Factors Involved

8/3/2019 Factors Involved

http://slidepdf.com/reader/full/factors-involved 1/12

The internal forces i.e. the factors which can be controlled by

the organisation are:

1.RECRUITMENTPOLICY

The recruitment policy of an organisation specifies theobjectives of recruitment and provides a framework for implementation of recruitment programme. It may involve

organizational system to be developed for implementingrecruitment programmes and procedures by filling up vacancieswith best qualified people.

FACTORSAFFECTINGRECRUITMENTPOLICY

Organizational objectives Personnel policies of the organization and its competitors.

Government policies on reservations. Preferred sources of recruitment.

Need of the organization. Recruitment costs and financial implications.

2. HUMANRESOURCEPLANNING Effective human resource planning helps in determining

the gaps present in the existing manpower of theorganization. It also helps in determining the number of employees to be recruited and what qualification they must

possess.

3. SIZEOFTHEFIRM The size of the firm is an important factor in recruitment

process. If the organization is planning to increase its

operations and expand its business, it will think of hiringmore personnel, which will handle its operations.



4. COST Recruitment incur cost to the employer, therefore,organizations try to employ that source of recruitment

which will bear a lower cost of recruitment to theorganization for each candidate.

5. GROWTHANDEXPANSION Organization will employ or think of employing more

personnel if it is expanding it¶s operations.

The recruitment function of the organisations is affected and

governed by a mix of various internal and external forces. Theinternal forces or factors are the factors that can be controlled bythe organisation. And the external factors are those factors which

cannot be controlled by the organisation. The internal andexternal forces affecting recruitment function of an organisation

are:



FACTORS AFFECTING RECRUITMENT



Recruitment & Selection Process

RECRUITMENT is Placing the RIGHT PERSON in RIGHT

PLACE at RIGHT TIME.

Vacancy is known in two situations (generally):

y An employee leaves and there is a vacancy created

y Business Growth

The vacancy is intimated to the HR department by theconcerned technical department.

Ensure that judgment of abilities, experience and qualifications ismade against the requirements of the position in question.

1. Defining the Requirement - Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful toadapt one of the models provided here:

o Task analysis - Draw up a detailed list of tasks that the person will have to do. This helps in determining the

qualities and qualifications genuinely required for the job.

o Job description - Produce an outline of the broadresponsibilities (rather than detailed tasks) involved in the

job.

o Person specification - Decide what skills,experience, qualifications and attributes someone will needto do the job as defined in the task analysis and job

description.2. Selection - Select your candidate being objective and unbiased.

Choose the person who best fits your person specification.

o Short listing - Review applications on the basis of the person specification. Ensure that you select for interviewthose who match the specifications, regardless of age, sex,

race etc, and that the specifications are not themselvesdiscriminatory.

o Interviews - Interview your short-listed candidates

remembering that your job is not only to assess the best



candidate for the job, but also to create a great impression

of your organization.3. Candidate assessments - The interview will provide you with

some information but check it out before offering a job.

o Ask the candidate to show you examples of previous work,do a presentation, a case study, some tests or fullassessment. Tests can be done before the interview or after

the interview. It depends on the number of candidates being interviewed and the type of job.

o You must have the specific permission of the applicant to

do so, particularly if you wish to contact their currentemployer. If you need them quickly, try phoning.

4. Making a Job Offer - If you think you have found the right

candidate, it¶s time to makethe job-offer.

5. Induction - Help your new recruit to settle in quickly and become productive as soon as possible.

Now, Let us see a little more in detail how this process can be dividedinto stages and how best to execute the process:



The Recruitment Process

The recruitment process begins when you know you need someonenew in the Department, either because an existing staff member has

left, or because there is new work to be done. It doesn't finish untilafter the appointment has been made.

The main stages are identified in the below flow chart ±

Identify Vacancy

|Prepare Job Description and person Specification

|

Advertise|

Managing the Response|

Short-listing|

References|

Arrange Interviews

|Conduct The Interview

|

Decision Making|

Convey The Decision|

Appointment Action

Pre-Interview

y Preparation of recruitment /selection document for the position

y Advertising

o Preparing advertisemento Media selection

o Positioning



y Response handling

o Initial interview online or telephoneo Short-listing for interviews

o Interview arrangement

o Sending emails or calling short listed candidates

o Interview details to the short listed candidates

y During Interview

o HR interviewo Technical interview

o Conducting tests [Aptitude / Mathematical / Analytical

etc.]o Initial final list of candidates.

o Reference check (if required)

Post-Interview

y Email or Telephone call to unsuccessful candidates

y Technical Manager approval for a start up date.y Email or Telephone call to successful candidates

y HRM prepares a letter of appointment

Recruitment Cycle Time

To bring in more effectiveness in the recruitment process, HR wouldfollow a specific project deadline of 38 days (from the day it hadreceived the approved Manpower Requisition) to hire a newemployee.



