Recruitment, Selection, Placement and Induction
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Transcript of Recruitment, Selection, Placement and Induction
Personnel Law & Management
Module on Recruitment, Induction, Placement, and Development
Session Structure
1. Business context and importance of recruitment.
2. What determines the need for recruitment?1. Workforce planning
3. The recruitment Process1. Defining requirements- Job Analysis,
Job Description 2. and Person Specifications.3. Attracting candidates-Internal or
external hiring decisions.4. Selecting Candidates-selection
methods and strategies
4. Placement and Induction.
Business Context and importance of recruitment
Organizations are only able to provide goods and services because of the efforts of the people employed by them. Without good people, working effectively together, the organization is much less likely to be able to provide what is needed by its customers. Having the right person in the right job at the right time is therefore critical to business success.
Recruitment is also strategically linked with other processes within the organization. If the recruitment process is weak, it is possible that a person recruited will not perform particularly well which will have a domino effect on other processes in the organization.
Workforce Planning
Forecasting Demand : Four Techniques.1. Trend Analysis.2. Ratio Analysis3. Scatter Plot.4. Computer Analysis
Forecasting Supply : Two models5. Markov Analysis6. Conventional framework
Trend Analysis
Implies studying variations in the company’s employment levels over the last few years. For example, you might compute the number of employees at the end of each of the last five years, or perhaps the number in each subgroup (like sales, production, secretarial and administrative).The purpose is to identify trends that might continue into the future.
Ratio Analysis
Means making forecasts based on the historical ratio between some causal factors and the number of employees required. For example suppose a sales person traditionally generates Rs.500,000 in sales per week. If the sales revenue to sales people ratio remains the same, you would require six new salespeople next year(each of whom produces an extra Rs,.500000) to produce a hoped for extra Rs. 30 lakhs.
Scatter Plot
A scatter plot shows graphically how two variables – such as a measure of business activity like sales, and your firm’s staffing levels – are related. If they are, then if you can forecast the level of business activity, you should also be able to estimate your personal requirements.
Size of Hospital(number of beds)
Number of Registered Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
150 200 250 300 350 400 450 500 550 600 6500
100
200
300
400
500
600
700
How many nurses does a hospital require in future?
Markov Analysis for a Hypothetical Retail Company
2003-2004 Stores Managers
Asst Stores Managers
Section Heads
Departmental Heads
Sales Executives
Exit
Stores Managers15
(80%)12
(20%)3
Asst Stores Managers36
(11%)4
(83%)30
(6%)2
Section Heads94
(11%)11
(66%)63
(8%)8
(15%)14
Departmental Heads288
(10%)29
(72%)207
(2%)6
(16%)46
Sales Executives1440
(6%)86
(74%)1066
(20%)288
Forecasted supply
16 41 92 301 1072 353
Job Analysis
It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job.
•A task is an identifiable work activity carried out for a specific purpose( typing a letter).
•A duty is a larger work segment consisting of several tasks ( which are related by some sequence of events) that are performed by an individual ( for example pick up , sort out and deliver incoming mail)
•Job responsibilities are obligations to perform certain tasks and duties.
Job Analysis
Method for Collecting JA data:
1. Job Performance.2. Personal observation.3. Critical incidents.4. Interview.5. Panel of experts.6. Diary Method.7. Questionnaires.
Job Description
A Job Description is a written statement of what the job holder does, how it is done, under what condition it is done and why it is done. The main purpose of writing a job description is to differentiate the job from other jobs and state its outer limits, sets out the basic details of the job, reporting relationships, the overall objectives of the job, the main activities or the tasks carried out and any other special features.
Person Specification
A person specification can be set out under the following headings:
1. Competencies.2. Qualifications and training.3. Experience.4. Specific demands.5. Organizational fit.6. Special requirements.7. Meeting candidates expectations.
Example: PD of a Compensation Manager
1. Education: MBA with specialization in HR /MA in Social work/ MA in Industrial Psychology. A degree or diploma in labour laws is desirable.
2. Experience: At least three years experience in a similar position in a large manufacturing company.
3. Skill, Knowledge, ability: Knowledge of compensation practices in competing companies, of job analysis procedures, of compensation
survey techniques, of performance appraisal systems. Ability to conduct meetings, to plan and prioritize work.
