Recruitment, Selection, Placement and Induction

Personnel Law & Management

Module on Recruitment, Induction, Placement, and Development

Session Structure

1. Business context and importance of recruitment.

2. What determines the need for recruitment?1. Workforce planning

3. The recruitment Process1. Defining requirements- Job Analysis,

Job Description 2. and Person Specifications.3. Attracting candidates-Internal or

external hiring decisions.4. Selecting Candidates-selection

methods and strategies

4. Placement and Induction.

Business Context and importance of recruitment

Organizations are only able to provide goods and services because of the efforts of the people employed by them. Without good people, working effectively together, the organization is much less likely to be able to provide what is needed by its customers. Having the right person in the right job at the right time is therefore critical to business success.

Recruitment is also strategically linked with other processes within the organization. If the recruitment process is weak, it is possible that a person recruited will not perform particularly well which will have a domino effect on other processes in the organization.

Workforce Planning

Forecasting Demand : Four Techniques.1. Trend Analysis.2. Ratio Analysis3. Scatter Plot.4. Computer Analysis

Forecasting Supply : Two models5. Markov Analysis6. Conventional framework

Trend Analysis

Implies studying variations in the company’s employment levels over the last few years. For example, you might compute the number of employees at the end of each of the last five years, or perhaps the number in each subgroup (like sales, production, secretarial and administrative).The purpose is to identify trends that might continue into the future.

Ratio Analysis

Means making forecasts based on the historical ratio between some causal factors and the number of employees required. For example suppose a sales person traditionally generates Rs.500,000 in sales per week. If the sales revenue to sales people ratio remains the same, you would require six new salespeople next year(each of whom produces an extra Rs,.500000) to produce a hoped for extra Rs. 30 lakhs.

Scatter Plot

A scatter plot shows graphically how two variables – such as a measure of business activity like sales, and your firm’s staffing levels – are related. If they are, then if you can forecast the level of business activity, you should also be able to estimate your personal requirements.

Size of Hospital(number of beds)

Number of Registered Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860

150 200 250 300 350 400 450 500 550 600 6500

100

200

300

400

500

600

700

How many nurses does a hospital require in future?

Markov Analysis for a Hypothetical Retail Company

2003-2004 Stores Managers

Asst Stores Managers

Section Heads

Departmental Heads

Sales Executives

Exit

Stores Managers15

(80%)12

(20%)3

Asst Stores Managers36

(11%)4

(83%)30

(6%)2

Section Heads94

(11%)11

(66%)63

(8%)8

(15%)14

Departmental Heads288

(10%)29

(72%)207

(2%)6

(16%)46

Sales Executives1440

(6%)86

(74%)1066

(20%)288

Forecasted supply

16 41 92 301 1072 353

Job Analysis

It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job.

•A task is an identifiable work activity carried out for a specific purpose( typing a letter).

•A duty is a larger work segment consisting of several tasks ( which are related by some sequence of events) that are performed by an individual ( for example pick up , sort out and deliver incoming mail)

•Job responsibilities are obligations to perform certain tasks and duties.

Job Analysis

Method for Collecting JA data:

1. Job Performance.2. Personal observation.3. Critical incidents.4. Interview.5. Panel of experts.6. Diary Method.7. Questionnaires.

Job Description

A Job Description is a written statement of what the job holder does, how it is done, under what condition it is done and why it is done. The main purpose of writing a job description is to differentiate the job from other jobs and state its outer limits, sets out the basic details of the job, reporting relationships, the overall objectives of the job, the main activities or the tasks carried out and any other special features.

Person Specification

A person specification can be set out under the following headings:

1. Competencies.2. Qualifications and training.3. Experience.4. Specific demands.5. Organizational fit.6. Special requirements.7. Meeting candidates expectations.

Example: PD of a Compensation Manager

1. Education: MBA with specialization in HR /MA in Social work/ MA in Industrial Psychology. A degree or diploma in labour laws is desirable.

2. Experience: At least three years experience in a similar position in a large manufacturing company.

3. Skill, Knowledge, ability: Knowledge of compensation practices in competing companies, of job analysis procedures, of compensation

survey techniques, of performance appraisal systems. Ability to conduct meetings, to plan and prioritize work.

