unit - ii recruitment and selection - copy

8/11/2019 Unit - II Recruitment and Selection - Copy

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Unit II


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Recruitment- is the process of generating a pool ofcapable people to apply for employment to anorganization.

Edwin.B. F lippo Recruitment is the process of

searching for prospective employees and stimulatingthem to apply for jobs in the organization.

Selection- is the process by which managers andothers use specific instruments to choose from a poolof applicants a person or persons most likely tosucceed in the job(s), given management goals andlegal requirements.


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Recruitment and selection are vital to the formation of a

positive psychological contract, which provides the basisof organizational commitment and motivation.

The attraction and retention of employees is part of theevolving employment relationship, based on a mutual

and reciprocal understanding of expectations.

There are wide variations in recruitment and selectionpractices, reflecting an organizations strategy and its

philosophy towards the management of people.

Progressive HR practices are crucial to a positivepsychological contractthis includes attention to effective

recruitment and selection practices.


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Effective recruitment helps to gain new suitable

members for the business

It can attract the best candidates for the job vacancies. Wrong persons selected will mean suffering of

administration costs for recruiting activities

Suitable persons selected may give some competitive

advantages for the businesses

PhotoDisc


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Recruitment Strategies:

In-sourcing or Outsourcing

Vast and Fast source (Internet)

Centralised or Decentralised recruitment

Recruitment policy: These might include:

Government Reservation

Policy regarding sons of soil

Absorption of minorities, weaker section & disadvantaged people ofsociety

Cost

Time taken to recruit and select

Labour market focus, for example: skills, profession or occupation

Mobility of labourgeographic and occupational

Legislation on sex discrimination, race discrimination and disability


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Methods of recruitment

PhotoDisc

Methods ofrecruitment

Internalrecruitment

External

recruitment


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Advertising jobs inside the

business and appointing

internally from its existing

employees

Advantages: a chance for

employees, less risk of employing

wrong persons, quicker and

cheaper

Disadvantages: limited numbers

of applicants, no chance for

external applicants, new vacancies

created

Internal recruitment


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Technique of motivation Improve morale of employees

Loyalty, Commitment, Belongingness and

Security of present employees Employees psychological needs can be met

Employees needs for promotion & higherincome can be satisfied

Cost of selection, training, orientation, periodof adaptability reduced

Trade union can be satisfied


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Firms fill vacancies by

recruiting new employees

Advantages: a widernumber of applicants for

choice

Disadvantage: expensiveand time-consuming

Internal recruitment

External recruitment


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Traditional sources

Campus recruitment /Educational associations Data banks Casual Applicants Public employment agencies Consultants / private employment agencies

AdvertisingAd Medium , Ad Construct (AIDA) Professional associationsModern sources

Walk-in Head hunting

Body shopping Mergers & Acquit ions E-recruitment / Internet(Web sites, Social Networks, Job portals, Virtual job fairs)(general recruitment agents/ companies own sites)


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Mafoi consultants Global Recruitment

IBS- Integrated business solution

Maximus Talent Resource IKYA Human Capital Solutions

Job Gate Manpower

Brainlogic HR Solutions

Apex Info Consultancy Corp placements


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http://www.naukri.com/

http://www.monsterindia.com

http://www.timesjobs.com/

http://www.jobstreet.co.in/

Since its inception in the year 1997, Naukri has earned a good name

among the job seekers. It is regarded as one of the best job sites in

India. The group operates across three verticals, namely, real estate,

jobs and matrimony.

Like Naukri, Monster India is also one of the top job sites in India. The main

objective of this site is to enable the job seekers find out about a new career

avenue, and discover the job opportunities that exactly match your profile.

The site contains all types of jobs and helps an individual to find out the job of

his or her choice relevant to his or her area of study.

The site list jobs of different categories like Accounts, Finance, IT, Sales,Manufacturing and many other sectors.Check out the site for more jobs.
http://www.naukri.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.timesjobs.com/http://www.jobstreet.co.in/http://www.monsterindia.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.jobstreet.co.in/http://www.timesjobs.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.monsterindia.com/http://www.naukri.com/


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http://www.careerbuilder.co.in/

http://www.careerjet.com/

Get Marketing Jobs,Fresher Jobs, Delhi Jobs, Delhi Jobs, Mumbai

Jobs and many more on this site.

