Recruitment Sele Hrm

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Recruitment & Selection

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M eaning of Recruitment

A process of finding and attractingcapable applicants for employment.

It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effectiveRecruitment is quite expensive on an

average co.s spend$1000 each non-exempt employees$7000 exempt employees.$23,000 on each executive- from externallabour market. 2


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DefinitionAccording to Edwin B. Flippo,recruitment is the process of

searching the candidates foremployment and stimulating them toapply for jobs in the organization.Recruitment is the activity that linksthe employers and the job seekers.

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RECRUIT M ENT NEEDS ARE OF THREETYPES

PLANNED

i.e. the needs arising from changes inorganization and retirement policy .

ANTICIPATEDA nticipated needs are those movements inpersonnel , which an organization canpredict by studying trends in internal andexternal environment.

UNEXPECTEDR esignation, deaths, accidents, illness giverise to unexpected needs.

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Imp ortance of Recruit m entAttract and encourage more and more candidates to apply inthe organization.Create a talent pool of candidates to enable the selection of best candidates for the organization.Determine present and future requirements of the organizationin conjunction with its personnel planning and job analysisactivities.recruitment is the process which links the employers with theemployees.

Increase the pool of job candidates at minimum costMeet the organizations legal and social obligations regardingthe composition of its workforceIncrease organization and individual effectiveness of variousrecruiting techniques and sources for all types of jobapplicants

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Recruit m ent ProcessT he recruitment and selection is themajor function of the human resourcedepartment.recruitment process is the first steptowards creating the competitivestrength .

Recruitment process involves asystematic procedure from sourcing thecandidates to arranging and conductingthe interviews and requires manyresources and time.

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Recruit m ent Process1. Identify vacancy2. Prepare job description

and personspecification

3. Advertising thevacancy

4 . Managing the response

5. Short-listing6. Arrange interviews7. Conducting interview

and decision making

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Sources of Recruit m ent



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Internal sources of Recruit m ent1 . TRANSFERST he employees are transferred from one department to anotheraccording to their efficiency and experience.2 . PROMOTIONST he employees are promoted from one department to another withmore benefits and greater responsibility based on efficiency andexperience.3 . Others are U pgrading and D emotion of present employeesaccording to their performance.4. R etired and R etrenched employees may also be recruited onceagain in case of shortage of qualified personnel or increase in load of

work. recruitment such people save time and costs of theorganizations as the people are already aware of the organizationalculture and the policies and procedures.5. T he dependents and relatives of D eceased employees andD isabled employees are also done by many companies so that themembers of the family do not become dependent on the mercy of others.

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External sources Recruit m ent1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals area widely used source of recruitment. T he main advantage of thismethod is that it has a wide reach.

2. EDUCATIONAL INSTITUTESVarious management institutes, engineering colleges, medicalColleges etc. are a good source of recruiting well qualifiedexecutives, engineers, medical staff etc. T hey provide facilitiesfor campus interviews and placements. T his source is known asCampus Recruitment.

3. PLACEMENT AGENCIESSeveral private consultancy firms perform recruitment functionson behalf of client companies by charging a fee. agencies areparticularly suitable for recruitment of executives andspecialists. It is also known as RPO (Recruitment ProcessOutsourcing) 10


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EMPLOYMENT EXCHANGESG overnment establishes public employment exchangesthroughout the country. T hese exchanges provide jobinformation to job seekers and help employers in identifyingsuitable candidates.

LABOUR CONTRACTORS

Manual workers can be recruited through contractors whomaintain close contacts with the sources of such workers. T hissource is used to recruit labour for construction jobs.

UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies ontheir own. Such callers are considered nuisance to the dailywork routine of the enterprise. But can help in creating thetalent pool or the database of the probable candidates for theorganization.

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EMPLOYEE REFERRALS / RECOMMENDATIONSMany organizations have structured system where thecurrent employees of the organization can refer theirfriends and relatives for some position in theirorganization. Also, the office bearers of trade unions areoften aware of the suitability of candidates. R ecruitmentM anagement can inquire these leaders for suitable jobs.In some organizations these are formal agreements to givepriority in recruitment to the candidates recommended bythe trade union.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gatethese may be employed whenever a permanent worker isabsent. More efficient among these may be recruited to fillpermanent vacancies.



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CO M PONENTS OF THE RECRUIT M ENT

POLICYT he general recruitment policies andterms of the organizationR

ecruitment services of consultantsRecruitment of temporary employeesUnique recruitment situationsT he selection processT he job descriptionsT he terms and conditions of theemployment



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A recruitment policy of an organization

should be such that:It should focus on recruiting the best potential people.T o ensure that every applicant and employee is treated equallywith dignity and respect.Unbiased policy.T o aid and encourage employees in realizing their full potential.T ransparent, task oriented and merit based selection.Weightage during selection given to factors that suitorganization needs.Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.Abides by relevant public policy and legislation on hiring andemployment relationship.Integrates employee needs with the organisational needs.

