c2 recruitment1.ppt

8/10/2019 C2 Recruitment1.ppt

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It doesn't matter who you

are, where you come from.

The ability to triumph

begins with you Always.

- Oprah Winfrey


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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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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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Factors affecting Manpower

Planning Sales and production forecasts

The effects of technological change on

task needs

Variations in the efficiency, productivity,

flexibility of labor as a result of training,

work study, organizational change, new

motivations, etc.

Changes in employment practices (e.g.

use of subcontractors or agency staffs,

hiving-off tasks, buying in, substitution,


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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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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


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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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ecruitment

ob Vacancy


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Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internalSelection:Measurement, external, internal

Employment:Decision making, final match

Organization

Mission

Goals and Objectives

Staffing Organizations Model

5-9


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Definition

1. The process of searching for prospective

employees & stimulating them to apply for jobs

in the organizationsFlippo

2. Involves attracting and obtaining as many

applications as possible from eligible job seekers


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Recruitment

Recruitment is the process of finding and attracting capableapplicants for employment. The process begins when new

recruits are sought and ends when their applications are

submitted. The result is a pool of applicants from which new

employees are selected. ----- Werther and Davis

Human Resource

Planning

Job Analysis

Recruitment Selection Placement

Linkage of recruitment to human resource Acquisition


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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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Factors Affecting Recruitment

Organizational /Internal Factorsto determine

success & failure of the recruitment program

Reputation of the org. (size, profitability, mgt)

Org culture & attitude of mgti.e. e/e friendly

policies

Geographical location of the vacant position


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Organizational /Internal Factors

Amount of resource allocated - critical & non

critical positions

Channels & methods of advertising

Pay package


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Factors affecting recruitment

Internal factors:

v Companys pay package;v Quality of work life;

v Organizational culture;

v Career planning and growth;

v Companys size;

v Companys products and services;

v Geographical spread of the companys operations;

v Companys growth rate;

v Role of trade unions;

v Cost of recruitment;

v Companys name and fame.


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Environmental /External Factors

Labor market situation, demand for manpower

Stage of development of industry to which the

organization belongs

Culture, social attitudes & beliefs

Law of land & legal implications


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External factors:

v Socio economic factors;

v Supply and demand factors;

v Employment rate;

v Labour market conditions;v Political, legal and governmental factors;

v Information systems.


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Purpose and Importance of Recruitment

Recruitment represents the first contact that a company

makes with the personnel having potential to be

employed.

It determines the present and future human resource

requirements in conjunction with human resource

planning.

It helps to increase the pool of potential personnel.

It helps in increasing the success rate of the selection

process.

It reduces the rate of initial turnover rate.

It helps in evaluating the effectiveness of various

recruitment techniques

It helps to meet the organizations legal and social

obligations regarding composition of its workforce.


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Process of Recruitment

According to Famularo4 elements1. Recruitment Policy

2. Recruitment organization

3. Forecast of manpower

4. The sources of recruitment


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Recruitment Policy

Policy may involve a commitment to broadprinciples - filling vacancies with the bestqualified individualsDale Yoder

Must contain

1. Organizations objectives

2. Identification of the recruitment needs

3. Preferred sources of recruitment4. Criteria of selection & preferences

5. Cost of recruitment


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Recruitment Policy contd

Should satisfy

1. In conformity with its general personnel policies

2. Flexible enoughto meet org needs

3. Designed on a long term basis

4. Match qualities of the e/es with org

requirements


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Recruitment organization

All employment activity should be centralized

Merits of centralization

1.Reduces administrative cost2.Scientific selection

3.Reduce favoritism

Centralized departmentemployee office or

recruitment sectionresponsible for recruitment

function


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Forecast of Manpower requirement

Human resource planning at different levels

Job analysisused in recruitment


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Sourcing Channels

Recruitment methods

Internal

Employee Referrals by OtherDepartments

Present Permanent employees

Present temporary and casual

employees

Retrenched or retired

employees

Dependents of deceased,

disabled, retired and present

employeesPromotions

Transfers

External

Advertisement

Placement Agencies

Internships

Job Sites

E-Recruiting Campus

Data Base

Alumni

Associations/Interest Groups/Networks

Temporary Leasing

Trade unions

Passive Recruiting (Unsolicited application)

Career Fairs


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Sources of Recruitment

I. Internal sources - present working force

HR inventoryan outcome of HRPbase

Announce vacancies through notice boards,

circulars, office bulletinsjob posting

Management evaluates applicationfinal selection


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Internal sources contd..

