• Save
Upcoming SlideShare
Loading in...5








Total Views
Views on SlideShare
Embed Views



2 Embeds 5

http://www.linkedin.com 4
http://www.slideshare.net 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • Please allow me to download this slide - Nagaraj
    Are you sure you want to
    Your message goes here
  • 'A Candidate is an invited guest'..... when are we meeting Joseph?

    Lovely presentation, I really liked it.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Recruitment.New.Gemba Recruitment.New.Gemba Presentation Transcript

    Ransom Joseph
  • Recruitment refers to a process of discovering suitable candidates for a job or a function that may be temporary or permanent, usually undertaken by a group of consultants specializing in a particular domain.
  • The Battle for the Best Hire: RECRUITMENTS
  • Contents
    Hiring Process
    - Determining requirement
    - Short listing
    - Interviews
    - Exercise–I on Interviewer Style
    Bad Recruitments
    - Overview
    - Causes & Errors
    - Exercise–II on Costs involved
  • Hiring Process
    Filtering Candidates
    (based on technical
  • I. Determining Requirement
    This is the foremost and the most crucial step in the Recruitment process as it lays down the foundation for searching the right candidate.
    Requirement analysis involves the following steps:
    Job Analysis
    - Job Description
    - Job Specification
    Competency Identification
  • Job Analysis
    Job Description
    This identifies the standards which are relevant to a particular job. It may comprise of things like:
    • Job Title
    • Salary
    • Key Responsibilities
    Job Specifications
    These are the personal specifications that the candidates need to possess to carry out their duties competently. Following are included:
    • Experience
    • Qualification
    • Knowledge /Skill-sets
    • Age group/ Location etc.
  • Competency Identification
    Competencies are individual abilities or characteristics that are key to
    effectiveness in work. They are not “fixed” and can usually be developed
    with effort and support.
    Adaptability, Commitment, Motivation, Emotional Stability, Communication
    Skills, Creativity, Leadership are few examples.
    Types of Competencies:
    Core Competencies
    Threshold Competencies
    Differentiating Competencies
    Job specific/Functional Competencies
    Behavioral Competencies
  • II. Short Listing
    Short listing is the transition phase between recruitment and selection.
    Points to Consider:
    Evidence of skills, abilities and achievements that match the criteria specified in the job analysis.
    Qualifications compatible with the dates given.
    General employment stability - average period in any one job.
    Previous employers
    Consistency of Employment - Check that the dates given on the CV match up. Are there any unexplained gaps? If so, find out what the candidate was doing between these dates.
  • III. Interviewing – The Overall Process
    Pre - Interview Preparatory
    The Interview Itself
    The Post Interview Assessment
    And Decision Phase
  • Pre-Interview Preparatory Phase
    “A Candidate is an Invited Guest”
    Entry Process (FIGS)
    - Find, In, Greet, Search
    Interviewer Process (JIST)
    - Join, Inform, Seat, Take
    Infrastructure (SEE)
    - Seating, Entry, Extra
    Interview Plan
  • The Interview Itself
    An INTERVIEW is a procedure designed to obtain information from a
    person’s oral responses to oral inquiries. The “interview” is the focal
    point of the recruiting process.
    A GOOD interview results from:
    Proper Preparation
    Identifying the candidate’s abilities before discussing the position.
    Asking a series of open-ended questions
    Evaluating interview results.
    Purpose of an interview is to collect evidence.
    Do not judge a person during the interview, one may get biased.
    Should not have more than 3 rounds of interview.
  • Attitude Of An Interviewer
    Not to prove clever
    Not to catch the person out
    Not to judge while interviewing
    Get information in a comfortable way
    Understand the real person in terms of
    key behaviors looked at
    Skills of a GOOD interviewer
    Body Language
    Questioning Method
  • Tips
    Always conduct the interview at the scheduled time. If delayed due to any emergency, do keep the candidate informed.
    Establish Rapport – Start putting the person at ease. As a rule, all applicants should receive friendly and courteous treatment not only on humanitarian grounds but because your reputation is on the line.
    Avoid questions that can be answered in a YES or NO. Ask more of Open-ended questions.
    While asking for candidate’s accomplishments or strengths/weaknesses, also ask for examples narrating the same.
    While concluding the interview, ask if there is any additional information that the candidate wants to add or if he/she has any queries.
  • Tips
    Always “Thank” the candidate and Inform next steps toward the end.
    Try to end all the interviews on a Positive note. In cases of Rejection, it should be communicated diplomatically.
    Eg: “Although your background is impressive, there are other candidates who are a better fit for our requirement.”
    Walk him/her OUT.
    Make him/her leave with a positive mindset; it helps in Brand Building. He might go out and talk good about your organization and refer you to Others.
    A candidate’s thought process, when he leaves after the interview, plays a major role in taking a decision whether to join your company or not.
  • Post-Interview Assessment And Decision
    Systematically assess the evidence
    While assessing concentrate on the past behavior as indicators of motivation, attitudes, values, personal qualities and abilities.
    There is little correlation between the past behavior and likely behavior in the actual environment and conditions of work.
    Reference checks can be really helpful while taking decisions.
  • Exercise - I
    Interviewer Style
    Which one are you….???
  • Bad Recruitments
    Bad appointments affect the company, the individual and you.
    The wrong person doing the wrong job is harmful to the company’s health.
    How to identify a Bad Recruitment..??
    The employee has one or more of the following attributes:
    Cannot do: Skill sets are lacking
    Will not do: Attitude is lacking
    Does not know what to do: Knowledge is lacking
    Choose the wrong person
    Reject the right candidate
  • Bad Recruitment: Causes
    Biased evaluation, due to:
    - Halo/Horn Effect: One good thing
    makes you think that everything
    else is good and Vice versa.
    - Stereotyping: Specific category
    - Similar-to-me-effect
    - Contrast Effect: You find a trait
    that you lack in.
    - First Impressions
    Poor analysis of job function
    Inadequate initial screening, interviewing
    & questioning techniques
    Poor utilization of second opinions
    References were not checked
  • Exercise - II
    This exercise will give you an insight as to how much cost is involved in one recruitment error.
    Cost Heads
    Direct Recruitment
    Client Related
    To Conclude
    Bad recruitment costs nearly 2-4 times of CTC of the recruit.
    Replacement cost is the most visible cost
    Better planning for selection process is vital for ensuring that bad recruitments do not occur.
  • urs.bernhard@gmail.com
    Keep your head and your heart in the right direction and you’ll never have to worry about your feet...