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. Recruitment-Definition
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 Shortlisting Determining Requirement Getting Resumes Filtering Candidates (based on technical competency) Interviewing Evaluating + Selecting
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 Specifications These are the personal specifications that the candidates need to possess to carry out their duties competently. Following are included:
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 Steps: Pre - Interview Preparatory Phase 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. Briefly: 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 Listening Questioning Method Styles
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 Driver Amiable Analytical Expressive 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 Errors 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 Induction Stabilization De-motivation Client Related Leaving 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.
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