PAPER

Recruitment & Selection in Human Resource

Arranged By:

Name / ID : Emha Maulana Firdaus /19080574064

Fariz Akbar Firmansyah /19080574073
Irbatul Umniyyah /19080574144
Januandini Rossalda M. /19080574147

Class : Management-2019I
Dosen Pengampu : Dwiarko Nugrohoseno, S.Psi, M.M.

MANAGEMENT MAJOR
FACULTY OF ECONOMY
UNIVERSITAS NEGERI SURABAYA
2021
 Preface

Praise be to God Almighty, Allah SWT. With His bless and grace, we were able to complete the
assignment of writing this HRM course paper on time. Do not forget to give prayers and greetings
to Rasulullah SAW whose syafa'at we are waiting for in the future.
Writing a paper entitled "Recruitment & Selection in Human Resource" can be completed because
of the help of many parties. We hope that this paper can become a reference for those interested in
HRM study. Apart from that, we also hope that readers get a new perspective after reading this
paper.
On this occasion the author did not forget to thank Mr. Dwiarko Nugrohoseno, S.Psi, M.M. as a
lecturer in HRM, as well as other parties who have helped in the preparation and writing of this
proposal.
Authors realizes that this paper is far from perfect. Therefore, the authors really hope for
suggestions and constructive criticism from various parties, for the sake of perfection in writing
this paper.

Surabaya, February, 26 2021

Author

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 Table of Content
Preface............................................................................................................................................. 1

Table of Content ............................................................................................................................. 2

CHAPTER I .................................................................................................................................... 3

Introduction ..................................................................................................................................... 3

A. Background ......................................................................................................................... 3
B. Problem Formulation .......................................................................................................... 3
C. Objectives ............................................................................................................................ 3
CHAPTER II................................................................................................................................... 4

Discussion ....................................................................................................................................... 4

1. Human Resource Planning ..................................................Error! Bookmark not defined.

2. Forecasting Techniques and Models ...................................Error! Bookmark not defined.
3. Demand and Availability ....................................................Error! Bookmark not defined.
CHAPTER III ............................................................................................................................... 10

Conclusion .................................................................................................................................... 10

Conclusion................................................................................................................................. 10
References ..................................................................................................................................... 11

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 CHAPTER I
Introduction

A. Background
Choosing people who have competence, have high work standards according to company
expectations is not easy. It takes a special strategy in recruitment & a selection system to get
superior HR. The steps for HR who have superior competence make the level of competition
for labor procurement even more crowded. The struggle for human resources is not only at
the manager level and above but also at the lower level. The recruitment and selection
process plays an important role in the success of each company because the recruitment and
selection process can demonstrate the company's ability to survive, adapt and develop,
especially in the midst of intense competition. Therefore, they are required to be more
professional in managing their company, especially in terms of human resources (labor).
Depreciation of employees usually occurs due to employees entering retirement, passing
away or being expelled from the institution for violating the regulations and discipline of
employees that have been determined, therefore new employees replace them with different
working periods. pension. Recruitment can also be done to add new employees to a work
unit whose activities are decreasing with high activity. In recruitment, an effective selection
process is also needed, this is done to make equal distribution of employees in each section
so that the strength of each section is balanced. Therefore, new employees are needed to
strengthen a job. Given the very importance of the recruitment and selection process for
companies, it is hoped that a recruitment process will exist.

B. Problem Formulation
1. What is recruitment?
2. What kind of recruitment sources and process?
3. What is selection?
4. What kind of constraints faced when selection?
5. What are stages of selection?

C. Objectives
1. Able to define recruitment
2. Able to explain, source and recruitment process
3. Able to Define selection
4. Be able to explain selection constraints
5. Able to explain the stages of selection

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 CHAPTER II
Discussion

1. Definition of Recruitment
Gary Dessler argued that recruitment is a withdrawal activity to obtain people who will
fill the position, characteristics of the prospective applicants, and qualifications required
to fill the position.