Careerjet is one of the popular job search engines which have been

specially designed to make the entire process of finding a job on the

internet much easier for the users. It lists down the job openings available

on the internet in one extensive database by referencing originate from

recruitment agency websites, company websites and large specialist

recruitment sites
http://www.careerbuilder.co.in/http://www.careerjet.com/http://www.careerjet.com/http://www.careerjet.com/http://www.careerbuilder.co.in/


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http://www.naukrihub.com/

http://jobs.oneindia.in/

http://www.bixee.com/

Naukri Hub is regarded as one of the best job sites in India. Naukri Hub is a

popular web portal committed towards guiding millions of job aspirants to find

the correct way. The website believes that there is no shortcut to quality and

always inspire people to set their dreams sky high

It features sections like Walkins, Walk-in-interviews, Post your Seekers and

Resumes, IT Jobs in Pune, Change Location, Bangalore, Delhi and

Coimbatore

Bixee is also one of the most popular job sites in India. It was launched

during the latter part of 2005. In this site, you can find lots of information

on Jobs in India, Chennai, Delhi, Pune, Mumbai, Hyderabad and

Bangalore over the internet.
http://www.naukrihub.com/http://jobs.oneindia.in/http://www.bixee.com/http://jobs.oneindia.in/http://www.bixee.com/http://jobs.oneindia.in/http://jobs.oneindia.in/http://www.naukrihub.com/


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http://www.clickjobs.com/

http://www.careerage.com/

http://www.freshersworld.com/

http://www.placementindia.com/

http://www.shine.com

http://www.apnacircle.com

This site gives immense information on jobs. Also it gives the facility of

sending the SMS to the contacts and be in touch with colleagues. There areonline communities also that are rich in information.
http://www.careerage.com/http://www.freshersworld.com/http://www.placementindia.com/http://www.shine.com/http://www.apnacircle.com/http://www.apnacircle.com/http://www.shine.com/http://www.placementindia.com/http://www.freshersworld.com/http://www.careerage.com/


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Small towns rural residents

Older workers lower absenteeism, morereliability, better work habits

- flexible work schedules, mini shifts,part time projects

- age bias

Reservation in jobs

SC-15%, ST 7.5%, OBC 27% Diabled workerseg :Vindhya Infotech


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Access internal and external sources

Consider internal employees first

Look outside if qualified candidates

not available internally

PhotoDisc


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Underlying the process of selection and the choice oftechniques are two key principles:

1. Individual differences: Attracting a wide choice of

applicants will be of little use unless there is a way of

measuring how people differ, i.e. intelligence, attitudes,

social skills, psychological and physical characteristics,

experience etc.

2. Prediction:A recognition of the way in which peoplediffer must be extended to a prediction of performance

in the workplace.


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Organizations have become increasingly awareof making good selection decisions, since it

involves a number of costs:

The cost of the selection process itself,including the use of various selection

instruments

The future costs of inducting and training newstaff

The cost of labour turnover if the selected staff

are not retained


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Step 1: Screening /preliminary interview

Step 2: Application Blank / Weighted Application

Blank

(Personal data, Marital data, Physical data, Educational data,

Employment data, Extra-curricular activities, References) Step 3: Selection Test

Step 4: Selection Interviews

Step 5: Medical Examination

Step 6: Reference Checks

Step 7: Hiring Decision


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Intelligence test- mental ability / learning ability (Stanford-Binet test, Binet-Simon Test, Wechsler Adult Intelligence

Test ) Aptitude testmathematical ability, ability to perceive

things correctly, quickly locate things, proper movement offiles.

Personality testmotivation, emotional balance, self

confidence, interpersonal behaviorProjective testidentify motives, attitude & values(Thematic Appreciation test)- Interest testtest areas of work in which a person isinterested

- Preference testcompare individual preferences &organizational requirements (Job diagnostic survey)

Achievement testeg :typing test\short hand Simulation test


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Achievement testtest to identify if employee knows

what he claims to know eg: work sample test. Simulation testtest which duplicates many of the

activities & problems an employee faces at work

Assessment centreinvolves individual & group exercises

which simulate the work the candidate is expected to do.

Eg: In-basket exercises, Leaderless Group Discussion,

Business games, Individual presentations, Structured

interviews.

