aima_hrm_05___06

8/11/2019 AIMA_HRM_05___06

1/69

Paper

HR-01: Human Resource Management

Session

Unit 5 & 6

Topics

Recruitment & Selection

8/11/2019 AIMA_HRM_05___06

2/69

8/11/2019 AIMA_HRM_05___06

3/69

Recruitment

8/11/2019 AIMA_HRM_05___06

4/69

Recruitment

1. The process of searching for prospective

employees and stimulating them to apply

for jobs in the organization.2. The activity of publicising information

about vacancies / jobs in the organization

and inducing the prospective candidates

to apply for the jobs.

8/11/2019 AIMA_HRM_05___06

5/69

Aim

To provide a sufficiently large number of

qualified and experienced candidates so

that the most eligible applicants can beselected.

8/11/2019 AIMA_HRM_05___06

6/69

Sources

1. Internal

2. External

8/11/2019 AIMA_HRM_05___06

7/69

Sources Contd.

1. Internal Internal sources refer to the

recruitment for jobs from within the

enterprise. Common internal sources are:1. Promotion

2. Transfer

3. Ex-employees

8/11/2019 AIMA_HRM_05___06

8/69

Sources Contd.

Advantages of Internal Sources:

(1) Familiarity(2) Better utilization of internal talent

(3) Economy

(4) Motivational value

8/11/2019 AIMA_HRM_05___06

9/69

Sources Contd.

Limitations of Internal Sources:

(1) Restricted choice(2) Inbreeding

(3) Absence of Competition

(4) Conflict

8/11/2019 AIMA_HRM_05___06

10/69

Sources Contd.

2. External External sources refer to the

recruitment of candidates from outside the

enterprise.

Common External sources are:

1. Advertisement

2. Employment Exchange

3. Employment Agencies

4. Employment Consultants

8/11/2019 AIMA_HRM_05___06

11/69

Sources Contd.

5. Head Hunters

6. Casual Callers

7. Word of Mouth8. Unsolicited Applications

9. Gate Hiring

10.Campus Recruitment

11.Union Recommendations

12.Employee Recommendations

13.Other Recommendations

8/11/2019 AIMA_HRM_05___06

12/69

Sources Contd.

Advantages of External Sources:

(1) Wide option(2) Infusion of new blood

(3) Element of competition

8/11/2019 AIMA_HRM_05___06

13/69

Sources Contd.

Limitations of External Sources:

(1) Frustration among existing employees(2) Expensive method

(3) Time consuming

(4) Lack of certainty

8/11/2019 AIMA_HRM_05___06

14/69

Selection

8/11/2019 AIMA_HRM_05___06

15/69

Selection

It refers to the process of offering jobs to one

or more applicants from among the

candidates.

It means establishing the BestFit between

job requirements on one hand and the

candidates qualification and experience onthe other.

8/11/2019 AIMA_HRM_05___06

16/69

Selection Contd.

A selection process / procedure is bound to

prove ineffective if it does not derive the relevant

information from the candidates which might be

useful for offering them employment.

It can also be called a rejection process since

more candidates may be turned away than hired

and hence selection is frequently described as anegative process in contrast with the positive

nature of recruitment.

8/11/2019 AIMA_HRM_05___06

17/69

Scientific Method of Selection

Five principal components of a scientific

selection procedure:

(1) Letters of application / application forms

blanks(2) References

(3) Medical checks

(4) Tests

(5) Interviews

8/11/2019 AIMA_HRM_05___06

18/69

Which of these to use and in what

order to use them?

Criteria for Selection of Components

1. Candidate expectations2. Importance of specific attributes

3. Time available

4. Cost

8/11/2019 AIMA_HRM_05___06

19/69

Criteria for Determining the

Order

(1) Assess key criteria early in the procedure

(2) Try to whittle down numbers as fast as

possible(3) Avoid the procedure becoming too labour

intensive too soon

(4) Bear in mind the candidates expectations

and try to avoid rejecting people without

due regard for their feelings.

8/11/2019 AIMA_HRM_05___06

20/69

Selection Tests

(1) Performance Tests measure specific skills.

(2) Knowledge Tests measure knowledge of

subject.

(3) Aptitude Tests measure basic ability todevelop particular skills or knowledge.

(4) Intelligence Tests measure a combination

of abilities important in a given culture.(5) Personality Tests measure a complex web

of factors which reflect a personscharacter.

8/11/2019 AIMA_HRM_05___06

21/69

8/11/2019 AIMA_HRM_05___06

22/69

Recruitment and Selection

Model Contd.

