2. Importance of effective recruitment. Cost of bad
recruitment. Aspects of recruitment metrics. Hiring Process.
Short-listing. Interview Techniques. Interview Evaluation form.
2
3. Prevents unnecessary recruitment. Ensures key tasks and
skills are catered for in an organization. Avoids recruiting the
wrong candidates, which can cause : - Reduced organizational
effectiveness. - Unfair on the recruited person if the arent right
for the job. - Makes managers jobs much harder. 3
4. What is the correct approach Does the vacancy exist ? Do we
need to recruit? Job analysis Determining what a job really
entails. Creation of job description Defining key tasks. Creation
of person specification Defining the key skills and personality
traits required. Recruitment strategy How will we find the right
person? Selection strategy What assessment methods will be used?
4
5. Six steps of job analysis 1. Determine what you will be
using the information for. This will help define the best way to
capture the information. 2. Review relevant background information
Where does the job sit in the organization, what is the existing
job description? 3. Select a representative number of positions to
review Assess only as many staff members as you need who are
carrying out this role. 5
6. 4. Analyze the job Using the appropriate methodology. This
might be qualitative ( interviews, observation) or quantitative
(surveys) 5. Verify your analysis With the people who know best. 6.
Develop a Job description and person specification. 6
7. Job description elements. Job Title. Job summary The general
nature of the job including major functions or activities.
Responsibilities and duties The task element which is derived from
the job analysis. Standards of performance Establish standards for
each of the key duties above. Working conditions The work
environment including any key information noise, team environment,
long shifts. 7
8. Importance of Person Specification Used throughout the
recruitment process. By individuals deciding f they are suitable
for the role. When selecting candidates for interview. When
determining the appropriate selection methods. When interviewing.
8
9. Looks for person specification Essential Criteria The
requirements the applicant needs to be able to fulfill the role.
Desirable Criteria Criteria which are non-essential but may help
the person do the job better and helped you differentiate between
candidates. DO NOT MAKE IT TOO Narrow Limiting who you can
shortlist. Broad too many people meet the essential criteria.
9
10. What is a bad recruitment ? 1. Skill Mismatch for the Job.
2. Cultural misfit. 3. Attitude Issues. 4. Inability to perform
job. 10
11. Facts about bad hire 53% of all the Job applications
contain false or inaccurate information. 34% of all the Job
applications carry blatant lies about their educational
qualifications , experience and skills. Less than 50% employers
were able to catch the fake information contained in a job
application. 9% of the job applicants falsely claimed that they had
a college degree. A sizeable number contain false information
regarding why they have left their previous job and listed false
employers 11
12. Traits of a Bad Hire Employers Disrespectful, Unhelpful,
showing superior attitude, not fitting in the company s environment
and values. Working against the collective goals even when in a
Team. Showing prejudiced behavior and spreading rumors and gossip.
Not having any rapport with customers. Work Unable to grasp simple
instructions. Repeatedly makes similar and expensive mistakes. Not
able to work independently. Not punctual, takes extended lunch and
tea breaks. Highly erratic in terms of motivation. Talks more but
delivers less. Attitude Shows no respect for company policies and
rules. Will not accept instructions or directions from a manager or
a supervisor . Will not accept responsibility 12
13. Impact of bad hire A bad hire has a negative impact on the
following: 1. Organization. 2. Employers / Decision makers. 3.
Co-workers. 13
14. Impact on Organization Revenue and productivity Loss are
also the after effects of a bad Hire . When added to the cost of
failures and missed opportunities this can be a tremendous loss for
the organization. Time and Cost spent in training the employee ,
Relocation Cost , and expenses involved in immediately hiring
someone new are some of the other additional overheads. Indirect
cost to an organization includes the time spent in evaluating,
hiring and managing them on board , time spent by other employees
in mentoring them and damage to customer relationship. 14
15. Impact Employers / Decision makers A bad hire impacts the
morale of the employer / decision maker . It forces them to
question why and where they went wrong as more often than not they
start blaming themselves. Their capabilities as decision makers
might be questioned by the management. Stress and Inconvenience is
another after effect of a bad hire . 15
16. Impact on Employees / Co workers Negative impact on
Employee Morale as the current employees may have concerns
regarding their job security and might also start having doubts
regarding management s decision making ability. Lost productivity:-
Current Employees are often asked to shoulder more responsibility
or to take over the new employees work to avoid mounting
organizational costs . Employee Turnover:- Many of the top
performers leave the organization when they feel that the
performance of the organization is being affected or they are being
burdened with additional work. 16
17. Fixing bad hire Coaching and training the employee with the
necessary skills, thus enabling him / her to perform the job better
and making them more suitable for the requirements not only makes
them loyal towards the organization but also goes a long way in
changing their attitude and behavior. Hire Slow Fire Fast Despite
the coaching & training if you feel that a bad hiring decision
has been taken, no time should be wasted in relieving the employee
to avoid incurring further costs and losses. Retaining them is a
punishment for the employee, organization and other team members
17
18. Role Change to another position where the person might be a
better fit can help the person and the organization in the long
run. It also helps the employee to be aware of their skills and
talents making them more efficient and productive . 18
19. Standard Recruitment Metrics : 1. Fill Rate. 2. Time to
fill. 3. Cost of hire. 19
21. 5 Important Metrics. 1. Candidate Accuracy An accurate
candidate record is vital to a healthy database. Especially, phone
numbers, email addresses (make sure they are personal email
addresses) and residential location/suburb. GIGO stands for Garbage
In Garbage Out, meaning if you put garbage data (CVs, records etc.)
