the committee communicate prior to the application
review to determine criteria for applicant evaluation
 The Search Committee Chair should ensure that all members of the
committee are thoroughly familiar with the job description
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Step 5: Post Position and ImplementRecruitmentPlan
Once the position descriptionhas been completed,the positioncan then
be posted to the UCR career site via the ATS. Every effortshould be
made to ensure the accuracy of the job descriptionand posting text. It is
not advisable and in some instances, not possibleto change elements of
a posted position.The reason for this has to do with the impact a given
change may have on the applicant pool.
To postthe position:
 The requisition is created by the Service Center Human Resources
Coordinator or Departmental Human Resources Coordinatorand
approved by the Service Center HR Organizational Coordinatoror
Organizational HR Coordinator
 Once approved,the Departmental HR Coordinatoror Service Center will
review the requisition and route online to the HR ClassificationAnalyst
who will assign the classification
 The requisition is then routed to the HR Recruitment Analyst who will
postthe position
 Applications can be reviewed once the minimum number of posting days
has been reached
 Internal candidates will apply through the regular application process
and will be included in the candidate pool along with external candidates
(see 6.0 SpecialConsiderations for details)
Talent Sourcing and Outreach
In order to identify the widest and talented applicant pool, sourcing and
outreach activities should be engaged.Passive candidate sourcing is an
activity which can be conducted during this phase in the recruitment
process.This is typically done using social media and networking
channels. OFCCP has specificguidance on this area of recruitment.
Contact Lorena Velasquezfor information.

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Monitoring/Updating Recruitment Plan/Diversity Strategy
Continuous monitoring of recruitment activity and recruitment plan
effectivenessis critical to a successfulsearch.
Specialattention should be given to the progress of the diversity
strategy. Applicant pools for each recruitment can be monitored by
search committee members throughoutthe recruitment cycle by
reviewing the Affirmative Action Statistics located in the ATS.
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Step 6: ReviewApplicants and Develop ShortList
Once the position has been posted,candidates will apply via UCR’s job
board. Candidates will complete an electronic applicant for each position
(resume and cover letter are optional). Candidates will be considered
“Applicants” or “Expressions of Interest”.
All applicants must be reviewed and considered.Applicants are those
who apply during the initial application period as described in Step 5.
Candidates who apply after the initial application period will be
considered “expressions ofinterest” and not viewable by the search
committee.
It is recommended that all search committee members reviewall
Applicants to ensure more than one personassessestheir qualifications
and that individual opinion or biases are avoided. Each committee
membermay provide comments to each Applicant’s qualifications as
they relate to the minimum requirements of the position.
Upon the search committee’s review of each Applicant, the Chair or
Chair’s Associate will review all search committee comments and
develop the short list. Once the short list has beendetermined,the
AACO will request an Affirmative Action Applicant Pool Statistics
analysis from the OFSAA.If the short list is deemed to representa
sufficientlydiverse applicant pool,the short list will be approved. Once
approved,the applicants can then be contacted for interviews.
If the shortlist is not sufficientlydiverse in light of the department’s
placementgoals, the OFSSA will contact the Search Committee Chair or
Chair’s Associate to discuss how the pool might be diversified.One
option might be to review the existing applicant pool to evaluate any
additional qualified applicants prior to reviewing applicants who are

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expressions of interest status. If it is determined the expressions of
interests are to be reviewed, the Search Committee Chair or Chair’s
Associate may move those in the expressionof interest status to the
applicant pool, in one or more batches on certain date(s) and time(s), as
needed to achieve a sufficiently diverse and qualified pool. All
expressions of interest candidates moved to the applicant poolare to be
reviewed by the search committee.
Note: Several bargaining unit contracts contain language related to
applicant screening.Referto the appropriate contract for specific
requirements.
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Step 7: ConductInterview
The interview is the single most important step in the selectionprocess.
It is the opportunity for the employerand prospective employeeto learn
more about each other and validate information provided by both. By
following these interviewing guidelines,you will ensure you have
conducted a thorough interview processand have all necessary data to
properly evaluate skills and abilities.
Preparing for the Interview
Once the short list (typically 3-5 identified for interview) is approved by
the Office of Faculty and Staff Affirmative Action, the interview process
can begin. It is important to properly prepare for the interview as this is
the opportunity to evaluate the skills and competencies and validate the
information the applicant has provided in their application and resume.
Choose one or two questions from each competencyand minimally
required skills to develop your interview questions.Review the
applicant's application or resume and make note of any issues that you
need to follow-up on.
For special accommodations requestedby the interviewee, contact the
Disability Management Office.
The Committee Chair should determine the following:
 Format of the interview and order of questions
 Questions to be asked of all applicants
 Specific questions to be asked of individual applicants

