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RECRUITMENT & SELECTION
RECRUITMENT
• Overall process of attracting, obtaining as many applications as possible from eligible seekers.
PURPOSE AND IMPORTANCE
Provide potentially qualified job candidates. Increases the success rate of selection process. Reduce employee turnover. Meet the organization's legal and social obligations. Increase organizations and individual effectiveness in
long and short term.
FACTORS INFLUENCING RECRUITMENT
EXTERNAL FORCES• Supply and Demand• Unemployment Rate• Labour market• Political- legal• Sons of soil• Image
RECRUITMENT
INTERNAL FORCES• Recruitment Policy• HRP• Size Of the Firm• Cost• Growth and expansion
The process comprises five interrelated Stages:1. PLANNING2. STRATEGY DEVELOPMENT3. SEARCHING4. SCREENING5. EVALUATION AND CONTROL
RECRUITMENT PROCESS
RECRUITMENT PLANNINGNo of contacts:
Yield ratios (yRs):Advertisement-2000 applicants -200 were qualified , yR= 10:140 attended final , yR=5:130 Qualified , yR=4:320 accepted ,yR=3:2Overall yR=100:1 --------- hiring 30 requires targeting of 3000
Type of contacts:People to be informed about job openingsInformed through job description and job specifications
STRATEGY DEVELOPEMENT• Make Or Buy Employees
Make – Hire less skilled workers and provide trainingBuy – Hire highly skilled workers
• Technological Sophistication Applicants sending videotapes about themselves, saving time and
money.• Where to Look
National labor market- managerial and professional employeesRegional market – Technical employeesLocal markets – blue collar employees
• How to lookSources of recruitment
SOURCES OF RECRUITMENT
Internal Recruitment• Present employees• Employee referrals• Former employees• Previous employees
EXTERNAL SOURCES
• Professional or trade associations• Advertisements• Employment exchanges• Campus recruitment• Walk-ins & write-ins• Consultants• Contractors• Displaced persons• Radio & television• Acquisitions & mergers• Competitors• E-recruiting
Searching• Source ActivationSources & search methods are activated by the issuance of an employee requisition. The Application received are then scanned. Those passed are invited for interview and others sent a letter of regret.• SellingThe second issue to be addressed in the searching process concerns communication to attract desirable applicants.
Screening• Scrutinizing and shortlisting the
applications received.
• To eliminate those unqualified.• To Assure the potentially good
employees are not lost.• To ensure women and minorities
receive fair consideration.
SELECTION AS SOURCE OF COMPETITIVE ADVANTAGE
Two reasons:
Performance depends on individuals Cost incurred in recruiting
Outcome of selection decision
Success
Failure
False Negative True Positive Error Error (“High Hit”)
True Negative False Positive Error (“Low Hit”) Error
Failure Predicted Success Predicted
SELECTION PROCESS OF BHARTI AIRTEL
Internal External
Technical Test
Panel Interview
Direct Interview
Technical Interview
Medical Exam
Reject
SELECTION PROCESSReception and Preliminary Interview
Selection Test
Employment Interview
Reference and Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
Rejection
SELECTION TEST• Personality Test
Bernsenter Personality InventoryThematic Appreciation TestCalifornia psychological inventoryThurstone Temperament Survey
• Interest Test – Measure Individual’s Activity Preference• Graphology Test – Predict through handwriting• Polygraph Test – Check accuracy of applicant’s information
Employee Interview• One –to – One Panel• Sequential
TYPES OF INTERVIEWS• Structured• Unstructured• Mixed• Behavioural• Stressful
Common Interview Problems and Solutions
• Halo Effect• External bias – swayed by negative information.• Sex,race and attitudes similar to interviewer • FavouritismSolutions :• Follow structured form• Evaluate the interviewee immediately after interview• Focus on desired traits• Respect Reservation policy of the government
Reference and Background Check
• Criminal Record checks• Previous employment check• Educational record Checks• Credit record checks• Civil record checks• Union Affiliation Checks• Character Reference Checks• Neighbourhood Reference Checks
Employment Contract• Agreement specifying terms and conditions under which
a person consents to perform certain duties as directed and controlled by an employer in return for an agreed upon wage or salary.