Integrity test

Psychological / psychometric test


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Reliability and Validity Issues

Reliabilityrefers to the extent to which a

selection technique achieves consistency

in what it is measuring over repeated use.

Validityrefers to the extent to which aselection technique actually measures

what it sets out to measure.


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Personality research has lent support to the use of

sophisticated selection techniques such as psychometric

tests that have a good record of reliability and validity.

Ability tests:these focus on mental abilities(verbal/numerical) and physical skills testing.Right/wrong answers allow applicants to be placed in

ranked order.

Inventories:self-report questionnaires indicating traits,intelligence, values, interests, attitudes and

preferences. No right/wrong answers but a range of

choices between possible answers.


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Assessment centres are designed to yield information that can be used

to make decisions concerning suitability for a job.

They provide a fuller picture by combining a range of techniques.

General methods used include group discussions, role plays andsimulations, interviews and tests.

Candidates attending an assessment centre will be observed byassessors who should be trained to judge candidates performance

against criteria contained within the competency framework.


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Reliability:

Tests for reliability : * Test-retest reliability, *Inner-rater reliability, * Intra-rater reliability

Validity

Qualified people

Preparation

Suitability

Usefulness

Standardization


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Non-directive interview Directive / Structured interview

Situational interview

Behavioral interview Stress interview

Panel interview


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Preparation for the interviewidentifying vital aspects for assessment , areas

to be tested (skill, knowledge)

- Type & number of interviewersConduct of interview

- Open the interview, Get complete & accurate

information, record observation & impression

Close the interview

Evaluate interview results


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After selection, the person is not directly given the full

independent job, but is supposed to learn theinstitutional processes by working at different sites.

Given basic information required to settle down quickly

About the company; department; superiors &subordinates

Learns the protocols, process of referral, style of

management, rules and regulations, whom s/he is

supposed to report, whom to contact when there is aproblem, how records are kept

During this time, efforts are made to find out attitudes,

qualities and specific aptitudes if any.


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Helps new comer to overcome natural

shyness or inhibition Buildup newcomers confidence

To acquaint the newcomer with workingenvironment of organization

Develop interpersonal relationship betweensenior persons and new entrants

Develop open communication among

colleagues and upper and lower levels inhierarchy

Overcome adjustment & adaptation problems

Reduce reality shock


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At successful termination of induction period,

selected candidate is now placed at a suitableposition.

Based on observations during induction phase,

a person is placed at a suitable position, so thats/he finds the job of interest and institute gets

right person for right place.

Placement is the determination of the job towhich an accepted candidate is to be assigned .


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Internal mobility-the movement of employees from one

position to another within a corporation-is an efficientand cost-effective method of talent deployment.

A successful internal mobility program begins with a

company clarifying its purpose and the business goals it

seeks to accomplish with an internal mobility initiative. Internal Mobility could be - vertical or lateral

(Transfer, Promotion, Demotion)

Purpose of Internal Mobility

Improve organizational effectiveness

Improve employee effectiveness

Adjust to changing business operations

Ensure discipline


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Transfers

Change in job (change in place) horizontal or lateral movement

Reasons of Transfer:

1) Shortage/surplus of employees in one department

2) Conflict (incompatibility) between supervisor or co workers

3) To correct initial misplacement decisions

4) Change in interests and capabilities of individual

5) Productivity of employee has declined due to monotony of job

6)

The employee health or age may inhibit him to work effectivelyin present job

7) Family issues (spouse job)

8) Keeping employee motivated and develop knowledge level of

employee

Policy / Principles of Transfers


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Policy / Principles of Transfers1) The frequency and period of transfer should be decided and communicate to

employees

2) Authority to make transfer must be clear

3) The criteria for transfer must be well documented

4) The area of transfer must be clear

5) The effect on pay and seniority must be clearly defined

6) Permanent or temporary transfer

7) The performance evaluation of employee must be made before transfer

8) The job descriptions and specification must be considered before transferring

employee

9) Performance evaluation of transferee (after transfer) must be made with in

reasonable time frame10) Transfer must be made in organizational or public interest


