Training Program on Recruitment and Selection

Attracting brightest and the best EmployeesKalyan VadrevuAsst.Vice President - Recruitment Wells Fargo India Solutions Staffing and Recruitment a holistic pictureStaffing Staffing is a process where organizations can ensure that they have right number of people with right capability, in place at right time

Any approach to staffing will have :Defining the number (staffing levels) and types (capabilities) of employees who will be needed at a particular point in the future to implement plans effectively (often including how that staff should be organized and deployed);Identifying the staffing resources that are currently available;Projecting the supply of talent that will be available at that point in the future for which requirements have been defined (e.g., factoring in the effects of turnover, retirements, planned movement, etc.);Identifying differences between anticipated demand and forecasted supply; andDeveloping and implementing staffing plans/actions needed to close talent gaps and eliminate surpluses.StaffingSupply NowSupply Then PreliminaryGaps/Surpluses Demand ThenDefine StaffingPlansFinalGaps/SurplusesStaffing PlansInternal MovementExternal TransfersVoluntary TerminationsNormal RetirementsSalient points to considerLook staffing as proactive and ongoing processStaff cannot be simply supplied on demandWar for Talent in Job MarketFocus on issues may not be the organizationConsider Tailoring process for each issueKeep plans separate, not consolidatedGather Data and keep analyzingScenario Planning

Considering New Approaches`Instead of this Consider thisPredicting the future Build a longer- term context for short-term decision makingAddressing staffing as an implementation concernAddress staffing from a proactive, Planning perspectiveFocusing on organizations and unitsFocus on issuesDefining a one-size-fits-all process Tailor the process and parameters for each issueIncluding all positions Focus on positions where you need to be proactive or need time to reactConsolidating plans Keep plans detailed, separate, and distinctCreating plans as a one time event (e.g., annually)Create plans in response to changing strategies, whenever change occurs or is discussedCreating reports and listings that describe what wasFocus on planning and looking ahead to what will beStaffing PlansInternal MovementsSkill / Knowledge EnhancementsCareer Development ProgramsExternal Hiring (RECRUITMENT)

Recruitment the process of acquiring talent from job marketOrganization StrategyHR and Recruitment StrategyXYZ CompanyMission and Vision Goals and ObjectivesRecruitment FrameworkLines of BusinessDemandGenerationRecruitmentPrioritiesPlanning:DemandSupplyLogisticsRecruitmentMetrics

Data managementReport Generation

Establish Supply ChainFeedback - Learn / Measure / Improve EfficiencyRecruitmentOperations

SourcingScreeningAssessmentSelectionOfferJoining

Capture as much forecast information as possibleElicit and encourage quality in demand informationContinuously update. Ensure accurate and timely information flow

What Supply Chain means to usIdentify key measures of demand and supply flowPrioritized demand and supply channelsImprove supply channels, evolve new channelsDefine supply goals and metricsCreate, publish, continuously update the Target Reports

Operations driven by supply planAdherence to agreed processContinuous measurement and improvement of cycle timesIn-process reporting, escalation, and correctionDEMAND MANAGEMENTPLANNINGSUPPLY OPERATIONSHow do we measure ourselvesRecruitment MetricsQuantitativeTAT - By Level, LOB, PracticePercent within Cycle Time GoalsRate of improvement in Time-To-StaffMeasure Interview Evaluation v/s actual performance

QualitativeFunnel conversion ratesRequirements changesNiche SkillsSatisfaction Candidate Experience and Customer ExperienceRecruiter competence Handling senior level hiringConveying selection process outcome

CostStaffing cost per position, by level, account, practiceSourcing mix vendors, subcontractors, referralsRevenue realized, revenue lost

Recruitment CycleScreeningSchedulingInterviewingSelection DecisionLevel & Compensation FitmentCompensation NegotiationExpectation SettingPost Offer Follow-upMarket AnalysisSupply ChainDefine Search CriteriaBrand BuildingSourcing StrategyOfferReference CheckDocument CollectionBackground VerificationOn boardingJeremyCASE STUDYIdentifying Talent - Key DimensionsLEARNING OBJECTIVES Explain how overall HR strategy guides recruiting practices.

Explain important characteristics and search patterns of different types of people looking for jobs. Describe the characteristics of organizations that attract recruits.List various recruiting sources and be able to describe their strengths and weaknesses, as well as their linkage with strategic recruiting practices.Explain various approaches for evaluating the effectiveness of recruiting

STRATEGIC RECRUITING Employee recruiting is the process of identifying and attracting people to work for an organization.

