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8/2/2019 Ch 5-Final HRM
http://slidepdf.com/reader/full/ch-5-final-hrm 1/53
8/2/2019 Ch 5-Final HRM
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Recruitment & Selection
Process
1. Employment planning & forecasting
2. Recruiting: build a pool of candidates
3. Applicants complete application forms4. Use selection tools like tests to screen
out most applicants
5. Supervisors & other interview finalcandidates to make final choice
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Forecasting personnel needs
Trend analysis
Study of firm’s past employment needs
over a period of years to predict futureneeds.
Ratio analysis
A forecasting technique for determiningfuture staff needs by using ratios between,
for example sales volume & number of
employees needed.
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Contd:
Scatter plot
A graphical method used to help identify
the relationship between two variablesComputerized forecast
Determination of future staff needs by
projecting sales, volume of production, &personnel required to maintain this volume
of output, using software packages
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Forecasting the supply of inside
candidatesQualification inventories
• Manual or computerized records listing
employees’ education, career &development interests, languages, special
skills, & so on, to be used in select inside
candidates for promotion
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Contd:
Manual systems & replacement charts
• Personnel replacement charts
• Position replacement charts
Computerized information system
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Forecasting the supply of
outside candidatesExamples
Print format
• U.S Congressional Budget Office• Bureau of Labor Statistics
• Bank of America
Hard copy format
• Business week
• Fortune
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Effective Recruiting
Employee recruiting means finding and/or
attracting applicants for the employer’s
open positions.
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Recruiting Complexities
i. Recruitment efforts should make sensein terms of the company's strategic plans
ii. Some recruiting methods are superior to
others
iii. Success depends greatly on non-
recruitment issues & policies
iv. It always requires simultaneously pre-
screening employees.
v. The firm’s image affects its recruiting
results
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Organizing the Recruitment
FunctionAdvantages of Centralizing recruitment
• Makes easier to apply company’s strategic
priorities.
• Reduces duplication
• Makes easier to spread the cost of new
technologies• Provides synergies
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Measuring Recruiting
EffectivenessRecruiting yield pyramid• The historic arithmetic relationships between recruitment
leads & invitees, invitees & interviews, interviews & offers
made, and offers made & offers accepted• New Hires
• Offers made (2:1)
• Candidates interviewed (3:2)
• Candidates invited (4:3)
• Leads generated (6:1)
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INTERNALINTERNAL SOURCES OFSOURCES OF
CANDIDATESCANDIDATES INTERNAL SOURCE PROS & CONS
Strength and weakness of employee is known,morecommitted,morale rises as employee sees promotion asrewards.
Discontentment,asking rejected employees to takeremedial action
FINDING INTERNAL CANDIDATES
JOB POSTING: Publicizing an open job toemployees(often by literally posting it on bulletin boards)and listing its attributes,like
qualifications,supervisor,working schedule & pay rate
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REHIRINGREHIRING
Should company hire some one who left
the company?
Positive side include the employee is
already familiar with companies culture,
style and way of doing thing.
Negative side includes that past employee
may signal current employees that best
way to go ahead is to leave the company
SUCCESSION PLANNING:
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SUCCESSION PLANNINGSUCCESSION PLANNINGThe ongoing process of systematically identifying,
assessing and developing organizational leadershipto enhance performance.Succession planning entails three steps:
1.Identifying and analyzing key jobs based on firmsstrategic goals.
2. Identifying potential internal and external candidatesand providing them developmental experiences.
3.Assessing these candidates and selecting those whowill actually fill the key positions.Many employers use software like HRIS to improve
the productivity .
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RECRUITINGRECRUITING VIA THE INTERNETVIA THE INTERNET
Most people today go online to look for jobs.
Users register by supplying their name,
location and the kind of work they do on
sites like monster networking, naukri.com etc.
ADVANTAGES
Web is a cost effective way to publicizeopenings, it generates more responses at aquicker rate and for a longer time than anyother method
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CONTINUEDCONTINUEDDISADVANTAGES
The percentage of elder people and certain minoritiesusing the internet is low.
Internet recruiting receives so high volumes thatemployers end up deluged with resumes
APPLICANT TRACKING SYSTEMS: are onlinesystems that help employers attract, gather screen,
compile and manage applicants.
Designing effective internet add is important to solveproblems like lack of information, difficulty to formatresumes, privacy, poor graphics & slow feedback
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ADVERTISINGADVERTISING
THE MEDIA:
The selection of the best medium depends on theposition one is recruiting. For e.g. local newspaper is the best source for local blue collar help, clerical
level & lower level administrative employees.For specialized employees one can advertise in
trade and professional journals like AmericanPsychologist, Sales Management ,Chemical
Engineering Electronics News etc.
CONSTRUCTING THE AID:Experienced advertisers use a four-point guide
AIDA (attention, interest,desire and action) .
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CONTINUEDCONTINUED
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EMPLOYMENT AGENCIESEMPLOYMENT AGENCIES
There are three main types of employmentagencies.
