Staffing Activities

Staffing Activities

• Recruitment• Recruitment Planning• Recruitment Challenges• Recruitment Sources• Electronic Recruiting• Recruitment yield pyramid• Legal Issue• Selection• Selection Process,• Interview Components Techniques,• Types of Interviews• Interviewing and Legal Considerations• Assessment Centers

• According to Flippo

“Recruitment is the process of attracting potential employees and stimulating them to apply for the jobs in the organization.”

1. Determine the present and future requirements of the organization in

conjunction with its personnel-planning and job-analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the

number of visibly under qualified or overqualified job applicants.

4. Help reduce the probability of leaving the job after a short period of

time.

5. Meet the organization's legal and social obligations regarding the

composition of its workforce

4

Recruitment has several benefits for a firm:

Factors affecting recruitment

Internal factors

External factors

INTERNAL FACTORS

Size of the organization

Image of the organization

Image of the job

Recruiting policy

Temporary and part-time employee

Recruitment of local citizens

Cost of recruitment

Company’s growth and expansion

EXTERNAL FACTORS

Demographic factors

Unemployment situation

Labor laws

Supply and Demand factors

Unemployment Rate

Labor-market conditions

PESTEL FRAMEWOK

Recruitment process

Offer Letter

Test & Interviews

Short-listing

Managing the response

Advertising the vacancy

Prepare job description and Job specification

Identifying the vacancy

Selection process starts

Sources

of

Recruitment

Internal

Sources

External

Sources

Internal sources External Sources

Transfers Factory gate hiring

Promotions Unsolicited applicants

Employee referrals Job portals (monster.com, naukri.com)

Lay-off University or institute campus

Circulars Public Employment exchange

Notification Labour contractors

Extension of services Head hunters

Informal Search Internships

Employment Agencies/ Consultancies

Poaching / Raiding

E-Recruitment

Internships

Outsourcing

Walk-in Interviews

Advertisement

Tele recruiting

Alternatives torecruiting

Overtime

Subcontracting

Temporary employees

Employee leasing

Outsourcing

Recruitment yield pyramid

Evaluation of a Recruitment program

The number of successful placements.

The number of hiring.

The number of offers made.

The number of applicants.

The cost involved.

The time taken for filling up the position.

The success of the recruitment program can be judged based on a number of criteria :

Electronic Recruiting

E-recruiting, embracing the term web-based recruiting, can be described as any recruiting processes that a business organization conducts via web-based tools, such as a firm’s public Internet site or its corporate intranet. We use the terms online recruitment, Internet recruitment, and e-recruitment interchangeably.

Electronic Recruiting

• What are the overall trends in e-recruitment use and practice? Which parts of systems are web-enabled and what are the related benefits and challenges?

• What is happening in practice? What are the e-recruitment methods that are being used, and what are the real experiences from organisations attempting implementation?

• Does it work? How do organisations evaluate the success of their e-recruitment initiative?

Trends in e-recruitment

Drivers behind the decisions to pursue e-recruitment were to:

• improve corporate image and profile

• reduce recruitment costs

• reduce administrative burden

• employ better tools for the recruitment team.

E - Recruiting Methods

• Leverage Smart Phones• Blogging on Social Networking Sites • Job portal• Company website• Commercial Job Boards: classified ads in the

newspaper.• Resume Scanners/text – based resumes • Sending of SMS • Video / Visual Networks• E-Mail• Employment website

Evaluating impact

• Quantity

• Quality

• cost of recruitment and selection activities

• Impact on HR Outcomes– Employee satisfaction

– Job performance

– Diversity

– Retention

• Potential Recruiting Metrics for Different Sources time taken to fill vacancies

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Talent Management System

• Comprehensive method for monitoring and tracking employee skills and abilities

– Identify the KSAOs required for all jobs – The complete set of KSAOs is compiled into a master list. – The current workforce will need to be assessed for its competence in

this set of KSAOs– When positions come open, managers make a query to the talent

management system to determine which employees are ready to come into open positions.

