Professional Documents
Culture Documents
prospective employees .
Stimulating & Encouraging them to apply
Importance of
recruitment
Review of organisational objectives
Forecasting of personal requirements
Forecasting of personal supply
Innovative ideas
Organisation culture
Sources Of Recruitment:
Present Employees
Educational and Professional Instituitions
Public Employment Offices
Private employment Agencies
Employee Referrals
Help wanted Advertising
Walk-Ins
Factors Governing
Recruitment
Internal Factors
Recruitment
External Factors
Supply
Selection:
Is the process
of discovering the
qualifications & characteristics of the job
applicant in order to establish their likely
suitability for the job position.
Importance of Selection
Facilitates Placement
Facilitates training
Optimum use of resources
Improves efficiency
Motivation
Reduce in absenteesim
Selection Process
1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background Analysis
5. Physical Examination
6. Job Offer
7. Employment Contract
Psychological tests
(definition and dimensions)
Cont
Occupational tests : It attempts to match your interests with the
interests of persons in known careers. The logic here is that if the things
that interest you in life match up with, say, the things that interest most
school teachers, then you might make a good school teacher yourself.
Personality tests : It attempts to measure your basic personality style
and helps in judging maturity, social or interpersonal skills, behaviour under
stress etc.
Projective test: This test requires interpretation of problems or situations.
For example a picture shown to candidate and asked about view on it.
USES OF TESTS
Evaluation of right candidate
Proper selection of candidate
Identifying the candidates personality
Advantages
can result in lower turnover due if applicants are selected for
traits that are highly correlated with employees who have high
longevity within the organization
can reveal more information about applicant's abilities and
interests
can identify interpersonal traits that may be needed for certain
jobs
Proper placement
Differentiate between suitable and unsuitable
Disadvantages
difficult to measure personality traits that may not be well defined
applicant's training and experience may have greater impact on
Role of Interview
To get information of candidate
Assists promotion transfer
Opportunity
Information about job and company
Types of Interviews
Structured
Unstructured
Formal
Informal
Panel
Stressful
Exit inetview
BARRIERS TO EFFECTIVE
SELECTION
Perception
Fairness
Validity
Reliability
Pressure
RECRUITMENT PROCESS
PRACTICES BY
CAPGEMINI INDIA
RECRUITMENT PROCESS
FOR HIGHER POST
PSYCHOMETRIC TEST.
BUSINESS GAME.
HR INTERVIEWS.
SELECTION PROCEDURE/STEPS
12
11 FINAL SELECTION
10 ORIENTATION
9
REFERENCE
PHYSICAL TEST
INTERVIEW
PSYCHOLOGICAL TEST
WRITTEN TEST
TRADE TEST
PRELIMINARY SCREENING
Difficulties in Recruitment
process
Talent Acquistion.
Expensive.
Time Constraint.
Retention of employees.
Managing low attrition rate.
Budget.
Talent Shortage
Attrition Rate
Reservations and other Gov. Policies
Remoteness of Job
Scrutinity of employees credentials
Definitions
According to Newstrom, It is the process of evaluating
the
performance
of
employees, sharing
that
information with them and searching for ways to
improve their performance.
Performance Appraisal
Performance Appraisal (PA) refers to all those
Meaning
Performance appraisal is the step where the
management finds out how effective it has been at
hiring and placing employees .
A Performance appraisal is a process of
evaluating an employees performance of a job in terms
of its requirements.
Organization
Aims at:
Personal development
work satisfaction
involvement in the
organization.
Set goals
Why
Appraisals Are Important??
Recognize
Set goalsperformance
Guide progress
Recognize performance
Identify problems
Guide performance
progress
Improve
Discuss
career
advancement
Identify
problems
Improve performance
Process
Taking corrective
standards
Setting
performance
standards
Discussing
results
Communicating
standards
Measuring
standards
Comparing
standards
Performance Appraisal :
past-oriented
methods
Rating scale
Confidential report
Essay evaluation
Critical incident method
Checklists
Forced choice method
Behaviorally anchored rating scale
Ranking
Future-oriented Methods
Management by objective
360o Feedback Method
Psychological Appraisals
Assessment Centre
Rating scale
The rating scale consist of several numerical scales, each
Example:
Employee name_________
Dept_______
Raters name ___________
Date________
______________________________________________________________________________
Exc.
