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Recruitment Management-Ch 9 Recruitment Strategies.
 

Recruitment Management-Ch 9 Recruitment Strategies.

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Whatever be the source of recruitment , the job advertisement has to be drafted with care to ensure that it not only attracts the potential employees but also the clients, shareholders, customers and ...

Whatever be the source of recruitment , the job advertisement has to be drafted with care to ensure that it not only attracts the potential employees but also the clients, shareholders, customers and others. The efforts of selecting the right medium, and right day is wasted if the ad is not well designed.To get more such innovative knowledge on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/Y1BAo6

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    Recruitment Management-Ch 9 Recruitment Strategies. Recruitment Management-Ch 9 Recruitment Strategies. Presentation Transcript

    • Learning Objectives Understand the factors to be considered while developing the Recruitment team Explain the parameters governing team structuring. Outline the points for team selection. Discuss recruitment strategies across levels.CHAPTER NINE RECRUITMENT STRATEGIES 1
    • Learning Objectives Specify the emerging importance of global recruitment. Pinpoint the guidelines for effective global recruitment. Assess the success of the recruitment strategy.CHAPTER NINE RECRUITMENT STRATEGIES 2
    • Structure9.1 Introduction9.2 Developing the Recruitment Team9.3 Structuring the Team9.4 Team Selection.9.5 Managing Recruitment Budgets.CHAPTER NINE RECRUITMENT STRATEGIES 3
    • Structure9.6 Recruiting Across levels9.7 Global Recruitment.9.8 Measuring the Success of Recruitment Strategy.9.9 Recruitment Process Outsourcing [RPO]9.10 SummaryCHAPTER NINE RECRUITMENT STRATEGIES 4
    • 9.1 IntroductionIf you do not have proper recruitment strategy in details; * You may end up hiring 20 candidates at the end of the day, when requirement was for 200! * Or put up detailed job description on a job portal for positions that were a part of strictly confidential hiring plan of your marketing function!CHAPTER NINE RECRUITMENT STRATEGIES 5
    • 9.2 Developing the Recruitment TeamRecruiting is not a sole HR function, it is akin to sales , in the sense it requires a considerable amount of selling skills.Today’s recruiter needs to be :- * tech-savvy to use advanced tools. * innovative to develop recruitment strategies. * skilled in networking, vendor management, negotiation, multitasking etc.Team management skills are necessary with career progression.CHAPTER NINE RECRUITMENT STRATEGIES 6
    • 9.3 Structuring the TeamStructuring the team has to be in line with business goals.If the business plans do not call for recruitment of large numbers on a frequent basis, a structure with Recruitment Head at corporate Office, at a middle management level, guiding HR managers at each location, for recruitment in their operations would be appropriate say for Manufacturing or Engineering firms.CHAPTER NINE RECRUITMENT STRATEGIES 7
    • 9.3 Structuring the TeamLarge IT, ITES and BPOs, with business plans that incorporate recruitment of large numbers, find a centralized structure Headed by senior level General Manager – Recruitment / Talent Acquisition; supported by individual Recruitment Managers for e-recruitment, campus recruitment, Search Firms etc. is most suitable.Both these structures have merit and demerits which need to be weighed for each organization.CHAPTER NINE RECRUITMENT STRATEGIES 8
    • 9.3 Structuring the TeamCentralized Recruitment :- A good model for an organization in the start up or in high growth mode. Ensures consistency in communication of employee proposition. Ensures equal recruitment efforts across business verticals, regions, brands etc. Allows HR to move resources dynamically to suit changing business demands. Enables the line managers of various units and zones to concentrate on their operational activities as they are freed from recruitment functions.CHAPTER NINE RECRUITMENT STRATEGIES 9
    • 9.3 Structuring the TeamDecentralized Recruitment :- A good model for mature organization where consistent recruitment policies have been established. Empowers business units to invest in talent acquisition as needed. Attracts more suitable candidates from local markets.. Good corporate governance required to avoid development of own models by regions /units. HR must serve interests of the organization and not of units.CHAPTER NINE RECRUITMENT STRATEGIES 10
    • 9.3 Structuring the TeamBest practices suggest the organization needs to be flexible to adapt both models.Key decision factors are :- ► identify the most important role recruiting plays in the organization. ► metrics for measurement ► number of repetitive hires. ► employment brand ► cost per hire.CHAPTER NINE RECRUITMENT STRATEGIES 11