A strategic approach to recruiting helps an organization become an employer of choice and thereby obtain and keep great employees who produce superior goods and services. Employee recruiting is the process of identifying and attracting people to work for an organization.[ The basic goals of recruiting are to communicate a positive image of the organization and to identify and gain the interest and commitment of people who will be good employees. Talk about the example in the textbook of McDonalds.

Recruiting StrategiesThere are Two approaches used in business today.Broad scope, which represents a set of work skills that a lot of people have.Targeted scope, which represents a set of skills that only a few people have. Two Recruiting Strategies used in Business Today.Broad scope, which represents a set of work skills that a lot of people have. Targeted scope, which represents a set of skills that only a few people have.

Recruiting StrategiesBroad skill scope strategy focuses on attracting a large number of applicants.This approach makes sense when a lot of people have the characteristics needed to succeed in the job. The skills and Knowledge needed is very limited, trainable and tuned as needed.

Broad skill scope strategy focuses on attracting a large number of applicants.This approach makes sense when a lot of people have the characteristics needed to succeed in the job. Organizations using the Bargain Laborer HR strategy would use this approach to hire a large number of nonspecialized employees, who often stay with the company for only short periods of time. Organizations using the Loyal Soldier HR strategy seek to keep employees for longer periods, but again, the employees do not need specialized skills to succeed. Most people have what it takes to perform the job tasks, and having a lot of applicants provides the organization with many alternatives about whom to hire. Recruiting Strategies

Targeted skill scope strategy seeks to attract a small group of applicants who have a high probability of possessing the characteristics that are needed to perform the specific job. This approach is used when you are looking for a very limited number of applicants with a very specific or rare set of skills. Targeted skill scope strategy seeks to attract a small group of applicants who have a high probability of possessing the characteristics that are needed to perform the specific job. Such an approach makes sense when only a select few have what it takes to perform the job successfully. For example:.Recruiting a university professor is one example of such a targeted approach. Only a small number of people have the education and experience necessary to work as professors.

Understanding Potential EmployeesEffective recruiting is understanding the needs, goals, and behaviors of people searching for jobs.There are three types of people looking for work:people entering the workforce for the first time. people who have been in the workforce but are currently unemployed.people who are currently employed but seeking a different job. An important part of effective recruiting is understanding the needs, goals, and behaviors of people searching for jobs. There are three types of people looking for work: people entering the workforce for the first timepeople who have been in the workforce but are currently unemployedpeople who are currently employed but seeking a different job. New Workforce EntrantsWhen do most people enter the full time workforce?When they graduate from schooleither high school or college.Their job search goes through several stages. The First Stage is determining what openings exist, what qualifications are necessary, and how to apply. The Second Stage focus is on finding out specific details about particular jobs. When do most people enter the full time workforce?When they graduate from schooleither high school or college.Their job search goes through several stages. The First Stage is determining what openings exist, what qualifications are necessary, and how to apply. The Second Stage focus is on finding out specific details about particular jobs.Discuss with the students the job search sequence they used. You can also ask; How can knowledge about the job search sequence of help organizations be more effective at recruiting? Since people entering the workforce search broadly in the beginning, organizations can benefit from finding ways to share positive messages that set them apart from other potential employers. The objective is to build positive impressions that influence attitudes and thereby guide future goals and actions. Normal marketing channels such as television and newspaper advertisements are helpful in this way. Unemployed / under employed work force The second group of potential job recruits consists of people who have been in the workforce but are currently unemployed.Organizations recruiting people from the unemployment ranks benefit from seeking out and encouraging people who have been laid off from other jobs to apply for openings. The second group of potential job recruits consists of people who have been in the workforce but are currently unemployed. Much of the research in this area explores the negative attitudes associated with being unemployed. You can relate to the frustrations of these people if you have ever had trouble finding a job. Unemployed workers get depressed easily. They experience decreased mental and physical health, lower life satisfaction, and increased marital and family problems. A consistent finding relating to job search for the unemployed is the importance of social support. People remain more optimistic, engage in more activities to find a job, and obtain better jobs when they feel strong social support from others Organizations recruiting people from the unemployment ranks therefore benefit from actively seeking out and encouraging people who have been laid off from other jobs. Helping individuals regain a sense of self-worth and confidence can communicate interest and caring. Workers Currently Employed Some of these individuals are actively looking for new jobs. Others are not looking but are open to a move if a good opportunity arises.People who search for alternative jobs while still employed tend to be intelligent, agreeable, open to new experiences, and less prone to worry. Passive Seekers and Active Job seekersSome of these individuals are actively looking for new jobs. Others are not looking but are open to a move if a good opportunity arises. People who search for alternative jobs while still employed tend to be intelligent, agreeable, open to new experiences, and less prone to worry Organizational AttractivenessThe following is a listing of general characteristics which attracted applicants to organizations. Familiarity / Brand Compensation and benefit programs Job Content Recruiting activitiesOrganization Culture Obtaining enough high-quality employees is an increasingly difficult task for most organizations. This means that organizations can develop a competitive advantage by creating a place where people want to work. In order to better understand what makes organizations attractive places to work, lets first look at some of the general characteristics that people desire in their places of employment. The following is a listing of general characteristics which attracted applicants to organizations. familiarity compensation specific organizational traits recruiting activities

