HRM Compiled Ppt

7/29/2019 HRM Compiled Ppt

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Recruitment Selection and

Career Management

Presented by:Neharika (06)

Reenum chander(18)

Megha kumar (21)

Onimaa (50)Juvaria Khan (53)

Vasundhara Pahuja(55)


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RECRUITMENT

Recruitment is the process of locating potential

individuals who might join an organization and

encouraging them to apply for existing or

anticipated job openings.


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Process of recruitment

Identifythe

vacancy

Jobdescription

AdvertisingManagingresponse

Short-listing &

Interview

Decisionmaking


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Identifying the vacancy:These contain Posts to be filled,Number of persons, Duties to be performed, Qualifications

required.

Job description: This includes the details about the job saythe duties and responsibilities involved, how the job is to be

done, the working conditions etc.

Advertising : the purpose of advertising is to reach thelargest qualified audience. This involves Locating and

developing the sources of required number and type ofemployees

Managing Response: Short-listing and identifying theprospective employee with required characteristics.


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Cont

Short-listing and interviews:Short-listing and identifying the

prospective employee withrequired characteristics.

Decision making: Who allmeet the eligibility criteria and

qualify for further interviews andselection tests.


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Trends in recruitment

Outsourcing: Outsourcing firms develop their human

resource pool by employing people for them and makeavailable personnel to various companies as per their

needs.

Poaching/raiding: Poaching means employing acompetent and experienced person already working with

another reputed company in the same or different industry;

the organisation might be a competitor in the

industry.


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Cont.

E-Recruitment: The job seekers send their applications orcurriculum vitae i.e. CV through e mail using the Internet.

Social Media : Eg. Facebook, twitter etc..


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Recruitment in PepsiCo.

Pepsi is a flat organization. There are maximum offour reporting levels. Executives here emphasize

achievement , motivation. As the personnel

manager of Pepsi foods remarked we hire people

who are capable of growing the business ratherthan just growing with the business.Recruitees

must be capable of thinking outside the box ,

cutting the cake of conventional barriers whenever

and wherever necessary. They must have a

winners mindset and passion for creating a

dynamic change. They must have the ability to

deal with ambiguity and informality.


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EXTERNAL SOURCES FOR

RECRUITMENTADVERTISMENTS

UNSOLICITED APPLICATIONS AND

RESUMESINTERNET RECRUITING

EMPLOYEE REFERRALS


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Cont

Executive search firms

Educational institutions

Professional associationsPublic employment agencies

Employee leasing


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INTERNET RECRUITING

SITE VISITORS PER MONTH

Monsters.com 10,774,000

Yahoo! Hot Jobs 3,545,000

CareerBuilder 3,342,000

USA Jobs 1,270,000

AOL Career 1,120,000

TOP INTERNET RECRUITING SITES


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MARIOTTS RECRUITMENT PRINCIPLES

1. Get it right the first time.Its better to hire

people with the spirit to serve and train

them to work, than hire people who know

business .

2. Money is a big thing but Some other

factors matter much more than pay.


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3. A caring workplace is a bottom-line issue.Every day, associates participate in a 15-

minute meeting to review basic values suchas honesty.

4. Promote from within. More than 50% of

current managers have been promoted fromwithin.

5. Build the employment brand. According toCEO J. W. Marriott, For more than 50 years,

weve lived by a simple motto: If we take careof our associates, theyll take care of our

guests.


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ADVANTAGES AND DISADVANTAGES OF EXTERNAL RECRUITEMENT

Provide the company with new and

fresh ideas.

Reduce training expenses by hiring an

employee experienced with working

at your required level.

Allows for swift growth.

Can increase diversity within a

company

Can make the company more popular

on the job market ,esp in the current

economic conditions.

Takes longer and can cost the

company more.

It can be difficuilt to tell by the

candidates information weather they

will fit in well with the company and

its employees. Destroys incentive for current

employees to aim for promotion

therefore damaging productivity.

Candidate can take time to become

familiar with current systems.

Current employees may produce

conflict over new ideas brought in by

the outsiders.


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INTERNAL SOURCES OF RECRUITMENT

TransfersPromotions

Upgrading

Demotion

Retired employees

Retrenched employees

Dependents and relatives


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ADVANTAGES AND DISADVANTAGES OF INTERNAL RECRUITEMENT

Rewards good work of current

employees.

Is cost effective

Improves morale

Can assess known past performance.

Can result in succession of

promotions.

can produce organizational

inbreeding ; candidate may have

limited perspective.

Places heavy burdern on training and

development.

