Question No. 01.

Briefly review the Recruitment and Selection process and discuss planning and forecasting.

Recruiting is the process of discovering potential candidates for actual and anticipated
organizational vacancies.


RECRUITMENT/SELECTION PROCESS


















The three stages of Recruitment and Selection are:
1. Defining Requirement
2. Attracting Candidates
3. Selecting Candidates

The Recruitment and Selection Process

1. Decide what positions to fill through personnel planning and forecasting.
2. Build a candidate pool by recruiting internal or external candidates.
3. Have candidates complete application forms and undergo initial screening interviews.
4. Use selection tools to identify viable candidates.
5. Decide who to make an offer to, by having the supervisor and others interview the
candidates.



Performance appraisal
Training
Placement
Orientation
Selection
Initial screening
Recruitment
Human Resource Planning
Job analysis
Like all good plans, personnel plans require some forecasts or estimates, in this case, of
three things: personnel needs, the supply of inside candidates, and the likely supply of
outside candidates.








Trend analysis can provide an initial estimate of future staffing needs, but employment levels
rarely depend just on the passage of time. Other factors (like changes in sales volume and
productivity) also affect staffing needs.
Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor
(like sales volume) and (2) the number of employees required (such as number of salespeople).
A scatter plot shows graphically how two variablessuch as sales and your firms staffing
levelsare related. If they are, and then if you can forecast the business activity (like sales), you
should also be able to estimate your personnel needs.



Question No. 02.
You have to conduct recruitment in your company on a position how would you make the recruitment
effective enough to be reliable.

RECRUITING COMPLEXITIES:
Efforts must make sense as per strategic plans
Need to use the right method for specific types of jobs
Success depends on non-recruitment issues and policies and finding applicants
with real interest in the job
Good recruiting needs prescreening and providing a realistic job preview.
ORGANISING RECRUITMENT FUNCTION:
Centralized or decentralized
Line staff cooperation





















Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
Facilitates
strategic
priorities
Reduces
duplication
of HR
activities
Ensures
compliance
with EEO
laws
Advantages of Centralizing Recruiting Efforts
Fosters
effective
use of
online
recruiting
Measuring Recruiting Effectiveness
What 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
effectiveness of recruiting efforts eg employee referrals.


Finding Internal Candidates














Outside Sources of Candidates

Recruiting via the Internet
Advertising
Employment Agencies
Offshoring/Outsourcing
College Recruiting
Referrals and Walk-ins


Question No. 03.
Briefly review cyber based Recruitment.

Internet recruiting is a cost-effective way to publicize openings; it generates more responses quicker and
for a longer time at less cost than just about any other method. However, Internet recruiting can present
problems such as discrimination, application overload, and privacy.














Posting open
job positions
Rehiring former
employees
Hiring-from-Within Tasks
Succession
planning (HRIS)
Question No. 04.
Why careful selection is important?















The importance of selecting the right employees
Performance : Organizational performance always depends in part on subordinates
having the right skills and attributes.
Cost Recruiting and hiring employees is costly.
The legal implications of incompetent hiring
EEO laws and court decisions related to nondiscriminatory selection procedures
The liability of negligent hiring of workers with questionable backgrounds
Need to have a pool of applicants
Select the best candidates for the job
Shortlist candidates through screening tools, test, assessment centers, background &
reference checks
Interview candidates


Question No. 06.
Briefly review a Management Assessment Centre.

Management Assessment Centers

A management assessment centre is a two to three days simulation in
which 10 to 12 Candidates perform Realistic Management under
observation of experts who appraise leadership potential:
The in basket test
Leaderless group discussion
Management games
Individual Presentation
Objective tests/Interviews
Work samples & simulation
Situational Test
Video Based Stimulation
Miniature job training & Evaluation Approach
Honda Example
Pros & Cons
Realistic J ob Presence





Performance
Legal
Obligations
and
The Importance of
Selecting the Right
Employees
Costs of
Recruiting
and Hiring
Question No. 07.
What is an Interview? What are the basic features of an Interview?
An interview
A procedure designed to obtain information from a person through oral responses
to oral inquiries
It is designed to predict future job performance on the basis of oral responses.
Interview is most widely used personnel selection procedure.












Unstructured Interviews : No set format , no specified questions , a general conversation in
which point of interest may be pursued.
Structured Interviews : Standard set of questions, listed ahead of times. Follows a set
sequence, may expect predetermined answers, may score answers with a formal rating
procedure. All applicants asked same questions .More valid and reliable. Job relatedness
,Consistency for all and reduced potential for bias.

Interview Content















Interview Administration


Interviews can be administered in various ways:
one on one
a panel of interviewers
sequentially or all at once
computerized or personally




Interview
Structure
Interview
Administration
Selection Interviews
Interview
Content
Situational
Interview
Stress
Interview
Behavioral
Interview
Job-Related
Interview
Puzzle
Questions
Types of Questions
Question No. 08.
How would you design and conduct an effective Interview?

Designing and Conducting the Interview
The structured situational interview
Use either situational questions (preferred) or behavioral questions that yield high
criteria-related validities.
Step 1: Job Analysis
Step 2: Rate the Jobs Main Duties
Step 3: Create Interview Questions
Step 4: Create Benchmark Answers
Step 5: Appoint the Interview Panel and Conduct Interviews
Prepare for the interview
Secure a private room to minimize interruptions.
Review the candidates application and rsum
Review the job specifications
How to Conduct an Effective Interview
Structure Your Interview
Prepare for the Interview
Establish Rapport
Ask Questions
Close the Interview
Review the Interview





Question No. 05.
What are the Tests you could use for employee selection and how would you use them.?

An organization would like to prove:
That its tests are related to success or failure on the job (validity)
That its tests dont unfairly discriminate against minority or nonminority subgroups
(disparate impact).
Compliance to laws apply to all selection devices, including interviews, applications, and
references.
Major types of tests used by
employers
Basic skills tests (41%)
Drug tests (47%)
Psychological tests (29%)
Job skills tests (67%)
Types of tests
Specialized work sample
tests
Numerical ability tests
Reading comprehension tests
Clerical comparing and checking tests
Online tests
Telephone prescreening
Offline computer tests
Virtual inbox tests
Online problem solving tests

Cognitiv
e
(Mental)
Abilities
Achieve
ment
Motor
and
Physical
Abilities
Personali
ty and
Interests
What Tests
Measure