    • 9. 4 Team SelectionSelecting a recruitment and selection team is not easy as there is no standard certification available in this area.As a result each manager has to be well trained in selection techniques. But in reality they rely on self training.In the BPO industry recruitment numbers are fairly large, still recruiters do not, as a rule, invest time in own self development.Job rotations need to be frequent in the recruitment team so that each member has first hand knowledge of each facet of the process.CHAPTER NINE RECRUITMENT STRATEGIES 12
    • 9.4 Team SelectionRecruiter can have educational and professional qualifications in HR, sales or even Customer Relations.A good recruiter must possess 1. excellent understanding of industry. 2. excellent knowledge of the organization. 3. ability to understand the various job descriptions. 4. target orientationCHAPTER NINE RECRUITMENT STRATEGIES 13
    • 9.4 Team Selection 5. ability to use technology. 6. excellent communication skills. 7. ability to elicit information from the candidates. 8. unbiased approach. 9. vendor management skills.CHAPTER NINE RECRUITMENT STRATEGIES 14
    • 9.5 Managing Recruitment Budgets.Usually managers are not content with the budgeted costs allotted to their function. Finance Managers always consider Recruitment Budgets as costs, and want the recruitment team to reduce them.Managements normally experiment with various strategies to keep the costs at the optimum level.Large organizations find in house recruitment team, using job portals, cost effective while, smaller businesses prefer outsourcing to recruitment firms.CHAPTER NINE RECRUITMENT STRATEGIES 15
    • 9.5 Managing Recruitment Budgets.A few pointers to prepare recruitment budget:- * prepare a business plan & back it up with numbers that would result in savings, productivity or a boost to bottom line. * explain return on investment in the form of increase in number of recruitment or decrease in TAT. * provide metrics for anticipated ROI, and qualitative improvements in the process.CHAPTER NINE RECRUITMENT STRATEGIES 16
    • 9.6 Recruiting Across levelsIt will be suicidal for recruiter to use one methodology for recruiting positions across all levels of management.Each level of management level demands its own sources, advertisement content, application , short listing , selection and closure methods.Three distinct methodologies need to be designed and applied for Junior, Middle and Senior levels of management.CHAPTER NINE RECRUITMENT STRATEGIES 17
    • 9.6 Recruiting Across levelsJob Descriptions / Person SpecificationsJunior Very task oriented. Clearly defined KRAs. High team management skills may not be required.Middle Mix of tasks & strategy. KRAs defined for jobs but loose for strategic responsibility. Competent team management skills.Senior Highly strategic. KRAs not sharply defined. Team management skills is the key.CHAPTER NINE RECRUITMENT STRATEGIES 18
    • 9.6 Recruiting Across levelsSources of RecruitmentJunior Print Ad, Recruitment firm - Emphasis on costs, Job portals, Walk-in, Job fairs, Referrals.Middle National Print Ad, Executive search firms, Job portals, Referrals .Senior National Print Ad, Retained search firms, Web 2.0 processes, Selective job portals and referrals.CHAPTER NINE RECRUITMENT STRATEGIES 19
    • 9.6 Recruiting Across levelsSensitivity /ConfidentialityJunior Medium to low.Middle High to medium.Senior Extremely highCHAPTER NINE RECRUITMENT STRATEGIES 20
    • 9.6 Recruiting Across levelsInitial Short-listingJunior [Aptitude, Skill] Tests, Educational qualificationsMiddle Resumes, Career progression, Career achievements.Senior Resumes, Career progression, Career achievementsCHAPTER NINE RECRUITMENT STRATEGIES 21
    • 9.6 Recruiting Across levelsSelection MethodsJunior Group discussions, Assessment centres, Tests of aptitude, personal [panel] interviews.Middle Tests of aptitude & achievement, Work simulation tests, Multiple levels of personal interviews.Senior Tests of achievement, Work simulation tests, Multiple levels of personal Interviews.CHAPTER NINE RECRUITMENT STRATEGIES 22
    • 9.6 Recruiting Across levelsVerificationsJunior Background screening, Academic references, Medicals.Middle Background screening, Professional references, Medicals.Senior Background screening, Professional references, MedicalsCHAPTER NINE RECRUITMENT STRATEGIES 23
    • 9.6 Recruiting Across levelsSpecial CareSenior Handling with finesse Head hunter & not placement firm / portal Neutral venue for meetings / interviews Very senior level interviewer. Questions asked by the candidate assume importance.CHAPTER NINE RECRUITMENT STRATEGIES 24
    • 9.7 Global RecruitmentWith globalization of economy, Indian companies are opening offices all over the world. Indian recruiters have to be ready to recruit at such overseas locations. This requirement cannot be fully met by transferring persons from India. Plus local laws at these destinations require a certain % of employees working there to be from the country of operation.The recruitment process inherently remains same for global recruitment, except dealing with global sensitivities is an additional factor affecting the process.CHAPTER NINE RECRUITMENT STRATEGIES 25