Recruitment is another familiar way social media revolutionized human resource

management. For example, managers use LinkedIn to find passive employment
candidates (those not actively looking for jobs), and to check out active candidates.
Another site, Gild, lets managers find skilled software engineers by searching the Web
for open source code; they then evaluate the code’s programmers by scanning technology
forums to assess the programmers’ reputations.

so it can be concluded that recruitment is a process or activity of seeking and gather

potential applicants to fill the vacancies exist in a company / institution in accordance
with the requirements determined.

1.1 Source of Recruitment

Recruitment of employees to fill vacant positions can be done through two
sources:
a. Internal recruitment
The best employees to fill vacancies can be obtained from within the
company. Vacant positions can be assigned to employees deemed suitable
to motivate affected employees and other employees to do a better job.
This internal filling can be done by Promotion, Rotation or even
Demotion. Promotion is a promotion. Rotation or Transfer is a change of
position at the same level while Demotion is a demotion.
b. External recruitment
External Recruitment is company recruitment that comes from outside the
company environment. All companies need to recruit from the external
environment if there are no suitable internal employees to fill the desired
position. External recruitment is also necessary as the business expands its

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 business, increasing the demand for labor. the external environment of the
company in question can be in the form of companies providing labor, the
general public, educational institutions and government agencies.

Recruitment sourcing involves determining what your recruitment options

(referrals, online ads, and so on) are, and then assessing which are best for the job
in question. For assessing which source is best, most employers look at how many
applicants the source generates. However quantity doesn't necessarily mean
quality. Other effectiveness metrics should include, for each source, how many of
its applicants were hired, how well its applicants performed on the job, how many
failed and had to be replaced, and applicants performance in terms of training,
absence, and turnover.

1.2 Recruitment Process

In general, the recruitment process carried out by companies in Indonesia uses
almost the same stages. The following is the recruitment process flow that is often
used by companies in Indonesia:
a. Sourcing Process
The procurement process is the process of attracting applicants who meet
existing needs through available sources. The methods commonly used are
internal and external resources. To attract applicants, there are various
options: direct mail, job fairs, headhunters.
b. Selection Process
The selection process is the process of screening applicants for candidates
who meet company needs. Here are some options for the selection process:
1) Psychometry (Psychological Test).
2) Psychological Interview.
3) Technical tests.
4) Test manager skills.
1.3 User Process
Understanding the user process is the process of finding the right person for the
position required or available, which is obtained from an existing candidate who
has passed the selection process. In general, the process phases are carried out as
follows:

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 1) Interviews with direct users (manager) and indirect users (directors).
2) Medical check-up.
3) Sign contact & administration.
4) New employee orientation.

2. Definition of Selection
Selection is the first attempt a company must make to obtain qualified and competent
employees who will serve and do all work for the company. Presumably this is what
drives the importance of implementing new employee recruitment selections for every
company. The selection must be carried out honestly, carefully and objectively so that
employees who are accepted are truly qualified to serve and do the job.
a. According to Umi Sukamti (1989: 153) a process of determining applicants which
among them is recruited by considering the requirements to be accepted in doing
a good job. Meanwhile, according to Randall S. Schuler and Susan E. Jackson
(1997), selection is the process of obtaining and using information about job
applicants to determine who should be accepted for short and long term positions.
b. Nitisemito (1992: 44) provides a definition or definition of selection as the activity
of a company to be able to select the most appropriate employees and in the right
number of candidates that can be drawn.
c. Hasibuan (1995: 52) provides a definition or definition of selection as an activity
of selecting and determining which applicants are accepted or rejected to become
employees of the company. This selection is based on certain specifications of
each company concerned.

2.1 Constraints In Selection

There are always obstacles in the selection process even though it has been
carefully planned because those who will be selected are people who have
dynamic thoughts and self-esteem. Selection of applicants is much more difficult
than choosing the machines to be used. These constraints include:
a. Benchmarking Benchmarking constraints are the difficulty in determining
the standard of benchmarks that will be used to measure the selection
qualifications objectively. For example, measuring the honesty, loyalty,
initiative and so on of applicants experiencing difficulties. The weights
given are often based on subjective considerations only.

