Description
This is a presentation describes recruitment process followed by organizations.
The recruitment process
What is Recruitment?
It is the process of choosing the right kind of people in the right number at the right time for the right job.
•
Recruitment
?
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment
?
?
?
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.
Recruitment Needs Are Of Three Types
PLANNED i.e. the needs arising from changes in organization and retirement policy. ? ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. ? UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.
?
Factors affecting recruitment
THE RECRUITMENT PROCESS External Environment Internal Environment
7
Human Resource Planning
Alternatives to Recruitment
Designing the programme Implementing the program
Surplus
Deficit
Monitor and Control
Alternatives to Recruitment
8
? ? ?
Outsourcing Contingent Workers Overtime
9
Recruitment Sources
?
Recruitment sources: Place where qualified individuals are found.
Sources of Recruitment
Internal recruiting
11
?
Advantages
? Less
?
Disadvantages
? Lack
costly ? Employees are already familiar with company ? Can boost employee morale
of “new blood” ? Departments can “raid” other departments for best employees
External Recruiting
12
?
Advantages
? Brings
?
Disadvantages
? May
in new ideas ? Larger pool of workers from which to find the best candidate ? People have a wider range of experience
negatively impact morale and cohesion ? Time needed for new employee to learn “ropes” ? Usually more costly than internal recruiting
Selection
?
Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.
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
?
?
?
The selection process
Application Blank Preliminary Interview
Selection tests
Employment interview Reference and background check Selection decision Physical examination Job offer Employment contract evaluation
Application blank
? ?
THE JOB APPLICATION BLANK An orderly, convenient method of collecting necessary information for determining an applicant’s minimum qualifications
When reviewing an application blank, the sales manager should look for the following:
•
Minimum job requirements.
•
•
All dates accounted for.
Number of jobs and length of time spent on each job. Reason given for leaving jobs. Pattern of growth.
• •
preliminary interview
?
?
Preliminary interviews, also known as screening interviews, are used to weed out those candidates who do not meet the minimum criteria laid down by the employing organizations or if the number of candidates is quite large enough and the time at the disposal of interviewers is short to adopt in-depth interview. Normally, preliminary interview is held in campus recruitment where the time duration is quite short to interview all the
Selection Tests
Employment test refers to a procedure, technique, or measurement instrument for ascertaining characteristics such as aptitudes, capacities, intelligence, knowledge, skills, or personality. ? Selection methods used must be reliable and valid. ? 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
?
There are many types of selection tests
?
?
Ability tests assist in determining how well an individual can perform tasks related to a job. (a data entry test given to a secretarial job prospect) Other tests used are:
• •
Aptitude tests. Intelligence tests.
•
• •
Interest tests.
Knowledge tests.
Personality tests.
Employment interview
?
The personal interview usually involves the one-on-one, face-to-face meeting of two strangers, both seeking to sell themselves to the other.
INTERVIEWS ARE IMPORTANT FOR THE MANAGER AND THE APPLICANT
FOR THE MANAGER
Act as a screening device to create the pool of qualified applicants. Confirm application blanks, written tests, and feedback from references
FOR THE APPLICANT
Act as a screening device to create a pool of qualified jobs Determine skills, knowledge and abilities required
Judge if the applicant can be successful in the short and long run Meet the potential employee and determine if a match exists
Determine what will be received from the job, such as training, compensation, promotional opportunities Meet the potential boss and determine if a match exists
THE INTERVIEW QUADRANT
SUCCESSFUL-LOOKING
The successfulPERFORMANCE looking failure FAILURE The unsuccessfullooking failure The successfullooking success PERFORMANCE The unsuccessful- SUCCESS looking success
UNSUCCESSFUL-LOOKING
Types of Interviews
?
One-to-one interview Sequential interview Panel interview
?
?
Types of Interviews
?
In a structured interview, the recruiter asks questions, often from a standard form In an unstructured interview, the recruiter asks few preplanned questions and often begins with open-ended questions such as “Tell me about yourself” or “Why do you want to work for IBM?”. Mixed interview uses a combination of the above two.
?
?
Nonverbal cues in interviews:
•
Body movements.
•
• • •
Gestures.
Firmness of handshake.
Eye contact.
Physical appearance.
Reference and background check
References are the names of persons from whom information can be obtained on an applicant’s ability and character. ? Reference checks cover the following: ? Criminal record check ? Previous employment check ? Educational record check ? Union affiliation check ? Character reference check, etc.
? ?
Background checks have become even more essential because of cases of terrorists
Reference and background check
? ?
?
Reference checks serve two important purposes: 1. They help gain insights about the potential employee from the people who have head previous experience with him/her. 2. It helps assess the potential success of a prospect.
Selection Decision
?
In this step the interviewers make the final decision of whom to offer the job.
Physical examination
?
?
Almost all companies require their prospective employees to undergo physical examinations. As a general rule, if the applicant gets this far in the process, he or she has the job unless health problems are discovered.
