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    Recruitment Final

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    Sriharshini Mudigonda
    This document discusses recruitment and selection. It begins by defining recruitment as the process of generating a pool of capable candidates for employment. It then discusses various recruitment sources such as internal promotions, employee referrals, advertisements, and employment agencies. The advantages and disadvantages of internal and external recruitment are also outlined. Selection is defined as the process of choosing candidates most likely to succeed given organizational goals. Key aspects of selection discussed include reliability, validity, interviews, psychometric testing, e-assessment, and assessment centers. The aims and costs of selection are also summarized.

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    Attribution Non-Commercial (BY-NC)
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    Recruitment Final

    Uploaded by

    Sriharshini Mudigonda
    32 views36 pages
    This document discusses recruitment and selection. It begins by defining recruitment as the process of generating a pool of capable candidates for employment. It then discusses various recruitment sources such as internal promotions, employee referrals, advertisements, and employment agencies. The advantages and disadvantages of internal and external recruitment are also outlined. Selection is defined as the process of choosing candidates most likely to succeed given organizational goals. Key aspects of selection discussed include reliability, validity, interviews, psychometric testing, e-assessment, and assessment centers. The aims and costs of selection are also summarized.

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    This document discusses recruitment and selection. It begins by defining recruitment as the process of generating a pool of capable candidates for employment. It then discusses various recruitment sources such as internal promotions, employee referrals, advertisements, and employment agencies. The advantages and disadvantages of internal and external recruitment are also outlined. Selection is defined as the process of choosing candidates most likely to succeed given organizational goals. Key aspects of selection discussed include reliability, validity, interviews, psychometric testing, e-assessment, and assessment centers. The aims and costs of selection are also summarized.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    32 views36 pages

    Recruitment Final

    Uploaded by

    Sriharshini Mudigonda
    This document discusses recruitment and selection. It begins by defining recruitment as the process of generating a pool of capable candidates for employment. It then discusses various recruitment sources such as internal promotions, employee referrals, advertisements, and employment agencies. The advantages and disadvantages of internal and external recruitment are also outlined. Selection is defined as the process of choosing candidates most likely to succeed given organizational goals. Key aspects of selection discussed include reliability, validity, interviews, psychometric testing, e-assessment, and assessment centers. The aims and costs of selection are also summarized.

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    RECRUITMENT

    AND
    SELECTION
    RECRUITMENT
    Recruitment :
    is the process of generating a
    pool of capable people to
    apply for employment to an
    organization.
     of locating, identifying, and
    attracting capable candidates
     Can be for current or future needs
     Critical activity for some
    corporations.
     What sources do we use for
    recruitment

    FOM 9.2
    RECRUITMENT
    • Definition
    • Constraints & challenges
    – Poor image
    – Unattractive job
    – Conservative internal policies
    – Limited budgetary support
    – Restrictive policies of govt.
    • Situational audit
    – Economic
    – Social
    – Technological
    – political
    • Types of recruitment
    • Internal
    – Promotions & transfers
    – Job posting
    – Employee referrals
    • External
    • Direct methods – Campus recruitment
    • Indirect methods – ads.
    • Third party methods – employment search firms,
    employment exchanges, gate hiring & contractors, walk-
    inns/unsolicited applicants, internet recruiting
    INTERNAL RECRUITING—ADVANTAGES
     Improves morale of promoted employee
     Improves morale of other staff members
     Managers can better assess the abilities of internal
    recruits
     Successions help reinforce a company’s internal
    career ladder
     Lower costs than external recruiting
     Reduces training costs

    5
    INTERNAL RECRUITING—DISADVANTAGES
     Promotes inbreeding
     Lower morale for those skipped over for promotions
     Skipped over staff may feel favoritism exists
     Filling a gap in one department may create a more critical
    gap in another