4. Work orientation factors: The position may require upto 15% travel.
5. Age: Preferably below 30 years.
Recruitment Strategies
1) Utilize job fairs; 2) Offer positions as tele-commuting, job sharing or part-time work to tap into a more diverse candidate selection. 3) Employee, customer referrals; provide incentives and contests for the referral of productive new hires.4) Utilize web-based resources offered; job boards and distribution services, as well as internet newspaper listings. These days people are far more apt to relocate for the right opportunity.5) Spice up the website; highlight your need for new talent with an "Our Team" page and advertise your company.6) Publicity .Create interest in your company with press coverage and project your company in a unique format to attract the types of professionals you seek.7) Allow employees to participate in high profile activities even if means giving them some time off work. 8) Use headhunters and recruitment agencies. . This can save 300-400% on the cost of an intensive search for a high-level position.9) Employ temporary agencies and firms. Quite often employers can find just the right combination of skills and expertise in a prospective employee, and it allows a type of "try before you buy" approach to staffing. 10) Cultivate your own talent. Offer scholarships in exchange for a number of years of service to remarkable high school and college students
Merits/Demerits of Internal sourcing
Merits Demerits
Economical: Cost minimal. No expenses incurred on advertising.
Limited Choice: Organization forced to select from a limited pool.
Suitable: Right candidates for right jobs. Inbreeding: Discourages entry of talented people.
Reliable: Known devils better than unknown ones.
Inefficiency: Seniority based promotions can encourage inefficiency and indifferent performance.
Satisfying: Motivates employees. Bone of contention: Infighting. Premium positions may end up on a bitter note.
Merits/Demerits of External sourcing
Merits Demerits
Wide Choice: Candidates with required qualifications can be picked up.
Expensive: Hiring costs could go up.
Injection of fresh blood: People with special skills and knowledge could be hired.
Time consuming: Time to advertise, screen, test and select suitable candidate.
Motivational force: Fires up internal candidate to work harder and leads to positive competition.
Demotivating: Discourages existing employees.
Long Term benefits: Organization would gain momentum and change.
Uncertainty: No guarantee that suitable candidates will be found
19
Offers made
Trainees needed
Candidates Interviewed
Candidates Interviewed
Candidates Contacted
Unit of measure
• Interview to Offer ratio -3:2
• Invitees to Interview ratio- 4:3
• Leads to Interview Ratio - 5:1
• Offer ratio -1:2
200
40
30
20
10
Recruitment Yield Pyramid
Recruitment MetricsCharacteristics
1. Metrics must be predictive and actionable. Statistics need to provide information that can be acted upon by providing data to indicate trends.
2. Metrics must be tracked over time in order to
generate internal benchmarks and analyze internal performance.
3. Recruitment metrics should include both quantitative and qualitative aspects.
Yes, these factors are still included in the typical framework of recruitment
metrics, however there are a number of additional factors that need to be
used in today’s framework. Time and cost obviously comprise the
quantitative aspects of recruitment metrics while productivity, retention,
efficiency and candidate performance comprise the qualitative aspects.
Recruitment Metrics
Traditional:1. Cost per hire2. Time to fill
Strategic:3. Performance/Quality of hire.4. Manager Satisfaction5. Source of hire6. Referral Rates7. Candidate Satisfaction8. Development of Pipeline
Interview
Unit of measure
Creating consistent Role Models
Expectancy Effect
First impressions
Stereotyping
Interview Errors
Halo and Horns Effect
Contrast effect
Leniency and Harshnesseffect
Negative Information Bias
Similar to me Effect
Interview effectiveness
Interviews are more likely to accurately predict job performance whenInterview format is structured ,and standardized . There are two formats Which are more effective than others based on research:
1. Situational Interviewing 2. Behaviour based Interviewing.
Situational Interviewing is where candidates are asked situation specific Questions relating to how they would do the job, and are examined onTheir hypothetical performance. Answers are scored by specialists and interpreted according to a predetermined set of criteria
Behavioural Event Interviews
Behaviour Event Interview focuses on the candidate’s actual behaviour on the assumption that past behaviour is the best predictor of future behaviour. is a competency based assessment method that uses customized questions to assess leadership competencies.
Candidates will be asked to recall events when they demonstrated a particular competency.
Behavioural Event Interviews
Basic Structure of the Interview
An Interviewer asks the lead question for the competency, and then proceeds to obtain an overview of the event.
Stage One:Obtaining the event’s overview:
The event overview is the road map that the interviewers need to structure how the candidate (the interviewee) will provide the information. It provides a high level overview of 1) the Situation (task), 2) Actions and 3) Results of the involvement of the candidate.
Behavioural Event Interviews
Here is a list of 8 standard questions designed to obtain the overview in the most effective manner. These questions are applicable for all of the competencies:
1. Begin with a caption or heading that describes the candidate’s role in the event.
2. In two sentences, what is this event about? (This is the 40,000 feet overview).
3. Who else was involved? What was their role?4. What was your job function, position, title?5. Why is this event a good example of a time when you…?6. What were the major milestones?7. How long were you involved in the event?8. What was the outcome?