Merits

1. Improves employee morale

2. Encourages competent and ambitious employees

3. Improves employee loyalty

4. Employer is in the better position to evaluate the

candidates (e/es)

5. Minimum cost6. Time and resources - saves selection and

induction cost


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Internal sources contd..

Demerits1. Leads to inbreeding system, discourages

new e/e

2. Internal source sometimes may dry up

3. Bias in selection (promotion - seniority)


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Sources of Recruitment contd..

II. External sources - Outside the organization

A. Direct methods

Traveling recruiterseducational and professional

institutions

Recruiting is done in cooperation with placement

office of a college


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External sources contd..

B. Indirect methods

1.AdvertisementsPrint - Newspaper

The nature of the job, level criticality in an org.determine mode and medium of advertisement

E.g. blue collarcompany bulletin

white collartrade journal, magazine, newspaper(employment news etc.)

Sometimes org. may go for blind adspost boxno., placement consultancies


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Reason is1. To hide the fact from competitors

2. Avoid to responseall applicants

Advertisements containing exaggerated

claims, gimmicks - avoided


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Advertisementsradio, television

TV and radioless used in recent days

E.g. i-flex solutionsad in FM local channel


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Advertisementsinternet Internet portalsmonsterindia.com,

jobsahead.com, naukri.com, careerbuilder.com,

joboptions.com

Large organizations maintain their own websites

gives information on vacancies


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Contents of an ideal advertisement

Emoluments, benefits and other facilities available

Job requirements

Last date to respond

Ways to respondemail, telephone, post

May talk about work culture


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External sources contd..C. Third party method

1. Employee referralslower and middle level mgt

Employees recommend friends/relatives

Advantages

Recommend good candidate - reputation

Candidate will getinside picture of the org

Less time consuming

Low cost


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Third party method contd..

2. Employment agencies

a. Public or state agencies

Few years agopopular in India

Graduates register themselves

Agency acts as a connecting link

Now concept is outdatedchanging needs


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b. Private agencies

Now a days in demand

Invite applicationsscreenfirst round shortlist

test/interviewsecond round shortlistHR dept

conduct final interviewselection

c. Head hunters/Executive recruiters

Specialized category of private agencies

To cater - top mgt

Handle executive searchhigh fees


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3. Educational institutions

Provide placementby inviting companies

Companies short list the collegesthen visit

Long term relationship are built


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4. Interested applicantsunsolicited applications

Applications by post or email or in personto org

No vacancystore in data bank

Need arisesused

E.g. Tata Indicom CV drop box


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5. Other sources

For certain types of positions

E.g. recruiting from association of handicapped

Build imagegood corporate citizen


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Need for flexible and proactive

recruitment policy

Org policymay have positive or negative image

on recruitment policy

Recruitment policy should be flexibleto cope up

with changing needs

E.g. ISRO


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Evaluation of a recruitment

program

For effectiveness

Success of RP can be judged based on,

Number of successful placements

Number of hirings

Number of offers made

Number of applicants

Cost involved

Time taken for filling up the position


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Alternatives to Recruitment

Outsourcing

Contingent Workers

Professional EmployerOrganizations (EmployeeLeasing)

Overtime


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Selection


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Concept of selection

The process of choosing the most suitable

candidate for a job from among the available

applicants

Initial screening interview up to the final

employment decision


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Selection decision outcomes


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El t f l ti


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Elements of selection process


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Selection method standards

1. Reliabilitymethod is reliable if it produces

consistent resultsdifferent situations

It can be measured

a. The repeat or test-retest approach

Group of candidate take the same test twicea

gap of two to three weeks

Similarity in the pattern of scoring, analysis ofscoresdetermine reliability


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Selection method standards contd..

