Description
This is a presentation describes on Recruitment and Selection.
Recruitment and Selection
To recap…..
Systems in HRM • HRP • R&S • Compensation • Performance • Reward & Recognition • Employee Relations
To recap…..
Systems – clarity about • Functionality – what is this system about • Strategic objective – purpose, what you hope to achieve through it • Operating tools, techniques, processes • System outcomes • Parameters of system effectiveness
To recap…..
HRP • Functionality – right number, type, timing • Strategic objective – work design/redesign,
structuring/restructuring, employment/deployment • Operating tools – work study, role analysis, forecasting techniques • System outcomes – role design, organisation structure & design, number of roles and positions
• Parameters of system effectiveness – sudden needs(?)
From HRP to Recruitment
HRP
•Type •Number •Time
CONNECT
R&S
•Job Description •Acquisition (tasks, duties, •Placement responsibilities) •Induction •Person specification (knowledge, skill, attitude)
Recruitment
• Functionality – sourcing • Strategic Objectives – internal mobility/external, organisation people profile ( skill, age, gender, region), cultural profile, introduction of changes • Operating – advertising, application form design, sourcing, application scrutiny • Outcomes – right type, number of applicants • Measuring effectiveness – process cycle, applicants : selected ratio, cost per recruit
As a People Manager, You should know …..
• The context of recruitment in organisations
• Strategic considerations and recruitment strategy
• Stages in the recruitment process
Context of Recruitment
RIGHT FIT
• Individual job role considerations
• Knowledge • Skill/competencies • attitude
• Organisational strategic consideration
• Demogragphic profile • Culture profile • Competency profile
Stages
• • • • • • • • • • Human Resource Planning Job Design Job Description and person specification Advertise and Source Scrutiny of applications /shortlist for test Test / assess suitability Negotiate terms and conditions Reference verification Medical fitness appointment
Job Description and Person Specification
• Broad statement of duties and responsibilities
• Specifies reporting relationship • Knowledge, skills and attitudes
These become the input for job advertisement
Job Specification
• Knowledge • Skills • Attitude
Is translated as education, professional qualification, experience and special dispositions in the job advertisement
Sourcing Options
• Traditional – Newspapers (local/national, business, vernacular), bulletin boards, campus/vocational institutions, placement agencies
• Non-traditional - Head hunting, internet (job and career sites,company website),company intranet, employee referrals, tracking, job Objective is to reach the right type of people at the lowest possible cost in the shortest possible time
Shortlisting Applicants
• Who – me or HR or joint
• How – strictly as written? Combinations? (skill, academics, type of organisation, previous role profiles, etc.), on the basis of resume? Prescribed application form? Preliminary interview?
Sourcing Decision and The Search Process
• From where - location
• When - timing • How – sourcing alternatives
Job Advertisement
• Alternatives – walk-ins, website, application • Costing • Placement • Technical : layout, format, copy (choice of words), visual appeal
Function of Job Advertisement
• Communication about the job – potential applicant should be able to visualise what he/she will be doing on the job; • Reach the right type and right number; • Attract the right people; • Keep out the unwanted people; • Persuade and compel the potential applicant to apply; • Create the company image;
Advertisement Tasks
CONTENT • Job description • Job specification • Preparing • Revising • Editing • copy
Selection – you should know
• Different methods of selection • Relative advantages and disadvantages of different methods • How to use different methods • Implication of using a particular method – why would you use a particular method in a particular situation • Managerial role, responsibilities and accountability in selection
Tests
• Tests of Performance – test of how the individual
will perform in the job e.g. practical tests, physical fitness test for jobs requiring hard physical work
• Tests of Ability – Job knowledge, aptitude tests
• Personality tests
The Personal Interview
• Most widely used • Process of exchange where the potential employer and the applicant try to seek information from each other – the employer seeks to verify details about the suitability of the candidate and the candidate seeks information to substantiate his expectations about the employer, the job and the organisation
Interview Methods
• • • • • Non-directive Structured Situational Behavioural event Panel,one-on-one, telephonic (process) Distinguished by structure and control by interviewer
Interviewing Methods
• Non-directive – where interviewer allows the candidate to talk freely (used often, more common for managerial positions) • Structured – based on a set of standardised questions(useful when more than one panel is going to interview many applicants, useful also to ensure that minimum verification of knowledge and ability is done; more common for nonmanagerial positions )
Distinguished by structure and control by interviewer
Interviewing Methods
• Situational – a hypothetical incident is given and asked how he or she will respond
(e.g. you have an important assignment to complete and the deadline is tomorrow. You receive a call to say that your child has met with an accident)
• Behavioural event – focuses on actual work
incidents e.g. tell us about the most challenging assignment that you have handled
• Panel,one-on-one, telephonic (process)
Interviewer Role