Good Acceptable
Fair
Poor
______________________5_______4________3__________2______1___________________
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
___________________________________________________________________________
Total score
Confidential Report
Descriptive report
Prepared by the employees immediate supervisor
The report highlights the strengths and weaknesses of
employees
Prepared in Government organizations
Does not offer any feedback to the employee
Essay Evaluation
Highly subjective
of employees behavior
Negative Incident
incidents may be more
noticeable than
Critical
Technique
positive incidents.
complaint. He
is polite, prompt, enthusiastic in solving the customers problem
June 21 - The sales assistant stayed 45 minutes beyond his break
during
the busiest part of the day. He failed to answer store managers
call
thrice. He is lazy, negligent, stubborn and uninterested in work
reaction
scale
4
3
2
1
Checklist
Checklist contains a list of statements on the
Example:
Is employee regular
Is employee respected by subordinate
Is employee helpful
Does he follow instruction
Does he keep the equipment in order
Y/N
Y/N
Y/N
Y/N
Y/N
Behaviorally Anchored
BARS represent a range of descriptive statements of
Rating
Scale
behavior varying
from the least to the most effective
In this a rater is expected to indicate which behavior on
Example:
Performance
Points
Behavior
Extremely good
Good
Above average
Average
Below average
Poor
Extremely poor
Example:
Criteria
1.Regularity on the job
Least
Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular
Rating
Most
No.
of
employe
es
10% 20%
40%
20%
10%
Excellent
Ranking method
The evaluator rates the employee from highest to lowest on
some overall criteria. In this how and why are not
questioned nor answered
Employee
Rank
Future-oriented
appraisals
subordinates
Third step: the actual level of goal attainment is
Example:
customer
s
peers
superiors
Employee
subordina
tes
Suppliers/
vend-ors
Team
members
Psychological Appraisals
It focuses on the future potential of an employee
past performance or the actual performance is not taken
into consideration
Evaluation is based on employees intellectual, emotional,
Assessment Centres
An assessment centre is a central location where managers
may come
together to have their participation in job-related exercises
evaluated by
trained observers
Modern Methods
1. Assessment Center
2. Appraisal by Results or
Management by
Objectives
3. Human Asset
Accounting
4. Behaviorally Anchored
Rating scales
Person rated
As compared to
B
C
A
-
B
+
+
-
+ -
As compared to
B
C
A
+
+ +
B
-
+
-
Person rated
A
-
+ +
+
+
5
Careless:
In-different
Instructions
Decisivenes
s 0
10
Interested
in work:
Accepts
opinions &
advice of
others
20
Slow to
take
decisions
Take
decisions
after careful
consideration
Takes
decisions
promptly
Enthusiasti
c about job
&
fellowworkers
10
Take decisions
in
consultation
with others
whose views
he values
15
Enthusiasti
c opinions &
advice
sought by
others
15
Take
decisions
without
consultation
Forced choice
method
Criteria
1.Regularity on the job
Always regular
Inform in advance for delay
Never regular
Remain absent
Neither regular nor irregular
Rating
Most
Least
No.
of
employees
10% 20%
poor
40%
Below average
average
20%
10%
good
Excellent
Name . . . . . . .
Job Title . . . . . . .
Department . . . . . . . . . . . . Date of Review . . . . . . .
