This document discusses various aspects of the recruitment process, including defining recruitment, outlining the typical steps such as developing job requisitions and identifying candidates. It also examines recruitment policy, the options for centralized vs decentralized recruitment organization, sources of recruitment including internal and external options, and common methods like referrals, employment agencies, and advertising. The goal is to provide an overview of establishing an effective process for attracting qualified candidates to fill open positions.
Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.
Promotion refers to an upward movement of an employee to a higher position with increased pay, responsibilities, and status. The main purposes of promotion are to develop employees and fill higher level roles internally. The key bases of promotion are seniority, merit, and a combination of both. Seniority considers length of service while merit evaluates skills, abilities, and performance. Demotion is the opposite of promotion, involving a shift to a lower position with decreased responsibilities and rank, and can occur due to poor performance or other causes.
The document discusses the process of recruitment and selection in human resource management. It defines recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in an organization. The key steps in recruitment include planning, strategy development, searching, screening, and evaluation. Selection is defined as the process of choosing from among applicants the best qualified individuals. The main steps in selection are application forms, pre-employment tests, interviews, decision making, medical examination, and reference checks. The goal is to identify the most suitable candidates through a systematic selection process.
This document discusses performance appraisal, which is a formal, systematic process for evaluating employee job performance and productivity. It defines performance appraisal, outlines its characteristics and purposes for both employees and organizations. The document also covers the principles, criteria, approaches, process, methods and guidelines for effective performance appraisal. The overall aim is to measure how well employees are performing their jobs and help them improve.
This document discusses various recruitment methods used in international human resource management. It describes internal recruitment methods like promoting existing qualified employees or transferring them between departments. External recruitment methods include contacting top performers from universities, advertising job openings in newspapers and online, and working with third-party employment agencies to identify candidates. Both internal and external recruitment are important to fill vacancies and acquire new skills and perspectives.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
Generating a great Applicant Pool And selecting the best candidate who is a perfect job fit and organisational fit as well is a challenging task. get back to the basics and understand where you are going wrong !
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
Job Description or JD includes scope of work, duties, Role responsibilities, the tasks linked with a Job. Learn what is Job Description in HRM, Meaning Definition, how to write a good job description include components, importance, benefits and advantages of writing or creating a good Job description.
For more information visit https://www.hrhelpboard.com/performance-management/job-description.htm
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
Sprylogic Technologies is a private software company established in 2006 that follows a defined recruitment and selection process. The process begins with recruitment to acquire qualified applicants, followed by screening and selection tests to identify the best candidates. Selection involves preliminary interviews, tests to assess abilities, employment interviews, background and reference checks, and making a final selection decision. The company has an opportunity to adopt additional assessment tools like psychometric testing to better understand candidates. Overall, Sprylogic Technologies has sound recruitment and selection policies to acquire skilled employees and expand its business operations.
This document discusses the importance of employee retention for organizations. It notes that employee retention benefits organizations by reducing costs associated with turnover like loss of knowledge and interrupted customer service. Key factors that influence retention are compensation, work environment, opportunities for growth, relationships, work-life balance, and support. The document also discusses strategies for retention like hiring the right people, empowering employees, providing feedback, and recognizing achievements. While some attrition can be beneficial, overall employee retention is crucial for long-term business success through customer satisfaction and goodwill.
[1] The document discusses the concept and process of recruitment. It defines recruitment as the process of finding and attracting job applicants.
[2] The recruitment process involves identifying vacancies, advertising positions, short-listing candidates, interviewing, and making hiring decisions. The goal is to create a pool of candidates for selection.
[3] Recruitment sources can be internal through promotion or transfer, or external through methods like advertisements, employment agencies, and references. Factors like globalization, motivation, and strategic priorities present challenges to HR professionals in recruitment.
This Presentation discuss about the meaning of recruitment, features of recruitment, steps in recruitment process, recruitment policy, recruitment organisation, source of recruitment and the methods of recruitment.
The document outlines the 9 key steps to an effective recruitment process: 1) Identify hiring needs, 2) Prepare job descriptions, 3) Create a recruitment plan, 4) Start searching for candidates, 5) Recruit top candidates, 6) Conduct phone screenings, 7) Interview candidates in person, 8) Make a job offer, 9) Onboard the new employee. The process involves identifying job vacancies, defining requirements, reviewing applications, screening candidates, conducting interviews, and ultimately hiring the best candidate for the role.