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 b. Selector Selection constraint is the difficulty of getting selectors who are
really qualified, honest and objective assessment. Selectors often value
considerations of their role rather than their physical minds.
c. Applicants Applicants' obstacle is the difficulty to get honest answers from
applicants. They always try to give answers about the things that are okay
about them while the things that are not so good are hidden. This happens
because applicants are humans who have the mind, intelligence and
shrewdness to trick the selectors.
In order to reduce these constraints, it is necessary to implement a multilevel
selection policy because the more levels the selection is made, the more careful
and thorough the recruitment of employees is.

2.2 The Selection Stage

The selection process starts with the submission of the application letter and ends
with the decision to attract new employees.
2.1.1 The basic steps of the selection process:
a. set the desired criteria criteria
b. has various predictors (the variety of information needed to make
a selection) and assessment techniques
c. determine the appropriate time to measure each predictor
2.1.2 Aspects in the selection of predictors
a. set the desired criteria criteria
b. has various predictors (the variety of information needed to make
a selection) and assessment techniques
c. determine the appropriate time to measure each predictor
2.1.3 Aspects in the selection of predictors
a. validity
b. reality
c. legality
d. Applicant reactions
e. Alternative techniques used
2.1.4 Techniques for assessing applicants
a. Applicant's personal history
b. Examination of the applicant's background and references

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 c. Written test
d. Simulation of work
e. Job interview
f. Medical check up
2.1.5 Type of test / work simulation
a. Psychology Test: Measure personality logic, reason, and creativity.
b. Knowledge Test: Measuring ability verbal, spatial, numerical, and
leadership.
c. Performance Test: Measuring physical coordination space
visualization, workability with numbers and names, fulfillment
work demands.
d. Attitude Test: Measure honesty and attitude towards work and
values.
2.1.6 Type of interview
a. Unstructured interview: The questions are spontaneous (not
planned in advance). Useful for assess the applicant's suitability for
the job.
b. Structured interview: Using a questionnaire is standard. Useful for
getting valid results, especially if the number of applicants is quite
large.
c. Mixed interviews: A combination of structured interviews and
unstructured. Useful for getting an answer can be compared with
each other, but also provide fairly in-depth information.
d. Behavioral interviews: Questions are based in a hypothetical
situation (an estimate of the real situation) for see how the
applicant solves the problem. Useful for assess the applicant's
reasoning and analytical abilities in a situation which is quite
pressing.
e. Interview stress: A series of tough questions and streak that is
deliberately given to make the applicant angry. Useful for finding
the right employee for stressful jobs, such as handling complaint.
2.1.7 Complete selection stages
a. Initial interview
b. Job test

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c. Selection interviews
d. Reference and background checks back
e. Medical examination
f. Interview with potential employers
g. Real work review
h. Decision to attract new employees

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 CHAPTER III
Conclusion

Conclusion
Recruitment is the process of finding, finding, inviting and assigning a number of people from
inside and outside the school as prospective workers with certain characteristics as determined in
human resource planning. Selection is the first attempt a company must make to obtain qualified
employees and components who will serve and recommend all jobs for the company. The selection
must be carried out honestly, carefully, and objectively so that the recruited employees are truly
qualified to serve and carry out the work. Sources of recruitment in filling vacant positions come
from internal and external sources. Internal sources consist of success plans, open offers for a
position (job), employee assistance, temporary work groups, and promotions and transfers.
Meanwhile, external sources include relations with universities, employment agencies,
recruitment, advertising agencies, skills training centers and professional organizations. Various
obstacles encountered in recruitment are from the organization itself, the habits of job seekers
themselves, and external factors that come from the environment in which the organization
operates.

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 References

Dessler, G. (2020). Human Resource Management (16th Edition). In G. Dessler, Human Resource
Management (16th Edition) (pp. 87-89). New York: Pearson.

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