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RECRUITMENT AND SELECTION

RECRUITMENT

Recruitment is the art of discovering and procuring potential applicants for actual and anticipated organisational vacancies

RECRUITMENTA SOURCE OF PR FOR THE ORGANISATION

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

KEY PARAMETERS 0F RECRUITMENT PROCESS


Process

must be Equitable Objective Open to scrutiny Transparent Merit based Confidential

FACTORS AFFECTING RECRUITMENT


R E C R U I T M E N T

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

Recruitment planning -numbers -types

Search -media -selling -message

Applicant pool

screening

Strategy -where --how -- when

Applicant population

Potential hires

SOURCES OF RECRUITMENT

INTERNAL SOURCES

EXTERNAL SOURCES

Advertisements Present Employees Former Employees Previous applicants

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

COMMON HIRING MISTAKES


Relying

on an interview to evaluate a candidate

Using

successful people as model too many criteria personality not job skills

Using

Evaluating

Using

yourself as an example

Not

using statistically validated data

QUESTIONS WHILE HIRING PEOPLE:


Has

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

Employment interview Reference/Background checks Selection decision

Medical/Physical examination

Job offer

PRELIMINARY INTERVIEW
Purpose

elimination of unqualified applicants

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

tests depend on the job and company

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)

Other tests like graphology, lie detectors etc

OTHER SELECTION METHODS


Work

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

RECRUITMENT AND SELECTION -GOALS


Recruitment - to create a large pool of persons available and willing to work WHEREAS

Selection- is to sort out or eliminate those judged unqualified to meet the job and organizational requirements