Ms. Anubha RastogiAstt. Prof, Vidya School Of Business

2015-16

Personnel Planning & Recruitment1) Decide what positions you’ll have to fill through personnel planning and

forecasting.

2) Build a pool of candidates for these jobs by recruiting internal or external candidates.

3) Have candidates complete application forms and perhaps undergo an initial screening interview.

4) Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.

5) Decide who to make an offer to, by having the supervisor and perhaps others on the team interview the candidates.

Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

Recruitment and Selection Process

• Job Analysis

• Job Qualifications

• Job Description

• Recruitment &

Selection Objective

• Recruitment &

Selection Strategy

• Internal Sources

• External Sources

• Screening Resumes

and Applications

• Initial Interview

• Intensive Interview

• Testing

• Assessment Centers

• Background Invest.

• Physical Exam

• Selection Decision

and Job Offer

Planning for Recruitment & Selection

Step 1

Recruitment: Locating Prospective Candidates

Step 2

Selection: Evaluation and Hiring

Step 3

Recruitment and Selection Objectives:

The things the organization hopes to accomplish as a result of the recruitment and selection process. They should be specifically stated for a given period.

RECRUITMENTThe RECRUITMENT part of HRM’s work involves trying to ENCOURAGE SUITABLEPEOPLE to APPLY FOR any VACANCIES (jobs that they need workers for) that the business has.

Recruitment can be defined as:

All activities directed towards locating potential employeesThe attraction of applications from suitable applicants.

The aim of recruitment is to get the best person suited to the job based on objective criteria for a particular job

Recruitment: the generation of an applicant pool for a position or job in order to provide the required number of qualified candidates for a subsequent selection or promotion process

Applicant pool: the set of potential candidates who may be interested in, and who are likely to apply for, a specific job

Applicant Pool QualityBest

Worst

ApplicantPool

“Best of the Best”

“Best of the Worst”

ApplicantPool

Rules Of Recrutiment And SelectionCommonality

Openess

Competitiveness

Legality

Non-discrimination

Constancy of criteria

Neutrality

Objectivism

Transparency

Personal data security

Acting without delay

The breadth and quality of the process

The size of the labour pool and the location of jobs

Offered pay and benefits

Job quality and requirements of the position

Organizational image

Elements Influencing Effectiveness Of Recruitment:

Constraints & Challenges Of Recruitment

1. Poor Image

2. Unattractive Job

3. Conservative Internal Policies

4. Limited Budgetary approach

5. Restrictive policies of Gov.

Person-job fit: when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required by the job in question

Person-organization fit: when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization

The Person-Organization Fit

Purpose of Recruitment

Increase pool of potential job candidates

Increase success rate of the selection process

Make ensure the right people is selected against vacant position (minimizing probability of leaving organization in case of selection of wrong or misfit candidate)

Meeting legal and social obligation of workforce composition

Identify and encouraging potential candidates/job applicants

Evaluating the effectiveness of available sources and techniques of recruitment

Recruitment Process

Potential

hires

Personnel

Planning

Job Vacancies

Job

Analysis

Recruitment

Planning

Employee

Requisition

Searching

Message

Media

Strategy

Development

Where

How

When

Applicant

Population

Applicant

Pool

Evaluation

and controlling

screening

RECRUITMENT PROCESSThe steps in the recruitment process are to:

Identify the job vacancy

Carry out a job analysis

Prepare a Job Description

Prepare a Person Specification

Advertise the job

Sent out application forms

JOB ANALYSISJob analysis involves finding out everything about

what a job involves by identifying the following:

Tasks to be completed in the job

Responsibilities of the job

Technology that is used in the job

Knowledge needed to carry out the job

Skills needed to carry out the job

Level of initiative needed from staff

ADVERTISE THE JOBCandidates cannot apply for a job unless they know it

exists and this is where advertising comes in. The

information for the advert will be taken from the Job

Description and Person Specification.