?
The next steps are giving the job offer and the employment contract .
EVALUATING SELECTION AND PLACEMENT DECISIONS
?
The quality and effectiveness of selection and placement decisions depend on sales managers hiring as many applicants as possible who turn out to be good performers
Costs To Consider Include Both Actual And Potential Costs:
1.
Actual costs.
a. b.
Recruiting and assessment costs. Induction and orientation costs.
c.
Training costs.
Costs To Consider Include Both Actual And Potential Costs: .. contd
2.
Potential costs.
a.
Costs associated with hiring a person who subsequently fails.
b.
Costs associated with rejecting a person who would have been successful on the job.
Inducting and placing the new hires
?
?
Orientation is a systematic and planned introduction of the employees to their jobs, their co-workers and the organization. It is also called induction.
Purpose of orientation
A study shows the following: ? The first days on the job were anxious and disturbing. ? “New employees’ initiation” practices by peers intensified anxiety. ? Anxiety interfered with the training process. ? Turnover of newly hired employee was caused primarily by anxiety. ? The new workers were reluctant to discuss their problems with the superiors.
?
Strategic choices of orientation
Formal Individual Informal Collective
Serial
Disjunctive
Investiture
Divestiture
Formal-informal
?
?
?
In informal orientation, new hires are directly put on the jobs. They are expected to familiarize themselves with the work and the company. In formal orientation, the management has a structured programme which is executed when new employees join the firm.
Individual or collective
?
?
?
?
Another choice that company has is whether the new hires should be inducted individually or in groups. Individual orientation is more likely to preserve individual differences and perspectives. Orienting each person individually is an expensive and time consuming process. It also denies the new hire the opportunity of sharing anxieties with fellow appointees.
Serial or disjunctive
?
Orientation is serial when an experienced employee inducts a new hire. The experienced employee acts like a tutor and model for the new hire. When new hire do not have predecessors available to guide them or to model their behaviour upon, the orientation becomes disjunctive.
?
Investiture or divestiture
?
?
Investiture orientation seeks to ratify the usefulness of the characteristics that the person brings to the new job. Most highlevel appointments follow this approach. Divestiture orientation seeks to make minor modifications in the characteristics of the new hire, though he or she was selected on the basis of his or her potential for performance.
Placement
?
?
Placement refers to the allocation of people to jobs. Placement is simple when the job is of independent nature but when the job is of sequential nature placement gets a little complex.
Thank you
doc_654926025.pptx
This is a presentation describes recruitment process followed by organizations.
The recruitment process
What is Recruitment?
It is the process of choosing the right kind of people in the right number at the right time for the right job.
•
Recruitment
?
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment
?
?
?
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.
Recruitment Needs Are Of Three Types
PLANNED i.e. the needs arising from changes in organization and retirement policy. ? ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. ? UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.
?
Factors affecting recruitment
THE RECRUITMENT PROCESS External Environment Internal Environment
7
Human Resource Planning
Alternatives to Recruitment
Designing the programme Implementing the program
Surplus
Deficit
Monitor and Control
Alternatives to Recruitment
8
? ? ?
Outsourcing Contingent Workers Overtime
9
Recruitment Sources
?
Recruitment sources: Place where qualified individuals are found.
Sources of Recruitment
Internal recruiting
11
?
Advantages
? Less
?
Disadvantages
? Lack
costly ? Employees are already familiar with company ? Can boost employee morale
of “new blood” ? Departments can “raid” other departments for best employees
External Recruiting
12
?
Advantages
? Brings
?
Disadvantages
? May
in new ideas ? Larger pool of workers from which to find the best candidate ? People have a wider range of experience
negatively impact morale and cohesion ? Time needed for new employee to learn “ropes” ? Usually more costly than internal recruiting
Selection
?
Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.
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
?
?
?
The selection process
Application Blank Preliminary Interview
Selection tests
Employment interview Reference and background check Selection decision Physical examination Job offer Employment contract evaluation
Application blank
? ?
THE JOB APPLICATION BLANK An orderly, convenient method of collecting necessary information for determining an applicant’s minimum qualifications
When reviewing an application blank, the sales manager should look for the following:
•
Minimum job requirements.
•
•
All dates accounted for.
Number of jobs and length of time spent on each job. Reason given for leaving jobs. Pattern of growth.
• •
preliminary interview
?
?
Preliminary interviews, also known as screening interviews, are used to weed out those candidates who do not meet the minimum criteria laid down by the employing organizations or if the number of candidates is quite large enough and the time at the disposal of interviewers is short to adopt in-depth interview. Normally, preliminary interview is held in campus recruitment where the time duration is quite short to interview all the
Selection Tests
Employment test refers to a procedure, technique, or measurement instrument for ascertaining characteristics such as aptitudes, capacities, intelligence, knowledge, skills, or personality. ? Selection methods used must be reliable and valid. ? 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
?
There are many types of selection tests
?