May cause political infighting forpromotions


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SELECTION


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SELECTION

Selection is the process of picking individuals who haverelevant qualifications to fill jobs in an organization.

The purpose of selection is to pick up the most suitable

candidate who would best meet the requirements of the joband the organization.

To meet this goal, the company obtains and assesses

information about the applicants in terms of age

Qualifications

skills

experiences


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RECRUITMENT VS SELECTION

RECRUITMENT SELECTIONRecruitment is the process of searching the

candidates for employment and stimulating

them to apply for jobs in the organisation

Selection involves the series of steps by which

the candidates are screened for choosing the

most suitable persons for vacant posts.

The basic purpose of recruitments is to create a

talent pool of candidates

The basic purpose of selection process is to

choose the right candidate to

fill the various positions in the organisation.

Recruitment is a positive process i.e.

encouraging more and more candidates toapply

Selection is a negative process as it involves

rejection of the unsuitable candidates.

Recruitment is concerned with tapping the

sources of human resources

Selection is concerned with selecting the most

suitable candidate through various interviews

and tests.


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SELECTION PROCESS

RECEPTIONSCREENINGINTERVIEW

APPLICATIONBLANK

SELECTIONTEST

SELECTIONINTERVIEW

MEDICALEXAMINATION

REFERENCECHECKS

HIRINGDECISION


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RECEPTIONIn order to attract people with talent, skills and experience, a

company has to create a favorable impression on the applicantsright from this stage.

SCREENING INTERVIEWIt is used by the employer to quickly gauge whether the

candidate is fit for the position or organization. It may be

conducted on the phone or in person. This interview is brief.


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APPLICATION BLANKApplication blank or form is one of the most common

methods used to collect information on various aspects of theapplicant.

SELECTION TESTINGAnother important decision involves applicant testing and the

kinds of tests to use.

A test is a standardized, objective measure of a persons behavior,

Performance or attitude, and it tries toMeasure individual differences in a

Scientific way, giving very little room for

Individual bias and interpretation.


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SELECTION INTERVIEWInterview is the oral examination of candidates for employment.This is the most crucial step in the selection process, as here, theinterviewer tries to obtain and synthesize information about theabilities of the interviewee and the requirements of the job.

Unstructured interview

Structured interview

Situational interview

Behavioral interview

Stress interview

MEDICAL EXAMINATIONSome jobs require certain physical abilities like clear vision, acutehearing, unusually high stamina, clear tone of voice, etc. medicalexamination reveals whether or not a candidate possesses thesequalities.


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REFERENCE CHECKCandidates are required to give the names of

two or three references in their application form.

These references may be from individuals who are familiar

with the candidates academic achievements, or from candidates

previous employer.

HIRING DECISIONThe line manager concerned has to make the final decision now-

whether to select or reject a candidate after soliciting the

required information through different techniques. After takingthe final decision, the organization has to convey this decision to

the successful as well as unsuccessful candidates.


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SELECTION INTERVIEW

A selection interview gives the recruiter an opportunity to:-

Ask questions that are not covered in tests

Obtain as much pertinent information as possible

Assess subjective aspects of the candidate

Make judgments on interviewees enthusiasm and intelligence

Give facts to the candidate regarding the company policies,

programs, etc.


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TYPES OF INTERVIEWS

There is no specific format to follow

Broad, open-ended questions are asked

UNSTRUCTUREDINTERVIEW

Predetermined set of questions

Clearly job related questions

STRUCTUREDINTERVIEW

Applicant is confronted with a hypotheticalsituation

SITUATIONALINTERVIEW

It focuses on actual work incidents in theapplicants past

BEHAVIORALINTERVIEW

It is meant to see whether the applicant cancope with highly stressful, anxious anddemanding situations while at work

STRESS INTERVIEW

The applicant meets with three to five

interviewers who take turns asking questions

PANEL INTERVIEW


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INTERVIEW PROCESS

PREPARATION

RECEPTION

INFORMATIONEXCHANGE

TERMINATION

EVALUATION

HR experts have identified certain steps to be followed whileconducting interviews:-

PREPARATION


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PREPARATION

Effective interviews need to be planned, and thus involves:

Establishing the objectives of the interview and

determining the areas and specific questions to be covered

Reviewing the candidates application and resume

Selecting the interview method to be followed

Choosing the panel of experts who would interview the candidates

RECEPTION

The candidate should be properly received.

Tell briefly about yourself and try to put the applicant at ease.

Ask the applicant his/her interests and activities or some other topics to break the ice.