A job vacancy can be advertised:

INTERNALLY eg by email or a poster on a staff noticeboard (this results in existing staff being promoted which will create another vacancy)

EXTERNALLY eg in a local or national newspaper, on the business website, via a social networking site, via a recruitment agency or at a Job Centre (this results in a new member of staff being found)

RECEIVE APPLICATIONSApplications can be received in 2 ways:

By a candidate completing an APPLICATION FORM(either on paper or on-line)

By a candidate sending a copy of their CV (Curriculum Vitae)

Businesses may prefer the Application Form as all

candidates answer the same questions in the

same order, which makes it easier for them to

compare each candidate’s application.

INFORMATION ON APPLICATION FORM/CV

Information collected by either method should contain

details of each applicant’s:

Personal details eg name and contact details

Qualifications and skills

Previous work experience

Reasons why they want the job/feel suited to the job

Specific questions relating to the job

A personal statement

Referee’s contact details

Advantages & Disadvantages of Internal & External Recruiting

1–19

Bone Of Contention

Reliable & Satisfying

Wide choice

Finding Internal CandidatesA. Promotion & transfer

B. Job postings (e.g., web, newsletters, bulletin boards) & Job Biddings.

C. Employee Referrals & Employee Enlistment (every employee becomes recruiter).

D. Rehiring former employees (pros and cons)

E. Succession planning (for higher levels in the organization)

Outside Sources of Candidates

1

2

3

4

5

Advertising

Recruiting via the Internet

Employment Agencies

Temp Agencies and Alternative

Staffing

Offshoring/Outsourcing

6

7

8

9

On Demand Recruiting

Services (ODRS)

Executive Recruiters

College Recruiting

Referrals and Walk-ins

Locating Outside Candidates

Comparison of Recruitment Methods (continued)

Comparison of Recruitment Methods (continued)

Comparison of Recruitment Methods (continued)

Advertisement: The most popular method

Blind ad (no identification of company)

AIDA (attention, interest, desire, action)

Content of Job Advertisement

I) job content ii) working conditions

iii) location of job iv) compensation

v) job specification vi) to whom apply

Constructing (Writing) Effective Ads

Create attention, interest, desire, and action (AIDA).

Create a positive impression (image) of the firm.

Advertising: In Direct method

Other MethodsA) private employment Search Firms

B) Employment Exchanges

C) Gate Hiring & Contracting

D) Unsolicited Applications / Walk-ins

E) Internet recruiting

F) Raiding

G) Nepotism: Hiring relatives. ◦ Does your organization have a policy on nepotism?

◦ May be discriminatory.

◦ Must ensure individuals are not in supervisory positions managing their own relatives.

◦ May create issues of favoritism.

Recruiting via the InternetAdvantages

◦ Cost-effective way to publicize job openings

◦ More applicants attracted over a longer period

◦ Immediate applicant responses

◦ Online prescreening of applicants

◦ Links to other job search sites

◦ Automation of applicant tracking and evaluation

Disadvantages◦ Exclusion of older and minority workers

◦ Unqualified applicants overload the system

◦ Personal information privacy concerns of applicants

Employee Referrals and Walk-insEmployee Referrals

◦ Referring employees become stakeholders.

◦ Referral is a cost-effective recruitment program.

◦ Referral can speed up diversifying the workforce.

◦ Relying on referrals may be discriminatory.

Walk-ins

◦ Seek employment through a personal direct approach to the employer.

◦ Courteous treatment of any applicant is a good business practice.

Outside Sources of CandidatesExecutive recruiters (headhunters)

◦ Special employment agencies retained by employers to seek out top-management talent for their clients.

◦ Contingent-based recruiters collect a fee for their services when a successful hire is completed.

◦ Retained executive searchers are paid regardless of the outcome of the recruitment process.

◦ Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.