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 Who is going to ask which questions
 Determine if a work sample should be submitted
 The optimum start date for the position
 Any other details applicants may need about the role that were not noted
in the positiondescription
Prior to the interviews being conducted,the Search Committee Chair will
notify members to download the application packets form iRecruit. The
Search Committee Chair will provide the committee with interviewee
comparisontools to assist in the evaluation process.
Phone Interviews
A phone interview may be conducted to initially screen the applicant for
information such as availability, salary requirements,specialposition
requirements (e.g. ability to perform shift work) and other preliminary
information. Although a phone interview should not ordinarily take the
place of the in-person interview, it is possible to screenout an applicant
due to information obtained during this initial screening.Phone
interviews should be properly documented and attended by all search
committee membersif possible.
Panel Interviews
Prior to the panel interview, committee members should ensure they
know which interview questions each will ask. Committee members
should limit the number of questions to 2-4 to allow sufficienttime for all
committee membersto participate.
At the start of the interview, introductions of the Chair and panel
members,including names and job titles/roles,are given. Next, the Chair
should outline the format of the interview so that the candidate is aware
of what is going to happen.
A typical format might be:
 Introductions of each panel member
 A brief descriptionof the role they are being interviewed for
 Describe how the interview panel will conduct the interview (e.g. each
alternates questions and all will take notes)
 The candidate gives an overview of their experience
 Each panel memberprovides their questions

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 The interviewee is given time at the end to ask questions
 The interviewee is informed of the next step (e.g. will be contacted either
by phone or in writing of the outcome)
 Thank the candidate for coming and ensure someone shows the
candidate out
Virtual Interviews
To reduce travel costs and time associated with interviewing out of area
applicants, virtual interviews can provide an alternative method to the in-
personinterview. Guidelines for conducting virtual interviews are as
follows:
To ensure fairness and equity in the interview process,it is
recommended outof area applicants are provided an opportunity to
interview in the same manner as local applicants during each stage of
the interview process.Departments should cover the travel costs
associated with out of area applicant interviews.
When department budgetary constraints do not allow for a consistent
interview process,on an exceptionbasis, the following may be practiced
when interviewing both local and out of area applicants:
 First Round Interviews
o Out of area applicants provided the opportunity to interview in person
o Department may offerto covertravel costs,but are not required
 Second/FinalInterviews
o All applicants provided the opportunity to interview in person
o Department covers travel costs
Interview Questions
Typical interview questions used are those which are relevant to the
position and seek information on specific skills and abilities to perform
the job such as “describe your experience working with students in an
academic environment and/or post-secondarydegree-granting
institutions”. Interview questions not pertaining to the current
requirements of the position are not to be used (e.g. an interview
question on supervisoryexperience if positionwill not be supervising
employees).