Familiarity Organizations with a strong brand image thus have an overall advantage when it comes to recruiting. Their efforts to advertise their products and services provide them with a good reputation that helps them attract potential employees. They dont need to spend time and resources helping people become familiar with them. Efforts to create an image as a generally desirable place to work are very important for less well-known companies Organizations with a strong brand image thus have an overall advantage when it comes to recruiting. Their efforts to advertise their products and services provide them with a good reputation that helps them attract potential employees. They dont need to spend time and resources helping people become familiar with them. However, efforts to create an image as a generally desirable place to work are very important for less well-known companies Compensation and Organizational Traits People like organizations which pay competitively and; Offer better and more flexible benefits.Greater opportunities for advancement and higher job security. Organizational Traits People like working for organizations which have positive reputations such being friendly, sincere, kind, and trustworthy. Another organizational trait is innovativeness. People want to work for innovative organizations because they think their work will be interesting and fun. A third desirable trait is competence. People want to work for an organization that is successful People like organizations which pay competitively and; Offer better and more flexible benefits.Greater opportunities for advancement and higher job security. Organizational Traits People like working for organizations which have positive reputations such being friendly, sincere, kind, and trustworthy. (The Boy Scout Organization). Another organizational trait is innovativeness. People want to work for innovative organizations because they think their work will be interesting and fun. A Third desirable trait is competence. People want to work for an organization that is successful.Recruitment SourcesOrganizations use a variety of sources to find job applicants. Some sources, such as referrals from current employees, are relatively informal. Other sources, such as professional recruiters, are more formal. Some of the various sources are as follows:job posting, employee referrals, print advertising, electronic recruiting, employment agencies, and campus recruiting. Organizations use a variety of sources to find job applicants. Some sources, such as referrals from current employees, are relatively informal. Other sources, such as professional recruiters, are more formal. This slides introduces the students to the terms job posting, employee referrals, print advertising, electronic recruiting, employment agencies, and campus recruiting. As with most practices, each method has its strengths and weaknesses. Certain methods also align better with particular HR strategies. Factors that Influence Job Recruits

Job Posting Job Posting uses the organizational internal communication channels to inform current employees about job opening and promotional opportunities. Today organization uses the company web site and email to notify employees of employment opportunities.Employee Referrals Employee referrals occur when current employees get their friends and acquaintances to apply for positions.Referrals are thought to have at least four primary strengths. First, obtaining job applicants through referrals is a relatively inexpensive method of recruiting. Second, referrals are quicker than many other forms of recruiting. Third, people hired through referrals tend to become better employees who are less likely to leave the organization. Fourth, current employees become more committed to the organization when they successfully refer someone. Employee referrals occur when current employees get their friends and acquaintances to apply for positions. Almost all organizations and job seekers rely on referrals to some extent. In many organizations, it is common for as many as one-third of new employees to come through the referral process. A majority of human resource professionals also believe that employee referrals are the most effective method of recruiting.Referrals are thought to have at least four primary strengths. First, obtaining job applicants through referrals is a relatively inexpensive method of recruiting. Second, referrals are quicker than many other forms of recruiting. Third, people hired through referrals tend to become better employees who are less likely to leave the organization. Fourth, current employees become more committed to the organization when they successfully refer someone.