Work Load Analysis: is used to determine how

many employees of various types are required to

achieve total task targets in a given time frame.

Work Force Analysis:is used to determine how

many employees of various types are required to

achieve total task targets keeping a sufficient

margin for absenteeism, employee turnover and

idle time on the basis of past experience.

8/11/2019 AIMA_HRM_05___06

23/69

Interview

The interview consists of face to face

interaction between the interviewer and the

interviewee (Applicant).

Interview is the most commonly used

selection tool.

8/11/2019 AIMA_HRM_05___06

24/69

Interview Contd.

Interview can help:

1. The interviewer to assess candidatescapacity and motivation to perform a

job.

2. The candidate to formulate his / herown assessment of the job and the

organization.

8/11/2019 AIMA_HRM_05___06

25/69

Interview Strategies

There are three basic elements of goodinterviewing:

1. Contact:Establish rapport with interviewer.

2. Content: What is the interviewee saying? Howdoes it relate to what you want to know about him

/ her?

3. Control:Retain control of the interview ad steerthe discussion in appropriate direction as rapport

without purpose can lead the interview to

degenerate into a friendly chat which achieves

little.

8/11/2019 AIMA_HRM_05___06

26/69

Questioning Techniques

After breaking the ice with a fewpleasantries at the start of interview,

explain the purpose of your meeting and

the form it will take.The General Rules of Questioning are:

1.Ask open questions and listen to the replies.

2. Link your questions to candidates replies oryour own last question.

8/11/2019 AIMA_HRM_05___06

27/69

Questioning Techniques Contd.

3. Probe each reply to find out what thecandidate is really saying, without putting him

on the defensive. Summarize to check that you

have understood.

4. Keep to a logical sequence of questions so

that you dontconfuse him.

5. Use silence to give the interviewee time to

think and to encourage him to say more.6. Make encouraging noises, nod, and look

interested, to keep him talking.

8/11/2019 AIMA_HRM_05___06

28/69


7. Avoid interrupting him or putting words in hismouth.

8. Avoid multiple, ambiguous or jargon-riddled

questions which dont get you much further

forward.

9. Avoid using leading and yes / no questions

which limit the scope of the candidates

replies.10.Avoid criticizing the candidate or his replies.

This will put him on the defensive.

8/11/2019 AIMA_HRM_05___06

29/69


11. Avoid using mannerisms that the candidatemay find distracting.

8/11/2019 AIMA_HRM_05___06

30/69

8/11/2019 AIMA_HRM_05___06

31/69

Aims of Selection Interview

1. To help in the process of choosing people forjobs by:

1. Informing applicants about the jobs

2. Predicting which applicants will be ableand willing to do the job

3. Influencing suitable candidates to

accept

2. To show all the applicants, including the

failures, that the organization is a good one

and has tried to be fair. To create a good

image,or goodwill.

8/11/2019 AIMA_HRM_05___06

32/69

Aims of Selection InterviewContd.

3. To help the applicant in formulating his ownassessment of the job and the organization,

and to match the opportunity available with his

qualifications and skills.

Thus, it is an opportunity to match the Wants

of the company with the Wants of thecandidate.

8/11/2019 AIMA_HRM_05___06

33/69

Drawbacks of Selection

InterviewIn addition to the difficulties of conducting anyinterview, there are special difficulties with the

selection interview:

1. Both sides know much is at stake. It is a tense

interview.

2. The interview forces employer and applicant

into acting. Both may feel a vested interest insuppressing a part of the truth and

exaggerating other parts.

f S

8/11/2019 AIMA_HRM_05___06

34/69


Interview Contd.

3. The selection interview is unreliable as

different interviewers assess the same

candidate differently.

4. It is subjective in nature.

5. The task of predicting how applicants will

perform may be difficult as previous

predictions may be known to have beenmistaken.

D b k f S l i

8/11/2019 AIMA_HRM_05___06

35/69


Interview Contd.

6. The HALO Effect: people who are neat,

sunny and pause before speaking may be

automatically spotted as hard-working, honest,

good tempered, creative and intelligent.7. The Cloven Hoof Effect: assuming from

dirty shoes, coarse accent, scruffy clothes and

a weak smile as being idle, ignorant andunreliable.

D b k f S l ti

8/11/2019 AIMA_HRM_05___06

36/69


Interview Contd.

Despite its short comings, interview is the

most powerful and used selection tool.

Interviewing is an art, and improvement in

evaluation of candidates can be achieved by

training and practice.