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The use of behavioral and/or competencybased interview questions are
strongly encouraged as, when properly crafted,they allow the
interviewer to obtain more meaningful data to determine the applicant’s
ability to carry out the duties and responsibilities of the job, as well
assess their ability to adhere to the University’s core competencies.
Behavioral/competencybased interview questions do not simply ask “if”
they performed a certain task, they ask “how”. They can be designed to
probe specificallyfor past behaviors, competencies and characteristics
which are believed to predictfuture behavior.
Examples of behavioral/competencyinterview questions include:
 We often need to explore many details and aspects of a particular
problem before coming up with an effective solution. If you can, give me
an example of how you’ve done this in the recent past (Detail-oriented)
 Tell me about a time when you found it necessaryto speak to co-
workers about the quality of their work because it posed a real or
potential risk to the organization (Quality-focused)
 Tell me about a time when you were able to maintain your poise and
composure in a delicate situation (Emotional Intelligence)
 Some tasks require you to fully think through the results. Tell me about a
time when you avoided making a quick decisionbecause you faced
these circumstances (Problem Analysis)
Appropriate/(Prohibited)Inappropriate Interview Questions
Although many interview questions may appear to be harmless, it is
illegal to ask applicants questions that are not job related and/or
personal in nature or that would otherwise solicit protected information.
All interviewers should review the list of Appropriate/Inappropriate
Interview Questions prior to conducting the interview to ensure illegal
questions are avoided.
After the Interview
Upon completing the interview, committee members will complete the
Search Committee Interview Rating Sheet which is forwarded to the
Committee Chair at the end of the interviews. Candidate evaluations
should be sure to include only those comments which are relevant to the
requirements of the position.

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Testing and other SelectionMethods
Tests and other selectionmethods such as requesting work samples are
additional tools used to asses candidates.
Because tests must be validated using statistical methods and
administered consistently across the hiring process,all tests, along with
their administration procedure and scoring rubric, must be approved by
Human Resources and the Office of Faculty and Staff Affirmative Action
prior to use.
The EEOC has set for the following Employerguidelines when
developing and administering tests:
 Employers should administer tests and other selectionprocedures
without regard to race, color, national origin, sex, religion, age (40 or
older), or disability.
 If a selectionprocedure screens out a protected group,the employer
should determine whether there is an equally effective alternative
selectionprocedure that has less adverse impact and, if so, adopt the
alternative procedure.For example, if the selectionprocedure is a test,
the employershould determine whether another test would predictjob
performance but not disproportionatelyexclude the protected group.
 To ensure that a test or selectionprocedure remains predictive of
success ina job, employers should keep abreast of changes in job
requirements and should update the test specifications or selection
procedures accordingly.
 Employers should ensure that tests and selectionprocedures are not
adopted casually by managers who know little about these processes.A
test or selectionprocedure can be an effective managementtool, but no
test or selectionprocedure should be implemented without an
understanding of its effectivenessand limitations for the organization, its
appropriateness fora specific job,and whether it can be appropriately
administered and scored.
 Employers should ensure that employmenttests and other selection
procedures are properlyvalidated for the positions and purposes for
which they are used.The test or selectionprocedure must be job-related
and its results appropriate for the employer's purpose.While a test
vendor's documentation supporting the validity of a test may be helpful,
the employeris still responsible forensuring that its tests are valid.

