Published on

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  2. 2. DEDICATION We dedicate our project to our beloved Parents who blessed us with priceless love and care throughout our lives and make us able to deal such a big task. We are also dedicating this project to our honorable sir. HAMAD ASHRAF, who boast our moral and build confidence in us to complete this project, We consider ourselves successful because the blessings of Almighty Allah our Sir and Parent’s support.
  4. 4. DEFINITION OF RECRUITMENT “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation”.
  5. 5. STAGES OF RECRUITMENT JOB ANALYSIS It involves determining the different aspects of a job, such as through job description and job specification. Job description describes the tasks that are required for the job. Job specification describes the requirements that a person needs to do that job. SOURCING It means using several strategies to attract or identify candidates. Sourcing can be done by internal or external advertisement SCREENING AND SELECTION It is the process of assessing the employees who apply for the job. The assessment is conducted to understand relevant skills, knowledge, aptitude, qualifications, and educational or job related experience of employees. ON BOARDING After screen and selection, the best candidate is selected. On boarding is the process of helping new employees become productive members of an organization.
  7. 7. ADVENTAGES & DISADVANTAGES OF INTERNAL & EXTERNA RECRUITMENT ADVANTAGES Internal Recruitment External Recruitment DISADVANTAGES Cheaper and quicker to recruit Limits the number of potential applicants People already familiar with the No new ideas can be business and how it operates introduced from outside the business Provides opportunities for May cause resentment promotion with in the business amongst candidates not – can be motivating appointed Business already knows the Creates another vacancy strengths and weaknesses of which needs to be filled candidates Outside people bring in new Longer process ideas Larger pool of workers from More expensive process which to find the best candidate due to People have a wider range of experience advertisements and interviews required Selection process may not be effective enough to reveal the best candidate
  8. 8. METHODS OF RECRIUTMENT DIRECT METHOD These include campus interviews and keeping a live register of job seekers. Usually used for jobs requiring technical or professional skills, organisations may visit colleges and universities and recruit persons for various jobs. Usually under this method, information about jobs and profile of persons available for jobs is exchanged and preliminary screening is done. The short-listed candidates are then subjected to the remainder of the selection process. INDIRECT METHOD These include advertisement in the print media, radio, T.V., trade, technical and professional magazines, etc. . This method is appropriate where there is plentiful supply of talent which is geographically or otherwise spread out and when the purpose of the organisation is to reach out to a larger group. THIRD-PARTY METHOD Various agencies are used for recruitment under these methods. These include commercial and private employment agencies, state agencies, and placement officer of colleges and universities, professional associations, recruiting firms, friends and relatives.
  10. 10. SELECTION Selection can be defined as process of choosing the right person for the right job from a pool of different candidates who applied for a certain job.
  11. 11. SELECTION TEST Selection test includes the following test •Motor Abilities •Physical Abilities •Personality Test •Video based situation testing •General Knowledge test
  12. 12. Motor Ability Test Tests that measure finger dexterity, manual dexterity, speed of arm movement and reaction time etc.
  13. 13. Physical Ability Test Test that measure static strength ,dynamic strength, body coordination and stamina.
  14. 14. Personality test Test that use to projective techniques and trait inventories to measure the basic aspects of an applicant personality, such as introversion, stability and motivation.
  15. 15. Intelligence Test IQ test are a test of general intellectual abilities. They measure not a single trait but rather a range of abilities, including memory, vocabulary, verbal fluency and numerical ability.
  16. 16. Aptitude Test Test that measure of specific mental abilities, such as inducting and deducting reasoning, verbal comprehension, memory and numerical ability. Since they support to measure aptitude for job in question.
  17. 17. Video-Based Situational Testing A situational test in which examinees respond to video simulations of realistic job situations. The typical videos based simulation presents the candidate with several online to the PC based videos scenarios, each followed by a multiple choice question.
  19. 19. PERCEPTION TEST: The process by which people translate sensory impressions into a coherent and unified view of the world around them. Though necessarily based on incomplete and unverified (or unreliable) information, perception is equated with reality for most practical purposes and guides human behavior in general. At times perception test can b conducted to find out believes, attitudes, and mental sharpness.
  20. 20. PROJECTIVE TEST  A projective test is a type of personality test in which the individual offers responses to ambiguous scenes, words or images.  It suggested that people have unconscious thoughts or urges.  These projective tests were intended to uncover such unconscious desires that are hidden from conscious awareness.
  22. 22.  Branch of linguistics that studies writing and print as systems of signs. The study of handwriting, especially when employed as a means of analyzing character.  Handwriting analysis is an effective and reliable indicator of personality and behavior, and so is a useful tool for many organizational processes.  For examples recruitment, interviewing and selection, teambuilding, counseling, and career-planning.