1 .Government employment exchanges
2 .Nonprofit organizations
3. Privately owned agencies
Public and non profit agencies: Every state has apublic, state-run employment service agency
Many professional and technical societies such asInstitute for Electrical and Electronic Engineers,have units that help members find jobs.
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CONTINUEDCONTINUEDPRIVATE AGENCIES:
Firms hire private agencies because itmay not have its own hr department,finding difficult to get qualified professional,
wants to save time, fill opening quickly.
To avoid any potential problem firm should
give agency accurate job description,make test & interview compulsory,periodically review data, screen theagency
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TEMP AGENCIES &TEMP AGENCIES &
ALTERNATIVE STAFFINGALTERNATIVE STAFFING Agencies providing employers part time or just in
time workers are called temp agencies.
Benefit include hiring temporary employees when
permanent employees are sick or on vacation.
Cost include in the form of low productivity.
Concern of temp employees includes insecurityregarding employment, lack of insurance & pensionplan, misled about job assignmentunderemployment, dehumanizing behave of employers & anger towards corporate world.
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continuedcontinued
With temp agencies employers shouldensure basic policies like invoicing,
maintaining time sheets, temp to perm ,benefit
for temp employee, dress code, equal
opportunity.
ALTERNATIVE STAFFING:
The use of non traditional recruitment
sources. For e.g. temporary employees,
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Contingent Workers
Guideline for using temporary employees1. Do not train your contingent workers.
2. Do not negotiate the pay rate of your contingent workers.
3. Do not coach/counsel a contingent workers on his/her job performance.
4. Do not negotiate a contingent workers vacations.
5. Do not routinely include contingent workers in your company’s employeefunction.
6. Do not allow contingent workers to utilize facilities intended for employees.
7. Do not let managers issue company card, nameplates, to contingent
workers without HR and legal approval.8. Do not let managers discuss harassment or discrimination issue withcontingent workers.
9. Do not discuss job opportunities and the contingent worker’s suitability for them directly.
10.Do not terminate a contingent worker directly.
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Guideline when working with temporary agencies.
• Invoicing.
• Time sheets
• Temp-to-perm policy
• Recruitment of and benefits for temp employees.
• Dress code.
• Equal employment opportunity statement.
• Job description information.
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Alternative staffing
• Temporary employees are example alternative staffing.• The use of nontraditional recruitment sources.
• It includes “ in-house temporary employees” and “Contracttechnical employees” (highly skilled workers like engineers).
Offshoring/Outsourcing White-Collar and other jobs.
• Hiring workers abroad to do the job.• Outsourcing is an increasingly important employment option.• Some Three million white-collar jobs in occupations ranging
from call-center employee to radiologist will be movingabroad in the next five-six years.
• Survey conducted in California suggest that almost 7% of employers there are or would consider offshoring IT jobs (aswell as others).
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Executive 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.
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• Advantages of using executiverecruiters:
• Able to contact qualified, currently employed candidateswho are not actively looking to change jobs
• Can keep your company’s name confidential until late
into the search process.
• Save top management’s time by advertising for theposition and screening applicants
• Recruiter’s fee may turn out to be insignificant comparedwith cost of executive time saved
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Disadvantages of using executiverecruiters:
• Employer has to provide comprehensiveexplanation of what sort of candidate is requiredand why
• Some recruiters are salespeople, and may bemore interested in persuading to the employer tohire a candidate rather than finding one who willreally do the job.
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Guidelines for choosing a recruiter • Make sure the firm is capable of conducting a
thorough search.
• Meet the individual who will actually handle
your assignment.
• Ask how much the search firm charges.
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On Demand Recruiting Services (ODRS)
• A service that provides short-term specialized recruiting
to support projects without the expense of retaining
traditional search firms.
College Recruiting
• Sending an employer’s representative to college campus
to prescreen applicants and create an application pool
from the graduating class.
• It is an important source of management trainees,
promotable candidates, and professional and technicalemployees.
• According to one study, new college graduates filled
about 38% of all externally filled requiring a college
degree.
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On-Campus recruitingRecruiting goals
• To determine if the candidate isworthy of further consideration
• To attract good candidates
Consists of:
• On-site visits
• Internships
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On-site visits
• Invitation letters should be warm and friendly butbusinesslike.
• Assign a specific person to meet the applicantand play host.
• Prepare an information package including theapplicant’s schedule as well as other informationregarding the company.
• Carefully plan the interviews and keep toschedule.
• Make a timely employment offer, if any, as soonas possible.
• Frequent follow-ups may help to attract theapplicant.
I t hi
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Internships• Many college students get their jobs through
college internships.
• Internships can be win-win situation for bothstudents and employers.
• Through the internship students may being ableto hone business skills, learn about potentialemployers, discover their career likes/dislikes.
• Employers can use the interns to make usefulcontributions while evaluating them as possiblefull-time employees.
• One survey reported that employers offer jobs toover 70% of their interns.