Age . . . . . .. . Years in present job
Section I
Appraisal Of Performance
Note to Appraiser
1.Appraisal must cover the period of the preceding 12 months
2.Consideration to every function & responsibility of the job
3.An objective factual assessment of an employees improvement or
deterioration
Section II
Promotability
1.Promotion now
2.Within 2 years
3.Within 5 years
4.Unlikely to qualify for promotion
Section III
Career Development
Section IV
Section V
Workers
A
B
Reaction
scale
subordinate
peers superior
Leadership
Communication
Interpersonal skills
customer
^
Decision making
Technical skills
Motivation
MBO Process
Set organizational goals
Defining performance target
Performance review
feedback
Performance
Extremely
Points
good
Behavior
Good
Above average
Average
Below average
Poor
country.
Can expect to initiate creative ideas for improved
sales.
Can expect to keep in touch with the customers
in time.
Can expect to unload the trucks when asked by
the supervisor.
Can expect to inform only a part of the
Extremely poor 1
customers.
Can expect to take extended coffee breaks &
roam around purposelessly.
Maruti Udyog
HCL Technologies
Wyeth Consumer
Health (WCH)
When to evaluate?
What to evaluate?
Whose performance?
Appraisal
Design
What problems?
How to solve?
Con
stan
t che
c
indu k
c
emp es
loye
e to
perf
orm
bette
r
Advantages
Disadvantages
Bangalore
Third largest IT services
company in India
78,000 as of September
Cont....
How do you come to know about no. of candidates to be recruited?
First do check about current workforce which is on bench and
having the required skill then we decide about no. of candidate to
be recruited.
What's the first process of recruitment?
If the recruitment is on small level and the skillset is easily available
then we scan our database for candidates but if the recruitment is
very large and skillset is presice (or scarcity of skillset ) then we give
the advt in news papers.
Cont....
What is the next step you follow ?
We shortlisted the resume on the basis of skill and
experience and availability of skill set in market,
then we invite them for further process like Aptitude
Test ,Group Discussion, Interview.
Cont....
What kind of professionals can find job opportunities with the
company?
We have a rigorous recruitment process to ensure that we hire
the best talent in the industry. All our HR processes are
competency based.
Educational qualifications are function dependent.
In addition to a good education, we look for candidates with high
Cont...
What kind of retention policies do you implement to fight
attrition?
Our values and culture, freedom and autonomy, exciting challenges
and opportunities for career advancement are our key retention tools.
We work in a highly charged environment with talented and successful
people that motivate one and all.
We believe that apart from salaries, employees seek fast growth,
exciting work environment and opportunity to make a difference
through entrepreneurial ventures, amongst other things.
Each employee has a career growth plan in place. Based on the career
plan we give each of them opportunity to work in various functions to
get a wide and varied exposure.
We also have a compensation design, which aggressively
differentiates between performers and non-performers.
We were arguably the first FMCG company in India to offer stock
options to employees.
We also purge the bottom 10% on a regular basis so that they do not
become a liability for others.
Role of recruitment
consultants
What is Consultant
A consultant (from the Latin consultare means "to discuss" ) is a professional who
provides advice in a particular area of expertise such as accountancy, the environment,
technology, law, human resources, marketing, medicine, finance, public affairs,
communication, engineering, graphic design, or waste management.
A consultant is self-employed or works for a consultancy firm, usually with multiple and
changing clients.
Types of Consultant
Environmental consultants.
Technology Consultant.
Human Resource Consultant
Marketing Consultant
Law Consultant
Medicine Consultant
Finance Consultant
Recruitment Consultant
Activities
A recruitment consultant is responsible for helping employer clients to recruit staff for
job vacancies. These vacancies can be permanent or temporary roles.
Recruitment consultants develop an understanding of their client's requirements, then
identify potential staff (candidates) through existing contacts or by advertising
roles/headhunting (executive search). They assess candidates' skills through interviews,
tests and background checks, then make recommendations to their client.
Consultants also provide advice to both clients and candidates on salary levels, training
requirements and career opportunities. Developing solid relationships with clients is
integral to the role.
.
Various Players In
Recruitment Consultancy
At National Level
At Global Level
ADD Resources
BLT
Camron James
Osiris Connections
Prism Executive Recruitment
Opportunity as a
Recruitment Consultant
A chance to work with a large successful organization.
