hr5 rec selec
Post on 18-Oct-2014
3.736 views
DESCRIPTION
TRANSCRIPT
![Page 1: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/1.jpg)
Recruitment & SelectionRecruitment & Selection
Factors affecting recruitment Recruitment Policy Sources of recruitment
Factors affecting recruitment Recruitment Policy Sources of recruitment
![Page 2: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/2.jpg)
RecruitmentRecruitment
The process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen (Byers & Rue)
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
The process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen (Byers & Rue)
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
![Page 3: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/3.jpg)
Recruitment PolicyRecruitment Policy
Recruitment policy gives guidelines for manpower staffing w.r.t. quantity and quality. (Yodder)
A good recruitment policy- Compiles with govt. policy Provides optimum employment security Ensures management interest in
employee development Prevents formation of cliques Reflects social commitment of
organisation by employing disabled and underprivileged.
Recruitment policy gives guidelines for manpower staffing w.r.t. quantity and quality. (Yodder)
A good recruitment policy- Compiles with govt. policy Provides optimum employment security Ensures management interest in
employee development Prevents formation of cliques Reflects social commitment of
organisation by employing disabled and underprivileged.
![Page 4: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/4.jpg)
Recruitment policy – We value the best
Recruitment policy – We value the best
The key objective of ICICI Lombard’s recruitment policy is to identify and hire people with relevant competencies and appropriate value system.
The approach is to source people through consultants, advertisements, job-sites, internal job postings and referrals.
The recruitment plan for various business functions is based on organizational business growth projections.
It is our endeavor to deploy right-person-for-the-right-job based on his\her strength and further hone functional competencies by providing a cross-functional exposure.
The key objective of ICICI Lombard’s recruitment policy is to identify and hire people with relevant competencies and appropriate value system.
The approach is to source people through consultants, advertisements, job-sites, internal job postings and referrals.
The recruitment plan for various business functions is based on organizational business growth projections.
It is our endeavor to deploy right-person-for-the-right-job based on his\her strength and further hone functional competencies by providing a cross-functional exposure.
![Page 5: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/5.jpg)
Factors affecting recruitmentFactors affecting recruitment
Organizational Factors Reputation of the organisation Organization's culture and
management attitude Geographical location Amount of resources allocated Channels and method used to adv.
vacancy
Organizational Factors Reputation of the organisation Organization's culture and
management attitude Geographical location Amount of resources allocated Channels and method used to adv.
vacancy
![Page 6: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/6.jpg)
Factors affecting recruitmentFactors affecting recruitment
Environmental Factors Situation in the Labour market Stage of development of the industry Cultural, social attitude and belief
Environmental Factors Situation in the Labour market Stage of development of the industry Cultural, social attitude and belief
![Page 7: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/7.jpg)
20 Lakh Jobs In The Aviation Sector Soon
20 Lakh Jobs In The Aviation Sector Soon
The civil aviation industry will generate about 20 lakh (2 mn) jobs in the next five years.
With the opening of the civil aviation sector there will be plenty of jobs available and this will come through a number of services not just technical but also non-technical such as marketing and finance.
The civil aviation industry will generate about 20 lakh (2 mn) jobs in the next five years.
With the opening of the civil aviation sector there will be plenty of jobs available and this will come through a number of services not just technical but also non-technical such as marketing and finance.
![Page 8: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/8.jpg)
Retail to create 8 mn jobs in six years Retail to create 8 mn jobs in six years
The ongoing retail boom is expected to translate into 8 million new jobs over five to six years. This is in addition to the 21 million jobs already sustained by retailers, including ‘mom & pop’ stores.
The situation could turn even better once retail gets industry status and big-time investments flow in –– either from multinational chains or home-grown corporates.
The ongoing retail boom is expected to translate into 8 million new jobs over five to six years. This is in addition to the 21 million jobs already sustained by retailers, including ‘mom & pop’ stores.
The situation could turn even better once retail gets industry status and big-time investments flow in –– either from multinational chains or home-grown corporates.
![Page 9: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/9.jpg)
RIL talent hunt puts big retail chains on alert RIL talent hunt puts big retail chains on alert
Announcing its retail foray, RIL has started hiring staff to fill up as many as 25 CEO posts in 700 cities.
Poaching, offering high salaries, everything seems to be in place for RIL to get its retail plans off the ground.
The company is handpicking talent itself and is believed to have kept out headhunters.
“Any company that announces a retail foray of this scale and size has to invariably look at the talent pool outside India, for there is a functional and leadership scarcity in the organized Indian retail sector as it’s a new industry here
Announcing its retail foray, RIL has started hiring staff to fill up as many as 25 CEO posts in 700 cities.