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INFORMATION EXCHANGE

The information exchange between the interviewer and theinterviewee may proceed as follows:-

State the purpose of the interview. Give information aboutthe job for which the interviewee is applying

Begin with open-ended questions

Listen to the applicants answers attentively and

patiently

To increase reliability and avoid

discrimination, ask similar questions of all

applicants for a particular job.


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TERMINATION

End the interview as pleasantly as it began and inform theapplicant about the next step in the interview process, which

may be to wait for a call or letter

EVALUATION

Summarize and record the observations carefully

Construct a report based on responses given byapplicant, his behavior, opinions of other experts

present during the interview.


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SELECTION TESTS


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BASIC TESTING CONCEPTS

Test Reliability

Consistency of scores obtained by the same personwhen retested with identical or equivalent tests.

Are tests results stable over time?

Retest estimates and equivalent test estimate.

Test validity

Does the test actually measure what it is intended to

measure? Valid test should provide correct estimates of what is

being assessed & its appropriateness to predict & drawinferences.


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FORMS OF RELIABILITY

RELIABILITY

INTERNAL

CONSISTENCY TEST-RETEST

EQUIVALENT-

FORM


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TYPES OF VALIDITY

VALIDITY

CRITERION CONTENT CONSTRUCT


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How To Validate a Test???

1. Analyze the job: predictors & criteria

2. Choose the test: test battery or single test

3. Administer the test: concurrent or predictivevalidation

4. Relate your test scores & criteria: scores

versus actual performance5. Cross-validate the test: repeat step 3 & 4

with different sample


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CLASSIFICATION OF EMPLOYMENT

TESTS

Test of cognitive ability General mental ability test: Measures a range of

abilities including memory, vocabulary, verbalfluency & numerical ability.

Aptitude tests: Measures an individuals potentialto learn certain skills-clerical, mechanical,mathematical etc.

Achievement test: Measures what a person haslearned; measure Job Knowledge in areas likeeconomics, marketing, or personnel.

Specific cognitive abilities tests:

Personality Tests: Measure basic aspects of an applicants


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Personality Tests: Measure basic aspects of an applicantspersonality such as motivation, emotional balance,self-confidence, inter-personal behavior, introversionetc.

Projective Tests: These tests expect the candidate tointerpret problems or situations based on their ownmotives, attitudes, values etc. E.g.. ThematicAppreciation Test

Interest Tests: Compares a persons current interestswith those of others now in various occupation so as tofind out his/her preferred occupation.

The BIG FIVE: extraversion, emotional stability,neuroticism, agreeableness, conscientiousness, &openness to experience.


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Tests of Sensory/Motor and Physical abilities Sensory abilities e.g. Snellen Eye chart test

Motor abilities e.g. Stromberg Dexterity test

Physical abilities


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Other selection techniques


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The in-basket LeaderlessGD ManagementGames IndividualPresentations

ObjectiveTests

The Interview

Work Sampling Technique: measures how acandidate actually performs some of the jobs

basic tests. Management Assessment Centers: A

simulation in which management candidatesare asked to perform realistic tasks in

hypothetical situations & are scored on theirperformance. Typical simulated exerciseinclude:


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Video-Based Situational Testing:(A manager is upset about the condition of the department and takes it out on one of the

departments employees.)

Manager: Well, Im glad Ur here.Associate: Oh? Why is that?

Manager: Look at this place, thats why! I take a day off and come back

to find the department in a mess. You should know better.

Associate: But I didnt work Late last night.

Manager: Maybe not. But there have been plenty of times beforewhen uve left the department in a mess.

If you were this associate, what would you do?

a. Let the other associates responsible for the mess know that you had to

take the heat.b. Straighten up the department, and try to reason with the manager later.

c. Suggest to the manager that he talk to other associates who made themess.

d. Take it up with managers boss.


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The Miniature Job training & EvaluationApproach: The idea is to train candidates toperform a of the jobs tasks, and then to evaluate

their performance.

Background Investigation & Reference Checks

Using Pre-employment Information Services: It

uses databases to accumulate information aboutmatters such as workers compensation & credithistories, & conviction & driving records.

The Polygraph & Honesty Testing

Paper-and-Pencil Honesty Tests: designed topredict applicants proneness to dishonesty &other forms of counter productivity.


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Graphology: refers to the use of Handwritinganalysis to determine the writers basic

personality traits.

Physical Examination

Employee meets the physical requirements of the

position.Discover any medical limitations which need to be

considered before placing the aplicant.


