3.recruitment and selection

8/21/2019 3.Recruitment and Selection

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Group HR

Happy New Year!


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Group HR

Recruitment & Selection


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Group HR

Do you agree?

Great companies first got the right people on the

bus, the wrong people off the bus, and the right

people in the right seatsand then they figuredout where to drive it.

Good to Great: Why Some Companies Make the Leap and Others Dont

Jim Collins


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Group HR

Manpower Planning

Manpower Planning is a Process by which an

organization ensures that

Right number of people

Right kind of people

At the Right time

At the Right place

Doing the Right things for which they are suited for

achieving the goals of the organization.


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Group HR

Factors affecting Manpower Planning

Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility oflabor as a result of training, work study,

organizational change, new motivations, etc.

Changes in employment practices (e.g. use ofsubcontractors or agency staffs, hiving-off tasks,

buying in, substitution, etc.)


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Group HR

Factors affecting Manpower Planning

Variations, which respond to new legislation, e.g.

payroll taxes or their abolition, new health and

safety requirements

Changes in Government policies (investment

incentives, regional or trade grants, etc.)


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Group HR

Manpower Planning

Two Steps

Demand Forecasting

Supply Forecasting


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Group HR

Demand Forecasting

Bottom Up Technique

Delphi Technique

Nominal Group Technique Ratio Analysis

Regression Analysis


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Group HR

Supply Forecasting

Internal Supply

External Supply


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Group HR

Recruitment is not about filling jobs that are currently

vacantit is about making a continuous, long-term

investment to build a high quality workforce capable of

accomplishing the organizations mission now and in

the future

www.ipma-hr.org

Any example you know of?
http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/


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Group HR

Recruitment is a critical management function

that all levels of the organization need to be

involved in planning and implementation

www.ipma-hr.org
http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/


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Group HR

Global Sourcing is changing the shape of the

business world!!!

Features of the New World

global sourcing barriers fading away

Disappearance of the Time Zones

Transformation of the work processes into pieces

that can be constructed and deconstructed


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Group HR

Changing Role of HR: Modified Recruitment

Structure

Currently organisations use one or more of the following staffing

structures:

Decentralized Staffing ModelAllows individual business units todevelop and fill their own staffing plans.

Hybrid Staffing ModelCombines decentralized approach with certaincentralized (or shared services) components.

Outsourced Staffing ModelPromotes efficiency, consistency andpotential cost saving

HR Business Partner StructureHR business partners work withdesignated business units.


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Group HR

How do organizations structure their recruiting

departments?

Corporate Leadership Council


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Group HR

Pros and Cons of Recruiting Department Structures

Centralized Hybrid Decentralized

Pros Cons Pros Cons Pros Cons

Facilitates

practice and

lead sharing

Enhances

ConsistencyEnables

Standardization

Creates a

disconnection

between

recruiters and

business units

Enables a mix

of process

efficiencies

and

connectionwith the line

Creates

staffing

resource

flexibilities

Creates

resource and

process

inefficiencies

Distancefunction from

the support of

corporate

headquarters

Improves

communication

with the line

Enables

recruiters tolearn business

Creates

resource

inefficiencies

Discourages

candidate andpractice sharing

across the

department

Lacks process

efficiencies of

centralized

structures

Reduces

consistency and

standardization



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Group HR

Three Main Functions of Recruitment Process are:

Attract a pool of suitable candidates

Deter unsuitable candidates from applying

Create a positive image of the organization


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Group HR

Internal Recruitment

External Recruitment

Vs.


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Group HR

Recruitmentfrom Inside

Advantages

Career plan for existing workers &

morale

Motivator for good performance

Relatively easier assessment of

applicants as information is available

Reduced recruitment costs (travel

expenses)

Causes succession of promotions

Have to hire only at entry level.

Disadvantages

Existing employees may not bring-in new ideas

to their new job (inbreeding).

Lower level employees may not have capacities

required at higher jobs.

High-powered employees might not be able to

wait long enough for their turn (political

infighting for promotions).

Internal strife for the post might impact

negatively on possibilities for team work

among existing employees.

Need for management development program


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Group HR

Recruitment from Outside

Disadvantages Relatively higher costs.

Risky of getting the wrong person.

May cause morale problems forinternal candidates not selected.

Advantages Larger pool of talent.

Objectivity and extensive effort put into the

process likely to lead to a better candidate

selection.

New industry insights, ideas, way of thinking

& approaches might challenge existing norms

and act as catalyst in continuous improvement/

innovation.

Cheaper and faster than training professionals.

No group of political supporters in

organization already.


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Group HR

Sourcing Channels

Recruitment methods

Internal

Job Posting

Skills Data Base

Employee Referrals by OtherDepartments

External

Advertisement

Placement Agencies

Internships

Job Sites

E-Recruiting Campus

Data Base

Alumni

Associations/Interest Groups/Networks

Temporary Leasing

Employee Referrals

Passive Recruiting (Unsolicited application)

Career Fairs


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Group HR

Despite the importance of strategic workforce planning, most HR

departments have not yet developed a formal plan to participate

in their companies business cycles.

Ninety percent of HR departments have no independent planning

and forecasting function, and many HR departments have noformal staffing strategy of any kind.

Rather, they tend to operate independently of the business cycle,

developing reactive staffing solutions instead of proactivestrategies that anticipate movements in the business cycle.