?
Ability tests assist in determining how well an individual can perform tasks related to a job. (a data entry test given to a secretarial job prospect) Other tests used are:
• •
Aptitude tests. Intelligence tests.
•
• •
Interest tests.
Knowledge tests.
Personality tests.
Employment interview
?
The personal interview usually involves the one-on-one, face-to-face meeting of two strangers, both seeking to sell themselves to the other.
INTERVIEWS ARE IMPORTANT FOR THE MANAGER AND THE APPLICANT
FOR THE MANAGER
Act as a screening device to create the pool of qualified applicants. Confirm application blanks, written tests, and feedback from references
FOR THE APPLICANT
Act as a screening device to create a pool of qualified jobs Determine skills, knowledge and abilities required
Judge if the applicant can be successful in the short and long run Meet the potential employee and determine if a match exists
Determine what will be received from the job, such as training, compensation, promotional opportunities Meet the potential boss and determine if a match exists
THE INTERVIEW QUADRANT
SUCCESSFUL-LOOKING
The successfulPERFORMANCE looking failure FAILURE The unsuccessfullooking failure The successfullooking success PERFORMANCE The unsuccessful- SUCCESS looking success
UNSUCCESSFUL-LOOKING
Types of Interviews
?
One-to-one interview Sequential interview Panel interview
?
?
Types of Interviews
?
In a structured interview, the recruiter asks questions, often from a standard form In an unstructured interview, the recruiter asks few preplanned questions and often begins with open-ended questions such as “Tell me about yourself” or “Why do you want to work for IBM?”. Mixed interview uses a combination of the above two.
?
?
Nonverbal cues in interviews:
•
Body movements.
•
• • •
Gestures.
Firmness of handshake.
Eye contact.
Physical appearance.
Reference and background check
References are the names of persons from whom information can be obtained on an applicant’s ability and character. ? Reference checks cover the following: ? Criminal record check ? Previous employment check ? Educational record check ? Union affiliation check ? Character reference check, etc.
? ?
Background checks have become even more essential because of cases of terrorists
Reference and background check
? ?
?
Reference checks serve two important purposes: 1. They help gain insights about the potential employee from the people who have head previous experience with him/her. 2. It helps assess the potential success of a prospect.
Selection Decision
?
In this step the interviewers make the final decision of whom to offer the job.
Physical examination
?
?
Almost all companies require their prospective employees to undergo physical examinations. As a general rule, if the applicant gets this far in the process, he or she has the job unless health problems are discovered.
?
The next steps are giving the job offer and the employment contract .
EVALUATING SELECTION AND PLACEMENT DECISIONS
?
The quality and effectiveness of selection and placement decisions depend on sales managers hiring as many applicants as possible who turn out to be good performers
Costs To Consider Include Both Actual And Potential Costs:
1.
Actual costs.
a. b.
Recruiting and assessment costs. Induction and orientation costs.
c.
Training costs.
Costs To Consider Include Both Actual And Potential Costs: .. contd
2.
Potential costs.
a.
Costs associated with hiring a person who subsequently fails.
b.
Costs associated with rejecting a person who would have been successful on the job.
Inducting and placing the new hires
?
?
Orientation is a systematic and planned introduction of the employees to their jobs, their co-workers and the organization. It is also called induction.
Purpose of orientation
A study shows the following: ? The first days on the job were anxious and disturbing. ? “New employees’ initiation” practices by peers intensified anxiety. ? Anxiety interfered with the training process. ? Turnover of newly hired employee was caused primarily by anxiety. ? The new workers were reluctant to discuss their problems with the superiors.
?
Strategic choices of orientation
Formal Individual Informal Collective
Serial
Disjunctive
Investiture
Divestiture
Formal-informal
?
?
?
In informal orientation, new hires are directly put on the jobs. They are expected to familiarize themselves with the work and the company. In formal orientation, the management has a structured programme which is executed when new employees join the firm.
Individual or collective
?
?
?
?
Another choice that company has is whether the new hires should be inducted individually or in groups. Individual orientation is more likely to preserve individual differences and perspectives. Orienting each person individually is an expensive and time consuming process. It also denies the new hire the opportunity of sharing anxieties with fellow appointees.
Serial or disjunctive
?
Orientation is serial when an experienced employee inducts a new hire. The experienced employee acts like a tutor and model for the new hire. When new hire do not have predecessors available to guide them or to model their behaviour upon, the orientation becomes disjunctive.
?
Investiture or divestiture
?
?
Investiture orientation seeks to ratify the usefulness of the characteristics that the person brings to the new job. Most highlevel appointments follow this approach. Divestiture orientation seeks to make minor modifications in the characteristics of the new hire, though he or she was selected on the basis of his or her potential for performance.
Placement
?
?
Placement refers to the allocation of people to jobs. Placement is simple when the job is of independent nature but when the job is of sequential nature placement gets a little complex.
Thank you
doc_654926025.pptx