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Recent Trends in Recruit m entOUTSOURCING

In India, the HR processes are being outsourced frommore than a decade now.A company may draw required personnel fromoutsourcing firms.T he outsourcing firms help the organization by theinitial screening of the candidates according to the needsof the organization and creating a suitable pool of talentfor the final selection by the organization.

Outsourcing firms develop their human resource pool byemploying people for them and make availablepersonnel to various companies as per their needs.In turn, the outsourcing firms or the intermediaries

charge the organizations for their services.

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Advantages of outsourcingCompany need not plan for humanresources much in advance.

Value creation, operational flexibility andcompetitive advantageturning the management's focus tostrategic level processes of HRM

Company is free from salary negotiations,weeding the unsuitableresumes/candidates.Company can save a lot of its resources and

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POACHING / RAIDING

Buying talent (rather than developing it ) is the latestmantra being followed by the organizations today.Poaching means employing a competent and experienced

person - already working with another reputed company in

the same or different industry .A company can attract talent from another firm by offeringattractive pay packages and other terms and conditions,better than the current employer of the candidate.But it is seen as an unethical practice and not openly

talked about.Eg : Indian software and the retail sector are the sectorsfacing the most severe brunt of poaching today .It has become a challenge for human resource managersto face and tackle poaching, as it weakens the competitivestrength of the firm.



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E-RECRUIT M ENT

Many big organizations use Internet as a source of recruitment.E- recruitment is the use of technology to assist the

recruitment process.T hey advertise job vacancies through worldwideweb.T he job seekers send their applications or curriculumvitae i.e. CV through e mail using the Internet.

Alternatively job seekers place their CVs inworldwide web, which can be drawn by prospectiveemployees depending upon their requirements.



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Advantages of recruitment

Low cost.No intermediariesRecruitment of right type of people.



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T he internet penetration in India isincreasing and has tremendous

potential.According to a study by NASSCOM J obs is among the top reasons whynew users will come on to the

internet, besides e-mail. T here aremore than 18 million resumesfloating online across the world.



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Two kinds of e-recruitm

entJ ob portals i.e. posting the position with the jobdescription and the job specification on the jobportal and also searching for the suitable resumesposted on the site corresponding to the opening inthe organization.C reating a complete onlinerecruitment/application section in thecompanies own website . - Companies haveadded an application system to its website, wherethe passive job seekers can submit their resumesinto the database of the organization forconsideration in future, as and when the rolesbecome available.



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R esume S canners : Resume scanner is one majorbenefit provided by the job portals to theorganizations. It enables the employees to screenand filter the resumes through pre-defined criteriasand requirements (skills, qualifications, experience,payroll etc.) of the job.

J ob sites provide a 2 4* 7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organizations. Also, the jobscan be posted on the site almost immediately and isalso cheaper than advertising in the employmentnewspapers. Sometimes companies can get valuablereferences through the passers-by applicants.Online recruitment helps the organizations toautomate the recruitment process, save their timeand costs on recruitments

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Online Recruiting 2001 survey: 88%of Fortunes G lobal 500 companies

recruiting on Recruitsofts Website.Monster.com had more than 100,000executives registered on itsChiefMonster.com.

US government trying to get the EU torelax its 1998 Data Protection Act thatblocks a access to personal informationoutside of the originating country.


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SELECTION

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SelectionSelection process is a series of specific stepsused to decide which recruits should be hired .T he process begins when recruits apply for

employment and ends with the hiring decision .Recruiting and selection are combined and calledthe employment function in many HRdepartments.Process by which an organization chooses from alist of applicants the person or persons who bestmeet the selection criteria for the positionsavailable, considering the current environmentconditions.



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Definition

It is a process of picking individualswho have relevant qualifications to

fill the job in the orgn.



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Selection Process

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R eception 1

A pplication B ank 2

S creening I nterviews 3

Selection

Tests 4

S election I nterviews 5

R eference C hecks 6

A ppointment 8

P hysical/ medical examination 7


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Selection Process cont.R eception : in order to attract ppl with talent, skills & experience, - a co. has to create a favorable impressionon the applicants right from the stage of reception.[ help desk ].A pplication B ank/resumes : typically requestsinformation about education , work history , & skills , aswell as the contact details of the applicant & severalreferences .

W eighted A pplication B lanks [ W AB s ]: to make applicationform more job related- some orgns assign numeric values orweights to responces provided by applicants .G enerally the iteams that have strong relationship with jobperformance are given high score .Eg. High sales score , high incetor, best employee.

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Selection Process cont.S creening I nterview : is a process whereresumes are screened based on- candidatewho do not have meet the minimum job

specifications on education, skills & experiences.S election test :

Intelligence test: measured on abilities like

memory, vocabulary, verbal fluency, numericalability, perception, visualization.Eg. T hese tests r used at entry level mgntpositions of banking sector, insurance & otherfinancial sectors.



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Selection tests:A ptitude test :P ersonality test : used to measure the basicaspects of an applicants motivational level,emotional balance, self confidence,interpersonal behavior, introversion & extraversion.S imulation test : is a test which duplicates

many of the activities & problems anemployee faces while at work.