• • • • • • • • • • Interview plan Maintain rapport Active listening Attention to non-verbal cues Honest information Use questions effectively Distinguish between facts and inferences Be aware of/recognise biases, stereotypes Control the course of the interview Standardise the questions
Interviewer Role
Before the Interview • Study the job • Define selection criteria • Work on questions and interview plan for assessment • Check with the HRM department about any specific information that the candidate may need or is to be provided e.g. salary data, job conditions, nature of employment
Interviewer Role
During the Interview • Maintain rapport with the candidate • Active listening • Attention to non-verbal cues • Be honest about the information • Use questions effectively • Distinguish between facts and inferences • Be aware of/recognise biases, stereotypes • Control the course of the interview • Standardise the questions
Interviewer Role
During the Interview • Co-ordination with other panel members • Making working notes
Post Interview Process • Taking the selection decision • Recommending further action
Interview Process
• Preparation • Creation of rapport – the start of the interview process • Information exchange • Termination of dialogue • Evaluation
Mistakes That An Interviewer Can Make
• Talk too much
• Asking inconsistent questions amongst different applicants (result - no commonality about data) • Unrelated questions • Not making the interviewee comfortable. • Stereotyping • Getting biased either due to personal reasons or because of other candidates. • Making an hurried evaluation
Basic Concepts/ Principles
• Reliability – consistency over time and people
• Validity – effectiveness, desired result
Information Exchange at interview
Organisation • Verification of facts • Career options • Flexibility • Information sharing about orgnsn. • Special conditions • compensation Candidate • Notice to previous employer • Freelancing • Special needs • Relocation help • Career prospects • About the company
Concluding the process
• Noting the remarks – reason for acceptance/ rejection, special conditions, agreements • Authentication • Authorisation • Communication – internal/external, accepted/rejected • Documentation and record keeping
The Selection Decision
What it involves
• Evaluating performance against the predefined selection criteria • Co-ordinating amongst the interviewers for observations and interpretations • Rechecking information in case of doubt • Making the recommendation
Some Important Points
• • • • • • Who makes the first recommendation Who takes the decision to select Who authorises the decision How is it documented Who maintains the record Accessibility of information in case there is a need to validate the selection decision
doc_192525376.ppt
This is a presentation describes on Recruitment and Selection.
Recruitment and Selection
To recap…..
Systems in HRM • HRP • R&S • Compensation • Performance • Reward & Recognition • Employee Relations
To recap…..
Systems – clarity about • Functionality – what is this system about • Strategic objective – purpose, what you hope to achieve through it • Operating tools, techniques, processes • System outcomes • Parameters of system effectiveness
To recap…..
HRP • Functionality – right number, type, timing • Strategic objective – work design/redesign,
structuring/restructuring, employment/deployment • Operating tools – work study, role analysis, forecasting techniques • System outcomes – role design, organisation structure & design, number of roles and positions
• Parameters of system effectiveness – sudden needs(?)
From HRP to Recruitment
HRP
•Type •Number •Time
CONNECT
R&S
•Job Description •Acquisition (tasks, duties, •Placement responsibilities) •Induction •Person specification (knowledge, skill, attitude)
Recruitment
• Functionality – sourcing • Strategic Objectives – internal mobility/external, organisation people profile ( skill, age, gender, region), cultural profile, introduction of changes • Operating – advertising, application form design, sourcing, application scrutiny • Outcomes – right type, number of applicants • Measuring effectiveness – process cycle, applicants : selected ratio, cost per recruit
As a People Manager, You should know …..
• The context of recruitment in organisations
• Strategic considerations and recruitment strategy
• Stages in the recruitment process
Context of Recruitment
RIGHT FIT
• Individual job role considerations
• Knowledge • Skill/competencies • attitude
• Organisational strategic consideration
• Demogragphic profile • Culture profile • Competency profile
Stages
• • • • • • • • • • Human Resource Planning Job Design Job Description and person specification Advertise and Source Scrutiny of applications /shortlist for test Test / assess suitability Negotiate terms and conditions Reference verification Medical fitness appointment
Job Description and Person Specification
• Broad statement of duties and responsibilities
• Specifies reporting relationship • Knowledge, skills and attitudes
These become the input for job advertisement
Job Specification
• Knowledge • Skills • Attitude
Is translated as education, professional qualification, experience and special dispositions in the job advertisement
Sourcing Options
• Traditional – Newspapers (local/national, business, vernacular), bulletin boards, campus/vocational institutions, placement agencies
• Non-traditional - Head hunting, internet (job and career sites,company website),company intranet, employee referrals, tracking, job Objective is to reach the right type of people at the lowest possible cost in the shortest possible time
Shortlisting Applicants
• Who – me or HR or joint
• How – strictly as written? Combinations? (skill, academics, type of organisation, previous role profiles, etc.), on the basis of resume? Prescribed application form? Preliminary interview?