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CAREER MANAGEMENTDEVELOPING TALENT OVER TIME


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1. THE GOAL: MATCHINGEncourage employee ownership

of career

Create a supportive context

Communicate direction ofcompany

Establish mutual goal setting and

planning


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THE GOAL: MATCH INDIVIDUAL AND

ORGANIZATIONAL NEEDS

Managers should encourage employees to

take responsibility for their own plans

Organizational mission, policies, and plans

should be communicated

Complete support of top management


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ORGANIZATIONS NEEDS

Strategic

Innovation

Growth

MergersJoint Ventures

Operational

Absenteeism

Turnover

Talent poolProductivity

INDIVIDUALS NEEDS

Personal

Family concerns

Mobility

Spouse employmentOutside interests

Professional

Career stage

Training

PotentialPerformance

CAREER MANAGEMENT


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2. OPPORTUNITIES AND

REQUIREMENTS

Identify future competency needsEstablish career paths

Balance promotions, transfers, exits

etc

Establish dual career paths


of career

Create a supportive contextCommunicate direction of

company


planning


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Relocation Services Services provided to an


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Relocation Services- Services provided to an

employee who is transferred to a new location,

which might include help in moving, selling a home,

orienting to a new culture, and/or learning a newlanguage

Exit

Demotion

TransferCareer

Moves

Promotion


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Career Path of Jeffrey Immelt, CEO, General Electric

1982 Enters GEs Commercial Leadership Program

1983 Manager of Business Development/GTX Product Management, GE Plastics

1984 Manager of Dallas District Sales, GE Plastics

1986 General Manager of Western Region Sales, GE Plastics

1987 General Manager of New Business Development and Marketing Development, GE Plastics

1989 Vice President of Consumer Service, GE Appliances

1991 Vice President of Worldwide Marketing and Product Management, GE Appliances

1992 Vice President of Commercial Division, GE Plastics Americas

1993 Vice President and General Manager, GE Plastics Americas

1997 President and CEO, GE Medical Systems

2000 President, GE

2001 CEO, GE


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2. OPPORTUNITIES AND

REQUIREMENTS

Identify future competency needsEstablish career paths

Balance promotions, transfers, exits

etc

Establish dual career paths


of career

Create a supportive contextCommunicate direction of

company


planning

3. GAUGE EMPLOYEE

POTENTIAL

Measure competenciesEstablish talent inventories

Establish succession plans

Use assessment centers

CAREER STAGES


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CAREER STAGES


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AVOID PLATEAU TRAP

CAREERPLATEAU- A situation in which for

either organizational or personal reasons the

probability of moving up the career ladder is

low

Types

Structural Plateau

Content Plateau

Life Plateau


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CAREER-PLANNING WORKBOOKS

To guide the employees individually through

systematic self-assessment of values,

interests, abilities, goals, and personal

development plans.

General Motors Career Development Guide

contains a section called What Do You Want

Your Future To Be?in which employees makea personal evaluation.

CAREER PLANNING WORKSHOPS Ad


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CAREER-PLANNING WORKSHOPS- Advantage

of providing a chance to compare and discuss

attitudes, concerns, and have plans withothers in similar situations.

A career workshop can encourage employees

to assume responsibility for their own careers.

CAREER COUNSELING- The process of

discussing with employees their current job

activities and performance, their personal andcareer interests and goals, their personal skills,

and suitable career development objectives.

CAREER SELF MANAGEMENT


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CAREER SELF-MANAGEMENT

TRAINING

Employees should assume greater responsibility

for their own career management.

2 Major Objectives-

Helping employees learn to continuously

gather feedback and information about

their careers

Encouraging them to prepare for mobility

CAREER SELF MANAGEMENT


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CAREER SELF-MANAGEMENT

TRAINING

Characteristics of the program

Long-term personal effectiveness

Employees undertake self-assessmentsEncouraged to widen their viewpoint

Career networking


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MENTORING

Mentors- Executives who coach, advise, and

encourage individuals of lesser rank.

Example- GE selects the top 20% of itsperformers and allows these people to choose

their own mentors from a list of top

executives

MENTORING FUNCTIONS


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MENTORING FUNCTIONS


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NETWORKING

The process of establishing mutually beneficialrelationships with other business people

including potential clients and customers.

Through networking, individuals often find about

new jobs, professional trends and other

opportunities.

61% of surveyed executives had found new

positions through networking

-Survey by HR firm Drake Beam Morin


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CAREER NETWORKING CONTACTS

Your college alumni association or career office networkinglists

Your own extended family

Your friends parents and other family members Your professors, advisors, coaches, tutors, clergy

Your former bosses and your friends and family members

bosses

Members of clubs, religious groups, and other organizationsto which you belong

All of the organizations near where you live or work/study


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THANK YOU!

HRM Compiled Ppt

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