b. The alternate-form or parallel-form method

2 similar but separate forms are given at the same

time

The pattern of scoringdetermine reliability

c. The split-halves procedure

A test is divided into 2 parts and given Similarity in scoring - determines reliability


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2. Validitydegree to which success in the test

reflects success in the job

It can be measured

a. Criterion validity Correlation between scores in the selection

method and scores of job performance

Substantial correlation between these twovalidselection method

Selection method must be reliable to be valid


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b. Content validity

The extent to which the content of a selection

procedure is representative of important aspects of

job performance

c. Construct validity

To what extent selection method measures the degreeof identifiable characteristics in the candidates



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contd..3. Generalizabilitythe degree to which its validity

established in one context, can be extended to otherprimary contexts (different jobs, org, people anddifferent time period)

Selection method must be valid to be generalized

4. Utilitythe degree to which the value provided bythe selection method enhances effectiveness of anorganization

Job market conditionmay affect utility even if 3factors are constant

Reliable, valid & Generalized methodmore utility


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5. Legality

Should comply with the existing laws and legal

precedents

The


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selection

processThe selection

process


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Application forms

Also called as application blank

It is a formal record of an individuals appeal or

intention for employment

Helps in initial screening of the applicants

Organizations may use short or long application

forms

Application forms contd


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Application forms contd

Application forms contd..


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Application forms contd..

Contents of application form

Personal information

Educational qualification

Work experience

Salary

Personality items

Reference checks


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Evaluation of application forms

1. Clinical method

All the information furnished by the applicant is

analyzed and inferences are made about

personality (leadership, emotional stability,assertiveness, attitude)

Based on assessed personalitysuccess in the

job is predicted


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Evaluation of application forms contd..

2. Weighted method

A statistical technique

Certain points or weightsassigned to each item


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The Pros and Cons of resumes versus applications

Pros

Cons

Applications Resumes

Straight forward

Structured

Limit embellishment

Easier to evaluate

Close endedlimited creativity

More expensive to develop and

distribute

Open ended; promote creativity

Allow applicants to emphasize

what they feel is important

Allow applicants to hang

themselves

Less expensive and easier to solicit

Allow applicants to omit information

Foster embellishment

Harder to evaluate

Resume screening checklist


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g

The next thing you need to know is what should be included on the resume

screening checklist

Overall appearance

Layout

Experience

Education and credentials

Relevant affiliations and activities

References


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Ethical issues in application form design

The questions that should not be asked

those having no relevance in context of the job

That invade privacy of the applicant

May lead to discrimination

Leading to adverse affect on the employment of women,

minority, disabled candidates

S l ti T t


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Selection Tests

Selection methods to evaluate an applicant They evaluate aspects like performance,

intelligence, attitude etc.

1. Intelligence tests

Standardized tests

They define the components of intelligence as

reasoning, judgment, memory and power of

abstraction

I.Q. = (Mental age / Chronological age) * 100

Selection Tests contd


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Selection Tests contd..

2. Aptitude testsability, talent, capacity Measure an individuals ability to learn a given job

Test motor capacities likefinger dexterity, hand dexterityand hand-eye coordination

3. Achievement testsproficiency, knowledge tests Job related proficiency and knowledge measured

To select experienced candidate

e.g. job knowledge testknowledge in the area of experience

testede.g. work sampleability to perform job related task - tested

S l ti T t td


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Selection Tests contd..

4. Situational tests

Used to select middle and senior level management

position

Candidates are exposed to simulated business

situationsresponse recordedevaluated

a. Group discussion

Members are left to interact on their ownwithoutany leader

Initiative, leadership quality, negotiating,

communicating, decision making skillsassessed

by observation

Situational tests contd


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Situational tests contd..

GDCompleted quicklyevaluation on the spot

Quick elimination is possible

b. In basket exercise

Tests managerial and administrative skills of thecandidate

Exposed to simulated office situationrespond to

letters, clear important documents, scheduling

meeting, decision making

Brings out capabilities of a candidate in an office

environment


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Situational tests contd..

c. Simulated business games

Candidates play the role of a simulatedcharacter & are evaluated with in a group

Selection test contd


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Selection test contd..