Print AdvertisingEmployment advertisements are a major part of almost all newspapers. People who are looking for employment often search daily for work opportunities by reading the help wanted section of a newspaper. An advantage of newspaper advertising is thus the potential to reach a very large number of people for a relatively low cost. Newspaper advertising works particularly well for the broad recruitingEmployment advertisements are a major part of almost all newspapers. People who are looking for employment often search daily for work opportunities by reading the help wanted section of a newspaper. In fact, some people read employment advertisements to stay familiar with hiring trends even though they are not searching for a new job. An advantage of newspaper advertising is thus the potential to reach a very large number of people for a relatively low cost. Newspaper advertising works particularly well for the broad recruiting associated with the Bargain Laborer HR strategy. General advertising in newspapers can also help build a positive reputation for the organization as a desirable place to work. Electronic Advertising

Uses the internet, to send recruiting messages.Popular websites such as: www.Monster.com www.careerbuilder.com

Increasing effectiveness of online recruiting

Source: Information from Jeff Stimson, Recruiting Via the Web, The Practical Accountant 37, no. 7 (2004): 2630.Campus Recruiting

Campus recruiting focuses on working with specific colleges and universities to recruit graduating students. Organizations that recruit successfully work hard to build a strong reputation among students, faculty, and alumni. Relationships are built through activities such as giving talks to student organizations and participating in job fairs. CASE STUDYThank you Application Tracking System Kalyan VadrevuAsst.Vice President - Recruitment Wells Fargo India Solutions Application Tracking SystemIntegrated, automated process of staffing which captures entire work flow.

Enables users to switch from the traditional, manual excel based methods of recruitment.

A simple, user friendly, effective business solution, which takes care of entire recruitment process, enabling Business Managers, Agencies, Recruiters, and candidates simultaneously.

Help generation of reports and analysis

Helps in HR in achieving greater customer satisfaction and candidate satisfaction.

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FEATURESWeb enabled software. Can be installed and operated from anywhere.Completely customizable applications. The multiple web sites can be linked Solutions available in service model and as a software product

Comtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgMODULESCandidate ModuleRecruiter ModuleHiring Manager Module Agency ModuleAdministrator ModuleComtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgFUNCTIONALITIESResume Management- Potential candidate can visit your website and can submit their resumes, which will be stored in the software.Client Management:-Business development team can enter the client details and also the client position requirements.Position Management:-Assign the position requirements to your recruiters with dead lines.

Comtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgRecruiter ManagementRecruiters can MAP the requirements with the candidate database BULK upload all your existing candidate resumes Calculate billing information of your clients Get proper MIS reports Task Management Tool Can allocate selected open positions to AgenciesComtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgCANDIDATE MODULE:-Add profileProvide basic informationPrimary qualification detailsTechnical Qualification skillsSkill DetailsCompany experience detailsSkill experience detailsSubmit open resumeSubmit resume against a job (posted by admin)View status ( Updated by Recruiter)

Comtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgADMINISTRATOR MODULELog in (User Name and Password)Change PasswordAdd Candidate- Individual CSV Upload (Bulk)Manage Clients- Add/ Edit/ DeleteManage Requirements- Add /Edit/ Delete Manage Recruiters- Add/Edit/DeleteAssign Position- Add/ Edit/ DeleteManage Fields- Add/ Edit/ deleteManage Users- Add/Edit/DeleteView Billing InfoView MIS Info

Comtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgRECRUITER MODULELog in (with individual username and password)Change PasswordTask Management To- do List- Candidate joining CV forwarded Open positionAdd candidate- Individual CSV Upload (bulk upload through an excel sheet)Manage Requirement- View Search Profile Advanced searchMap RequirementsUpdate Candidate Status (Call, Sent for interview, Telephonic Round Taken, Closed etc)MIS- Automatically created but recruiter needs to submit it)

Comtel Technologies Pvt. Ltd. www.comteltechnologies.orgComtel Technologies Pvt. Ltd. www.comteltechnologies.orgADMINISTRATOR MODULELog in (User Name and Password)Change PasswordAdd Candidate- Individual CSV Upload (Bulk)Manage Clients- Add/ Edit/ DeleteManage Requirements- Add /Edit/ Delete Manage Recruiters- Add/Edit/DeleteAssign Position- Add/ Edit/ DeleteManage Fields- Add/ Edit/ deleteManage Users- Add/Edit/DeleteView Billing InfoView MIS Info

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any question.??

Evaluating Job InterviewsSELECTION DEVICESWhat is Selection?A process of gathering information about a candidateMatching the information against standards/expectationsMeasuring the gap Evaluate if the gap is acceptableDecide on selection / rejection / hold

INTERVIEW AS A SELECTION DEVICEMost popular device despite its limitationsNobody likes to admit that he cannot interview properly.Its basic advantage is that it enables observation of non-verbal behaviour.What aspects can be assessed well through Interview?WHAT CAN BE ASSESSED WELL THROUGH INTERVIEW?Social Skill- Ability to get along well and create a good impression.Motivation - Motivation to work/change the job etc Fit - Culture fit, Chemistry, Organizational fit, THE RIGHT TYPE.Mental agility - Quick thinking/ Presence of mind.Job knowledge-Specific knowledge needed