An opportunity to develop within the Recruitment Industry with one of
supportive and resourceful organizations.
A role that could provide you with a solid future within Recruitment.
A competitive annual salary and excellent commission packages
Fantastic training and mentoring opportunities
the most
Challenges Faced By
Recruitment Consultant
Develop expertise in those strategic areas, where the consultants have not developed
expertise when firm is focused and the consultant is a generalist.
Reinforce and update knowledge and skills in the areas of focus of the firm when the firm
is focused and the consultant is an expert.
Provide the consultants exposure to areas where they do not have expertise in a non
focused firm with expert consultant. Here, the long-term objectives of the consulting firm
is to operate in a wide range of sections/functions.
Expose the consultants to all upcoming sectors/functions in a non-focused firm with
generalist consultant .
Three key areas which every consultant should be well conversant
1)knowledge and skills related to Man-management.
2)Business development, and Quality assurance.
3) evaluation technique.
Advantages
Fast Response
Disadvantages
Non -ethical strategies.
It won't always work.
Cost.
What are
Advertisements..
102
ADVERTISEMENT
What is advertisement?
Various kinds of
Advertisement
Media
(E.g. billboards, printed flyers , radio,
web banners, web popups, human directorial,
magazines, newspapers, posters)
1.Above the line Media: Press, TV, Outdoor,
104
capital)
classified etc..)
106
COST
107
COST
108
Graphical Comparison
109
110
111
112
113
114
Success Factors
Customer realization of Product.
Quality of a Product is determined.
Exposes companys Culture
Ramp Up Awareness of Brand among masses and
115
Use of Advertisements in
Recruitment
Process.
Creating awareness of Job
Opportunities in the
specified field of Interest.
Finding Desirable Candidates
Keeping an competitive edge over competitors
as more advertisements attracts best of the job
seekers.
Advertisement is the fastest way to spread
recruitment hiring information.
116
Radio
Advantages audio capacity, short lead time, low cost
relative to other media, reach demographic and
geographic segmented audience, reach large audience.
Disadvantages dont have visual capacity, fragmented
Television
Advantages -- impact mass coverage,
119
Outdoor Advertising
Advantages inexpensive relative to other
120
What is induction?
Induction is process meant to help the new
122
What
is
induction
for?
To sort out all anxiety of recruited person.
To ensure the effective integration of staff.
History and introduction of founders.
Understand the standards and rules (written
123
Contd.....
Relevant personnel policies, such as training,
124
125
Induction Programme
Before designing induction programme firm
need to decide four strategic choice.
Formal
Informal
Individual
Collective
Serial
Disjunctiv
e
Investitur
e
Divestiture
126
process?
Health and safety advisor
Training officer
Department or line manager
Supervisor
Trade union or employee representative
127
Organisation
al Issues
Employee
Benefits
Introduction
HR
Representative
Special
Anxiety
Reductio
n
Seminars
Specific Job
Location and
Duties
Supervisor
Formal Induction
128
To Placement
Points while
implementing
Induction
Identify the business objectives and desired
benefits.
Secure early commitment
Agree roles and responsibilities of different
players in the process
Think of induction as a journey
129
Contd.....
Engage staff prior to joining
Have clear learning objectives for training
sessions
Respect the induction needs of different
audiences
Keep induction material up to date
130
Evaluation
Feedback from whom who completed
induction
Retention rates
Exit interviews
Monitoring queries
131
Trends in Induction
Chalk and talk session
Questionnaire
From practicalities to discussion about culture
Using technologies like e-learning
Team building exercise
132
Problem in induction
To keep it simple
Supervisor is not trained enough
Employee get so much of information in short
span of time
Large no. of forms
Employee is thrown into action too soon
Wrong perception develop in short span
133
Advantages of Good
Induction
Employee retention.
Create good impression
It creates good adhesion
It take less time to familiarise
Less turnover ratio
Increase productivity
No chaos
Cost reduction
134
In
absence
of
Induction
135
Contd.....
Leads to Early leaving. It leads many