4. Work orientation factors: The position may require upto 15% travel.

5. Age: Preferably below 30 years.

Recruitment Strategies

1) Utilize job fairs; 2) Offer positions as tele-commuting, job sharing or part-time work to tap into a more diverse candidate selection. 3) Employee, customer referrals; provide incentives and contests for the referral of productive new hires.4) Utilize web-based resources offered; job boards and distribution services, as well as internet newspaper listings. These days people are far more apt to relocate for the right opportunity.5) Spice up the website; highlight your need for new talent with an "Our Team" page and advertise your company.6) Publicity .Create interest in your company with press coverage and project your company in a unique format to attract the types of professionals you seek.7) Allow employees to participate in high profile activities even if means giving them some time off work. 8) Use headhunters and recruitment agencies. . This can save 300-400% on the cost of an intensive search for a high-level position.9) Employ temporary agencies and firms. Quite often employers can find just the right combination of skills and expertise in a prospective employee, and it allows a type of "try before you buy" approach to staffing. 10) Cultivate your own talent. Offer scholarships in exchange for a number of years of service to remarkable high school and college students

Merits/Demerits of Internal sourcing

Merits Demerits

Economical: Cost minimal. No expenses incurred on advertising.

Limited Choice: Organization forced to select from a limited pool.

Suitable: Right candidates for right jobs. Inbreeding: Discourages entry of talented people.

Reliable: Known devils better than unknown ones.

Inefficiency: Seniority based promotions can encourage inefficiency and indifferent performance.

Satisfying: Motivates employees. Bone of contention: Infighting. Premium positions may end up on a bitter note.

Merits/Demerits of External sourcing

Merits Demerits

Wide Choice: Candidates with required qualifications can be picked up.

Expensive: Hiring costs could go up.

Injection of fresh blood: People with special skills and knowledge could be hired.

Time consuming: Time to advertise, screen, test and select suitable candidate.

Motivational force: Fires up internal candidate to work harder and leads to positive competition.

Demotivating: Discourages existing employees.

Long Term benefits: Organization would gain momentum and change.

Uncertainty: No guarantee that suitable candidates will be found

19

Offers made

Trainees needed

Candidates Interviewed

Candidates Interviewed

Candidates Contacted

Unit of measure

• Interview to Offer ratio -3:2

• Invitees to Interview ratio- 4:3

• Leads to Interview Ratio - 5:1

• Offer ratio -1:2

200

40

30

20

10

Recruitment Yield Pyramid

Recruitment MetricsCharacteristics

1. Metrics must be predictive and actionable. Statistics need to provide information that can be acted upon by providing data to indicate trends.

2. Metrics must be tracked over time in order to

generate internal benchmarks and analyze internal performance.

3. Recruitment metrics should include both quantitative and qualitative aspects.

Yes, these factors are still included in the typical framework of recruitment

metrics, however there are a number of additional factors that need to be

used in today’s framework. Time and cost obviously comprise the

quantitative aspects of recruitment metrics while productivity, retention,

efficiency and candidate performance comprise the qualitative aspects.

Recruitment Metrics

Traditional:1. Cost per hire2. Time to fill

Strategic:3. Performance/Quality of hire.4. Manager Satisfaction5. Source of hire6. Referral Rates7. Candidate Satisfaction8. Development of Pipeline

Interview

Unit of measure

Creating consistent Role Models

Expectancy Effect

First impressions

Stereotyping

Interview Errors

Halo and Horns Effect

Contrast effect

Leniency and Harshnesseffect

Negative Information Bias

Similar to me Effect

Interview effectiveness

Interviews are more likely to accurately predict job performance whenInterview format is structured ,and standardized . There are two formats Which are more effective than others based on research:

1. Situational Interviewing 2. Behaviour based Interviewing.

Situational Interviewing is where candidates are asked situation specific Questions relating to how they would do the job, and are examined onTheir hypothetical performance. Answers are scored by specialists and interpreted according to a predetermined set of criteria

Behavioural Event Interviews

Behaviour Event Interview focuses on the candidate’s actual behaviour on the assumption that past behaviour is the best predictor of future behaviour. is a competency based assessment method that uses customized questions to assess leadership competencies.

Candidates will be asked to recall events when they demonstrated a particular competency.


Basic Structure of the Interview

An Interviewer asks the lead question for the competency, and then proceeds to obtain an overview of the event.

Stage One:Obtaining the event’s overview:

The event overview is the road map that the interviewers need to structure how the candidate (the interviewee) will provide the information. It provides a high level overview of 1) the Situation (task), 2) Actions and 3) Results of the involvement of the candidate.


Here is a list of 8 standard questions designed to obtain the overview in the most effective manner. These questions are applicable for all of the competencies:

1. Begin with a caption or heading that describes the candidate’s role in the event.

2. In two sentences, what is this event about? (This is the 40,000 feet overview).

3. Who else was involved? What was their role?4. What was your job function, position, title?5. Why is this event a good example of a time when you…?6. What were the major milestones?7. How long were you involved in the event?8. What was the outcome?