The document discusses the key aspects of recruitment and selection in human resource management. It defines recruitment as the process of finding and hiring the best qualified people for jobs in an organization. The objectives, types, sources, and methods of recruitment are described. Selection is defined as choosing the most suitable candidates from applicants. The common steps and tools in selection like interviews, tests, and reference/background checks are outlined. The importance of effective placement and promotion policies for organizational success is also highlighted.
This document discusses job analysis and job design. It defines a job and explains that job analysis is the systematic process of collecting information about a job such as duties, responsibilities, skills required, and work conditions. The key components of job analysis are the job description, which provides details of what the job entails, and the job specification, which outlines the qualifications needed. Job design involves configuring jobs to meet organizational needs while satisfying employees. Different techniques of job design discussed are job simplification, enlargement, enrichment, and rotation.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
The document discusses induction and orientation programs for new employees. It defines induction as a welcoming process that introduces employees to an organization's practices, policies and purpose. The purpose of induction programs is to reduce startup costs and employee turnover while developing realistic expectations and job satisfaction. Typical techniques include general orientation by HR, specific orientation by supervisors, and follow-up sessions. Benefits include creating a favorable impression and reducing turnover. Problems can include unprepared supervisors and overwhelming employees with too much information. Case studies provide examples of induction programs at two companies.
This document provides an overview of personal selling and sales promotion. It discusses the nature of personal selling, the role of the sales force, and steps in the personal selling process. It also examines the rapid growth of sales promotion and objectives and tools of sales promotion programs. Key points covered include defining personal selling and different types of sales roles, the importance of recruiting and selecting salespeople, and using sales promotion to urge short-term buying and enhance long-term customer relationships.
Recruitment and its importance, process and sourcesLearn By Watch
This slide contains information about what is recruitment, importance of recruitment, recruitment process and various internal and external sources of recruitment. Hope you will like it!!
Techniques for Forecasting Human ResourcesBHOMA RAM
This document outlines 14 techniques that can be used for forecasting human resource needs, including managerial judgment, trend analysis, ratio analysis, scatter plots, computerized forecasting, work study techniques, the Delphi technique, regression analysis, econometric models, nominal group technique, HR budget and planning analysis, scenario forecasting, workforce analysis, and job analysis. Each technique is briefly described in 1-2 sentences.
Human Resource Planning, Recruitment and Selectionlearnito
Meaning and importance of human resource planning, benefits of human resource planning, Meaning of recruitment, selection, placement and training Methods of Recruitment and Selection - Uses of tests in selection, Problems involved in placement.
The document discusses the internal and external sources of recruitment that organizations use. It notes that internal sources include transfers, promotions, and recruiting relatives of deceased employees. External sources mentioned include advertisements, educational institutes, placement agencies, employment exchanges, contractors, unsolicited applicants, referrals, and recruiting at factory gates. The document also discusses recent trends in e-recruitment and outsourcing.
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
Employment Exchange [Sec. 2]- It means any office or place established and maintained by the Government for the collection and furnishing of information either by keeping of registers.
Establishment [Sec. 2]. It means any Office, or any place where any industry, trade, business or occupation is carried on. Establishment in public sector means an establishment owned, controlled and managed by the Government. Establishment in private sector where ordinarily twenty five or more persons are employed to work for remuneration.
Open-ended questions that avoid yes or no answers keep interviews engaging. Good interviewers listen carefully to answers and ask follow-up questions that reveal more details. They also redirect questions in response to answers to explore new topics or different perspectives. Proper emphasis on different words in questions can help convey meaning and impact when interviewing for television.
The document provides an overview of interview preparation, types of interviews, dos and don'ts, common questions, and important job sites. It discusses preparing for an interview by researching the company and role, dressing professionally, and practicing answers to common questions. Two main types of interviews are one-on-one and panel interviews. The document offers tips for a successful interview such as maintaining eye contact, being confident, and focusing on strengths rather than weaknesses. Important interview questions are also outlined.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
The document discusses recruitment, including defining recruitment, outlining the recruitment process and factors involved. It describes the key elements of recruitment such as developing a recruitment policy, organizing the recruitment function, sources of recruitment both internal and external, and various methods used for recruitment. The recruitment process involves defining job needs, identifying sources, communicating with candidates, encouraging applications, and assessing applicants. Internal sources include promotions, transfers, retirees while external sources are educational institutions, agencies, job portals, casual walk-ins and advertisements.