    • 9.7 Global RecruitmentGlobal recruitment is not limited to recruiting from the country of origin or operation, but selecting the best candidate through search that is world wide.Guidelines :- * use local & global recruiting firms. * campus recruitment strategies must include partnership with colleges across the globe. * fully consider cultural differences and the recruitment laws in various countries.CHAPTER NINE RECRUITMENT STRATEGIES 26
    • 9.7 Global Recruitment Guidelines :- contd. * establish the prevailing labour conditions by using government reports. * implement applicant tracing system that can be used globally. * ensure that recruitment ad focuses on global nature of the business. * strengthen recruitment effort by hiring retired government officers with considerable overseas exposure. * Train recruitment team in local culture, business practices and even, languages.CHAPTER NINE RECRUITMENT STRATEGIES 27
    • 9.8 Measuring the Success of Recruitment StrategyTo evaluate the success of the talent acquisition team and strategy, recruitment metrics need to be used.Such metrics * demonstrate actual value of the recruitment process employed. * supply vivid picture of the costs incurred; and * outcomes from these costs; and * a snapshot of how the whole organization has changed over time.CHAPTER NINE RECRUITMENT STRATEGIES 28
    • 9.8 Measuring the Success of Recruitment StrategySuch metrics * must be predictive and actionable. * should indicate trends * be tracked over a time to provide internal benchmarks and analysis of performance * should include both quantitative and qualitative aspects. Time and costs constitute the first and productivity, retention, efficiency and candidate performance the latter aspect.CHAPTER NINE RECRUITMENT STRATEGIES 29
    • 9.8 Measuring the Success of Recruitment StrategyCommonly used metrics * Cost per Hire. * Time to fill measurements ; TAT. * Performance / quality of hire. – assess new recruit after 6 / 12 months on preferred criteria on a scale of 1 to 5. * Manager Satisfaction – obtain feedback from managers involved in the process.CHAPTER NINE RECRUITMENT STRATEGIES 30
    • 9.8 Measuring the Success of Recruitment StrategyCommonly used metrics – contd. * Source of Recruitment. The yield. * Referral Rates. This is the short listing [by recruiter] to selection [by line manager] ratio. * Candidate Satisfaction. Through employee survey. * Pipeline Development. Number of potential candidates for key positions.CHAPTER NINE RECRUITMENT STRATEGIES 31
    • 9.9 Recruitment Process Outsourcing - RPORPO is a form of business process outsourcing [BPO] where an employer out sources or transfers all or a part of its recruitment activities to an external service provider.When entire activity is out sourced the RPO providers manage the entire recruiting process from job profiling through the on-boarding of the new hire, including staff, technology, method and reporting.CHAPTER NINE RECRUITMENT STRATEGIES 32
    • 9.9 Recruitment Process Outsourcing - RPO A properly managed RPO 1] improves TAT, 2] increases quality of candidate pool, 3] provides verifiable metrics, 4] reduces cost and 5] improves government compliance.Compared to RPO, temporary, contingency and executive search services are more analogous to out-tasking, co-sourcing, or just sourcing.CHAPTER NINE RECRUITMENT STRATEGIES 33
    • 9.9 Recruitment Process Outsourcing - RPORPO needs to be managed diligently as 1] If the recruitment strategy is not correctly defined , RPO may fail to meet company’s needs. 2] Continuous monitoring required to ensure results. 3] Costs of RPO may exceed those of internal recruitment department.CHAPTER NINE RECRUITMENT STRATEGIES 34
    • 9.9 Recruitment Process Outsourcing - RPO 4] Relying on a single agency eliminates benefits of competition among recruitment agencies. 5] RPO cannot help if Organization is perceived negatively by potential employees. To sum up organizations with efficient hiring process that are viewed as employers of choice by potential staff may stand to gain negligible benefits from RPO.CHAPTER NINE RECRUITMENT STRATEGIES 35
    • 9.10 Summary“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat. [Sun Tzu]It is imperative that the recruitment strategy suits the organization needs . Strategy needs to be dynamic. The recruiting model is as important as any other facet of business. If the strategy is not devised properly, it is difficult to achieve business goals.CHAPTER NINE RECRUITMENT STRATEGIES 36
    • 9.10 Summary Growing organizations need to remain competitive and cannot afford to under-invest in talent acquisition resources or tools.CHAPTER NINE RECRUITMENT STRATEGIES 37
    • This brings us to the end of our 9th session!Nest we move to session TEN on “Offer of Employment” Contained in the Chapter 10 Best Luck! 38