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Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
Recruitment in today's time
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Recruitment in today's time

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  • CircleThe talent crisis is no longer a problem of the future. It is here and now and is threatening business growth and economic prosperity.• We believe many organisations are failing to understand what talent management really means and are unclear about how they can create a sustainable talent pipeline for the long term. Organisations need to manage their talent supply chain with the same rigour they would with other parts of the organisation. They must focus on making their organisations the most attractive to the best local talent.• The reality is that many companies do not understand who their key talent is – never mind how engaged they are, whether they have the right incentive/reward models to keep them and the impact on the business of losing that talent. This means that key talent will be lost while ‘non talent’ may be over-incentivised.• Whilst a large majority of CEOs say they are changing their strategies around managing talent, only the most forward looking are taking the actions most likely to deliver real competitive advantage. Many businesses are simply using the same tactics they’ve always used – which will deliver the same results. In this post-crisis world it just won’t be good enough.• CEOs need to consider the future of the HR function – many HR teams are failing to deliver the strategic thinking needed to drive growth. We believe a rethink of this function is overdue in many businesses. How HR responds will determine whether the organisation thrives (and even survives) in the next phase of global economic development and shift.
  • Define Your Goal Preparation is the most important key to screening candidates properly. Create a detailed position specification that includes a description of responsibilities, and your expectations of the ideal candidate2. Define Your Culture Determine the most significant characteristics of your work culture. Is the atmosphere formal and structured? Casual and flexible? Is risk tolerance important? By understanding your company? s culture, you will be better prepared to assess a candidate? s potential fit3. Know Your PriceNext, evaluate the context of your available position within your company and the general market. Think about the likely availability of your ideal candidate, your company’s compensation structure, and your timeframe, and then determine the salary range you are prepared to pay for the positionKnow Your Deadline As the resumes start flowing in, begin your phone screenings as quickly as possible. Plan a cut-off date for resume reviewing. Once you are satisfied with your shortlist, you are ready to proceed to the telephone screening to further narrow your list of face-to-face interviewees5. Create Your Question List Create a list of questions to ask each candidate. These questions should elicit information about their qualifications, cultural fit, and salary expectations6. Conduct the Phone InterviewsSchedule and conduct telephone screens with each candidate. Each call should involve about 25 questions, and last 20 to 30 minutes. A typical telephone interview, while conversational, must also elicit a large amount of information in a short amount of time7. Follow Up Stand out by demonstrating to your candidates that you respect their interest and their time. Send a letter or e-mail to each and every candidate who has taken the time to express interest to your company -- whether or not you choose to extend them an interview
  • Determine the Market of Different SegmentsTo grab the attention of candidates, especially passive candidates, you need to figure out what motivates or interests them in looking at other opportunities, such as forward growth in their career pathEstablish Initial Rapport First then Take Back InformationAll tend to agree that you need to spend at least the first couple of minutes with background or introductory information for the candidate to feel like this is a professional opportunity and one that they haven't wasted their time withUnderstand the Value of Their SkillsUnless you understand the job and how it relates to their goals and career aspirations, there is no sense in wasting your time speaking with them. If you are able to present to them, in a credible fashion, the opportunity and growth this position presents, they are much more likely to be interested and want to move forward with further discussionsKnow What Makes the Job ExceptionalWould you be open to explore a situation if it was significantly better than what you're doing now?" This is the best approach to presenting a job that is a great opportunity for the candidateStay Connected, Even with Seemingly Unworthy CandidatesEven if you've realized mid way through a call that the candidate that you are talking with is not qualified, continue the conversation as they may know someone else who may be interested and qualified. So turn that wasted phone call into a potential networking opportunity to seek out possible referralsNetworkingRemember to realize that every call is an opportunity, and to not only to seek out qualified individuals but to also use your initial calls as a networking tool to gain more connections to contact for current or future opportunities
  • Transcript

    • 1. “Talent Hunt”
    • 2. Lets gear up to learn - Video
    • 3. Who is a Recruiter?