OBJECTIVES OF INTERVIEWINGTo predict future behaviour and job performanceTo get a personal feel of the candidateTo provide information to the candidateTo persuade good candidates to accept your offer and join the company.To create a good image of the organization

LIMITATIONS

Interviewers make up their minds before the interviewInterviewers make up their minds quicklyInterviewers go by first impressions.Interviewers look for reasons to rejectEvery Interviewer goes by his own theoryINTERVIEWING-PRINCIPLESInterviewing involves gathering informationInformation about past behaviours can help in making better selection decisions. This is so because:There are patterns in people's behaviour.They can be seen in past performance.And they will be there in the future.INTERVIEWING-PRINCIPLES The candidate's past performance and future performance are two tips of the same iceberg. The strategy therefore is to:Recreate past performanceLook for personality patterns andVisualize future performanceFor this purpose:It is essential we get the candidate to talk freely.Let the candidate's personality express itself.WHAT TO LOOK FOR IN A CV?Reading the CV is not enough; it has to be digested. Making notes can help.

CV can help to generate hypotheses about the candidate but hasty conclusions are not advisable

A good analysis of CV (with notes) can immensely help the interview process by giving leads for detailed probing.WHAT TO LOOK FOR IN A CV?

WHAT TO LOOK FOR IN A CV?

STAGES OF INTERVIEW

IntroductionIntroduction to interviewersExplain interview processIcebreakerPutting the candidate at ease

MiddleOpen and probing questionsAttending Active listening ParaphrasingSTAGES OF INTERVIEW

ConclusionSummarizingAsk applicant if he has questionsInform about next stage in selection processAssessmentMeasurement / Assessment based on criteriaDecision RecommendationDocumentation

TYPES OF QUESTIONS

Open questionsCould you give me an example of ?In what way is your experience useful for this position?Probing questionsWhat was your exact contribution to this project?Could you describe in detail the equipment you use?Closed questionsWere you a part of the team?When did this happen?TYPES OF QUESTIONS

Hypothetical questionsWhat would you do in this case?How would you have handled the situation?Behavioral event questionsCould you give an instance when you succeeded by overcoming a lot of obstacles?Could you give an example of a difficult interpersonal situation you handled well?Capability questionsWhat are the key skills you are expected to use in your present job?What do you know about?TYPES OF QUESTIONSQuestions about motivationWhy did you decide to make a change from shop-floor to sales?What prompted you to move to.?Continuity questionsCan we move on to discuss.?Can we talk about your next job?

FREQUENTLY ASKED QUESTIONS Tell me something about yourself.

Why should we select you?

What are your achievements?

What has given you the greatest satisfaction in your career?

FREQUENTLY ASKED QUESTIONS Why do you want to work for us? What college subjects did you like best and least? Why?Where do you see yourself in next 2-3 years?What are your co-curricular or extra-curricular activities ?What do you know about our company?FREQUENTLY ASKED QUESTIONS What are your strengths?

What are your weaknesses?

Why are you looking for a change?

Do you have any questions to ask us?

AND FINALLY

THANK YOU VERY MUCH

AND

HAPPY INTERVIEWING

NoAreaAspect/DetailsHypotheses

1Work Experience Specific Responsibility

Results achieved

Relevance to your needs

Breadth, depth and complexity of experience A good candidate presents his achievements in a realistic manner

If not presented properly, there is a need for detailed probing

2Educational Background Kind of education

Elective subjects

Consistency of grades/marks Unexplained gaps are indicative of lack of dedicated efforts

Too much education can also be a problem

3Career Progress Mere movement is not enough. Progress is important.

Period of time spent on the same job Low level of progress may be an indication of lack of ambition/drive

May also suggest adjustment problems.

NoAreaAspects / DetailsHypotheses

4.Career stability Number of changes

Frequency of changes

No change

Changes due to mergers / acquisitions, downsizing etc. Changes without any progress, OR hasty changes are problems

No change may be a sign of complacency or reluctance to take risks

5.Portable AssetsWhat tangible skills, experiences, insights or product/ process knowledge does a person bring to the organization?Transferability is difficult if the person is working on proprietary technology OR if his previous employers work in specialized environment

6.Presentation skills How is the CV organized?

Is it in a standardized OR a unique format?Accuracy, Aesthetics/neatness indicate care taken

7.Indications of attitudeShould ideally convey courtesy, professionalism, assertiveness, and organized/systematic approachVague generalities, loose ends, inappropriate language are causes of concern.

8.Covering letter (if any)A letter referring to the advertisement OR the source of information A good covering letter indicates genuine interest