Poaching, offering high salaries, everything seems to be in place for RIL to get its retail plans off the ground.
The company is handpicking talent itself and is believed to have kept out headhunters.
“Any company that announces a retail foray of this scale and size has to invariably look at the talent pool outside India, for there is a functional and leadership scarcity in the organized Indian retail sector as it’s a new industry here
![Page 10: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/10.jpg)
Sources of RecruitmentSources of Recruitment
Internal Search: Selecting employees from within the
organisation to be groomed to take on higher responsibilities.
Advantages: Economical : The cost of recruitment is
minimal. Time and resources are saved Satisfying: It boosts the morale of the
employees. Reliable: Applicant’s performance could be
assured. Suitable : It helps in selecting the right
candidate. It helps in maintain good relationship.
Internal Search: Selecting employees from within the
organisation to be groomed to take on higher responsibilities.
Advantages: Economical : The cost of recruitment is
minimal. Time and resources are saved Satisfying: It boosts the morale of the
employees. Reliable: Applicant’s performance could be
assured. Suitable : It helps in selecting the right
candidate. It helps in maintain good relationship.
![Page 11: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/11.jpg)
Internal Search:Internal Search:Demerits:
Scarifying quality: Settling down for less qualified candidate within will lead to scarifying quality.
Inbreeding: Existing employees may fail to inject necessary
dynamics to enterprise.
Inefficient:Promotion based on tenure leads to reduction in efficiency.
Bone of contention: Source of conflict
Demerits:Scarifying quality: Settling down for less qualified candidate within will lead to scarifying quality.
Inbreeding: Existing employees may fail to inject necessary
dynamics to enterprise.
Inefficient:Promotion based on tenure leads to reduction in efficiency.
Bone of contention: Source of conflict
![Page 12: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/12.jpg)
External SearchExternal Search
1. Advertisement Analyze the requirement Decide who does what Write the copy Design the advertisement Plan the media Evaluate the response
1. Advertisement Analyze the requirement Decide who does what Write the copy Design the advertisement Plan the media Evaluate the response
![Page 13: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/13.jpg)
External SearchExternal Search
2. Employment Agencies Brief them about job specification and any
special req. Give them every assistances in defining
the job. Check carefully the proposed prog. And
draft text of adv. Clarify the basis upon which fees and
expenses will be charged. Ensure that arrangements are made to
deal directly with the consultants who will handle the assignments.
2. Employment Agencies Brief them about job specification and any
special req. Give them every assistances in defining
the job. Check carefully the proposed prog. And
draft text of adv. Clarify the basis upon which fees and
expenses will be charged. Ensure that arrangements are made to
deal directly with the consultants who will handle the assignments.
![Page 14: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/14.jpg)
Attrition Costs Weigh Down BPOs: Study
Attrition Costs Weigh Down BPOs: Study
A study by the Indian arm of Hay Group, a global HR consultancy firm, revealed that employee turnover costs in low-end-voice-based-process firms are about 76 pct of their annual salary costs working out to more than nine months' annual compensation.
Three fourths of what is shown as wage costs in a BPO may actually be the money that goes towards costs of hiring, training and rehiring.
Now BPOs are making recruitment agencies more accountable and have put replacement clauses in place.
This means any employee exit before 60 days has to be made good with another suitable candidate.
They are also recruiting through other channels such as referrals, thus, making employees themselves more accountable.
A study by the Indian arm of Hay Group, a global HR consultancy firm, revealed that employee turnover costs in low-end-voice-based-process firms are about 76 pct of their annual salary costs working out to more than nine months' annual compensation.
Three fourths of what is shown as wage costs in a BPO may actually be the money that goes towards costs of hiring, training and rehiring.
Now BPOs are making recruitment agencies more accountable and have put replacement clauses in place.
This means any employee exit before 60 days has to be made good with another suitable candidate.
They are also recruiting through other channels such as referrals, thus, making employees themselves more accountable.
![Page 15: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/15.jpg)
External SearchExternal Search
4. Employee referrals : Employee working within the organization recommend their friends or acquaintances for vacant position.
5. Educational Institutes:
6. Unsolicited applications:
4. Employee referrals : Employee working within the organization recommend their friends or acquaintances for vacant position.
5. Educational Institutes:
6. Unsolicited applications:
![Page 16: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/16.jpg)
The Show With A Difference: JOB SHOW
The Show With A Difference: JOB SHOW
Naukri.com, India’s No.1 job site collaborated with CNBC TV18 to telecast India’s first-ever Job Show.
With participation from some of the best companies, the show serves as a unique platform for job seekers as they can walk away with their dream job in just 30 minutes.