5. Interest tests

To identify and understand the degree of

interest a candidate has in a job

For better performance

Inventorylikes and dislikes, hobbies and

other activities

Selection test contd


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6. Personality tests

To know job related personality traits

Can assess value system, emotions, maturity

& other personal characteristics Expressed in terms of traits likeself

confidence, optimism, conformity, objectivity,

judgment, dominance, submission. Used to select top management

E.g. Fiorina of HP900 questions2 hours


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Big Five Personality

Characteristics


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7. Polygraph testslie detector test

To test the validity & trustfulness of an applicants

answer

Polygrapha device that measures Psychological

changes like increased perspiration

Reflect changes in emotional state that accompany

lying


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Polygraph tests contd..

Procedure

Attach person to the machine with painless

electronic probes

Expert asks a series of neutral questions Reaction to neutral questionsascertain

Then specific questions will be asked

Determine accuracy


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Selection tests contd..

8. Graphology - Hand writing analysis

To assess individuals personality, emotional

characteristics & honesty

Graphologist studies applicants handwriting

& signature to discover the persons needs,

desires & psychological makeup


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uneven pressure, poor rhythm, lack ofcontrolindication of writers inner

disturbance

I i


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Interviews

A procedure designed to obtain information from aperson through oral responses to oral inquiries

Selection interviewa selection proceduredesigned to predict future job performance on thebasis of applicants oral responses to oral inquiries

Reliability and Validity in Interviews


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Reliability and Validity in Interviews

Face

Validity

InterraterReliability

Intrarater

Reliability

Interview

Reliability and

Validity Issues

S l ti I t i i


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Selection Interviewing

Reliability and Validity of Interviews

Intra-rater reliability:interviewers who are

consistent in their ability to select individuals who will

perform well.

Inter-rater reliability:the extent to which different

interviewers agree in the selection of individuals who

will perform well.

Face validity:a test that appears to be valid becauseexternal observers assume, without proof, that it is.

Unstructured interviews are less reliable and less

valid than structured interviews.

Types of Selection Interviews


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yp


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Advantages

Cross check the information provided in theapplication

Part of recruitment process

E/r can sell his org & job to candidate

Disadvantages

Subjectivityopinion & perception of the

interviewer Individual biasgender, religion, nationality,

education


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I t i td


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Interview contd..

II. Selection interviews/ Core

Interaction b/w the job applicants and line manager or

experts

Job knowledge, skills, talent are evaluated

1. Formal and structured interview

Based on job analysis

Interviewer selects the question

Plans the interview in advance

No scope for subjectivity

Same questionsto candidatesbetter evaluation

S l ti i t i td


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Selection interviews contd

2. Unstructured interview

No predetermined frame work of questions

More scope for open ended questions

Candidates remain comfortableduringinterview

Tends to be more subjective

Selection interview contd


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Selection interview contd..

3. Stress interview

Ability to perform and deliver under stresstested

The applicant is made uncomfortable by a series of

often rude questions. This technique helps toidentify hyper sensitive applicants and those with

low or high stress tolerance

Less popular in now a days organization


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Selection inter ie contd


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Selection interview contd..5. Panel interview

Group of interviewers question the

applicants

Job involvescross functionalinteractions

6. In-depth interview Expertstestcandidates knowledge

and understanding of the subjectassess

his performance

Interviews Contd


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Interviews Contd..III. Decision making interview

Selected applicants interviewed by HR

mgr and dept head

Informal Try to find out salary expectation and other

detail

HR mgr & Dept head communicate theirdecision to concerned authority

Interview process


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Interview process

1. Preparation

Determine the objectives

Read the application

Determine the mode of evaluation2. Setting

Pleasant seating arrangements

Avoid attending phone calls, meetingcolleagues

Make the candidate feel relaxed

Interview process contd


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Interview process contd..

3. Conduct the interview

Open ended questionscope to speak

Probing questions can be asked

Should not invade the privacy of the

candidate

Listening

Taking notes



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Interview process contd..