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Group HR

Recruitment Strategy: A Six Step Approach

Recruitment strategy should answer the following

questions related to their target populations:

1. Who is being targeted through the recruitment?

2. Where is the appropriate place to recruit clients?

3. When should recruitment be done?

4. What messages should be delivered during recruitment?

5. How should the messages be delivered?

6. Who is the most appropriate person to do recruitment?


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Group HR

Talent Forecasting

1.Business strategyIntegrates projected company growth in

terms of activity, output and revenue.

2. Human capital needTranslates business strategy into staffing

requirements.

3. Projection of future vacanciesBased on difference between

staffing requirements and current capacity.


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Group HR

Strategic Recruiting Stages

Human Resource Planning

How many employees are needed?

When employees will be needed?

What specific KSAs are needed?

Organizational Responsibilities

HR staff & operating managers

Recruiting presence and image Training of recruiters

Wendell French, Chapter 9, Recruitment & Selection


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Group HR

Strategic Recruiting Decisions

Organizational-based Vs. outsourcing

Regular Vs. flexible staffing

Recruiting source choices

Recruiting Methods

Internal methods

Internet/ web-based

External methods

Wendell French, Chapter 9, Recruitment & Selection


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Group HR

Selection

The process of assessing candidates and appointing a

post holder

Applicants short listedmost suitable candidatesselected

Selection processvaries according to organisation.


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Group HR

Selection Tools

Interview most common method

Psychometric testing assessing the personality of the applicants Measures of personality

Honesty test (substitute to polygraph)

Aptitude testing assessing the skills of applicants Measures of proficiency, achievement, or knowledge

Measures of mental ability or intelligence

In-tray exercise activity based around what the applicant will bedoing

Presentationlooking for different skills as well as the ideas of thecandidate

Assessment Centresbattery of tests


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Group HR

Choice of Selection Methods

Number of applicants

Criticality of position

Cost/effort involved Predictive validity

Extent of preparation required


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Group HR

When using psychological tests..

Clearly identify the objectives

Uses a battery of test that can give range of information

Have trained psychologists conduct and interpret tests

Use personality testing as an adjunct to the recruitment or

career planning process and exploit its developmental

power

Adapt tests to Indian situations


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Group HR

Determining Selection Standards

Sources of Information about Applicants

Application Forms

Reference Checks

Physical ExaminationSelection Tests (Reliability & Validity)

The Selection Interview


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Group HR

Recruitment: Return on Investment (ROI)

Recruitment return on investment (ROI)

understands and compares the elements, costs

and risks of a recruitment related project to theexpected benefits


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Group HR

What to Measure: Hiring

Recruiter EffectivenessRE = RT+TF+HR+C/H +QH

N

RE = Overall Recruiter effectiveness

RT = Response Time

TF = Time to Fill

HR = Hire Rate

C/H = Cost Per HireQH= Quality of Hire

N = Number of Indices Used.

HR Accounting


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Group HR

Cost Per Hire

SC = Sourcing costs (Advertising + Agency Fees + Employee Referrals)

ST = Staff Time [Travel + Interview ] x [Recruiter Pay and Benefits] or External

Agency Fee

MT = Management Time x Managements Pay and Benefits

PC = Processing Costs/ Operating Expenses

TR = Travel Cost of Applicants

RL = Relocations CostsMS = Miscellaneous

H = Full Time or Part Time Employees Hired

CPH = SC+ST+MC+PC+TR=RL+MSH

HR Accounting


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Group HR

Quality of Hire (QH)

PR= Average job performance ratings of new hires

HP= Percent of new hires promoted within one year

HS = Percent of new hires retained after one yearN = Number of indicators used

QH = PR + HP + HSN

Satisfaction of new employees with hiring.

Satisfaction of managers with new employees.

HR Accounting


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Group HR

Number Hired (Hit Rate)

HO = OA/OE

TF =RROD

RR = Date requisition is received

OD = Date offer is accepted

OA = Offer acceptedOE = Offers extended

HO = Percentage of offers that result in hire

Time to Fill

HR Accounting


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Group HR

Rewards

Compensati

on

HealthBenefits

Retirement

Benefits

Vacation

Opportunity

Development

Opportunities

Future CareerOpportunities

Organization

Growth Rate

Meritocracy

Organizational

Stability

Organization

Customer Prestige

Diversity

Empowerment

Environmental

Responsibility

Ethics

Great Employer

Recognition

Well know Brand

Market PositionProduct/ Service Quality

Organization Size

Social Responsibility

Technology Level

Work

Business Travel

Innovation

Job ImpactJob-Interests

Alignment

Location

Recognition

Work Life

Balance

People

Camaraderie

Collegial Work

EnvironmentCoworker Quality

Manager Quality

People

Management

Senior Leadership

Reputation

The Employment Value Proposition

The set of attributes that the labor market and employee perceive as the value they gainthrough employment in the organization.

Rewards

Compensati

on

HealthBenefits

Retirement

Benefits

Vacation

Opportunity

Development

Opportunities

Future CareerOpportunities

Organization

Growth Rate

Meritocracy

Organizational

Stability

Organization

Customer Prestige

Diversity

Empowerment

Environmental

Responsibility

Ethics

Great Employer

Recognition

Well know Brand

Market PositionProduct/ Service Quality

Organization Size

Social Responsibility

Technology Level

Work

Business Travel

Innovation

Job ImpactJob-Interests

Alignment

Location

Recognition

Work Life

Balance

People

Camaraderie

Collegial Work

EnvironmentCoworker Quality

Manager Quality

People

Management

Senior Leadership

Reputation


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