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Problems with campus recruiting: – Expensive and time-consuming
• Schedules must be set in advance• Company brochures need to be printed
• Records of interviews kept
• Much time spent on campus – Recruiters themselves may be ineffective
• Some recruiters are unprepared
• They do not effectively screen the candidates
• They must be trained before they visit thecampus
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Employee referral
Applicants who are referred to theorganization by current employees
Referring employees becomestakeholders.
Referral is a cost-effective recruitmentprogram.
Referral can speed up diversifying theworkforce
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Walk-in
• Direct applicants who seek employment
with or without encouragement from
other sources.
• Courteous treatment of any applicant is
a good business practice.
Recruitment source use and
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Recruitment source use and
effectiveness
Improving Productivity Through HRIS: An
Integrated Technology Approach to Recruiting• Employers use several computerized system to support their
recruitment processes, preferably integrated them into a
comprehensive employee recruitment system.• Elements in such an integrated solution would include-
1. A requisition management system
2. A recruiting solution3. Screening services
4. Hiring management
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Recruiting a More Diverse
Workforce• It is not just socially responsible : It’s
necessity, given globalization, the rapid
increase in minority, older worker and
women candidates and 70% joblessamong the disable people.
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Single Parents• About two third of all single parents are in the
workforce today.• Attracting single parents begins with
understanding the problems they face in
balancing work and family.• Respondents having less support, less
personal time, more tress and greater
difficulties in balancing job and home life.• Employers can and should train supervisors to
be aware of and sensitive to the sorts of
challenges single parents face.
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Older workers
• The fastest-growing work force will be those
from 45 to 64 years old.
• AARP and SHRM concluded that older
workers tends to have lower absenteeism
rates, more reliability, and better work habits
than younger worker.
• People’s occupational needs and preferences
change as they grow older.
R t ti id f i i th h f
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Retention aids for improving the chances of attracting and retaining older workersinclude:
• Management training to address age bias in the
workplace.
• Phased retirement that allows workers to easeout of the workforce.
• Portable jobs for “snowbirds” who wish to live in
warmer climates in the winter.
• Part-time projects for retirees.
• Full benefits for part-timers.
Recruiting Minorities and
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Recruiting Minorities andWomen
Understand and recruitment barriers
• Many minority applicants don’t meet the
educational or experience standards for jobso many companies offer remedial training in
basic arithmetic and writing.
• Lack of role model is a problem.• It’s lack of schedule flexibility, given the
responsibility for caring and schooling of the
children.
Plan
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Plan• Formulating plan for attracting minor and
women which includes reevaluating personal
polices, developing flexible work option,
redesigning jobs, and offering flexible
benefits plan.
Implement• Many jobseekers of Hispanic origin check
with friends or relatives as a strategy for looking for jobs, encouraging your Hispanic
employees to assist in your recruitment
efforts make sense.
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• The employer who really interested in
recruiting and retaining female employees
has to fully commit to supporting them,coaching and offering them positive
reinforcement.
Reservation• A jobs is reserved in government and public
sector for the economically and sociallyweaker sections.
• The percentage is fixed as 15,7.5 and 27%
for SC, ST and OBC respectively.
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Welfare-to-Work• Welfare Reconciliation act of 1996 prompted
many employers to implement “welfare-to-work” Programs for attracting and
assimilating former welfare recipients.
• Applicants sometimes lack basic work skillssuch as reporting for work on time, working in
teams, and “taking order without losing
temper.”• Its success seems to be the employer’s
pretraining and basic skill treating several
weeks.
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The Disabled• The EEOC estimates that 70% of the disabled
are jobless, but it certainly doesn’t have to bethat way.
• Thousands of employers found that disabled
employees provide an excellent and largelyuntapped source op competent, efficient labor
for jobs ranging from information technology to
creative advertising to receptionists.• All states have local agencies that provide
placement services and other recruitment and
training tools and inform employers seeking to
hair the disabled.
Developing and using application
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Developing and using application
formPurpose of Application Forms
A filled in form provides four types of
information.
• Draw conclusions about the applicant’s previous
progress and growth.• Draw tentative conclusions about the applicant’s
stability based on previous work record.
• Make a judgment on the job.• Use the data in the application to predict which
candidates will succeed on the job and which will
not.
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Employers should keep several practical
application form guidelines in mind.
• Detailed information on each prior
employer, including the name of the
supervisor and his or her telephone
number for reference.
• Signed applicant should certify his or her
understanding of several things.
• Some applications also state anemployer’s “mandatory arbitration” policy
for situations where problem arise.
Using Application form to
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Using Application form to
predict job performance.
• It is possible to use application form to
predict which candidates will be successful
and which won’t.
• It involves conduction statistical studies to
analyze the relationship between
1.Bio data responses on the application
form
2.Measures of success on the job.
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• It is important to choose the bio data items
with two things in mind
• Equal employment law limits the items you
will want to use and non-invasive
questions are best.
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THANK
YOU
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