The companies gets quality branding through a dedicated micro site on naukri.com.
Naukri.com, India’s No.1 job site collaborated with CNBC TV18 to telecast India’s first-ever Job Show.
With participation from some of the best companies, the show serves as a unique platform for job seekers as they can walk away with their dream job in just 30 minutes.
The companies gets quality branding through a dedicated micro site on naukri.com.
![Page 17: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/17.jpg)
Talent recruitmentTalent recruitment
Talent recruitment, Wipro Technologies, told Business Line that in a highly competitive recruitment environment, it was essential to use an optimal mix of sources to ensure lesser sourcing cost, reduced hiring time and higher joining rates. Employee referrals and e-recruitment contribute significantly towards achieving these objectives in Wipro Technologies.
Talent recruitment, Wipro Technologies, told Business Line that in a highly competitive recruitment environment, it was essential to use an optimal mix of sources to ensure lesser sourcing cost, reduced hiring time and higher joining rates. Employee referrals and e-recruitment contribute significantly towards achieving these objectives in Wipro Technologies.
![Page 18: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/18.jpg)
Evaluation of a recruitment programEvaluation of a recruitment program
The number of successful placements
The number of hiring The numbers of offers made The number of applicants The cost involved Time taken for filling applicants
The number of successful placements
The number of hiring The numbers of offers made The number of applicants The cost involved Time taken for filling applicants
![Page 19: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/19.jpg)
19
Definition of FitDefinition of Fit
Fit = match = congruence Many different types of fit in HRM
Fit = match = congruence Many different types of fit in HRM
![Page 20: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/20.jpg)
20
Person - Job FitPerson - Job Fit
A match between the a person’s skills and ability with
Examples: Basic accounting knowledge accounting
jobs No tennis training Tennis couch
Outcomes?
HR practices that increase person-job fit?
A match between the a person’s skills and ability with
Examples: Basic accounting knowledge accounting
jobs No tennis training Tennis couch
Outcomes?
HR practices that increase person-job fit?
![Page 21: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/21.jpg)
21
Person - Organization FitPerson - Organization Fit
(A) person-job fit(B) A match between the a person’s characteristics (e.g., personality, values, needs) with the organization’s characteristics (e.g., culture)
Examples Aggressive person joins an aggressive
insurance company Outcomes?
HR practices that increase person-org fit?
(A) person-job fit(B) A match between the a person’s characteristics (e.g., personality, values, needs) with the organization’s characteristics (e.g., culture)
Examples Aggressive person joins an aggressive
insurance company Outcomes?
HR practices that increase person-org fit?
![Page 22: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/22.jpg)
SelectionSelection
The process of choosing the most suitable candidate for a job from among the available applicants is called selection
The process of choosing the most suitable candidate for a job from among the available applicants is called selection
![Page 23: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/23.jpg)
Selection Decision OutcomesSelection Decision Outcomes
Correct Decision
Reject Error
Accept Error Correct Decision
Accept Reject
Successful
Unsuccessful
Later Job Performance
![Page 24: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/24.jpg)
Elements in a selection process
Elements in a selection process
OrganizationalObjectives
Job Description
Job Specification
Competency Modeling
Selection
![Page 25: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/25.jpg)
Steps in selection processSteps in selection process
1. Resumes / CV’s Review2. Initial screening 3. Analyze the application blank4. Conducting test and evaluating
performance5. Preliminary Interview6. Core & Departmental interview7. Reference checks8. Job offer9. Medical examination10. Placement
1. Resumes / CV’s Review2. Initial screening 3. Analyze the application blank4. Conducting test and evaluating
performance5. Preliminary Interview6. Core & Departmental interview7. Reference checks8. Job offer9. Medical examination10. Placement
![Page 26: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/26.jpg)
Job AnalysisJob AnalysisJob Description Job specificationA written statement of what the job holder does, how it is done and why it is done.
It states the minimum acceptable qualifications that the employee must posses to perform the job successfully
Includes- Job title, Location, Job Summary, duties , machines, tool and equipments used and working conditions.
Includes – Education, Qualification, exp, training, communication skills and emotional characteristics
Imp. Tool in the recruitment process, helps in adv. the vacancy effectively.