• Often coupled with specific human resources information systems (HRIS) to facilitate tracking KSAOs in the workforce

Aptitude or Potential Ability Tests• i) Mental Tests: These measure the overall intellectual ability or

the intelligence quotient (I.Q.) of a person and enable us toknow whether he has the mental capacity to deal with newproblems. These determine an employee’s fluency in language,memory, interaction, reasoning, speed of perception, andspatial visualisation.

• ii) Mechanical Aptitude Tests: These measure the capacity ofa person to learn a particular type of mechanical work. Theseare useful when apprentices, machinists, mechanics,maintenance workers, and mechanical technicians are to beselected.

• iii) Psychomotor or Skill Tests: These measure a person’sability to do a specific job. These are administered to determinemental dexterity or motor ability and similar attributesinvolving muscular movement, control and coordination.These are primarily used in the selection of workers who haveto perform semi-skilled and repetitive jobs, like assembly work,packing, testing, inspection and so on.

Personality Tests

• i) Objective Tests: These measure neurotic tendencies, self-sufficiency, dominance, submission and self-confidence.

• ii) Projective Tests: In these tests, a candidate is asked to project his own interpretation onto certain standard stimuli. The way in which he responds to these stimuli depends on his own values, motives and personality.

• iii) Situation Tests: These measure an applicant’s reaction when he is placed in a peculiar situation, his ability to undergo stress and his demonstration of ingenuity under pressure. These tests usually relate to a leaderless group situation, in which some problems are posed to a group and its members are asked to reach some conclusions without the help of a leader.

Interest Tests

– These tests are designed to discover a person’s areas of interest and to identify the kind of work that will satisfy him. The interest tests are used for vocational guidance, and are assessed in the form of answers to a well-prepared questionnaire.

SELECTIONtest

SELECTION TESTS

• a) Achievement or Intelligence Tests,

• b) Aptitude or Potential Ability Tests,

• c) Personality Tests

• d) Interest Tests.

Achievement or Intelligence Tests• Test for Measuring job Knowledge: These are known as ‘Trade

Tests’. These are administered to determine knowledge of typing, shorthand and in operating calculators, adding machines, dictating and transcribing machines or simple mechanical equipment. These are primarily oral tests consisting of a series of questions which are believed to be satisfactorily answered only by those who know and thoroughly understand the trade or occupation. Oral tests may be supplemented by written, picture or performance types.

• Work Sample Tests: These measure the proficiency with which equipment can be handled by the candidate. This is done by giving him a piece of work to judge how efficiently he does it. For example, a typing test would provide the material to be typed and note the time taken and mistakes committed.

Types of Interview

• Informal Interview: This is may take place anywhere. The employer or a manager in the personnal department, may ask a few questions, like name, place of birth, previous experience, etc. It is not planned and is used widely when the labour market is tight and you need workers very badly. A friend or a relative of the employer may take a candidate to the house of the employer or manager where this type of interview may be conducted.

• Formal Interview: This held in a more formal atmosphere in the employment office by the employment officer with the help of well-structured questions. The time and place of the interview are stipulated by the employment office.

• Planned Interview: This is a formal interview carefully planned. The interviewer has a plan of action worked out in relation to time to be devoted to each candidate, type of information to be sought, information to be given, the modality of interview and so on. He may use the plan with some amount of flexibility.

• Patterned Interview: This is also a planned interview but planned to a higher degree of accuracy, precision and exactitude. A list of questions and areas are carefully prepared. The interviewer goes down the list of questions, asking them one after another.

• Non-directive Interview: This is designed to let the interviewee speak his mind freely. The interviewer is a careful and patient listener, prodding whenever the candidate is silent. The idea is to give the candidate complete freedom to ‘sell’ himself without encumbrances of the interviewer’s questions.

Types of Interview• Depth Interview: This is designed to intensively examine the candidate’s

background and thinking and to go into considerable detail on a particular subject to special interest to the candidate. The theory behind it is that if the candidate is found good in his area of special interest, the chances are high that if given a job he would take serious interest in it.

• Stress Interview: This is designed to test the candidate and his conduct and behavior by putting him under conditions of stress and strain. This is very useful to test the behavior of individuals under disagreeable and trying situations.

