Recruitment & Selection
executivesummary
Recruitment and Selection
By Paul R. Bernthal, Ph.D. In partnership with: employment. Once these candidates are identified, the process of selecting appropriate employees for employment can begin. This means collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these practices to increase the likelihood of hiring individuals who have the right skills and abilities to be successful in the target job.
Part I: Overview
Purpose
The objectives of this study were to: • Identify general practices organizations use to recruit and select employees. • Determine which recruitment and selection practices are most effective. • Determine how the practices affect organizational outcomes. DDI collected data from 573 members of the Electronic Recruiting Exchange. Most respondents performed functions related to the recruitment and selection of employees. They were asked to respond to questions related to the following issues: • Profile of recruitment and selection strategies. • Use of specific recruitment and selection practices. • Barriers to effective recruitment and selection. • Outcomes of recruitment and selection practices.
General Profile
Finding 1: When filling a mid- or senior-level leadership position, organizations are more likely to hire an external candidate than an internal candidate. • In general, external candidates were selected more often than internal candidates. External candidates sometimes bring skills that cannot be found within the organization’s current workforce. • In organizations filling a greater number of positions, the percentage of mid- and senior-level positions filled by internal candidates increases (see Figure 1). Those organizations filling more positions (i.e., larger organizations) might have a better chance of finding qualified candidates within their current workforce. Additionally, larger organizations might be more likely to have well-defined
Recruitment and Selection
By Paul R. Bernthal, Ph.D. In partnership with: employment. Once these candidates are identified, the process of selecting appropriate employees for employment can begin. This means collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these practices to increase the likelihood of hiring individuals who have the right skills and abilities to be successful in the target job.
Part I: Overview
Purpose
The objectives of this study were to: • Identify general practices organizations use to recruit and select employees. • Determine which recruitment and selection practices are most effective. • Determine how the practices affect organizational outcomes. DDI collected data from 573 members of the Electronic Recruiting Exchange. Most respondents performed functions related to the recruitment and selection of employees. They were asked to respond to questions related to the following issues: • Profile of recruitment and selection strategies. • Use of specific recruitment and selection practices. • Barriers to effective recruitment and selection. • Outcomes of recruitment and selection practices.
General Profile
Finding 1: When filling a mid- or senior-level leadership position, organizations are more likely to hire an external candidate than an internal candidate. • In general, external candidates were selected more often than internal candidates. External candidates sometimes bring skills that cannot be found within the organization’s current workforce. • In organizations filling a greater number of positions, the percentage of mid- and senior-level positions filled by internal candidates increases (see Figure 1). Those organizations filling more positions (i.e., larger organizations) might have a better chance of finding qualified candidates within their current workforce. Additionally, larger organizations might be more likely to have well-defined
References: Bernthal, P. R, & Wellins, R. S. (2001). Retaining talent: A benchmarking study. Pittsburgh, PA: Development Dimensions International. Byham, W. C. (1992). The assessment center method and methodology: New applications and technologies (Monograph VII). Pittsburgh, PA: Development Dimensions International. MKTSEWP03-0102.0MA 10 Recruitment and Selection © Development Dimensions International, Inc., MMII. All rights reserved.