  23. 23. MEDICAL TEST  An examination carried out to determine the physical fitness or any health problem of an applicant for a job, life insurance, etc. REASONS FOR MEDICAL EXAMINATIONS BEFORE JOB:  To verify that the applicant meets the physical requirements of the position.  To discover any medical limitations you should take into account in placing the applicant.  To establish a record and baseline of the applicants health for future insurance or compensation claims.  To detect communicable diseases that may be unknown to the applicant.
  24. 24. POLYGRAPH TEST A device that measures physiological changes and the assumption is that such changes reflect changes in emotional state that accompany lying.
  25. 25. MANAGEMENT ASSESSMENT CENTER (MAC TEST)  A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and are scored on their performance. TYPICAL SIMULATED EXERCISES INCLUDE:  The in basket  Leaderless group discussion  Management games  Individual presentations  Objective tests  The interview
  26. 26. CHOOSING TEST  RELIABILITY The consistency of scores obtained by the same person when retested with the identical or equivalent test. TYPE’S OF RELIABILITY:  RETEST ESTIMATE Used to assess the consistency of a measure from one time to another.  INTERNAL CONSISTENCY Used to assess the consistency of results across items within a test.  EQUIVALENT-FORMS OR ALTERNATE-FORMS RELIABILITY Two tests that are identical in every way except for the actual items included.
  27. 27. VALIDITY  Validity is the extent to which a test measures what it claims to measure. TYPES OF VALIDITY:  CONTENT VALIDITY A test that is content valid is one that contains a fair samples of the tasks and skills actually needed for the job in question.  CRITERION-RELATED VALIDITY A test that show that the scores on the test are related to job performance.
  28. 28. STEP 3 INTERVIEW  The next step in the selection process is interview. Interview is formal, in depth conversation conducted to evaluate the applicant acceptability. It is considered to be efficient selection devise. It is face to face exchange of ideas, view and opinion between the candidates and interviewers.  INFORMAL INTERVIEW A one-on-one directed conversation with an individual using a series of improvised questions adapted to the interviewee's personality and priorities and designed to elicit extended responses.
  30. 30. TYPES OF INTERVIEW •FORMAL INTERVIEW It is held in formal atmosphere. A formal interview is an interview that consists of structured questions designed to elicit specific facts attitudes and opinions. It is important to be on time for such an interview. •NON DIRECTIVE/UN STRUCTURED INTERVIEW In non directive interview, there are no pre-determined questions or even pattern of interview process. Questions emerge out of the interaction between the interviewer and the candidate
  31. 31. TYPES OF INTERVIEW  STRESS INTERVIEW  A stress interview takes place when a job applicant is placed in a stressful situation to see how they react • PANEL INTERVIEW •panel job interview takes place when an applicant for employment is interviewed by a panel (group) of interviewers. In it each candidate meets separately with the panel.
  32. 32. TYPES OF INTERVIEW •GROUP INTERVIEW Group interview is when a group of applicants for the same . position are interviewed together, by the hiring manager. In this scenario, candidates would be interviewed together, in group •MASS INTERVIEW In mass interview there is panel of interviewers and multiple candidates all in the same room.
  33. 33. TYPES OF INTERVIEW  DIRECTIVE INTERVIEW  In directive interview, also known as patterned interview, questions are framed in advance of the commencement of the interview. The interviewers are expected to ask the questions from these patterned questions. Directive interview aims at comparing various candidates by putting the similar type of questions to each candidate
  34. 34. THE FACTORS AFFECTING INTERVIEW CONT…….. •FIRST IMPRESSION It is a tendency for the interviewer to jump to conclusion. First impression makes snap judgments about the candidates during the first few minutes of interview. NEGATIVE BIAS Unfavorable information about the interviewee influences interviewer more than does positive information.
  35. 35. THE FACTORS AFFECTING INTERVIEW CONT……..  MISUNDRESTANDING THE JOB  CANDIDATE ORDER •NON VERBAL BEHAVIOR Eye contact Voice modulation Energy level Voice cues Visual cues
  36. 36. THE FACTORS AFFECTING INTERVIEW CONT…….. EFFECT OF PERSONAL CHARACTERESTICS Attractiveness Age gender Race Interviewer tend have a less favorable view of candidates who are Physical unattractive Female Of a different racial background Disable
  37. 37. THE FACTORS AFFECTING INTERVIEW CONT…….. INTERVIEWER BEHAVIOR •Inadvertently telegraphic answers •Talking so much of interviewer, that interviewee has, no time to answer. •Letting the applicant dominate the interview •Acting, more positively of interviewer toward favored applicant
  39. 39. TOPIC OF PRESENTATION Reference checks Process of reference checks Selection decision Difference between recruitment & selection Orientation of employees
  40. 40. REFERENCE CHECK OR BACK GROUND VARIFICATION Human resources management should attempt to verify a potential employee's qualifications and to contact past employers for references before offering someone a job. References are checked for three basic reasons: 1. Verify employment. 2.Verify what you have learned during the interview. 3.Obtain employment recommendations.