Other selection methods

Work samples

Interviews suffer from a basic problem: (...) When asked what theywould do in a particular situation ... candidates give the answer which

they feel the interviewer wants to hear. (...)

The work sample technique attempts to overcome this problem byasking candidates to take on mini-jobs in a selection situation. ...

properly designed work samples capture key elements of a real job.(...) Work samples have shown some of the highest validity scorescompared to other selection methods. (...) even the smallest

companies could employ the simpler forms, such as the following:

* a typing test for keyboard skills

* role-playing* group decisions* presentations

* reports

The most sophisticated of work-sample procedures include 'in-basket

tests', sometimes called 'in-tray exercises'. (...) Candidates are given atypical in-tray containing a selection of material such as letters to beanswered, reports to be analysed, items to be prioritized, etc. They are

given instructions on what to do and a time limit. Standard scoringmethods are available.

Assessment centres

(...) Assessment centres are procedures and not necessarily places.

They function on the principle that no individual method of selectionis particularly good and no individual assessor is infallible. ... they use

multiple methods and several assessors in structured programmeswhich attempt to minimize the inadequacies of each method andcancel out the prejudices of individual selectors. Inevitably,

assessment centres are a very expensive method of selection. (...) ...they are focused on potential. (...)



The history and basic methodology are described on pages 424-427

(pages 247-248 in the first edition) of Human Resource Management in a Business Context

Problems with assessment centres

... the impact on management time is considerable. Managers may

appreciate the value of high-quality selection procedures, but will bereluctant to devote so much time. Additionally, the traditional processis group-based and is unusable in situations where only one or two

candidates are being considered.

The effectiveness of an assessment centre depends upon its design

and the anticipation of problems.

P ages 426-427 (page 249 in the first edition) of Human Resource

Management in a Business Context details these

Dulewicz (1991) considered that there were three broad phases which

accounted for most of these difficulties:

* programme design

* selection and training of assessors* effective follow-up action

He attributed many of the difficulties to inexperience. Assessmentcentres are involved and complex. Good design is dependent on theknowledge and skills to design and develop what is a 'highly precise

and sophisticated tool'.

Graphology

Graphology or handwriting analysis has a long history on the

mainland of Europe. It originated in Italy in the early seventeenth

century and was further refined in France and Germany, where it isused widely. The essence of graphology is that analysts claim to beable to describe an individual's personality from a sample of their

handwriting. Their theoretical basis is that of trait psychology, which



holds that personality has a number of fixed dimensions which are

relatively unchangeable and do not depend on the situation.

In the UK there has been a marked resistance to its use, especiallyamong psychologists.

Resourcing decisions

This section of Human Resource Management in a Business Context goes into the decision-making processes in selection. (...) Poor

selection decisions are frequently the result of confusing essentialcompetences with trivial characteristics associated with good

performance. These associations arise from past-focused rather than

forward-looking resourcing criteria. This is the essence of cloning, akey issue in our next section on the management of diversity.

Recruitment & Selection Method.

Recruitment, assessment and selection are the three key steps for

hiring employees. Of these, recruitment and selection are typically themost challenging for employers. The keys to finding the right

candidates at the right time and hiring them are being strategic andthinking about the organization's future.

1. External Recruitment Methods

o Develop relationships with guidance and career counsellors atcolleges and universities and ask for help in recruiting for open

positions. Reach out to professional organizations that are in line with

the organization's mission, and ask to them to list open positions intheir newsletters and emails to members. Organizations with financial

resources should consider working with a recruitment firm, especiallyif the position is at a higher level or requires a specific skill or type of experience.

Internal Recruitment Methods

o Be clear about the skills and experience an applicant must possess.

Post an open position internally first to assess whether there are





discrimination and the potential risk to the organisation¶s reputation

should a candidate make a tribunal claim.

Technology plays an increasingly important role in recruitment

ranging from attracting candidates through to the selection process.Electronic techniques are also being used to slim down the number of potential candidates. In particular, using online recruitment can mean

employers receive large numbers of applications from unsuitablecandidates, so it can be helpful also to use technology to help managethe application forms.

Documents

Factors Involved