    6
    School
    Internal Placement Employee
    Searches Referrals

    Employee
    Recruitment Temp
    Leasing Sources Services

    Employment
    Agencies Advertisements
    VARIOUS SOURCES OF RECRUITMENT
     Posting and Bidding
     Employee Referral

     Walk-ins

     Union Hiring Halls

     Advertisements - newspaper, radio, TV,

     magazines

     Campus

     Employment Centers

     Headhunters - Executive Search

     Professional Meetings
    EXTERNAL RECRUITING—ADVANTAGES
     Brings new talent, new ideas into a company
     Enables recruiter to find out about competing companies
     Reinforces positive aspects of a company
     Avoids “politics” of internal recruiting
     Serves as a form of advertising

    9
    EXTERNAL RECRUITING—DISADVANTAGES
     Difficult to find a good fit with company’s culture
     May create morale problems if no opportunities for current staff
     Orientation takes longer
     Lowers productivity in the short run
     Conflicts with internal and external recruits

    10
    • Alternate to recruitment
    – Overtime
    – Subcontracting
    – Temporary employees
    – Employee leasing
    – outsourcing
    • Evaluation of the sources of recruitment
    – Time lapse data
    – Yield ratios
    – Surveys and studies
    ISSUES IN RECRUITMENT
     Channels or Sources of Recruitment
    a. cost
    b. time
    c. appropriateness for skills
    d. employment equity goals
    e. labour market conditions
    f. Evaluating effectiveness of methods/sources
    - number of applicants per methods
    - ratio of qualified to unqualified applicants
    - ratio of applicants to interviews
    - ratio of interviews to site visits
    - ratio of site visits to offers to actual hires
    - ratio of new hires to those who stay
    - time lapsed at various stages
    - cost per applicant
    - cost per hire
    RECRUITMENT : EXPECTATIONS OF
    ORG.
     Pepsi:
     Flat org. with maximum 4 reporting levels
     Hire people who are capable of growing business rather than
    just growing with business
     Emphasis achievement, motivation, ability to deliver,
    winner’s mindset, , passion for creating a dynamic change,
    ability to deal with ambiguity and informality.
     Reebok :
     Emphasis on youth (average age is 26 yrs.)
     Passion for fitness business & reflect the company’s
    aspirations, willing to do all kinds of job operations, ability to
    cope with informality
     A flat org. and be able to take decisions independently and
    perform consistently with their clearly defined goals
    RECRUITMENT : EXPECTATIONS OF
    ORG.
     Indian Hotels :
     Expects the recruitees stay in the org patiently and rise with
    the company
     Employees willing to say ‘yes sir’ to anybody,
    communication skills, the ability to work long and stressful
    hours, mobility, attention to personal appearance and
    assertiveness without aggression
     Skills recruiters want
     Ability to work in a team
     Analytical and problem solving skills
     Communication and other soft skills
     Creativity and resourcefulness
     Leadership potential
     General managerial skills
     Entrepreneurial skills
    Recruitment and Selection
    SELECTION
    Selection :
    is the process by which managers and others
    use specific instruments to choose from a
    pool of applicants a person or persons most
    likely to succeed in the job(s), given
    management goals and legal requirements.
     Prediction exercise
     Thus, Not Perfect
     Decision-making exercise
     Purpose is to hire the person(s) best able to meet the
    needs of the organization
     Tied Back to Strategy
    FOM 9.18
    AIMS OF SELECTION
     Selection has the same aims as recruitment, to get the:
    – right person
    – in the right place
    – at the right time
     Selection focuses on:

    – Making sure we get exactly what we are we looking for


    – The need to measure aspects on the person specification
    – Identifying the most suitable applicants
    – Ensuring the individual matches the minimum
    specification to do the job adequately
    Selection: Costs
    Organizations have become increasingly aware of making
    good selection decisions, since it involves a number of
    costs:

    The cost of the selection process itself, including the use


    of various selection instruments

    The future costs of inducting and training new staff


    The cost of labour turnover if the selected staff are not
    retained
    Selection: Principles
    Underlying the process of selection and the choice of
    techniques are two key principles:

    1. Individual differences: Attracting a wide choice of


    applicants will be of little use unless there is a way of
    measuring how people differ, i.e. intelligence, attitudes,
    social skills, psychological and physical characteristics,
    experience etc.