Sourcing Decision and The Search Process
• From where - location
• When - timing • How – sourcing alternatives
Job Advertisement
• Alternatives – walk-ins, website, application • Costing • Placement • Technical : layout, format, copy (choice of words), visual appeal
Function of Job Advertisement
• Communication about the job – potential applicant should be able to visualise what he/she will be doing on the job; • Reach the right type and right number; • Attract the right people; • Keep out the unwanted people; • Persuade and compel the potential applicant to apply; • Create the company image;
Advertisement Tasks
CONTENT • Job description • Job specification • Preparing • Revising • Editing • copy
Selection – you should know
• Different methods of selection • Relative advantages and disadvantages of different methods • How to use different methods • Implication of using a particular method – why would you use a particular method in a particular situation • Managerial role, responsibilities and accountability in selection
Tests
• Tests of Performance – test of how the individual
will perform in the job e.g. practical tests, physical fitness test for jobs requiring hard physical work
• Tests of Ability – Job knowledge, aptitude tests
• Personality tests
The Personal Interview
• Most widely used • Process of exchange where the potential employer and the applicant try to seek information from each other – the employer seeks to verify details about the suitability of the candidate and the candidate seeks information to substantiate his expectations about the employer, the job and the organisation
Interview Methods
• • • • • Non-directive Structured Situational Behavioural event Panel,one-on-one, telephonic (process) Distinguished by structure and control by interviewer
Interviewing Methods
• Non-directive – where interviewer allows the candidate to talk freely (used often, more common for managerial positions) • Structured – based on a set of standardised questions(useful when more than one panel is going to interview many applicants, useful also to ensure that minimum verification of knowledge and ability is done; more common for nonmanagerial positions )
Distinguished by structure and control by interviewer
Interviewing Methods
• Situational – a hypothetical incident is given and asked how he or she will respond
(e.g. you have an important assignment to complete and the deadline is tomorrow. You receive a call to say that your child has met with an accident)
• Behavioural event – focuses on actual work
incidents e.g. tell us about the most challenging assignment that you have handled
• Panel,one-on-one, telephonic (process)
Interviewer Role
• • • • • • • • • • Interview plan Maintain rapport Active listening Attention to non-verbal cues Honest information Use questions effectively Distinguish between facts and inferences Be aware of/recognise biases, stereotypes Control the course of the interview Standardise the questions
Interviewer Role
Before the Interview • Study the job • Define selection criteria • Work on questions and interview plan for assessment • Check with the HRM department about any specific information that the candidate may need or is to be provided e.g. salary data, job conditions, nature of employment
Interviewer Role
During the Interview • Maintain rapport with the candidate • Active listening • Attention to non-verbal cues • Be honest about the information • Use questions effectively • Distinguish between facts and inferences • Be aware of/recognise biases, stereotypes • Control the course of the interview • Standardise the questions
Interviewer Role
During the Interview • Co-ordination with other panel members • Making working notes
Post Interview Process • Taking the selection decision • Recommending further action
Interview Process
• Preparation • Creation of rapport – the start of the interview process • Information exchange • Termination of dialogue • Evaluation
Mistakes That An Interviewer Can Make
• Talk too much
• Asking inconsistent questions amongst different applicants (result - no commonality about data) • Unrelated questions • Not making the interviewee comfortable. • Stereotyping • Getting biased either due to personal reasons or because of other candidates. • Making an hurried evaluation
Basic Concepts/ Principles
• Reliability – consistency over time and people
• Validity – effectiveness, desired result
Information Exchange at interview
Organisation • Verification of facts • Career options • Flexibility • Information sharing about orgnsn. • Special conditions • compensation Candidate • Notice to previous employer • Freelancing • Special needs • Relocation help • Career prospects • About the company
Concluding the process
• Noting the remarks – reason for acceptance/ rejection, special conditions, agreements • Authentication • Authorisation • Communication – internal/external, accepted/rejected • Documentation and record keeping
The Selection Decision
What it involves
• Evaluating performance against the predefined selection criteria • Co-ordinating amongst the interviewers for observations and interpretations • Rechecking information in case of doubt • Making the recommendation
Some Important Points
• • • • • • Who makes the first recommendation Who takes the decision to select Who authorises the decision How is it documented Who maintains the record Accessibility of information in case there is a need to validate the selection decision
doc_192525376.ppt