This document discusses managing risks associated with contingent labour forces in the Asia-Pacific region. It notes that as economies in the region continue rapid growth, reliance on contingent labour to meet skill demands is increasing. However, companies may be failing to apply the same risk management practices to contingent workers as they do traditional employees. The document then discusses several key risks of managing contingent workers, including regulatory and compliance risks due to legislative variations across countries, access and security risks if proper screening is not conducted, visibility and analytics risks due to lack of integrated systems, and technology risks if vendor management systems are not implemented. It provides examples and recommendations for mitigating these risks.
Wipro Spectramind (WSM) had a growing need for human resources as it aimed to recruit 500 people per month but later increased to 1800 people per month. WSM used various recruitment and retention strategies like employee referral programs, talent search programs, and encouraging higher education. However, around 3473 employees still left the company despite these efforts. The document discusses limitations of recruitment agencies, effective recruitment strategies, and methodology to reduce WSM's high attrition rate.
The document discusses recruitment, including its definition, purpose, and aims. Recruitment involves searching for and obtaining potential job candidates in order to select the most appropriate people to fill job needs. The aims of recruitment are to obtain suitable candidates, ensure a fair process, and conduct activities efficiently. Factors like the size, growth, and conditions of the organization impact recruitment. The economic, social, technological, political, and legal environments also affect recruitment.
This document provides information about recruitment and selection processes at HCL Infosystems Ltd. It discusses the importance of having an effective recruitment and selection procedure to identify the right candidates for jobs. It describes the various steps in the recruitment process, including planning, developing strategies, searching, screening, and evaluation. It also discusses different sources of recruitment, including internal sources like current employees and external sources like new labor market entrants. The document outlines several methods used in recruitment, such as direct methods like campus recruitment and indirect methods like job advertisements. It provides details on the recruitment process at HCL Infosystems Ltd.
This document is a dissertation report submitted by Rajnee Kesharwani for their Master's degree. It examines the topic of e-recruitment and its impact on job seekers. The abstract provides an overview, stating that this is an exploratory study that aims to identify how e-recruitment influences the recruitment process of multinational companies in India. Statistical analysis was used to analyze the relationship between e-recruitment and the overall recruitment process. The study concluded there is a moderate relationship and that job seekers find e-recruitment convenient for finding career opportunities.
This document discusses recruitment and selection processes in organizations. It begins by outlining the objectives and importance of studying employee hiring. It then discusses factors that affect recruitment, including internal factors like company size and policies, and external factors like labor market conditions and laws. The document outlines various internal sources of recruitment like promotions, referrals, and former employees. It also discusses external sources such as employment exchanges, agencies, advertisements, professional associations, campus recruitment, and word-of-mouth. The advantages and disadvantages of internal sources are evaluated.
This document discusses recruitment processes and policies. It contains 4 sections:
1. It describes recruitment as searching for candidates and inspiring them to apply. The process includes analyzing job requirements, attracting employees, selecting applicants, and integrating new hires.
2. It outlines developing recruitment policies to advertise vacancies internally, reply to applicants promptly, inform them of job details, process applications efficiently, and ensure fair interviews.
3. Sources of recruitment include internal promotions and transfers, employee referrals, and external sources like job boards, agencies, and educational institutions.
4. Organizational inducements to attract applicants include compensation, career opportunities, and reputation. Equal employment opportunities legislation influences recruitment to avoid discriminatory
Rodzidah Mohd Rodzi produced a report on the impact of change at CIAST (Centre for Instructors and Advanced Skill Training) in Shah Alam, Selangor. The report identified 6 internal and 4 external factors driving the need for change at CIAST. It explained how changes affect organizations through impacts on staffing, communication, and planning. It compared 4 models of change approaches and described 3 approaches and 3 behavioral responses seen when change occurs. Finally, it explained 3 ways HR can support individuals during change through clear communication of goals, assigning coaches/mentors, and aligning reward systems.
An abstract overview of the important aspect of HR department of every organisation that is recruitment which includes selection process, interviews, induction, orientation, etc.