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Selection tests:

A ssessment centers : incorporated withgroups & individual exercises. Situationalexercises is observed.

* some of the assessment techniques:T he in - basket : here the candidates is faced withaccumulation of reports, memos, letters & othermaterials collected in the in-basket. [prop's in thein-basket]. T he candidate is asked to take over

necessary action on prop's within the limited giventime. T his designed to measure oral & writtencommn skills, planning, initiative, & orgnal skills.B usiness games : business plan, sales effort,product design & etc.I ndividual presentation : 31


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Evolution assessment center techniques:

G raphology tests : involves trained evaluator toexamine the lines, loops, strokes, hooks, curves inpersons handwriting.P olygraph : lie-detector test.I ntegrity test : designed to measure employeeshonesty, ethics & etc

* Integrity questions r,Have u ever lied.

Do u report to ur boos if ur colleague is stealingfrom store.Do u carry office stationary to home for personaluse.Proxy attendance.

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Selection Interviews: [types]

U nstructured interview : where questionsnot related to job , but the job related areasquestions may remain unexplored. Allowsapplicant to talk freely with a minimum of interruption.* Open ended questions

T ell me more about yourself.Do u like music which kind.At what time u wake-up.At what time u leave ur home to office.

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Selection Interviews: [types]S tructured interview : where the questionsare clearly job related.

T ell me about ur job.

What did u learn from that jobWhat were the major duties.How would u describe your boss on that job.

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Selection Interviews: [types]P anel I nterview: involves three or more members .

T his interview style is most common in academia orwhen hiring a senior level corporate executive.T he term search committee is commonly used todescribe a Panel Interview.In preparing for a panel interview it is best tounderstand an organization from every point of view.

For example, if you are going to be interviewed byan organizations Customer Service Manager,Finance Manager, and Human Resources Manager;you should familiarize yourself with currentinformation about the organizations customer

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S ituational I nterviews : encourageapplicants to respond to hypothetical

situations they may encounter on the job for which they applied.What if you are in a situation that toachieve your sales target the whole sellerare asking for high commission instead of company policy? What will you do underthese circumstances?

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B ehavioral I nterview:Questions are based on Depending upon theresponsibilities of the job and the working environment,

you might be asked to describe a time that requiredproblem-solving skills , adaptability , leadership , conflictresolution , multi-tasking , initiative & stressmanagement.You will be asked how you dealt with the situations .

Your responses require not only reflection , but alsoorganization . T o maximize your responses in thebehavioral format.T hink about you past job and tell us a time where youhave committed a mistake ? What was your response tothe mistake ? What was the nature of the mistake ?

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S tress interview:A special type of interview designed to create anxietyand put pressure on the applicant to see how theperson responds.In a stress interview, the interviewer assumes anextremely aggressive and insulting posture.T hose who use this approach often justify its use withindividualwho will encounter high degrees of stress on the job,such as a consumer complaint clerk in a departmentstore or an air traffic controller.T he stress interview is a high-risk approach for anemployer.Consequently, an applicant that the organization wishesto hire might turn down the job offer. Even so, manyinterviewers deliberately put applicants under stress.

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M eal Interview:If you are at a group dinner or a cocktail receptionwhere wine is served a nd your host(s) are having aglass, you may want to have a glass to be sociable, butdon't drink all of it. Even a small amount of alcohol can

impair your judgment.never talking with your mouth full!S even T hings T o N ever O rder at a M eal I nterview

PizzaFrench Onion SoupMost expensive item on the menuLeast expensive item on the menuAny fish with the head or bones still attachedAny food that requires fingers.

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Problems/Error in the Interview

S imilarity error : [candidates who have similar tothem - in hobbies, interests, or personal background ].T end to be negative towards candidates who r unlike tothem. T his may color the interviewers judgment & introduce invalid variance into the interviewers rating.B iases: Interviewers tend to favor or select peoplewhom they perceive to be similar to themselves. T hissimilarity can be in age, race, sex, previous work

experiences, personal background, or other factors.H alo effect: Occurs when an interviewers overallimpression or strong impression of a single dimensionspreads to influence his/her rating of othercharacteristics . Eg. J ob knowledge, loyalty & etc.

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H alo effect cont.D evils horns (a reverse halo effect ), such asinappropriate dress or a low grade point average, mayaffect an interviewer as well.N onverbal communication : many studies havedemonstrated that interviewers r influenced bynonverbal factors.F aulty listening & memory :I nterviewer dominating: Interviewer who use the

interview telling the applicant about his success ,spending entire interview telling about company planor benefits.P ressure to fill the job :

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C onducting E ffective Interviews

Interviewers should be carefully selectedand trained properlyPreparation of Interview PlanListen CarefullyRecord the facts immediately afterinterviews

Evaluate effectiveness of interviewingprocess


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Interview p rocess:

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Evaluation

Termination

Informationexchange

Creation of report from reception

Interviewer preparation

Stages in the typical employment interview


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Thank U

Measuring ROI, 31 May 20074

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Recruitment Sele Hrm