Employment Contract Checklist
• Job title• Duties• Rate of pay, allowance, overtime and shift rates, method of
payment• Hours of working• Holiday arrangement• Sickness• Grievance procedures• Disciplinary Procedures• Work rules• Arrangement for termination
Conclusion and Evaluation
• Reassuring rejected candidates• No shows rate – 20 -50%,It costs the company• Availability of competent employees
EVALUATION AND CONTROL
Meaning of EvaluationEvaluation is the systematic assessment of information to provide useful feedback about some object.Meaning of ControlControl is a managerial function which check the errors and take corrective action so that there is no deviation from the standards set.
Why evaluation and control• Salaries for recruiters• Time consumption• Costs incurred• Recruitment overheads and
administrative expenses• Helps in checking the validity
and effectiveness • To avoid making errors
Evaluation of recruitment process
• Return rate of applications sent out
• Number of suitable candidates for selection
• Retention and performance of the candidates selected
• Cost of the process• Time lapse data• Comments on the projected
image
Evaluation of recruitment methods• Number of initial enquiries• Number of candidates as a
whole• Retention rate
Philosophies of recruiting• Traditional philosophy
• Realistic philosophy Realistic job preview Job compatibility questionnaire
Alternatives of recruitment• Overtime• Employee leasing• Temporary employment
Meaning of selection• Process of picking individuals
with requisite qualification and competence to fill jobs in the organisation.
DifferenceRECRUITMENT• Identifying prospective
employees to apply for jobs
• Positive in approach
SELECTION• Picking the right
candidate from a pool of applicants
• Negative in approach
SELECTION IN INDIA• Selection process of blue-collared and
white collared employees is unsystematic in the country.
• Unorthodox means exist in hiring managerial personnels too:– Hiring from competing firm– Attract and hire stars
INDUCTION• Induction or orientation is a
systematic and planned introduction to provide a new employees with information about their job, their co-workers and the organisation which help them to function comfortably and effectively.
• A good orientation programme helps to create a favourable impression of the firm and its work and helps in reducing absenteeism and turnover.
STRATEGIC CHOICE OF ORIENTATION
Formal or Informal
Individual or Collective
Serial or Disjunction
Investiture or Divestiture
REQUISTES OF AN EFFECTIVE ORIENTATION
REQUISTES
Prepare for new employe
es
Determining the present
ation style
Completion of
paperwork
Determine
information
Evaluation of orientation program• Firms with formal orientation programmes ask
employees to complete a questionnaire evaluating the programme.
• Questionnaire is administered after some length of time, in order to enable the employee to gain some perspective about the work and the company.
• HR representative or the officers may conduct follow-up interviews to elicit the employee opinion
• GD sessions can also be held with new employees who have settled comfortably into their jobs
• Feedback from the employees
• Orientation programmes are conducted for improving the performance of the new employees
Problems of OrientationSupervisor who is entrusted with the job is not
trained or is too busyEmployee is overloaded with forms to completeEmployee is thrown into action soonEmployees mistake can damage the companyEmployee may develop wrong perception
because of short periods spend on each jobGiven only menial tasks that discourage job
interest and company loyaltyPushed into the job with a sketchy orientation
under the mistaken belief that ‘trial by face’ is the best orientation
Placement• Refers to the allocation of the allocation of people to
jobs. Its includes initial assignment of new employees, and promotion, transfer or demotion of present employees.
FACTORS AFFECTING PLACEMENT
Increased government pressure to hire and promote women and the disadvantaged.
Heightened awareness of the fact that firms have many jobs but each individual has only one career.
Placement problems
• 1. Independent Jobs
• 2. The dependent jobs
• 3. The pooled jobs
Typical orientation program
• Tour Facility
• Introduce to Co-Workers
• Review Employee Handbook and Paperwork
• Review Goals and Job Expectations
• Provide Training and Shadowing
• Assign a Mentor
• Schedule a Lunch
PLACEMENT IN AIRTELThe first round is the written test. The written test consist of
* Aptitude test
* Quantitative ability
* Verbal English
Second round was GD
Next round was a PI round
THANK YOU