in, you will Garbage Out when it comes time to find them
Recruitment metric - Build a report that measures the accuracy of
your candidate records. You want to know how many records are
missing key data so you address it ASAP. Otherwise, you cannot find
theses people at a later date. 21
22. 2. Candidate Skills. A candidate comes with a portfolio of
skills that make them valuable. These skills may or may not be of
value to you, today. However you have no idea what your needs will
be in 3-6 months time. It is therefore imperative that you code
your candidate records in the database, which in turn will improve
your efficiency when searching. Dont go overboard by trying to have
2500 skills. Keep it high level. Why bother? You can run a search
for PHP + Wordpress + Melbourne in seconds and find 200 potential
candidates. That is quicker than opening LinkedIn or even starting
to write an ad for a job board. If your system is enabled for SMS,
you have just contacted 200 candidates in a minute [assuming of
course you have an accurate and clean database]. Recruitment metric
- Build a report that identifies the number of candidate records
created and the percentage of people that havent been skill coded.
This will identify the recruitment KPI. 22
23. 3. Database Utilization 1. As we said earlier, the database
is the heart of your recruitment team and if your recruitment team
had a syndicate in lotto and won $3 million each, and all decided
to retire, could you carry on as if they were never there? The
answer is probably NO! 2. Every single discussion, email, message
needs to be in that database. You are paying good money for your
recruiter, and the database they are building is vital to your long
term [recruitment] success. 3. Recruitment metrics - Build a report
that shows how many candidate records have been updated per month,
even per day. This way you will be able to see just how well they
are utilizing the database. 23
24. 4. LinkedIn Engagement If you are in an industry where you
need to build relationships with potential candidates before you
can secure them, then the likely hood of your recruiters using
LinkedIn is fairly high. The more they connect with people on
LinkedIn, the more relationships they can build [assuming they
connecting with the appropriate people that is]. You need be
measuring the number of people they [your recruiters] are
connecting with and engaging with. The next step is how many of
these people are then being put into YOUR database, because once
again, that gads to the health of your recruitment heart.
Recruitment metric - Unfortunately there isn't a report [that we
know of] to help with this so it has to be a honesty system, but if
explained and framed correctly, should be a problem with the
recruiter. 24
25. 5. Perspective. Your recruitment team is usually the first
interaction a new employee has with your organization. Therefore
they play an extremely important role in employee branding and
on-boarding. Every single candidate that touches your recruitment
process should be surveyed. Recruitment metric - A very quick
survey [5 x 1-5 questions] through a provider like Survey Monkey
will give you an overview of what the users of the recruitment
process feel. This is one KPI that 90% of recruitment functions
miss. It takes 10 minutes to set up, cost $250 per year and will
provide more data that you can possibly imagine. 25
26. 1. Company posts a job. 2. Candidates submit
resumes/applications. 3. Recruiter reviews resumes / applications.
4. 1st Interview. 5. 2nd Interview. 6. Make an offer. 26
27. Company posts a job Newspapers are obsolete. Company
website. Social media (facebook, Twitter, Linkedinetc) 27
28. Candidates submit resume/application Applicant tracking
system ( ATS ). Email. Hard copies save for the interview. 28
30. 1st Interview Recruiter's goals getting to know if they can
sell you to the hiring manager. Candidates goal selling what makes
you unique. 30
31. 2nd Interview New Concept Companys goal getting to know if
youre a cultural fit Candidate's goal getting to know if youre a
cultural fit 31
32. Make an offer Companys goal to stay within ( or under )
budget. Candidate's goal to get paid what youre worth. Know what
the market will support ( research ). What are the intangibles (
benefits, career path ) 32
33. It may not be feasible to interview every applicant and
some of them may not even meet the minimum requirements for the
position. Therefore, unbiased review of the resumes is necessary to
create a shortlist of candidates to interview. Depending on who is
involved in screening, different methods can be used. Following is
a basic method for initial screening based on minimum or key
criteria. 33
34. 1. Do a quick review of all applications, focusing on
minimum or key criteria, e.g. education, experience, teaching,
research, service, etc. to get a sense of the range of candidates.
