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Recruitment & selection

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  • Your candidates might not jump for joy, nor will their interview be televised nationally, but they should have a great interviewing experience. Tips for conducting great interviews: -Be prepared (if you fail to plan, you plan to fail). Remember, YOU are in control. -Give a warm greeting and show sincere interest -Listen, summarize, demonstrate that you understand -Provide information and answer questions -End the interview with set expectations. What’s next? What’s the time frame? Who should they call with questions? Also, if you know you are not interested in a candidate, it is your choice if you would like to tell them in person. The situation can be awkward, so if you’re not comfortable doing that, here is a way to handle it: “We are talking to quite a few applicants this week. Once we get through the first round of interviewing, we will contact you and let you know if you are still being considered.” We can then send a regrets letter to inform him/her that we have chosen another candidate. AVOID: -Leading candidates on. -Making the applicant feel unwelcomed by cutting the interview drastically short. All candidates should leave with a positive experience, even if they were not right for the job.

Recruitment & selection Presentation Transcript

  • 1. Recruitment
  • 2. MAIN POINTS COVERAGE
    • Concept of Recruitment
    • Factors Affecting Recruitment
    • Recruitment Policy
    • Sources of Recruitment
    • Need for Flexible and Proactive Recruitment Policy
    • Evaluation of a Recruitment Program
  • 3. Recruitment
    • Tata owned Jaguar-Land Rover (JLR) has announced a major drive to recruit 600 engineers and technical staff to work on its 700-million-pounds projects
    • Besides, there are a "significant number" of vacancies in its purchasing, finance and human resources departments. It is also launching a programme aimed at recruiting
  • 4. Recruitment
    • Problem of booming B Schools
    • Headhunters scouting around for MBAs
    • 2000 witnessed an alarming rise in number of institutes, offering management education both at the undergraduate & PG
    • All these needs atleast 200 MBAs for teaching faculty
    • Most of MBAs join industries
    • Management are worried
    • Where to find qualified & eligible MBAs…?
  • 5. Recruitment
    • Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
    • Selection starts where
    • recruitment ends
  • 6. FACTORS AFFECTING RECRUITMENT
    • Organizational / internal factors
    • Environmental / external factors
  • 7. A good recruitment policy
    • Complies with government policies
    • Provides job security
    • Provides employee development opportunities
    • Flexible to accommodate changes
    • Ensures its employees long-term employment opportunities
    • Cost effective for the organization
  • 8. SOURCES OF RECRUITMENT Internal Search HRIS Job portals Notice boards Circulars
  • 9. SOURCES OF RECRUITMENT External Search Advertise- ments Employee referrals Educational institutions Interested applications Employment agencies
  • 10. Human resource planning Identify HR requirements surplus Retrench/layoffs demand Determine numbers, levels & Criticality of vacancies Choose the resources & Methods of Recruitment Analyze the cost & time involved Organizational Recruitment policy Job analysis Start implementing the Recruitment program Select and hire Evaluate the Program Process of recruitment
  • 11. EVALUATION OF A RECRUTIMENT PROGRAM
    • The recruitment policies, sources & methods have to be evaluated from time to time
    • Successful recruitment program shows
      • No. of successful placements
      • No. of offers made
      • No. of applicants
      • Cost involved
      • Time taken for filling up the position
  • 12. It is easier to go down a hill than up, but the view Is best from the top. Arnold Bennet
  • 13.
    • Thank You
    • Questions ???
  • 14. SELECTION
  • 15. How crucial is selection process?
  • 16. Its better not to select then selecting a bad candidate
  • 17. SELECTION Selecting the right candidate Rejecting the wrong candidate Selecting the wrong candidate Rejecting the correct candidate POSITIVE OUTCOME NEGATIVE OUTCOME SELECTING THE MOST SUITABLE CANDIDATE IS OBJECTIVE OF SELECTION
  • 18. THE SELECTION PROCESS Resumes/CVs Review Analyze the Application Blank Conducting Tests and Evaluating performance Preliminary Interview Reference checks Job Offer Initial Screening Interview Medical Examination Placement Core and Departmental Interviews ACCEPT REJECTION Offer to the next suitable candidate
  • 19. SELECTION METHOD STANDARDS
    • Reliability
      • Reliability can be measured by using:
        • The repeat or test-retest approach
        • The alternate-form or parallel-form method
        • The split-halves procedure
    • Validity
      • Criterion validity
      • Content validity
      • Construct validity
  • 20.
    • Generalizability
      • Generalizability of a selection method is defined as the degree to which its validity, established in one context, can be extended to other “primary contexts”.
      • Utility
      • Legality
  • 21. APPLICATION FORMS
      • Personal information
      • Educational qualifications
      • Work experience
      • Salary
      • Personality items
      • Reference checks
  • 22. EVALUATION OF APPLICATION FORMS
      • Clinical method:
        • In this method, all the information furnished by the applicant in the application form is analyzed and inferences are made about applicant's personality.
      • Weighted method:
        • In this method, certain points or weights are assigned to each item in the application form.
    • ETHICAL ISSUES IN APPLICATION FORM DESIGN
  • 23. SELECTION TESTS Intelligence tests Achievement tests Interest tests Aptitude tests Situational tests Polygraph tests Personality tests Graphology
  • 24. INTERVIEWS Interviews Preliminary Interview Selection Interview Decision-making Interview Formal & Structured Interview Unstructured Interview Stress Interview Group Interview Method Panel Interview In-depth Interview
  • 25. Great interviews requires smart skills
  • 26. THE INTERVIEW PROCESS Preparation Setting Conduct of Interview Closing an Interview Evaluation Reference Checks Medical Examination
  • 27. PLACEMENT The determination of the job to which an accepted candidate is to be assigned and his assignments to the job.
  • 28. Questions? Thank You