HUMAN RESOURCEMANAGEMENT
BUSINESS OBJECTIVES
RECRUITMENT
HR PLANNING
JOB DESCRIPTION JOB
SPECIFICATION
JOB ANALYSIS
RECRUITMENT STRATEGIES
HR PLANNING
STRATEGIC RECRUITING
RECRUITING SOURCES/METHODS
How many contractors are needed Timeline to fill the vacancy Knowledge, Skills & Abilities needed Special Qualifications
Where to Recruit: Internal/External Who to Recruit: Employment Classification Nature of Job Requirements
Job boards, forums Paid ads
RECRUITMENT STRATEGIES
Employment Classification DESCRIPTIONS
1. Full Time Contractors
Full-time contractors are those who have completed their Introductory Period and are regularly scheduled to work at least 40 hours per week.
2. Part Time Contractors
Part-time contractors are those who have completed their introductory period and are regularly scheduled to work at least 20 but fewer than 40 hours per week.
3. Temporary Contractors
Contractors hired for an interim period of time, usually to fill in for vacations, leaves of absence, or projects of a limited duration. Temporary contractors are not eligible for Company benefits.
4. Fixed Priced Contractors
Contractors who work on an occasional or per project basis. Fixed-price contractors are generally not eligible for benefits.
Internal Recruiting Data base
Promotions and Transfers
Internal Job Posting
Employee Referrals
Re-recruiting former Employees & Applicants
INTERNALSOURCES
SOURCES OF RECRUITMENT
SOURCES OF RECRUITMENT Cont . . .
College Recruitment
Job Boards
Forums
Paid Job Ads
EXTERNALSOURCES
RECRUITING EVALUATION
As the goal of a good recruitment program is to generate a large pool of applicants from which to
choose, quantity is a natural place to begin evaluation
In a cost/benefit analysis to evaluate recruiting efforts, costs
may include both direct costs (advertising, recruiters’ salaries,
etc) and the indirect costs (involvement of operating
managers, public relations, etc).
Quantity of Applicants
A comparison of the number of applicants at one stage of the
recruiting process to the number at the next stage.
In addition to quantity, the issue arises as to whether or not the
qualifications of the applicant pool are sufficient to fill the job
openings. Do the applicants meet job specification and do they
perform the jobs well after hire?
Quality ofApplicants
Yield RatioEvaluating
Recruiting Costs and Benefits
RECRUITING EVALUATION
300 Applicants
100 Final Interviews
50 Offers
25 Hires
Initial Contacts/Final Interview
(Yield ratio = 3:1)
Final Interview/Offers(Yield ratio = 2:1)
Offers/Hires(Yield ratio = 2:1)
Using Yield Ratios to Determine Needed Applicants:
CONSTRAINTS ON RECRUITMENT
Image of the Company
Attractiveness of Job
Internal Organizational
Policy
Recruitment Cost
BASIC SELECTIONCRITERIA
BASIC SELECTIONCRITERIA
Formal Education
Experience and Past Performance
Skills and Abilities
Personality Characteristics
SELECTION PROCESS
Initial screening
Completed application
Comprehensive interview
Employment test
Job offer
Reject Applicant
Background Examination if
required
Conditional job offer
Passed
Passed
Passed
Passed
Passed
Able to perform essential elements of job
Fail to meet minimum qualification
Failed to complete job application or failed job
specification
Failed Test
Failed to impress interviewer and /
meet job expectations
Problem encountere
d
Recruitment & Selection Process
(Ninja Partners Inc)
Recruitment for permanent &
temporary employees
2-6 weeksConsist of 7
key elements
Identify hiring
need and prepare hiring plan
PrepareJob
Description
Sourcing and vacanc
y announcement
Screen and
shortlist
applicants
Test & Interview
Candidate
Finalization & offer
approval
Offer placement
Offer Accepta
nce
Offer proposal
will be sent via
Pandadoc
Onboarding process
begins
If offer is not
accepted, recruitment
reserves the right to withdraw
offer
Recruited or
Rejected
Yes
Yes No
No
Yes
SELECTION METHODS
Tests measure knowledge, skill, and ability, as well as
other characteristics, such as personality traits.
1. TESTING
TESTING TYPES
Cognitive Ability Test
Personality Test
Typing Test
It measures the learning,
understanding, and ability to solve
problems..
1. Cognitive Ability Testing
It measures typing speed of a candidate.
Only applicable to some positions
3. Typing Test
It measures the patterns of thought,
emotion, and behavior.
2. Personality Testing
SELECTION METHODS
TESTINGTYPES
SELECTION METHODS
Generally ask for information such as address and phone number, education, work experience, and special training.
At the professional-level, similar information is generally presented in résumés.
Application Forms and Résumés
Historical events that have shaped a person’s behavior and identity.
BiographicalData
Involves contacting an applicant’s previous employers, teachers, or friends to learn more about the applicant
Reference Checking
2. INFORMATION GATHERING:
SELECTION METHODS
3. INTERVIEWS:
The interview is the most frequently
used selection method.
Interviewing occurs when applicants
respond to questions posed by a
manager or some other
organizational representative
(interviewer).
Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.
SELECTION METHODS
Types of Interviews used by Ninja
Recruiters2.
Unstructured Interviews
1. Structured Interviews
Situational Interview
Behavioral Interview
SELECTION METHODS
SITUATIONAL INTERVIEW
• In which the interviewer asks questions about
what the applicant would do in a hypothetical
situation
BEHAVIORAL INTERVIEW
• In which the questions focus
on the applicant’s
behavior in past situations.
Uses a list of predetermined questions.
All applicants are asked the same set questions. There are two types of structured
interviews.
1. Structured
Interviews
Interviews-open ended questions are used such as
“Tell me about yourself”
2. Unstructured
Interviews
• This allows the interviewer to probe and pose different sets of questions to different applicants.
SELECTION METHODS
CREATING STRUCTURED INTERVIEW QUESTIONS
Step 1: Determine What to Measure•Use job analysis results to determine needed knowledge, skills, & abilities•Think about characteristics that separate top performers from the rest•Focus on attributes that are critical for success across jobs in the organization
Step 2: Write Questions•Meet as a group with other people who will be present during the interview•Create a set of situational and behavioral questions•Make sure that all questions are appropriate and legal
Step 3: Evaluation•Create an evaluation template based on the type of questions asked
Step-by-Step Recruitment Process
SourcingDetermine the job vacancy
Create job description
Get approval from CEO for salary
Post job vacancy in HR system, job boards and forums
Step-by-Step Recruitment Process
ScreeningScreen applicants in HR system for minimum
qualifications
Send test link to candidates who passed the minimum qualifications
Review test results of candidates. Reject candidates who failed the test.
Testing
Step-by-Step Recruitment Process
Interview
Conduct comprehensive interview
HRA / HRD will conduct an evaluation in the HR system after the interview
Endorse candidate to OM for final interview / assessment
Step-by-Step Recruitment Process
SelectionEndorse candidate to CEO for approval
Conduct reference check
Send candidate Independent Contractor Agreement
Send candidate Proposal Offer
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