  41. 41. REFERENCE CHECK PROCESS  Inform the applicant that references will be checked.  Reference calls should not be limited to references listed by the candidate. Always call the current employer or the last employer, whether that person or entity is listed as a reference or not.  Review work history for other reference sources and ask references for contact information for others who might have information about the candidate’s performance.
  42. 42. CONT,D  If the applicant is a current employee or has been employed recently with the university, review the employee’s personnel file.  f the search committee can not obtain a response from a listed reference, ask the candidate for assistance or contact information for another reference.  The person conducting the reference check should identify themselves by title, and company name, and state why the call is being made.
  43. 43.  Reference checking can be completed before or after the interviews.  Ensure that a similar number of reference checks are conducted on each candidate if checks are to be completed on more than one candidate.  Do not ask for, and please cut off any volunteered comments about matters unrelated to qualifications or performance, e.g., race, religion, national origin, age, gender, disability, marital status etc.
  44. 44. SELECTION DECISION  After the final interview, panel members should compare their ratings and judgments among themselves.  It is preferable to review candidates and their performances immediately after the interview process while the information is still fresh in the minds of the panel.  .Further information from any additional sources should be included in these discussions.
  45. 45. COUT,D  Panel select the candidates which is best to particular position . ESSENTIAL ACTION IN THE SELECTING DECISION PROCESS Decisions must be fair, objective, transparent and relevant to the advertised person specification.  Snap judgments  Prejudice  Stereotyping and presumption  Halo or horns effects
  46. 46. CON,D  Mirroring (selecting candidates "in their own image")  Personalities rather than abilities  Over-reliance on a single element in the selection process  Information provided informally ACTION BY PANEL  Review all candidates on an individual basis  Consider all elements of the assessment process  All members of the panel should contribute
  47. 47.  Agree constructive, factually based feedback as a panel for each candidate and confirm who will provide this information  The decision-making should not be rushed.  Reconsider the favorite candidates afresh against the essential/desirable criteria for the post. CONTRACT OF EMPLOYMENT A written employment contract is a document that you and your employee sign setting forth the terms of your relationship. You don't have to enter into a written contract with every employee you hire.
  48. 48. CON,D .In fact, written employment contracts are generally the exception, rather than the rule. following checklist sets out:  Job title  Duties of job  Date when continuous employment starts and the basis for calculating service.  Rate of pay, allowance, overtime and shift rates, method of payments.
  49. 49.  Hours of work including lunch break and overtime and shift arrangements.  Holiday arrangements  Paid holidays per year.  Public holidays.  Length of notice due to and from employee.  Grievances procedure (or reference to it).  Disciplinary procedure  Work rules  Arrangements for terminating employment.  Arrangements for union membership.
  50. 50. DIFFERENCE BETWEEN RECRUITMENT AND SELECTION  Recruitment is the process of searching for prospective candidates and motivating Them to apply for job in the organization. Whereas, selection is a process of choosing Most suitable candidates out of those, who are interested and also qualified for job.  Recruitment is prior to selection. It creates proper base for actual selection. Selection is next to recruitment. It is out of candidates available or interested.  Recruitment is the short process where as Selection is a lengthy process.
  51. 51.  Recruitment is the positive function in which interested candidates are encouraged to Submit application. Selection is a negative function in which unsuitable candidates Are eliminated and the best one is selected.  In recruitment services of expert is not required Whereas in selection, services of Expert is required.  Recruitment is not costly where as selection is a costly activity.
  52. 52. EMPLOYEE ORIENTATION An introductory stage in the process of new employee assimilation, and a part of his or her continuous socializations process in an organization. Major objectives of orientation are to  Gain employee commitment  Reduce his or her anxiety  help him or her understand organization's expectations.  Convey what he or she can expect from the job and the organization.
  53. 53. BENEFITS OF AN EFFECTIVE ORIENTATION Orientation can make the difference in your employee feeling part of your "team" or not. Benefits of an effective orientation are:  better understanding of job functions  higher level of motivation  improved learning curve  improved employee retention rate  ultimately improved productivity for the organization