8/11/2019 AIMA_HRM_05___06

37/69

The Selection Profile

Qualities Selection Tool

1. Ability to control difficult

situations

Interview

2. Communication ability:

a) Written

b) Verbal

Application blank

Group discussion

& interview

3. Persuasive power Group discussion

& interview

8/11/2019 AIMA_HRM_05___06

38/69

The Selection Profile Contd.


4. Ability to relate with people Group discussion

5. Inclination & capacity to go

in depth in the area ofinterest

Interview

6. Leadership qualities Group discussion

& interview7. Team building & initiative Group discussion

8. Frankness and openness Interview

8/11/2019 AIMA_HRM_05___06

39/69

The Selection Profile Contd.


9. Analytical ability Group discussion

& interview

10. Interest in the career Interview

11. Creativity Written test &

group discussion

12. Motivation Interview

8/11/2019 AIMA_HRM_05___06

40/69

Administrative Arrangements

Before you start inviting candidates forinterview, you must sort out where, when, how

and by whom, it is to be conducted.

1. Decide when and where the interview is to be

held.

2. Decide who will be involved in conducting it.

3. Notify the interviewers about the time andplace and arrange a meeting to plan the

interview.

8/11/2019 AIMA_HRM_05___06

41/69

Administrative ArrangementsContd.

4. Notify the candidates, in good time, about thetime and place. Also inform them how to get

there, who to ask for and roughly how long and

what form the proceedings will take place.5. Notify the receptionist, gate keeper or other

relevant person, whom to expect and where to

direct them.

6. Make arrangements to avoid being interrupted

during the interview and give yourself enough

time to be thorough.

8/11/2019 AIMA_HRM_05___06

42/69

Administrative ArrangementsContd.

7. If interviewees have to travel some distancefor the interview, make arrangements for their

expenses to be reimbursed.

8. If candidates expectations and time warrant it,arrange to have tea or coffee served. If you

are interviewing a candidate for senior

position, it may be appropriate to take him for

lunch.

G id li t b K t i Mi d

8/11/2019 AIMA_HRM_05___06

43/69

Guidelines to be Kept in Mind

While Conducting Interview

Personality

1. Physical appearance and manners.

2. Interests, inclinations and attitudes.

3. Initiative and motivation

4. Leadership and team building, confidence

5. Potential to take higher responsibilities

6. Frankness and openness

7. Maturity and stability, intelligence

8. Aptitude and ambition, social skills


8/11/2019 AIMA_HRM_05___06

44/69


While Conducting Interview Contd.

Communications

1. Ability to present his point of view in a

systematic manner

2. Clarity and fluency in spoken language

3. Alertness and understanding

4. Listening and feedback


8/11/2019 AIMA_HRM_05___06

45/69



Job Knowledge and Qualifications

1. Aptitude for the job

2. Abilities and skills

3. Minimum qualifications for job and desirablequalifications and skills

Experience

1. Relevant and related experience

2. Frequent changes in company

3. Stability vs frequent shifting in jobs


8/11/2019 AIMA_HRM_05___06

46/69



Family Background

1. Educated and employed

2. Belonging to which social class

S l Q ti f S l ti

8/11/2019 AIMA_HRM_05___06

47/69

Sample Questions for Selection

Interviewing

Preliminary Chit-Chat

1. Tea or Coffee?

2. Did you have a good journey?

3. What were your traveling expenses

4. How do you like living in ?

Transition

5. What do you know about us? (Tell the

candidate a bit more)

S l Q ti f S l ti

8/11/2019 AIMA_HRM_05___06

48/69


Interviewing Contd.

Previous Record

6. Did you like school?

7. What was your favorite subject? Why?

8. Did you decide to become a .while youwere at school?

9. Which of your jobs you have enjoyed most?

10.What was the best part of that job?

11.Did you get any valuable experience working

with..?

12.Are you glad you changed from. To.?

S l Q ti f S l ti

8/11/2019 AIMA_HRM_05___06

49/69


Interviewing Contd.

Personality

13. What are your main interests, apart from work?

14. What books have you read lately?

15. Where would you choose to live, ignoring thepossibility of employment?

16. Who is your favorite character in history? Why?

17. Do you think TV has made people moreilliterate?

18. What ambitions have you I work or social life?

Do you see yourself in.years time in any

particular job?

S l Q ti f S l ti

8/11/2019 AIMA_HRM_05___06

50/69


Interviewing Contd.

The Vacancy

19. Had you any particular reason for applying

for this job?

20. Do you mind..? (Mention some of thedrawbacks. Then describe the job)

21. Is that fairly clear? Would you like to ask me

any questions?