    • 4. The war for talent continues a) Talent features on the top items of the CEOs agenda WHERE DO CEOS EXPECT CHANGES IN RESPONSE TO THE GLOBAL BUSINESS ENVIRONMENT ? No Change Some Change Major Change 1. Approach to Talent 20 22 582. Approach to managing risk 23 54 23 3. Investment Decisions 23 48 28 4. Organizational Structure 25 47 27 5. Corporate Reputation 36 41 22 6. Capital Structure 50 34 15 Source: PWC : 14th Annual Global Survey Report
    • 5. The war for talent continues b) Talent Management continues to be a burning challenge in organizations WHAT ARE YOUR ORGANIZATION’S MOST PRESSING TALENT CONCERNS TODAY? 41% 38% 37% 28% 21% Competing for talent Selecting & developing Selecting retaining Recruiting hard-to-find skill Reducing employeeglobally and in emerging leaders and succession employees at all levels sets headcount/costs markets planning Source: Deloitte
    • 6. Module - Recruitment Process
    • 7. The 4-Meter Model for Recruitment Hiring rate Executive satisfaction R.O.I. by employee category STRATEGIC Response rate (attraction power)On-boarding time ALIGNMENT Query response timeConversion rate on Internal referrals Referral rateCandidate satisfaction (with Acceptance rate recruitment process)Early days turnover ratio RECRUITS PROSPECTSJob progression rate HR Internal client satisfaction Gap-to-Hire cycle Time OPERATIONS % Appropriate closure Cost per recruit
    • 8. How to Calculate Common Metrics Metric Description Accession Rate New Hires + Replacement Hires Total Headcount Cost Per Hire __ Hiring Costs__ _ New + Replacement HiresCycle Time (time to fill) Days to Fill (from requisition) New + Replacement HiresOffer Acceptance Rate Offers Accepted Offers Extended
    • 9. Module -Profiling
    • 10. What is Profiling ? behavior and analyzing Recording a persons psychological characteristics in order to predict or assess their ability in a certain sphere or to identify a particular group of people. HR profiling • Recruitment and Selection - To point out the required behavior to accomplish the job and match those with candidates profile. Example - Psychometric Test. • Performance Management - To check/control the real performance in accordance with organizations objective. • Competency Mapping /Skill Gap Analysis - To judge the current level of employee. • Training and Development - HR profiling provides inputs in designing the T&D. • Succession Planning - Prepare future leadership.
    • 11. Profiling Tools  DISC Profiling  Thomas Profiling  MBTI Profiling  Firo B Profiling
    • 12. Disc Profiling Tool
    • 13. Thomas Profiling Tool • Represents Personal Profile Analysis(PFA) & Human Job Analysis(HJA) • Tests for selection & training (TST/GIA) • Team Analysis System • Thomas 360 degrees • Emotional Intelligence
    • 14. • FIRO B Profiling Tool Inclusion Control Affection Inclusion Control Affection Wanted Wanted Wanted Wanted Inclusion Control Affection Expressed Expresses Expresses Expressed
    • 15. • MBTI Profiling Tool Where do we get our energy? Extraversion Introversion How do we take information? Sensing Intuition How do we make decisions? Thinking Feeling How do we organize our world? Judging Perceiving
    • 16. Module - Resourcing
    • 17. Resourcing/Staffing –US, Sourcing - UKResourcing is defined as the process of identifyng, developing, andutilizing the best source of resouces availble regardless of location.A cross-border search is conducted to find the sutiable resource thatmeet specific quality, time and cost.
    • 18. Sources Of Recruitment • Direct Applications (Walk Ins) • Internet(job Portals, Groups) • Consultancies, Staffing Agencies, Third Party • Professional Trade Fairs • Newspapers and Magazines • Campus Recruitment • Employee referrals • Promotions
    • 19. Tools for Resourcing Job Boards Referrals MIS & Information Gathering Social MediaContracts
    • 20. Commonly Used Job BoardsDice.comMonster.comNetemps.comHotjobs.comCareerbuilder.comClickjobs.com
    • 21. Boolean Search • There are boolean operators which can be used while searching for the right resume. • The boolean operators will narrow down the search and will give the specific resume titles or skills. • Boolean operators will arrive at a specific skill or qualification we are looking for or anything near to that. • Boolean operators should be used correctly. Care should be taken while entering the boolean operators as any improper spacing or comma will not give accurate results. • It is very important to understand the requirement & type of candidate required first before applying the boolean operators.