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Tests and sample work products should not be relied upon as the only
screening tool and should only be required of short list candidates.
As an alternative to testing applicants, requesting applicants provide job
related written certifications of completionfor courseworkor
technical/industry certifications (as related to the position) help to provide
a measure of skill aptitude to further evaluate qualifications.
Welcoming the Interviewee
Ensuring a good interview experience increases the likelihood that they
will be able to communicate their attributes effectively.From providing
the interviewee with properdirections to greeting with a firm handshake,
it demonstrates your genuine interest in their time and effortand helps
them to feel calm and confident.Interviewing can be a very stressful
experience for some and the more at ease an interviewee is, the better
you are able to identify true attributes. The following should be
considered:
 Panel interviews, if conducted,can be an even more intimidating
environment for an interviewee, so rememberto break the ice if possible
 When organizing interviews, it is bestto assign a personwho ensures
the interviewees have the properdirections,parking details and who is
easily accessibleon the date of the interview
 Allow enough time for the interview so the interviewee does not feel
rushed. Let the interviewee do most of the talking. Rememberthe 80/20
rule. The interviewee should be doing 80% of the talking. While it’s
important to articulate the needs of your department and the role, this is
the one time you will have to gather as much data to evaluate their
experience and ensure a properfit.
 Be sure to review the interviewee’s resume in advance to demonstrate
your interest in their skills and background as this helps in appearing
prepared and organized. Take notes and ask for clarification on
responsesif needed.
 Be sure to avoid any inappropriate or illegal interview questions (see
Prohibited Interview Questions).
 University literature (if available) and benefit information should be
provided to the applicant at the conclusionof the interview
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Step 8: SelectHire
Final Applicant
Once the interviews have been completed,the committee will meetto
discuss the interviewees. Committee memberswill need to assess the
extent to which each one met their selectioncriteria.
The search committee rating sheet will be helpful in justifying decisions
and making them as objective as possible.
The most important thing to rememberis that you will need to be able to
justify your decision.Documentation is key and required to be in
compliance with OFCCP requirements.As one of the most critical steps
in the process,it is important to keep the following in mind:
 The best candidate for the position was chosen based on qualifications
 The candidate will help to carry out the University and Department’s
missions
ReferenceChecks
Referencechecks should be conducted on the final applicant prior to
making an offer.While it is advisable to conduct a reference with the
candidate’s current supervisorbefore a candidate starts employment,if
the candidate is reluctant a conditional offerof employmentcan be
made.
Before you beginthe reference checkprocess,be sure to:
1. Prepare carefully
 Familiarize yourself thoroughly with the information the applicant has
already provided,including the application, resume, work sample (if
applicable) and interview responses
 Identifyareas that require elaboration or verification such as the work
sample
 Set up a telephone appointment with one or more references provided
by the applicant
 Many employers are prohibited from providing information without a
release, so if requested,send the signed Applicant Release and

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Disclosure consentform and the job description(optional) in advance of
your telephone call
 Write down your questions before you call, highlighting the information
you want verified or expanded upon.
 Note: You may considerconducting reference checks on all finalists
before the final selectionis made.
2. Set up an environmentthat encourages the referenceto respond
willingly, cooperatively,and honestly.
 Begin your conversation on commonground by referring to information
that has already been provided by the applicant.
For example:” John Doe has asked us to speak with you regarding
information he has already shared with us during the interview process.”
Or “I'm calling to verify information provided by Mary Roe.”
3. Describe the position
 Describe the responsibilities,duties,and working environment of the
position for which the individual has applied.
 After describing the position, ask, “Given our requirements,what is your
assessmentof the individual’s qualifications for the job?”
4. In addition to your prepared questions,ask follow-up questions
 If you get a general response (“She's great!”),followup with a specific
question (“What did she do to merit that compliment? or “Why did she
leave?” or “How have things changed since she left?”)
 If the reference providerdeclines to answer a question, ask if someone
else might be able to share information about the topic.
5. Ask questions thatare specifically job-related
 There are legal ramifications if you ask illegal/ inappropriate questions
that may have to do with race, color, national origin, religion, sex,
physical or mental disability, medicalcondition, ancestry, marital status,
age, sexual orientation, citizenship, or status as a covered veteran.

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Ask the same basic questions about all applicants for whom you obtain
referencesto ensure consistency.Weigh information you receive in the
same manner for all applicants.
Social network tools such as Facebook,Twitter and LinkedIn are not be
used to conduct reference or background checks.Referto University of
California Guidelines RecruitmentThrough the Use of Social Networks.
Additional information and guidelines can be found on the Reference
Checks webpage.
MandatedHiring Prerequisites
Depending upon the nature of the position, additional hiring prerequisites
may be required. Any costs associated with these prerequisites are the
responsibilityof the hiring department. Additional information can be
found on the Mandated Hiring Prerequisites webpage.
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Step 9: FinalizeRecruitment
Upon completionof the recruitment processthe offerto the selected
finalist is made. The salary to be offeredis to be equitable and lead to
the retention and motivation of employees.
Prior to initiating the offer,it is recommended that one more check of the
selectionprocessbe completed as follows:
 Review the duties and responsibilities ofthe positionand ensure they
were accurately describedand reflected in the job descriptionand
interview process
 Review selectioncriteria used to ensure they were based on the
qualifications listed for the position
 Confirm interview questions clearly matched the selectioncriteria
 Confirm all applicants were treated uniformly in the recruitment,
screening,interviewing and final selectionprocess
Initiating the Offer
 Once a final check of the selectionprocessand the final applicant has
been determined,the Committee Chair or designee will notify the