4. Closing an interview

Avoid awkward gestures and words

Make an overt sign

5. Evaluation

Soon as he leaves the room



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6. Reference checks

If necessary

7. Medical examination

Conducted if mandatory


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Selection systems as stock portfolios


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20% - Team

work

15% - Attention

to detail

20% - Flexibility

15% - Respon-sibility

30% - Problem

solving

Placement


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Placement

Right candidate is placed at the rightposition

You are Hired


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You are Hired

Now What?

Most Important Stage

Orientation


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Orientation

Process to introduce new employees toorganization

Familiarize new employee to job and work

unit

Help employee to understand values,

beliefs, and acceptable behaviours

Selection Factors for Global


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Employees


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Which benefits do employees find most desirable?


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The following are the top ten employee priorities based on

needs, fears, and goals

Feeling secure

in job

Having

financial

security

Savings for

childs tuition

Preparing for

retirement

Savings for a

homeRetiring early

Furthering my

education

outside work

Making more

money

Staying

healthy

Having more

tiime for

family

Placement


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When once the candidate reports for duty, the

organization has to place him initially in that job forwhich he is selected.

- Employees are trained for the job and also in relation

to related jobs.- Employee is placed on the actual position, only when

the probation period is over.

- if the performance is satisfactory then only the

candidates are regularized.

INDUCTION


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Induction is the process of receiving and welcoming

an employee when he first joins a company and giving

him the basic information he needs to settle down

quickly and happily and start work.

This process is having lot of significance, as the rateof turnover among new employees is very high in

comparison to senior executives.

(Lectures, handbooks, films, group seminars are usedto impart the information to new employees about the

environment of the job)

The employees are made aware with:-


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p y

(i) About the company

History, growth, management, products,markets, customers etc

Basic conditions of employment-hours of

work, shifts, holidays, retirement benefits

etc.

Pay, allowances, deductions

Grievances procedures

Canteen and restaurant facilities

Unions, negotiating machineries

(ii) About the department


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The department head introduces the new employee

to the important employees of the department.

Functioning style of the department

Work distribution, assignment, working hours etc.

(iii) About the superiors, subordinates etc

To person whom he has to report

To the persons with whom his work is related

To the persons who are to report him

To his colleagues

Objectives of Induction


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Objectives of Induction

Putting new employees at ease

Creating the interest in his job and the company

Providing basic information about working

arrangements

Indicating the standards of performance and

behaviour

Informing them about training facilities

Creating the feeling of social security

Minimizing the reality shock which would be

caused due to incompatibility.

Internal Mobility


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Internal Mobility

The lateral or vertical movement (promotion, transfer,demotion or separation)of an employee within anorganization is called internal mobility.

It may take place between jobs in various departments or

divisions.

Some employees may leave the organization for reasons

such as better prospects, retirement, terminations etc.

Such movements are known as external mobility.


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Transfers

A transfer is a change in job assignment.

It may involve a promotion or demotion or

no change at all in status and

responsibility.


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Purpose of Transfer

To meet the organizational requirements To satisfy the employee needs

To utilize employees better

To make the employee more versatile To adjust the workforce

To provide relief

To reduce conflicts To punish employee


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Promotion

Promotion refer to upward movement of anemployee from current from current job to

another that is higher in pay, responsibility

and/or organizational level. promotion brings

enhanced status, better pay, increased

responsibility, better working condition to the

promote.


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Purpose of promotion

To utilize the employee skill, knowledge To develop competitive spirit

To develop competent internal source of

employees To promote employee self-development

To promote interest in training

To build loyalty To reward committed


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Demotion Demotion is the downward movement of an employee in

the organizational hierarchy with lower status and pay.

It is a downgrading process where the employee suffers

considerable emotional and financial loss in the form of

lower rank, power and status, lower pay and poorworking conditions.


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Causes of Demotion

A promote is unable to meet the challengesposed by the new job

Due to adverse business conditions,organization

may decide to lay off some and downgrade

other jobs.

Demotion may be used as disciplinary tools

against errant employees


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Separations

A separations is a decision that the individual

and the organization should part.

separations can take several forms, such as

temporary leaves of absence, attrition,layoffs.


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Separations

Temporary leaves of absence Resignation

Retirement

Death Lay off and retrenchment

Outplacement

Suspension Discharge and dismissal

c2 recruitment1.ppt

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