This document discusses human capital management (HCM) as a strategic driver of enterprise growth. It outlines how HCM can help transition HR from an administrative function to a strategic, consultative one focused on attracting and retaining top talent. The document provides frameworks for implementing best practices in HCM, including attracting talent through an employer of choice strategy, effective recruitment processes, and retaining employees by developing a strong psychological contract and investing in people development. Integrating HCM practices across the organization through initiatives like talent development programs can help drive business growth.
This document discusses recruitment and selection in human resource management. It defines recruitment as attracting qualified candidates and outlines the recruitment process, which includes planning, developing a strategy, searching for candidates, screening and evaluating. Internal sources include current employees while external sources are found outside the organization, such as advertisements, employment agencies, internships and employee referrals. The advantages and disadvantages of internal and external recruitment are also compared.
The document discusses various methods and aspects of recruitment. It defines recruitment as the process of identifying job needs, defining job requirements, advertising positions, and hiring qualified candidates. It describes internal recruitment methods like promotions, transfers, and recalls. External methods include campus selection, press advertisements, deputation, and walk-in interviews. Advantages and limitations of internal and external recruitment are provided. The document also discusses headhunters, in-house recruitment, onboarding, and internet/website recruitment.
Recruitment and selection at ibm pakistanEmily Bronte
Human Resource Management is a vast term. It comprises of planning, recruitment, selection, training, development, discipline, employment legislation, reward and recognition systems, etc.
Recruitment and selection are two of the most important functions of Human Resource Management. Although these are distinct processes, yet they are closely interrelated with each other. Together recruitment and selection forms the core part of the central activities underlying Human Resource Management.
The document discusses recruitment policies, methods, and procedures. It begins by outlining learning objectives around describing the purpose of recruitment, explaining recruitment policies and processes, identifying components of good policies, and familiarizing sources and methods. It then defines recruitment and discusses the purpose and importance of having recruitment policies. Key points made include attracting candidates, creating talent pools for selection, determining staffing needs, and meeting legal obligations. The document also outlines factors affecting policy, components of policies, the recruitment process, and methods of recruitment including internal and external approaches. It closes by discussing advantages and disadvantages of different recruitment methods.
The document discusses various aspects of the recruitment process including definitions, need for recruitment, sources and methods of recruitment. It describes internal sources like promotions, transfers, retirements etc. and external sources like campus selection, press advertisements, management training schemes. It also discusses advantages and disadvantages of internal and external recruitment sources as well as recruitment methods like headhunters, in-house recruitment, onboarding and internet recruitment.
Recruitment, selection, and induction are important processes for hiring and onboarding new employees. Recruitment involves finding potential candidates, selection determines the most suitable candidates through tests and interviews, and induction introduces new hires to the organization. The goal is to attract qualified applicants and choose individuals who are the best fit for open roles to improve organizational performance through scientific selection processes and proper placement of employees.
Employment Hiring issues in The Modern Workforce.aamaxintern
The process of hiring employees has always been a critical component of business operations. impacting organizational success and sustainability. However, the modern workforce is evolving at a light speed due to technological advancement, globalization, and demographic change and shifting workplace norms. These changes have ushered in new complexities and challenges in hiring, which businesses have to maneuver if they are to attract and retain top talent effectively. This article explores the multifaceted nature of employment hiring issues.
examining their causes, impacts, and potential solutions
3. Towards a Disability Inclusive Workforce in BangladeshEthical Sector
Myanmar Centre for Responsible Business (MCRB), AAR Japan and the International Labour Organization (ILO), co-hosted second multi-stakeholder workshop on Promoting Employment Opportunities for Persons with Disabilities on 6 and 7 March at Rose Garden Hotel, Yangon.
Read more: https://www.myanmar-responsiblebusiness.org/news/second-multi-stakeholder-workshop-people-with-disabilities.html
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38. 38 3/20/2012
Waiting lists of candidates who have
indicated their interest in jobs in person
through mail over phone.
2) Indirect method
Advertisements in newspapers and journals,
radio, television used to publicize vacancies.
This helps to enable the candidates to assess
their suitability so that only those possessing the
requisite qualifications will apply.
39. 39 3/20/2012
3) Third party methods:
Various agencies, public employment
exchanges and private consulting firms are
used to recruit personnel. In addition friends
and relations of existing staff deputation
can be used.
40. 40 3/20/2012
SUMMARY
Meaning of recruitment
Steps in recruitment process
Recruitment policy
Recruitment organization
Sources of recruitment
Methods of recruitment