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Departmental HR Coordinator with the finalist’s name, salary and start
date enter the selectioninformation into the ATS
 The Departmental HR Coordinator reviews the requisition in the ATS
and ensures all applicants on the requisition have been assigned a
decisioncode
 The Departmental HR Coordinator forwards this information to the
Organizational HR Coordinator for review and approval
 Once approved,the Departmental HR Coordinatornotifies the
Committee Chair or designee of offerapproval
 The Committee Chair or designee makes the offerto the finalist
Note: A verbal offerof employmentand the finalist’s verbal acceptance
creates a contractual relationship – therefore,ensure the offerhas been
approved prior to verbally offering the position
Negotiating the Offer
 Wheneverpossible,it’s recommended your best offerbe made the first
time as this displays propermarket and internal equity practices and
demonstrates good faith to the applicant. As salary requirements would
have beenidentified earlier on in the recruitment process,there should
be a good understanding of the applicant’s requirements and whether
you are able to work with those requirements.
 When offering the finalist the position, be sure to discuss the total
compensationpackage (in addition to salary) such as paid time off and
retirement benefits.Be excited and enthusiastic about the offerand let
them know you are excited about them joining your team.
 UCR benefits and retirement programs are great selling points. In many
cases,they are a key factor when deciding on acceptor decline the
offer.Finalists with additional benefitrelated questions should be
referred to the Benefits webpage or Central Human ResourcesBenefits
office.
 Lastly, if possible,discuss the great learning and development
opportunities which may be available to them in achieving their
professionalgoals. Most individuals value this just as much, in some
cases more, than the base salary being offered.

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Countering the Offer
 Despite your best offer,there may be instances where the applicant
declines
 Discuss the reasons for the offerbeing declined with the applicant – and
look beneath the surface. Applicants decline offers forvarious reasons
and not always due to the salary being offered.
 If an offeris declined due to salary, the department may make a counter
offerprovided the amount is within the appropriate guidelines for the role
and department
 Counter offers mustbe reviewed and approved by the Organizational
HR Coordinator
Finalizing the Offer
It is important that each recruitment be properly closed,including the
notification of those interviewed and not selected,as well as all
documentation associated with the recruitment be uploaded to the ATS.
To ensure properclosure, the Staff Recruitment and SelectionChecklist
should be completed and the following actions conducted:
 Once an offerhas beenaccepted,the Committee Chair or designee
notifies the Departmental HR Coordinator and requests the offerletter
be sent
 The Departmental HR Coordinator prepares and sends the offerletter
 The Departmental HR Coordinator ensures written acceptance of offer
 The Departmental HR Coordinator enters the finalist information into the
ATS upon receiptof the signed offer(see iRecruit User Guide for
instructions)
 The Departmental HR Coordinator contacts those individuals interviewed
and not selected (at a minimum) by phone or letter. If contact is made by
phone, ensure the conversation is documented.
 The Departmental HR Coordinator ensures all recruitment related
documents are uploaded to the requisition in the ATS
 Upon notification of the recruitment being closed,the Departmental HR
Coordinator will close out the requisition in the ATS.

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Limitations of Recruitment and Selection Process
Every part has limitation. Recruitment and selection process has also some
limitations. Such as……
1. Sometimes qualified candidates are not allowed.
2. Sometimes corruption is going on company in recruitment and selection
process.
3. Low Government collaboration.
Re-commendation & Conclusion
Recruitment and selection process is very important for selection employee. The
company plays a very important role in our economy. For this reason, it is very
helpful us to select qualify employers for any company.
Reference
We collect the information :
i) Our knowledge &
ii) Internet

Recruitement And Selection Process

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