    2. Prediction: A recognition of the way in which people


    differ must be extended to a prediction of performance
    in the workplace.
    Selection
    Reliability and Validity Issues

    Reliability refers to the extent to which a selection


    technique achieves consistency in what it is measuring
    over repeated use.

    Validity refers to the extent to which a selection technique


    actually measures what it sets out to measure.
    Selection Interviews
    Information elicited – interviews have a specific focus, i.e.
    facts, subjective information, underlying attitudes.

    Structure – ranging from the completely structured to the


    unstructured. A compromise between the two enables the
    interviewer to maintain control yet allowing the interviewee
    free expression.

    Order and involvement – the need to obtain different kinds


    of information may mean the involvement of more than one
    interviewer. Applicants may be interviewed serially or in a
    panel.
    Selection
    Selection
    Psychometric Testing
    Personality research has lent support to the use of
    sophisticated selection techniques such as psychometric
    tests that have a good record of reliability and validity.

    • Ability tests: these focus on mental abilities


    (verbal/numerical) and physical skills testing. Right/wrong
    answers allow applicants to be placed in ranked order.

    • Inventories: self-report questionnaires indicating traits,


    intelligence, values, interests, attitudes and preferences. No
    right/wrong answers but a range of choices between possible
    answers.
    E-assessment
    On-line testing, or e-assessment, is also used for
    selection and other HR purposes.

    Benefits:
    Online testing enables organizations to test at any
    time and anywhere in the world.
    It enables the quick processing of applicants.

    Drawback:
    Loss of control over the administration of the tests –
    anyone can be called on to help
    Assessment Centres
    Assessment centres are designed to yield information
    that can be used to make decisions concerning
    suitability for a job.

    They provide a fuller picture by combining a range of


    techniques.

    General methods used include group discussions, role


    plays and simulations, interviews and tests.

    Candidates attending an assessment centre will be


    observed by assessors who should be trained to judge
    candidates’ performance against criteria contained
    within the competency framework.
    Realistic Job Previews
    Applicants have expectations about how the organization will
    treat them. Recruitment and selection represent an
    opportunity to clarify these.

    Realistic job previews (RJPs) provide a means of achieving


    this.

    RJPs can take the form of case studies, shadowing, job


    sampling and videos – this enables the expectations of
    applicants to become more realistic.

    RJPs: lower initial expectations, cause some applicants to de-


    select themselves, increase levels of organization
    commitment, job satisfaction, performance and job survival.
    RELIABILITY / VALIDITY
     Reliability:
    - Extent to which results can be replicated
    - Use of same method achieves same results
    - Can be a test or an interview
    - Same questions need to be asked.
    - Would the same decision be made next week?
     Validity:

    - Results are accurate e.g. predict performance.


    - The method measures what we think they measure
    - Relationship between selection tool and appropriate criterion
    i.e. What a selection technique measures and how well it
    measures
    - Must be proven and relevant to job
     Eg: keyboarding skills for data entry clerk.
    COMMON TYPES OF INTERVIEWS
     Non-directive
     Most Latitude
     Questions are open ended
     This can get you into trouble
     Behavioural Description
     As about a situation you have experienced.
     Structured
     Panel
     Situational
     Why is a Situational Analysis Good.
    KEY SKILLS FOR INTERVIEWING
     Questioning Skills
     Rapport building

     Listening Skills

     Continuity – linking the interview together

     Keeping control – too little or much talking by the


    interviewee
     Note taking
    REFERENCE CHECKS
     Potential employer seeks to verify information
     Important to have well-constructed questions

     Can you Outsource This?

     How far can you dig?

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