Imp. Tool in the selection process
![Page 27: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/27.jpg)
Selection Methods Standards
Selection Methods Standards
Reliability: A selection procedure is considered to be reliable if it produces consistent result across different situation and time. The repeat or test-retest approach The alternate form or parallel form method The split halves procedure
Reliability: A selection procedure is considered to be reliable if it produces consistent result across different situation and time. The repeat or test-retest approach The alternate form or parallel form method The split halves procedure
![Page 28: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/28.jpg)
Selection Methods Standards
Selection Methods Standards
Validity: Degree to which success in the test reflects in the job
Criterion Validity: degree of correlation between test score & job performance score
Content validity : Extent to which the content of selection procedure is representative of important aspects of job performance
Construct Validity: Extent to which selection procedure measures identifiable characteristics desired in a job.
Validity: Degree to which success in the test reflects in the job
Criterion Validity: degree of correlation between test score & job performance score
Content validity : Extent to which the content of selection procedure is representative of important aspects of job performance
Construct Validity: Extent to which selection procedure measures identifiable characteristics desired in a job.
![Page 29: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/29.jpg)
Selection Methods StandardsSelection Methods Standards
Generalizability Utility Legality
Generalizability Utility Legality
![Page 30: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/30.jpg)
Application FormsApplication Forms
Items that usually appear on the application form:
Personal Information Educational Qualification Work Experience Salary Personality Items Reference Checks
Items that usually appear on the application form:
Personal Information Educational Qualification Work Experience Salary Personality Items Reference Checks
![Page 31: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/31.jpg)
Selection TestSelection Test
Intelligence TestTheodore simon component of
intelligence are “reasoning, judgment, memory and the power of abstraction.
IQ test (Logical reasoning, analytical skills & general knowledge)
Intelligence TestTheodore simon component of
intelligence are “reasoning, judgment, memory and the power of abstraction.
IQ test (Logical reasoning, analytical skills & general knowledge)
![Page 32: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/32.jpg)
Selection TestSelection Test
Aptitude Test Measure an individuals ability to
learn a given job, when given adequate training
Psychomotor test Clerical aptitude test
Aptitude Test Measure an individuals ability to
learn a given job, when given adequate training
Psychomotor test Clerical aptitude test
![Page 33: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/33.jpg)
Selection TestSelection Test
Achievement Test: This test measures individuals job
related proficiency or knowledge of the applicant.
Job knowledge test Work sample test
Achievement Test: This test measures individuals job
related proficiency or knowledge of the applicant.
Job knowledge test Work sample test
![Page 34: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/34.jpg)
Selection TestSelection Test
Situational Test: This test helps us in assessing
applicant’s response to real life situation.
Group discussion In basket exercise Simulated business games
Situational Test: This test helps us in assessing
applicant’s response to real life situation.
Group discussion In basket exercise Simulated business games
![Page 35: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/35.jpg)
Selection TestSelection Test
Interest Test Personality Test: (self confidence, decisiveness,
optimism, value system, dominance) Graphology: Examining individuals
handwriting to assess his personality, emotional characteristics and honesty.
Interest Test Personality Test: (self confidence, decisiveness,
optimism, value system, dominance) Graphology: Examining individuals
handwriting to assess his personality, emotional characteristics and honesty.
![Page 36: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/36.jpg)
Other test….Other test….
Leadership Skills profile Multidimensional emotional intelligence assessment workplace (MEIA –
W) Six Sigma Personality questionnaire Sigma Performance Index.
Leadership Skills profile Multidimensional emotional intelligence assessment workplace (MEIA –
W) Six Sigma Personality questionnaire Sigma Performance Index.
![Page 37: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/37.jpg)
InterviewInterview
Preliminary Interview
Selection Interview Structured Interview Unstructured Interview Stress Interview Group Interview Method Panel Interview In-depth interview
Preliminary Interview
Selection Interview Structured Interview Unstructured Interview Stress Interview Group Interview Method Panel Interview In-depth interview
![Page 38: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/38.jpg)
The Interview ProcessThe Interview Process
Preparation Setting Conduct of interview Closing an interview Evaluation of candidates Reference Checks Medical Examination Placement
Preparation Setting Conduct of interview Closing an interview Evaluation of candidates Reference Checks Medical Examination Placement
![Page 39: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/39.jpg)
Selection Methodology at HSBC
Selection Methodology at HSBC
1. Soft bio-data2. Questionnaire (50q to assess
candidate job specific competency)
3. Assessment Centre TestPersonality TestIntray – CSAAptitude Test
1.
1. Soft bio-data2. Questionnaire (50q to assess
candidate job specific competency)
3. Assessment Centre TestPersonality TestIntray – CSAAptitude Test
1.
![Page 40: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/40.jpg)
OrigamiOrigami
![Page 41: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/41.jpg)
![Page 42: Hr5 rec selec](https://reader033.vdocuments.us/reader033/viewer/2022061105/54435845afaf9ff3098b4961/html5/thumbnails/42.jpg)