Outside Sources of CandidatesCollege recruiting

◦ Recruiting goals◦ To determine if the candidate is worthy of further consideration

◦ To attract good candidates

◦ On-site visits◦ Invitation letters

◦ Assigned hosts

◦ Information package

◦ Planned interviews

◦ Timely employment offer

◦ Follow-up

◦ Internships

Campus Recruitment: Direct method- Shortlist Campus

-Choose recruiting team carefully

-Pay Smartly, not highly

-Present a clear Image

-Do Not oversell yourself

- Get in Early

- Not everyone fits the bill.

Alternatives To RecruitmentA) Overtime

B) Sub contracting

C) Temporary Employees

D) Employee leasing

E) Outsourcing

Temp Agencies and Alternative StaffingBenefits of Temps◦ Paid only when working

◦ More productive

◦ No recruitment, screening, and payroll administration costs

Costs of Temps◦ Fees paid to temp agencies

◦ Lack of commitment to firm

Offshoring/Outsourcing White-Collar and Other Jobs

Specific issues in outsourcing jobs abroad

◦ Political and military instability

◦ Likelihood of cultural misunderstandings

◦ Customers’ security and privacy concerns

◦ Foreign contracts, liability, and legal concerns

◦ Special training of foreign employees

◦ Costs associated with companies supplying foreign workers

Measuring Recruiting EffectivenessWhat to measure and how to measure

◦ How many qualified applicants were attracted from each recruitment source?◦ Assessing both the quantity and the quality of the applicants produced by a source.

High performance recruiting◦ Applying best-practices management techniques to recruiting.

◦ Using a benchmarks-oriented approach to analyzing and measuring the effectiveness of recruiting efforts such as employee referrals.

Evaluation and Controlling- Recruitment process is very expensive and crucial

- Salaries of recruiters

- Time spent on preparing job analysis data

- Cost of overtime and outsourcing during vacancies unfilled

- Cost of recruiting

Evaluation of Recruitment Process

- Number of suitable candidates

- Number of application received

- Performance and retention of selected candidate

- Cost of process and time lapsed

- Image Projected

Time Lapse DataYield RatioSurveys & Studies

Recruiting Yield Pyramid

Recruiting yield pyramid

– The historical arithmetic relationships between recruitment leads

and invitees, invitees and interviews, interviews and offers made,

and offers made and offers accepted.

SCREENING~ Preliminary Application

~ Test of deselection

~ Screening Interviews

-There is no definite number of applicants that should beinterviewed. The decision will depend on:

-the number of applicants,

-the quality of their applications,

-the number & type of jobs available, and

-the amount of time available.

SelectionSelection

◦ The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.

~ Identify the best candidates from those that have applied

~ Draw up a short list

~ Interview the candidates on the short list

~ Carry out testing of the candidates

~ Check the candidates references

~ Select the best person for the job

SELECTION PROCESS

ReceptionScreening Interview

Application Bank

Selection Test

Selection Interview

Medical Examination

Reference Checks

Hiring Decision

The Selection Process

Selection Tools As Predictors Of Job Performance

◦ Letters of recommendation

◦ Application forms

◦ Ability tests

◦ Personality tests

◦ Psychology tests

◦ Honesty tests

◦ Interviews – structured

◦ Assessment centers

◦ Drug tests

◦ Reference checks

◦ Background checks

◦ Handwriting analysis

Selection TestingIntelligence Test

Aptitude Test

Personality Test (PIP) [Projective, Interest, Preference]

Achievement Test

Simulation Test

Assessment Centre [ In-basket, Leaderless Group Discussion, Business Games]

Graphology Test [Handwriting Test]

Polygraph Test [Lie Detector Test]

Integrity Test

Intelligence Test Aptitude Test

Personality Test

An in-basket test or an in-basket exercise is a test used by companies and governments in hiring and promoting employees. During the test, job applicants receive a number of mails, telephone calls, documents and memos. They then have a limited period of time to set priorities, organize their working schedule accordingly and respond to mail and phone calls.

It also helps in acquainting employees about their job where a number of problems are kept in the "in basket "(usually kept on the desk of the employee). The worker has to look at the problems which could also be complaints from different employees and simultaneously deal with those problems. As the employee solves these problem, he/she transfers them to the "out-basket".

