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Selection & Recruitment in HRM
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Selection & Recruitment in HRM

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a look at the Selection & Recruitment processes in Human Resources Management (HRM)

a look at the Selection & Recruitment processes in Human Resources Management (HRM)

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Selection & Recruitment in HRM Selection & Recruitment in HRM Presentation Transcript

  • Nitisha Goyal (108) Karan Paleja (111) Deepak Mehta (114) Shivendra Singh (122) Chittesh Khilnani (310) Ishan Parekh (315) Selection
  • “Hire hard, manage easy.”  “Good training will not make up for bad selection.”
  •  Process of finding and attracting capable applicants for employment  Represents the first contact that a company makes with potential employees  Well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones. External Factors Internal Factors Sources of Recruitment
  •  Transfer  Promotion  Job Posting  Former Employees  Employee’s reference
  •  Direct Recruitment (Recruitment at factory gate)  Casual Callers  Media advertisement  Employment Consultants  Educational Institutions or Campus Recruitment  Recommendations  Labour Contractors  Telecasting
  •  Process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization
  • Pool of job applicants Picking of individual With requisite qualification and competency To fill job in organisation
  • External environment Internal environment preliminary Interview Selection test Panel/Supervisory Interview Reference and backg- -ground analysis Selection test decision Physical examination Job offer Employment contract evaluation Selection process 7
  •  .
  • False negative error Truth positive (high hit) True negative (low hit) False positive error Failure predicted Success predicted success failure 13
  •  Unstructured interview  Structured interview  Mixed interview  Behavioral interview  Stress interview
  • • Inadequate human resource • Increased training costs to overcome deficiencies • More supervisory problems • Higher turnover rates • Difficulty in establishing enduring relationships with customers • Not maximum utilization of human potential
  • External environment Internal environment Preliminary Interview Selection test Employee Interview Reference & background analysis Selection decision Physical examination Job offer Employment contract Evaluation Selection process
  •  Used to  Determine if applicant’s skills, abilities, and job preferences match any available jobs in organization  Explain to applicant available jobs and their requirements  Answer questions applicant has about available jobs or employer 7-14
  •  AbilityTest  AptitudeTest  PersonalityTest  InterestTest  GraphologyTest  MedicalTest
  •  Reliability ▪ The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.  Validity  Degree to which a test or selection procedure measures a person’s attributes.
  • HIGH RELIABILITY TEST RETEST APPLICANT SCORE SCORE Smith 90 93 Perez 65 62 Riley 110 105 Chan 80 78 VERY LOW RELIABILITY TEST RETEST APPLICANT SCORE SCORE Smith 90 72 Perez 65 88 Riley 110 67 Chan 80 111
  • HIGH RELIABILITY APPLICANT Rater #1 Rater #2 Rater #3 Smith 9 8 8 Perez 5 6 5 Riley 4 5 5 Chan 8 8 8 VERY LOW RELIABILITY APPLICANT Rater #1 Rater #2 Rater #3 Smith 9 5 6 Perez 5 9 4 Riley 4 2 7 Chan 8 4 2
  •  One-to-one  Sequential  Panel
  • 1. • Obtaining additional information from the applicants 2. • Facilitates giving general information to the applicants 3. • Helps build the company’s image among the applicants.
  • Type Type of Questions Usual Application Structured A predetermined checklist of questions Useful for valid results Unstructured Questions are unplanned Useful for analyzing the candidates Mixed Combination of both In-depth insight Behavioral Hypothetical situations Applicant’s reasoning and analytical abilities Stressful Harsh , rapid fire questions Useful for stressful jobs such as handling complaints
  •  No Complete job description.  No accurate appraisal.  Snap judgements.  Halo effect.  Tendency to be swayed by negative information.
  •  Information not discussed in a systematic manner.  Pressure to fill position.  Affected by a list of available applicants.  Differences between interviewers.  Sex, race and attitudes.
  •  Plan the interview.  Establish an easy and informal relationship.  Cover the ground as planned.  Probe.  Analyse.  Maintain control over direction.
  •  Start the interview unprepared.  Plunge too quickly into demanding questions.  Ask leading questions.  Jump to conclusions.  Pay too much attention to isolated strength and weaknesses.  Talk too much.
  •  Use structured form.  Evaluate immediately.  Focus on traits.  Get the interviewee to talk.  Respect reservation policy of concerned government.
  •  Openers.  Regarding Motivation.  Regarding Education.  Regarding Experience.  Regarding Pay.
  •  Reference and Background Checks.  Selection Process.  Physical Examination.
  •  Cleared all previous processes of selection.  Letter of appointment containing reporting date.  Inform rejected applicants about non-selection.  Preserve applications for future use.
  •  Document executed between employer & candidate.  Attestation form
  •  Job title  Employee duties  Reporting date  Payment details  Working hours  Holidays  Sickness
  •  Grievance procedure  Disciplinary procedure  Work rules  Arrangement for terminating employment  Arrangement for union membership  Rights related to patents, information confidentiality…  Rights related to change contract terms
  • Contracts help in  Restraining job-hoppers  Protect information  Preventing competitors from poaching highly valued employees.
  •  Doesn’t end with execution of employment contract.  Important to reassure candidates who were not selected.  Issues related to “No Shows”.  No Shows is time & money consuming process.  No Shows result in loss of face, business & trust for the company.
  •  Firm must have quality personnel who is competent as well as committed.  Steps-  Analysis of programme  Adequate communication of programme & its procedures to personnel involved.  Implementation of programme.  Feedback  Analysis of results.
  •  Special method of selection.  Not a physical location but approach to select managers based on measuring & evaluating their ability of performing critical tasks.  Takes place for 2-5 days between group of 6-12 people taking series of work sample tests.  Panel of line managers drawn from different departments act as evaluators.
  •  Perception  Fairness  Validity  Reliability  Pressure
  • - Nitisha Goyal
  •  Internal promotion and internal introductions  Career Officers  University Appointment Boards  Agencies for the Unemployed  Advertising or use of local media
  • CEO’s MANAGERS LEADERS PROGRAMMERS Top Management Level Middle Management Level Frontline Level Workforce Level
  •  Recruitment Process:  Application – Can be either online or respond to company’s ads.  Selection Process: 1. Written ( AptitudeTest) 2. PsychometricTest 3. Interview (Technical and Non-Technical) 4. Group Problem Solving
  • Selection from Outside • Written • Aptitude test • Interview (Technical and Non-Technical) • Case study analysis • Group Discussion Selection from Inside • According to their performance • Interview • Leadership Quality
  • Selectio n from Inside Interview Presentation Case study Analysis Leadership Quality According to their performance
  • Selection from Outside: Written Aptitude Test Interview (Technical and Non- Technical) Case study analysis Presentation Leadership Quality Negotiation
  •  No External Recruitment  Selection from Inside: 1. Interview 2. Candidate Presentation 3. Offers and Negotiation
  • Selection Process at Google Inc. -Ishan Parekh
  • THANK YOU