2. Based on your selection criteria, sort the resumes, for example,
into three groups: - Qualified 'yes' these candidates clearly meet
the minimum requirements of the job. - Possibly qualified 'maybe'
these are candidates who may or may not meet the minimum
requirements, and need to be reviewed in more detail to make a
final determination. - Not qualified 'no' these are candidates who
clearly do not meet the minimum requirements. 34
35. 3. Review the possibly qualified 'maybe' applications in
more detail and sort into qualified or not qualified, preferably
together with hiring manager and panel or committee members. 4.
Depending on how many qualified applicants are identified, you may
need to do further screening on criteria above the minimum
requirements. 5. Be flexible but stick to your criteria - It is
impossible to expect that a candidate will satisfy ALL the
requirements while having perfect education, professional
qualifications and experience. Recognize that you may have to
deviate slightly, but to eliminate bias, try to make the decision
based on the person who most closely matches the criteria you have
specified for the job. 35
36. Interview Types. Interview Content. Interview Tests.
Background Investigation. Work sample and demonstration. Effective
Interview. Opening and closing the interview. Interviews Dont .
36
37. Structured Interview Directive interview following a set of
sequence of questions Non-Structured Interview non-directive ask
questions as they come to mind. 37
39. Situational Interview: Questions focus on the individuals
ability to project what his/her behaviour would be in given
situation. Behavioral Interview: Ask questions to describe how they
reacted to actual situation in the past. Stress Interview: In which
applicant is made uncomfortable by a series or rude questions.
Job-Related Interview: Questions are focus directly on job specific
items. 39
41. 41 Information regarding potential employee can be obtained
with numerous ways, such as: 1. Former Employers. 2. Current
Supervisors. 3. Google Search. 4. Written References. 5. Social
Networking Sites.
42. You can measure work Performance directly during an
interview by using the following: 1. Work Sample. 2. Leadership
Assessment. 3. Situational Testing. 4. Demo. 42
43. 1 Structure your interview 2 Prepare for the interview 3
Establish Rapport 4 Ask Questions 5 Ask Questions 6 Review the
interview 43
44. Welcome the candidate, introduce yourself and the position.
Provide the candidate with an overview of how the process will be
conducted. Warm-up the interview using any of the below questions :
1. Tell me a little about yourself. 2. What is your greatest
strength? 3. What is your greatest weakness? 4. Where do you want
to be in 5 years? 44
45. There is a strong relation between the length of interview
and number of questions asked. Estimate 5 minutes per question. 20
minutes for other activities. 45 Interview Length Number of
Questions Questioning Time 40 minutes. 4 or 5 questions 20 minutes
60 minutes 8 or 9 questions 40 minutes 90 minutes 14 15 questions
70 minutes 120 minutes 20 22 questions 100 minutes
46. Situational Questions: 1. Suppose a co-worker was not
following standard work procedures. The co-worker is more
experienced than you and claimed the new procedure was better. What
would you do? 2. Suppose you were giving a sales presentation and
difficult technical question arose that you could not answer. What
would you do? 46
47. 47 Past Behavior Questions: 1. Based on your past work
experience, what is the most significant action you have ever taken
to help out a co-worker? 2. Can you provide an example of specific
instance where you developed a sales presentation that was highly
effective?
48. 48 Background Questions: 1. What work experiences, training
do you have for working in a teamwork environment? 2. What
experience have you had with direct point of purchase sales?
49. 49 Job Knowledge Questions: 1. What steps would you follow
to do a brainstorming session with a group of employees on safety?
2. What factors should you consider when developing a television
advertising campaign?
50. Sample Questions 1. How did you choose this line of work?
2. What did you enjoy most and what did you like least about your
last job? 3. What has been your greatest frustration or
disappointment on your present job? Why? 4. What were the
circumstances surrounding your leaving your last job? 5. Why should
we be hiring you? 50
51. 6. What do you expect from this employer? 7. What are three
things you will not do in your next job? 8. What would your last
supervisor say your three weaknesses are? 9. What are your major
strengths? 10. How can your supervisor rate your job performance?
51
52. 11. What are your career goals during the next 1-3 years?
Or 5-10 years? 12. How will working for this company help you reach
those goals? 13. What did you do the last time you received
instructions which you disagreed with? 14. What are some things
about which you and your supervisor disagreed? What did you do? 15.
Which do you prefer, working alone or with groups? Why? 52
53. 16. What motivated you do better at your last job? 17. Do
you consider your progress in that job representative of your
ability? Why? 18. Do you have an questions about the duties of the
job for which you have applied? 19. Can you perform the essential
functions of the job for which you have applied? And how? 53
54. Closing the Interview Ask the candidate if they have any
final questions. Determine interest in continuing the process.
Inform the candidate of next steps in the process. Thank the
candidate. DO NOT MAKE ANY PROMISES 54
56. Here is a sample of an Interview Evaluation form that can
be used. Note that this is a generic one. You must create one
according to your needs. 56