Sample Q estions for Selection

8/11/2019 AIMA_HRM_05___06

51/69


Interviewing Contd.

Geography

22. Have you thought about moving if you are

appointed?

23. What are the advantages anddisadvantages, geographically, of the move?

24. Can we help you with the move (loans,

suggestions, etc.)?


8/11/2019 AIMA_HRM_05___06

52/69


Interviewing Contd.

Conclusion

25. Thank you for the trouble you have taken.

26. We will be writing to you within.. Days.

8/11/2019 AIMA_HRM_05___06

53/69

InterviewAn interview is a meeting of two people, face

to face, to accomplish a known purpose by

discussion.

Formal & Informal Interviews

Formal Interviews have:

1. A purpose and a plan

2. Is held with an appointment and at an

agreed place

3. A written record

8/11/2019 AIMA_HRM_05___06

54/69

Interview Contd.

A round of interviews can be there

1. Informal interviews

2. Selection of the long list

3. First interviews

4. Short listing

5. Second interviews6. Final selection

8/11/2019 AIMA_HRM_05___06

55/69

Interview Contd.

Panel Size

1. One to one

2. Small panels

3. Large panels

4. Group interviews or discussions

5. Peer group interviewing6. Final selection

8/11/2019 AIMA_HRM_05___06

56/69

Interview Contd.The Three Levels

The interview is in some ways a charade played

out by both parties on at least three levels:

1. At first level both are likely to pay up service to thetwo way nature of what they are doing. The

interviewer will claim he wants to give all

information that the interviewee wants, that he is

scrupulously fair, that he will give applicant allopportunity to make his case in the best possible

way. The applicant will make out that he is being

honest, truthful and open in all he says.

8/11/2019 AIMA_HRM_05___06

57/69

8/11/2019 AIMA_HRM_05___06

58/69

Interview Contd.

The Phases of the Interview

1. The Introduction2. Methodical Questioning

3. The Conclusion

8/11/2019 AIMA_HRM_05___06

59/69

Interview Contd.

Types of Questions

1. Open Ended Questions

2. Closed Questions3. The Yes / No Question

4. The Multiple Question

5. The Leading Question

8/11/2019 AIMA_HRM_05___06

60/69

Tips for Interview

1. Try to get background information on theorganization / interviewer

2. Be Punctual

3. Dress for the occasion, since it wouldprimarily be a formal exercise be formally

dressed.

4. Introduce yourself appropriately5. Establish rapport with the interviewer (s)

6. Credentials or literature being presented

should be neat

8/11/2019 AIMA_HRM_05___06

61/69

Tips for Interview Contd.

7. Try to highlight the positive aspects /strengths of yourself / your product

8. Do not be overly aggressive

9. Do not try to dominate or monopolize theconversation

10. Try to be calm. Maintain a positive self

image11. Do not be evasive. Honesty is appreciated

in most cases.

12. Research subject / topic well

8/11/2019 AIMA_HRM_05___06

62/69


13. Anticipate the questions and keep youranswers ready

14. Check references in advance

15. Maintain protocol16. While being interviewed by member of

opposite sex maintain professional

detachment17. Be polite even while dissenting

8/11/2019 AIMA_HRM_05___06

63/69


18. Be attentive asking questions to berepeated may be taken as lack of

seriousness / attention span

19. Rehearse20. Use feedback received during interview

21. Follow up on the interview

8/11/2019 AIMA_HRM_05___06

64/69

Tips for Telephonic Interview

1. Assessment would primarily be onknowledge of the subject

2. Verification of information faded / sent

earlier3. Confidence level

4. Conversational ability

5. Language6. Media (Tele Conferencing)

7. Normally does not exceed 15 to 20 minutes


8/11/2019 AIMA_HRM_05___06

65/69

Tips for Telephonic InterviewContd.

8. Honesty is appreciated9. Brief and crisp

10. Minimize time

11. Be precise12. Asking for repetition gives impressions of

not being attentive / confident

13. Body language is not vital hence avoidunnecessary gestures


8/11/2019 AIMA_HRM_05___06

66/69


14. AccentPrepare by

- Talking to people

- Watching movies / video- News programmes on radio / TV

-Audio cassettes

- TOEFL tests


8/11/2019 AIMA_HRM_05___06

67/69


15. Keep abreast of the terms / phrases used /likely to be used by interviewer

16. Do not oversell

17. Remember receiving incoming calls ormaking outside calls places you in the role

of company public relations

8/11/2019 AIMA_HRM_05___06

68/69

8/11/2019 AIMA_HRM_05___06

69/69

THANK YOU !

aima_hrm_05___06

Documents