Stage Two: Probing for details

Once the overview is obtained, the interviewers can go back and

probe specific milestones or steps undertaken by the candidate to

explore behaviours in more detail.

Typical probing questions:

1. What event led up to the situation? 2. What did you actually do? Say? 3. What was your intent in doing so, saying that, etc? 4. What were you thinking? Feeling? (explain your reaction to

the situation) What happened next? 5. What was the outcome of doing this, or saying that? 6. How did others react? How do you know this?


Competency: ‘Results Orientation’

Definition: Drives for quality results, paving the way to success, while maintaining a focus on the organization’s strategic goals. Brings issues to closure in a timely manner. Strives to continuously move the organization forward while effectively and efficiently maximizing the use of resources. Persists in advancing initiatives despite adversity, creating and negotiating alternate solutions as appropriate.

Interview Question1. Tell me about a time when you had to face a challenge such

as tight resources during a project you led or an assignment for which you were responsible.

2. How did you handle the challenge? 3. What was the outcome?


Competency : ‘Strategic Thinking’

Definition: Understands the strategic direction of the organization. Anticipates and plans for future events, trends, problems and opportunities and exercises sound judgment. Makes timely quality decisions, taking a broad range of issues or factors into consideration. Evaluates reasonable risk taking opportunities. Develops creative solutions, stimulating new ways of thinking and solving problems.

Interview Questions1. Tell me about a time when you had to anticipate potential

obstacles to implementing a high-visibility strategic initiative.

2. What were the obstacles? 3. How did you approach the situation? 4. What was the outcome?


Competency : ‘Relationship Building’

Definition: Builds effective working relationships, networks of contacts and partnerships with internal and external individuals at all levels. Actively listens to what others have to say and responds in a clear, concise and diplomatic manner, adapts communication style as appropriate. Self aware, perceptive and sensitive to the attitudes, feelings and concerns of others.

Interview Questions1. Tell me about a time when you had to truly listen and

understand another person’s point of view in order to solve a problem or to deal with an issue.

2. What was the nature of the problem/issue? 3. What was your approach in resolving it?

Other Selection methods

1. Assessment Centers.2. Psychological Testing3. Personality Questionnaires.4. Ability and aptitude tests.

Assessment Centers

1. In Basket Exercise.2. Role Play.3. Vision Presentation.4. Treasure Hunt.5. Case Discussion.6. Selection Discussions.7. BEI/Critical Incident Interviews.

Induction: Psychological Contract

What is a psychological Contract?

It is a unique combination of beliefs held by an individual and his or her employer about what they expect of each other. It consists of six parts:

What constitutes psychological contract?

1.Fairness, equity and

consistency.2.Security of employment.3.Scope to demonstrate

competence.4.Opportunities for improved

career or job improvements.5.Involvement and influence.6.Trust in the organization to keep

its promise.

General Organisational Induction Training checklist

1. Essential 'visitor level' safety and emergency procedures 2. Washrooms 3. Food and drink 4. Smoking areas and policy 5. Timings and induction training overview 6. Organizational history and background overview 7. Ethics and philosophy 8. Mission statement(s) 9. Organization overview and structure 10. Local structure if applicable 11. Departmental structure and interfaces 12. Who's who (names, roles, responsibilities) 13. Site layout 14. Other sites and locations 15. Dress codes 16. Basic communications overview 17. Facilities and amenities

1. Pay 2. Absenteeism and lateness 3. Holidays 4. Sickness 5. Health insurance 6. Pension 7. Trades Unions 8. Rights and legal issues 9. Personnel systems and records overview 10.Access to personal data 11.Time and attendance system 12.Security 13.Transport and parking 14.Crèche and childcare 15.Grievance procedures 16.Discipline procedures 17.Career paths

General Organizational Induction Training checklist

1. Training and development 2. Learning Styles Self-Assessment 3. Multiple Intelligences Self-Assessment 4. Appraisals 5. Mentoring 6. Awards and Incentives 7. Health and Safety, and hazard reporting 8. Physical examinations, eye test etc. 9. Emergency procedures, fire drill, first aid 10.Accident reporting 11.Personal Protective Equipment 12.Use, care, and issue of tools and equipment 13.Other housekeeping issues 14.General administration 15.Restricted areas, access, passes 16.

General Organizational Induction Training checklist

Documents

Recruitment, Selection, Placement and Induction