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Types of Transfer

Three broad categories

1) Enhance training and development2) Adjustment to volume of work

3) Correct poor placement

Types of Transfers

1) Production Transfer

2) Replacement Transfer

3) Versatility Transfer

4) Shifts Transfer

5) Remedial Transfer


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Promotions

Upward or vertical movement of employees

Promotion results into more pay, prestige,

responsibilities and position with in organization

Purpose of Promotion

1) Motivate employees

2) Attract and retain talented people

3)

Recognize and reward efforts and efficiency4) Increase effectiveness and efficiency of employee

5) Fill up higher posts form within the organization

6) Build loyalty and morale

7) To provide career development path

Principles of Promotions


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Principles of Promotions

1) HRM must clearly established policy whether to promote from

with in to fill higher vacant position or from recruitment ofexternal candidate

2) Basis of promotion (seniority or performance)

3) Promotions against vacant positions or non vacant positions

(time bound)

4) Frequent promotions are not good practice

5) Promotions decision must be made based on job analysis and

performance appraisal

6) Clear promotion policy and communication to employees

7) Promotion based on competence must be advertised on notice

board


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Promotions

Seniority based promotions Performance based promotions

Merits

1)

Easy to administer

2)

Less subjectivity

3)

Labour unions are happy

4)

Experience is taken into account

5)

Subordinates feel relax

6)

Loyalty is rewarded

1)

Performance is rewarded

2)

Competent employees get

motivated and retained

3)

Productivity increases

Demerits

1)

Competence is ignored

2)

Seniority issues

3)

Young and competent

employees feel aggrieved and

frustration

4)

Poor performer may get

promoted

1)

Senior employee get frustrated

2)

Favoritism and subjectivity

3)

Loyalty and service length are

not considered

4)

Union leaders oppose and

retaliate


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A demotion is a reduction in rank, often accompanied

with a lower pay status.A demotion occurs when someone fails to perform as

expected. This failure may not be severe enough to be

punished with employment termination, but it does

require a rethinking of the employee's jobresponsibilities and functions.

Reasons for Demotion:

poor employee performance,

disciplinary actions,

position elimination or organizational restructuring,

at times an employee-desired reduction in

responsibility.


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Separation


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p Leaving of organization by employee is called separation

Reasons: Voluntarily or Involuntarily

Voluntary Involuntary

Quits

Retirement Discharges

Layoffs

Retrenchment

VRS

Rightsizing(restructuring)

Reasons of

Separation

Guidelines to Manage Downsizing

Decision to who stays and who

leaves Delay and pay hikes

Freeze hiring

Restrict overtime

Retrain or redeploy employees

Engage part time employees

Switch to job sharing

M i S ti


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Managing Separations

Functional: Organizations are more leaner, reduce

hierarchy, more communication, reduce

compensation cost

Dysfunctional: Disturb employees and their morale,

training cost

Performance Difficult Replacement Easy Replacement

High Highly dysfunctional turnoverRetain/invest in employeesDevelop backups

DysfunctionalturnoverRetain/invest inemployees

Average Dysfunctional turnoverRetain/provide performanceincentivesDevelop backups

Dysfunctionalturnover if highreplacement costRetain provideperformanceincentives

Low Short term

dysfunctional/long term

Functional turnover

Improve performance


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Lay-off means failure, refusal, or inability of a employer togive employment to a workman whose name is on the muster

rolls of his industrial establishment

Due to reasons beyond employer's control -

lack of coal, lack of power, lack of raw material, over stockingof output, failure of machinery, due to natural calamity, or due

to any other connected reason.

Temporary / Due to economic reasons / non-intentional

Lay-off compensation = 50% (Basic + DA), for a workmenwho has completed more than one year of continuous service

Compensated up to 45 days


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Retrenchment means termination of service of an

employee for any reason other than as a punishment

due to disciplinary action. This does not include -

voluntary retirement, superannuation, non-renewal of

contract, termination on the ground of continued ill-

health.

Conditions for Retrenchment

- one month's notice in writing indicating the reasons for

retrenchment

- compensation = fifteen days' average pay for everycompleted year of continuous service or any part thereof

in excess of six months; and

- notice in the prescribed manner is served on the

appropriate Government


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Goals

- Reduce morale problems- Minimize litigation initiated by separated employees

- Assist separated employees find comparable jobs

as quickly as possible

Outplacement Services

- Emotional support

- Job search assistance

- Deployed in other companies

unit - ii recruitment and selection - copy

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