Recruitment 2013

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HRM refers to the policies, practices, and systems thatinfluence employees behaviors, attitudes, and performance.

Human resource management (HRM) is the basis of all

management activity, which is always getting the people ofthe business to make things happen in a productive way, sothat the business prospers and the people thrive.

Managing resourceful humans requires a constant balancingbetween meeting the human aspirations of the people and

meeting the strategic and financial needs of the business. Effective HRM practices are strategic!! As they have shown to

enhance company performance by contributing toemployee and customer satisfaction, innovation, productivityand development of a favorable reputation in the firmscommunity.

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Any practice or activity carried out bythe organization with the primary

purpose of attracting and identifyingpotential employees .

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It is difficult to always anticipate exactlyhow many new employees will have tobe hired at any given year in a given job

category. So, the role of human resourcerecruitment is to build a supply orpipeline of potential new hires that thecompany can draw on if the need arises.

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Identification ofneeds

(Work ForcePlanning)

PositionSpecifications

( Job Analysis)

SpecifyRecruitment

Strategy

Round 1 Interviews Round 2 Interviews Job Offer

Negotiations andContract

On boarding

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Workforce planning is the process for identifying and addressing thegaps between the workforce of today and the human capital needs

of tomorrow. It is a core process of human resource management thatis shaped by organizational strategy and ensures the right number ofpeople with the right skills are in the right place at the right time todeliver short- and long-term organizational objectives.

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1. Workforce analysis

understanding of the organizations direction, its strengthsand weaknesses, and the internal and external factorsthat influence current and future labor demand andsupply.

2. Forecast Future needs

Determining what the current workforce resources areand how they will evolve over time through turnover,retirement, etc.

Developing specifications for the kinds, numbers, andlocation of workers and managers needed toaccomplish the agencys strategic plan (long term) and

performance plan (short term).

3. Analyze Gaps

Determining what gaps exist between the current andprojected workforce needs.

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4. Develop strategies

Planning and design of specific programs and projects thatwill enable the organization to develop and maintain aworkforce capable of delivering upon the organizations

objectives. could include such things as recruiting,training/retraining, restructuring organizations, contractingout, succession planning, technological enhancements, etc.

5. Implement strategies

This step involves ensuring that human and fiscal resourcesare in place, roles are understood, and the necessarycommunication, marketing, and coordination is occurring toexecute the plan and achieve the strategic objectives of theorganization.

6. Monitor and evaluate This step involves monitoring progress against milestones,

assessing for continuous improvement purposes, andadjusting the plan to make course corrections and toaddress new workforce issues.

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Process of getting detailed informationabout jobs.

Job Analysis is the building block ofeverything that personnel does. Almostevery human resources management

activity requires some sort of informationderived from Job Analysis: recruitment,selection, performance appraisal,training, job evaluation, career planning

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Job Analysis

Job Description

Tasks

Duties

Responsibilities

Job Specifications

KnowledgeSkills

Abilities

Other characteristics

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1. Internal Sources:Advantages: Applicants are well known to the firm Motivational tool for other employees.(in case of promotions) Employee gets up to speed much faster in his or her new job. Cheaper and faster

Disadvantages: Not applicable for entry level and some specialized upper level

positions. The hired person will leave a staffing gap in their former position, so there is

still a position to be filled. Lack of new ideas and creativity that may come from a new person.

Jealousy from those not promoted.You may have individuals thatbelieve they should have gotten the promotion instead of theindividual promoted.

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2. External Sources

2.1 Employee referrals:

Advantages: it can provide the employer with a source of passive candidates.

Thus expanding the employers pool of potential candidates .

Tends to produce higher-quality candidates. because the referringemployee usually screens his or her referrals closely. After all, his or

her reputation is somewhat on the line with every person he refersfor a position.

Employee-referral programs are especially effective in the case ofhighly specialized positions that might be difficult to fill throughconventional channels. People tend to associate with others in theirprofessions, which gives them access to specialized or rare talent.

Disadvantages Employees tend to refer others who are similar in age, gender, ethnicity,

and religion. If relied on too heavily, this recruiting method may be harmthe organizations equal employment opportunity goals.

Might lead to an inbred organization that lacks breadth of ideas.

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2.2 Internet Sourcing

Advantages Social media creates an opportunity to change the way individual

recruit and creates a wonderful candidate and consumerengagement platform.

Inexpensive.

The best employment branding tool

Quick and easy to post announcement.

Responses arrive faster and in greater quantity.

Will generate a wider range of applicants.

Applicants can be screened by computer.

Some selection tests can be administered by computer.

Automated applicant tracking.

Disadvantages:o Ease of submission will result in a lot of applicants, many whom are

not qualified.

o May take more HR time to sort through the greater quantity ofapplicants.

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2.3 Employment agencies.

2.4 Local advertising:

Newspaper.

Multimedia.

2.5 Internships.2.6 Job fairs.

2.7 College recruiting.

2.8 Walk-in candidates.

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Cost: (Cost per hire ) Did you stay within your recruitment budget?

Time: (Time to fill ) How long did it take you to fill the position?

Quality: Were your applicants well qualified for the

job? Longevity:

What about turnover? Do your new hires stayfor the long term?

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Selection is the process of differentiatingbetween applicants in order to identify

& hire those with the greater likelihood ofsuccess in the job.

The objective of the selection decision isto choose the individual who can mostsuccessfully perform the job from thepool of qualified candidates.

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Step #1The job application processby this step, potential candidates have been convincedto apply for a position, so the goal is for a large percentage of the qualified individuals who visit

the site to complete the application process. Common reason for failure: most applicationprocesses are tedious or frustrating and there is no feedback mechanism to find out whyapplicants drop before they complete the process.

