Professional Documents
Culture Documents
RECRUITMENT
Recruitment is the art of discovering and procuring potential applicants for actual and anticipated organisational vacancies
Recruitment
is the first contact that a company makes with potential employees Individuals come to know of a company, eventually decide whether to work for it
Recruitment
process should create a positive image for the company, inform qualified individuals about employment opportunities provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests generate enthusiasm among the best candidates to apply
OBJECTIVES OF RECRUITMENT
To
attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies To induct outsiders with a new perspective to lead the company To infuse fresh blood at all levels of the organization To search for talent globally and not just within the company To anticipate and find people for positions that do not exist yet
External Forces Supply and demand Unemployment rate Labour market Political-legal Sons of soil Image
Internal forces Recruitment policy HRP Size of the firm Cost Growth and expansion
PROCESS OF RECRUITMENT
HRP Job Analysis
Job vacancies
Applicant pool
screening
Applicant population
Potential hires
SOURCES OF RECRUITMENT
INTERNAL SOURCES
EXTERNAL SOURCES
Employee Referrals
Campus Consultants Public Employment Exchange Walk-ins/write-ins Data Banks Job portals Head Hunt Professional/Trade associations Mergers and Acquisitions Competitors E-recruiting
SELECTION
Employee
Selection is the process of putting the right men on the right job of matching organizational requirements with the skills and qualifications of people
Procedure
Interviewing
and evaluating the candidates for a specific job based on certain criteria (qualifications, skills and experience)
Can be a very simple process to a very complicated process depending on the firm hiring and the position
The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates
Examples Siemens India: -uses extensive psychometric instruments to evaluate short-listed candidates -uses occupational personality questionnaire to understand the candidates personal attributes - uses occupational testing to measure competencies LG Electronics India: uses 3 psychometric tests to measure a persons ability as a team player, to check personality types and to find a persons responsiveness and assertiveness
PepsiCo India: uses India as a global recruitment resource. -To select professionals for global careers with it, the company uses a competencybased interviewing technique that looks at the candidates abilities in terms of strategizing, lateral thinking, problem solving, managing the environment
Using
successful people as model too many criteria personality not job skills
Using
Evaluating
Using
yourself as an example
Not
the vacancy been agreed by a responsible manager? Is there an up-to-date job description for the vacancy? What are the conditions of employment for the vacancy (salary, hours of work, fringe benefits, perquisites, holidays, etc.)? Has a personnel specifications/candidates profile (in terms of physique, intelligence, aptitude, qualifications experience, etc.) been prepared? Has a notice of the vacancy been circulated ?
CONTD
Has
a job advertisement been agreed? Have details of the vacancy been forwarded to relevant agencies? What are arrangements for drawing up a shortlist of candidates? What about the interviewing dates and arrangements for selection of candidates? Have the short listed candidates or waitlisted candidates been informed sufficiently in advance? Have unsuitable/waitlisted candidates been informed of their position thanking them for their interest and attendance?
P R O C E S S
Preliminary interview
Selection tests
Medical/Physical examination
Job offer
PRELIMINARY INTERVIEW
Purpose
Helps
rejects misfits for reasons which did not appear in the application forms/resumes be telephonic, videoconferencing or face-to-face called the courtesy interview - a good PR exercise
Could
Also
SELECTION TESTS
Different
Generally
to determine the applicants ability, aptitude and personality tests ( how well an individual can perform tasks related to the job -eg typist) tests ( helps determine a persons potential to learn in a given area eg GMAT))
Ability
Aptitude
Interest
tests (people are likely to succeed in jobs they like - Strong Interest Inventory (SII))
tests (interpretation/writing a story etc on ambiguous pictures-motives, frustrations, aspirations can be known eg ink blot ) tests-mental ability test - IQ
Projective
Intelligence
Achievement
tests (measure effects of learning Standford Test of Academic Skills, California Achievement Tests)
Personality test- to assess personality, to measure a prospective employees motivation to function in a particular working environment ( 16 PF ,MBTI , Big 5 etc)
simulations Assessment centers- following exercises Employee discussion In-basket Problem analysis Customer situation
WORK SIMULATION
A
typical work simulation exercise is simulated so that a candidates ability to do the job effectively can be assessed procedure involves choosing several scientific tasks that are crucial to performing the job for which a candidate is being recruited performance on the task is used as a predictor of later success cost of carrying out and time-consuming
Basic
The
High
Examples
A
managerial candidate may be asked to give solutions to a set of problems that are placed in the in-tray place candidates with the need to address specific issues, or practical tasks (eg presentation, discussion on the topic, scenes involving the "actor", conducting meetings) accountant may be given some financial data and asked to prepare statements
Recruiters
An
ASSESSMENT CENTRES
A
selection procedure which uses multiple methods of selection is a programme of tests, work simulations, exercises and interviews designed to measure and assess a wide range of abilities, skills, behavioural characteristics and potential required for effective performance on the job A T& T was the first to use in 1955
It
Globally
In
India, Dr. T. V. Rao in 1974 to select project leaders for entrepreneurship development programmes in Gujarat
used by L & T , Cromptom Greaves
Then
Many
Indian companies have established assessment centres Aditya Birla Group, Castrol India, ONGC, Mahindra & Mahindra, PRG Group, Wipro, TISCO, SAIL and others
last for half a day and can go on for 2 days or more
May
INTERVIEWS
Unstructured
Structured
Stress
interviews Telephonic Video-conferencing Panel interviews Personal interviews Group interviews Situational interviews
Selection- is to sort out or eliminate those judged unqualified to meet the job and organizational requirements