• Group Interview: This is designed to see how the candidates react to and against each other. All the candidates may be brought together in the office and they may be interviewed. The candidates may, alternatively, be given a topic for discussion and be observed as to who will lead the discussion, how they will participate in the discussion, how each will make his presentation and how they will react to each other’s views and presentation.

• Panel Interview: This is done by members of the interview board or a selection committee. This is done usually for supervisory and managerial positions. It pools the collective judgement and wisdom of members of the panel. The candidate may be asked to meet the panel individually for a fairly lengthy interview.

Bar

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Eff

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Ineffective Recruitment Strategy

Stereotyping

Gender Issue

Age/Race Issue.

Halo Effect

Quota System

Validity

Reliability

Pressure

Nepotism/ FavouriTsm

Cost and time

Assessment Centers

Overview of Assessment Centers

• Elaborate method of employee selection

• Involves using a collection of predictors to forecast success, primarily in higher-level jobs

• Objective– Predict an individual’s behavior and effectiveness in critical roles,

usually managerial

• Incorporates multiple methods of assessing multiple KSAOs using multiple assessors

10-34

Assessment Center Rating Form

• Participants take part in several exercises over multiple days

– In-basket exercise

– Leaderless group discussion

– Case analysis

– Trained assessors evaluate participants’ performance

10-35

Other Substantive Assessment Methods

• Interview simulations– Role-play: candidate must play work related role with

interviewer– Fact finding: candidate needs to solicit information to

evaluate an incomplete case– Oral presentations: candidate must prepare and make an

oral presentation on assigned topic

• Promotion panels and review boards: use multiple raters, which can improve reliability and can broaden commitment to decisions reached

• Psychometric Tests

• Interviews

• Leaderless Group Discussions

• Inbasket Techniques

• Management Games/Simulation Exercises

• Role Plays

• Presentations

Tools used in

Assessment Centers

Psychometric Test

Aptitude Test Personality TestAbility Test

Attempt to measure awareness, knowledge and other such aspects.

Attempt to evaluate verbal and numerical reasoning ability

are those tests which are aimed at studying various dimensions of personality rather than the ability. (MBTI and 16 PF)

Interviews

• Generally structured interviews are used.

Types of Interviews

• Background Interviews

• Critical Incident/situational Interview

• Behaviour Enter Interview

• Background Interviews If the participant’s performance on his current and previous jobs would be an indicator of his success.

• Situational Interviews Three types of questions are asked:-

– Situational (Hypothetical)

– Job Knowledge

– Willingness to comply with job requirements.

• Behaviour Event Interviews (BEI) – It

is an unstructured interview, which focuses on asking specific incidents that reflect behaviour, thoughts, actions that the interviewee has shown in actual situations.

Leaderless Group Discussions

(LGD)

• An LGD consists of a group of four to six participants who are given a problem to solve and are instructed to arrive at a group decision within a specified period of time.

In basket Techniques

• It represents day-to-day decision making situation which a manager is likely to face in the written form from various sources. The in basket contains a variety of material in the form of memos, correspondence, telephone messages, notes, requests, etc. s

Management games/Simulation

Exercise

• The interactive nature of the business game provides opportunities to assess dimensions such as strategic planning, team work, team skills, leadership, analytical ability, etc.

Role Plays

• It helps gain insights into various processes of human relations and also the person’s attitudes and behaviour in a particular role.

Dimensions judged through Role Plays:-• Conflict management• Leadership skills• Group Problem Solving• Team Skills• Verbal and non-verbal communication• Interpersonal skill• Flexibility etc.

Presentations

• Presentations could be on vision, various organizational issues, case studies etc.

360 degree feedback as an

instrument• Feedback can be sought on various managerial

and behavioural dimensions. Such multirater feedback can then be compiled to prepare a profile of the assessee.

• It highlights:-

– Performance

– Strengths and areas needing improvement.

Benefits of 360o feedback

• It is more objective and not so much affected due to individual biases.

• Very involving and participative.

• Enables better planning of performance.

• Provides opportunity to improve quality of inputs.

• Helps discover unknown and blind spots.

• Provide scope to get new ideas.