Step #2Sorting applications by jobonce applications are received, the goal is to ensure thatthe highest quality applications are sorted relevant to the most appropriate jobs (manually or viasoftware). Common reason for failure: no metric or feedback mechanism to measure thepercentage of applications that were routed to the wrong job.

Step #3 The initial screening of applications and resumes at this step applications arescreened to see if they meet minimum qualifications for the job. The goal is to successfully qualifythe applicants so that qualified applicants are not sortedoutand that only a small percentageof unqualified candidates make it to the next step. Common reason for failure: the absence of ametric or feedback mechanism to measure the percentage of applications that weremisclassified or that advanced without meeting minimum standards.

Step #4The initial phone screenhaving screened resumes, the next step involves screeningthe individual behind the application. The goal of this step is to gather additional information on

the candidatesqualifications and fit,which should help you more accurately determine whichcandidates advance to an interview. Common reason for failure: no metric or periodic testing todetermine the accuracy of the screening process.

Step #5Interviewing qualified applicantsin this step the most qualified candidates advanceto formal interviews and other assessment activities. The primary goal is to rank order thecandidates by level of desirability, with a secondary goal of providing a positive candidateexperiencethat effectively sells the best candidates on this job. Common reason for failure: the

absence of a feedback mechanism to identify problems and candidate dissatisfaction with theprocess that leads to top talent opting out before the process is completed.Dina Zaki 2013


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Step #6The final interviewthe goal of this step is to confirm your initialdesirability ranking and set expectations among those most likely to receive

an offer. Common reason for failure: the very best candidates have been

previously screened out by mistake or voluntarily dropped out of the process,

so remaining choices are mediocre.

Step #7The reference checking processwith your short list vetted andexpectations for an offer set, the next step validates the perception of your

assessment team using references. The goal is to gather additional

information on the finalist(s) and ensure information provided is not

erroneous. Common reason for failure: the reference checkingprocess is

underfunded and no one is accountable for demonstrating effectiveness.

Step #8The offer processthe goal of this step is to put together an offerthat is within the companys boundaries and that meets as many of the

candidates job acceptance criteria as possible. The process should have

the sales and influence component that work to improve the likelihood of

top candidates accepting. Common reason for failure: no one is held

accountable for this step and there is seldom an effective mechanism to

analyze failures and to provide feedback on how the offer process can be

improved.Dina Zaki 2013
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Step #9 The post-offer acceptance process once an offer is accepted, itdoesntensure the candidate will actually show up for work! The goal of this step isto ensure those that accept our offers dont back out (as a result of acounteroffer or second thoughts). That often means continuous communicationswith the new hire and providing more ties that closely link the individual to the firmprior to their start date. Common reason for failure: this step is often left to chanceor is omitted.

Step #10 The on boarding process contrary to popular belief, the primarygoal of on boarding is not to get employees enrolled in benefits, but rather toprovide resources and information that enable new hires to become productiveas fast as possible. Common reason for failure: failures often occur because of theweek handoff between the recruiting and on boarding functions and nodefined budget for on boarding.

Step #11Feedback and new hire monitoringif the ultimate goal is continuousimprovement of the recruiting process, then this step is the most important of all.

The goal of this step is to assess the performance of new hires and to use thatperformance information to validateor prove that the overall recruiting processis producing quality hires. If a high percentage new hires fail, quit, or are poorperformers, you will know that the hiring process needs significant improvement. Asecondary goal is using new hires to determine what elements of the recruitingprocess were and were not effective. Some organizations also consider it a goalfor recruiters to work individually with new hires to improve retention. Commonreason for failure: this step is skipped altogether.

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SELECTION TESTS: Any instrument that is used to make a

decision about a potential employee. Selection testsare used to identify applicant skills that cannot bedetermined in an interview process. Test results areobjective and free from personal bias and test resultsare usually expressed numerically so they can bevalidated by statistical analysis.

STANDARDIZATION: Uniformity of procedures andconditions related to administering tests.

RELIABILITY: The extent to which a selection test providesconsistent results.

VALIDITY: The extent to which a test measures what itclaims to measure. Do higher test scores relate to highersuccess on the job?

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Cognitive aptitude tests measure reasoning,vocabulary, verbal and numeric skills.

Job knowledge tests measure knowledge regardinga particular job.

Work sample tests allow candidates to demonstratehow they would work on the job. Psychomotor abilities tests assess the skill level of tasks

required on the job. Personality tests assess traits and personal

characteristics. They are used to determine if the

applicant is the right fit for the organization. Vocational interests tests identify occupations inwhich the candidate is most interested.

Honesty and integrity tests try to measure acandidatestruthfulness .

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Team Vs individual interviewer?

Structured or patterned interview: Pre-set questions asked of all candidates.

Nondirective interview: Minimum of questions, not planned in advance. Open-ended questions; interviewer follows the

candidates lead.

Situational and problem-solving interview: Candidate describes how he or she would solve a

problem.

Behavioral interview: Candidate describes how he or she responded to a

specific situation.

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The importance of checking:

40 percent of applicants lie about work historiesand educational backgrounds.

20 percent of applicants falsify credentials andlicenses.

30 percent of applicants make isrepresentationson their resumes.

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Making the job offer:

May be done by phone, letter or in person.

Make arrangements for further conditions: Physical exam and drug screen.

Discuss salary and benefits:

Avoid quoting an annual salary.

Realistic job preview,

Recruitment 2013

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