In basket exercises are often part of Assessment centers that are comprehensive multi-day assessments involving a variety of simulation exercises and tests, typically used to identify management talent.

The Big Five Personality Dimensions

Personality Dimension

Characteristics of Person Scoring

Positively on Dimension

1) Extraversion Outgoing, talkative, social, assertive

2) Agreeableness Trusting, good-natured, cooperative,

soft-hearted

3) Conscientiousness Dependable, responsible,

achievement-oriented, persistent

4) Emotional stability Relaxed, secure, unworried

5) Openness to experience Intellectual, imaginative, curious,

broad-minded

Traits Measured by Personality Tests

Personality tests

measure

1. Emotional intensity

2.Intuition

3.Recognition motivation

4. Sensitivity

5. Assertiveness

6.Trust

Tests As Selection ToolsA) Reliability

- Test Retest Reliability-Inner rater reliability- Intra Rater Reliability

B) Validity

C) Qualified People

D) Preparation

E) Sustainability

F) Usefulness

G) Standardization

Selection InterviewTypes Of Interview

- Non Directive Interview

- Directive Interview or Structured interview

- Situational Interview

- Behavioral Interview

- Stress Interview

- Panel Interview

Interview Process- Preparation

- Reception

- Information Exchange

- Termination

- Evaluation

» Medical Examination

» Reference Check

» Hiring Decision

Selection Decision and Job Offer

Evaluate qualifications in order of importance

Look for offsetting strengths and weaknesses

Rank candidates

If none meet qualifications, may extend search

May have to offer market bonus (signing bonus) to highly qualified candidates

Closing Selection

1.Phone call and further clarification

2.Letter of intent

3.Completing employment forms

4.Protocols may be available for intetested

individuals

5.Number of candidates

6.Names, surenames and adresses of 5 top

candidates

7.Recruitment and selection criteria

8.Justification of the decision

Recruiting & Selecting Employees

Top 10 Mistakes Made in Interviewing

1. Not taking the interview seriously

2. Not dressing appropriately (dressing down)

3. Not appropriately discussing experience and education

4. Being too modest about one’s accomplishments

5. Talking too much

6. Too much concern about compensation

7. Speaking negatively of a former employer

8. Not asking enough or appropriate questions

9. Not showing the proper enthusiasm level

10. Not engaging in appropriate follow-up to interview

Post Selection Strategies

-Making the Job Offer;- An offer of employment may be made either verbally or in writing;

- Typically a verbal offer is made first, followed by a written offer once theapplicant accepts;

- The offer remains such until such time as the applicants [unconditionally]accepts (either verbally or in writing);

- Note that the job advertisement is not a job offer, rather an invitation toapply for employment;

- Employment offers should not be made during or immediately after theemployment interview;

- When making offers, employers should ensure they do not make anystatements that are misleading or deceptive (possible breaches of s31 of Sch 2 of the

Competition & Consumer Act 2010);

Post Selection Strategies

-Acceptance of the Job Offer;- Ensure that the offer & acceptance of the Job Offer occur in a structured &

professional manner;

- Ensure that both parties clearly understand their respective rights &obligations;

- A legally binding contract is made when the person whom the offer is made,accepts that offer without qualification;

- Prior to that, it’s still an offer, which can be negotiated & modified;

- Offers are generally made & accepted verbally (hastens the process);

- Following the acceptance the official appointment letter is provided detailingthe terms & conditions of employment;

Culture ShockThe effectiveness of orientation procedures can be measured only after managers are overseas

Culture shock is the term used for pronounced reactions to the psychological disorientation that is experienced in varying degrees when spending an extended period of time in a new environment

55

Causes and Remedies

The culture shock cycle for an overseas assignment may last about fourteen months

Four distinct stages of adjustment exist during a foreign assignment

◦ Initial euphoria

◦ Irritation and hostility

◦ Adjustment

◦ Reentry