Behavioural Event Interviews
Stage Two: Probing for details
Once the overview is obtained, the interviewers can go back and
probe specific milestones or steps undertaken by the candidate to
explore behaviours in more detail.
Typical probing questions:
1. What event led up to the situation? 2. What did you actually do? Say? 3. What was your intent in doing so, saying that, etc? 4. What were you thinking? Feeling? (explain your reaction to
the situation) What happened next? 5. What was the outcome of doing this, or saying that? 6. How did others react? How do you know this?
Behavioural Event Interviews
Competency: ‘Results Orientation’
Definition: Drives for quality results, paving the way to success, while maintaining a focus on the organization’s strategic goals. Brings issues to closure in a timely manner. Strives to continuously move the organization forward while effectively and efficiently maximizing the use of resources. Persists in advancing initiatives despite adversity, creating and negotiating alternate solutions as appropriate.
Interview Question1. Tell me about a time when you had to face a challenge such
as tight resources during a project you led or an assignment for which you were responsible.
2. How did you handle the challenge? 3. What was the outcome?
Behavioural Event Interviews
Competency : ‘Strategic Thinking’
Definition: Understands the strategic direction of the organization. Anticipates and plans for future events, trends, problems and opportunities and exercises sound judgment. Makes timely quality decisions, taking a broad range of issues or factors into consideration. Evaluates reasonable risk taking opportunities. Develops creative solutions, stimulating new ways of thinking and solving problems.
Interview Questions1. Tell me about a time when you had to anticipate potential
obstacles to implementing a high-visibility strategic initiative.
2. What were the obstacles? 3. How did you approach the situation? 4. What was the outcome?
Behavioural Event Interviews
Competency : ‘Relationship Building’
Definition: Builds effective working relationships, networks of contacts and partnerships with internal and external individuals at all levels. Actively listens to what others have to say and responds in a clear, concise and diplomatic manner, adapts communication style as appropriate. Self aware, perceptive and sensitive to the attitudes, feelings and concerns of others.
Interview Questions1. Tell me about a time when you had to truly listen and
understand another person’s point of view in order to solve a problem or to deal with an issue.
2. What was the nature of the problem/issue? 3. What was your approach in resolving it?
Other Selection methods
1. Assessment Centers.2. Psychological Testing3. Personality Questionnaires.4. Ability and aptitude tests.
Assessment Centers
1. In Basket Exercise.2. Role Play.3. Vision Presentation.4. Treasure Hunt.5. Case Discussion.6. Selection Discussions.7. BEI/Critical Incident Interviews.
Induction: Psychological Contract
What is a psychological Contract?
It is a unique combination of beliefs held by an individual and his or her employer about what they expect of each other. It consists of six parts:
What constitutes psychological contract?
1.Fairness, equity and
consistency.2.Security of employment.3.Scope to demonstrate
competence.4.Opportunities for improved
career or job improvements.5.Involvement and influence.6.Trust in the organization to keep
its promise.
General Organisational Induction Training checklist
1. Essential 'visitor level' safety and emergency procedures 2. Washrooms 3. Food and drink 4. Smoking areas and policy 5. Timings and induction training overview 6. Organizational history and background overview 7. Ethics and philosophy 8. Mission statement(s) 9. Organization overview and structure 10. Local structure if applicable 11. Departmental structure and interfaces 12. Who's who (names, roles, responsibilities) 13. Site layout 14. Other sites and locations 15. Dress codes 16. Basic communications overview 17. Facilities and amenities
1. Pay 2. Absenteeism and lateness 3. Holidays 4. Sickness 5. Health insurance 6. Pension 7. Trades Unions 8. Rights and legal issues 9. Personnel systems and records overview 10.Access to personal data 11.Time and attendance system 12.Security 13.Transport and parking 14.Crèche and childcare 15.Grievance procedures 16.Discipline procedures 17.Career paths
General Organizational Induction Training checklist
1. Training and development 2. Learning Styles Self-Assessment 3. Multiple Intelligences Self-Assessment 4. Appraisals 5. Mentoring 6. Awards and Incentives 7. Health and Safety, and hazard reporting 8. Physical examinations, eye test etc. 9. Emergency procedures, fire drill, first aid 10.Accident reporting 11.Personal Protective Equipment 12.Use, care, and issue of tools and equipment 13.Other housekeeping issues 14.General administration 15.Restricted areas, access, passes 16.
General Organizational Induction Training checklist