    • 22. Boolean Search Boolean Meaning Use AND Narrow search and retrieve records containing all Java AND SAP – In this it will search resumes with java of the words it separates. and SAP. OR Broaden search and retrieve records containing Oracle OR SQL OR Java – In this it will search either any of the words it separates. oracle or java related resumes 1.Jave AND NOT Coffee - this will result in jave AND NOT Narrow search and retrieve records that do not programmer and not java coffee. contain the term following it. 2. Airline service AND NOT hotel service. NEAR Java NEAR programmer. This will retrive the words java Find words within 10 words of each other. and programmer in any order. Quotes searches for the specific term. Quotes QUOTES " " should be given only when there are two words or "Customer service", "Administrative assistant", phrase to be search. "Application developer" "customer service" AND ( "report" OR "plan" ORPARENTHESES ( ) Group words or phrases when combining Boolean "implement" OR "asses") phrases and to show the order in which There should always be related keywords in the relationships should be considered. parentheses. It should not be from unrelated topic. Custome*, Manag*, implement* this will give results as WILD CARD * This expands a search term to include all forms of customer, manager, managing, m,management, a root word. implementation, implementing This operator will find words that contain theSTEMWORD * * same base word. It will find words in different Fly**, driv** - this type of search will give results as tenses. flyin, flew, driving , drive, flown
    • 23. Social Media Stats SOCIAL NETWORKING SITE ACTIVITIES OF US SOCIAL NETWORK USERS 52% 46% 23% 18% 12%Became a fan / follwer Said something good Said something bad Promoted some other Promoted own of some company about a company about a company company brand business Source: marketer.com
    • 24. Organizations without social media policies6050403020100 • In India, only 12% companies have social media policies, lowest amongst all nations • Nearly 50% of all American & European companies have social media policies.
    • 25. Social Media ToolsOf hiring managers who recruit through social media… 94% Use linkedin 10% Use Twitter 54% Use Facebook 3% Use Blogs
    • 26. Why Companies use contractors Staffing Flexibility Get around budget constraints Need to keep the permanent Headcount down No hassles at the end of assignment Hire for a specific purpose or project Immediate Availability Try before you buy Lower costs Avoid office politics
    • 27. Why Candidates work on Contract  More Money- Earns 30% more  Receive the same statutory benefits  Evaluate the company before accepting permanent position  Enhance resume  Opportunity to travel  Flexibility in Life Style  Variety in work scope and environment.
    • 28. Road Blocks in effective Recruitment Brand Awareness Take offers but don’t join Fake experience & Qualifications Dropping without any intimation Very High Expectations. Low pool of Resources
    • 29. 10 Creative Recruiting TipsUse self- Handpick dreamselection to Arrange for candidates andfind out group show them youwhos really interaction want theminterested Look for Attend events talent in that are NOT unlikely job fairs places
    • 30. 10 Creative Recruiting Tips Actively search Advertise inMake yourself profiles and placesstand out with social frequented bynon-traditional networking your idealmedia sites candidate Publicize Consider referral past incentives candidates
    • 31. Module – Contacting, Screening, Closing
    • 32. Contacting and Screening Do your homework on candidates before picking up the telephoneDevelop a job outline that will help you present a clear vision to potential candidates Make a good first impression Be polite courteous & professional with potential candidates Ask questions that are relevant to the job role Clarify candidate’s doubts and queries You could request the candidate for references
    • 33. 3 steps in screening1 Reviewing 2 Telephonic 3 Sorting for the Interview Resumes top candidates Gather Information
    • 34. Contacting Problems A candidate can be rejected if the recruiter is not able to evaluate him/her effectively Source of candidate data may not be reliable & authentic In the absence of face to face communication good candidates can be rejected Barriers and biases during the telephonic discussion Language & cultural barriers
    • 35. 7 Steps to Better Phone Screening Define Your Goal Define Your Culture Know Your Price Know Your Deadline Create Your Question List Conduct the phone Interviews Follow up35
    • 36. Cold Calling Calling candidates is one of the most efficient and effective ways to recruit This is the traditional quick, easy, and logical way that typically produces immediate results However, the way that you call a candidate from initial contact to the end of the conversation could change immensely depending on how you conduct the conversation
    • 37. Cold Calling TipsDetermine Establish Understand thethe Market Initial Rapport Value of Theirof Different First then SkillsSegments Take Back Information Stay Know What Connected, Eve Makes the n with Networking Job Seemingly Exceptional Unworthy Candidates
    • 38. Closing Process Start out with the good news Set the agenda of the conversationSell the opportunity and alignment with the candidate’s goals, which by now you have already discussed in detail Discuss the details of the offer Ask for feedback Once the candidate has verbally accepted, discuss next steps and timelineFinal steps - Follow up with the candidate to make sure they received the paperwork and everything is in order Once the offer is in-hand, follow up with the candidate at least once a week until the start date Check in and follow up to see how things are going. If there is any disconnect between the candidate’s expectations and reality, you want to identify them quickly.
    • 39. Candidate ManagementA candidate management system allows the recruiting team toquickly locate, track, and manage the best applicants for each openrequisition.
    • 40. Q & A Session

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