• Save
Talent Acquisition/ Recruitment Workshop
Upcoming SlideShare
Loading in...5
×
 

Talent Acquisition/ Recruitment Workshop

on

  • 6,889 views

Talent Acquistion/ Recruitment workshop material

Talent Acquistion/ Recruitment workshop material

Statistics

Views

Total Views
6,889
Slideshare-icon Views on SlideShare
6,235
Embed Views
654

Actions

Likes
3
Downloads
0
Comments
3

9 Embeds 654

http://vinayhrm.blogspot.com 297
http://vinayravindran.com 179
http://vinayhrm.blogspot.in 112
http://vinayravindran.com.cp-26.webhostbox.net 44
http://www.linkedin.com 14
http://feeds.feedburner.com 4
http://www.vinayhrm.blogspot.com 2
http://translate.googleusercontent.com 1
http://vinayhrm.blogspot.pt 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

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.

Cancel

13 of 3 Post a comment

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • paper worth reading can u pls send it to my mail id nikedilip37@gmail.com
    Are you sure you want to
    Your message goes here
    Processing…
  • Vinay Sir,

    Request you to please share this ppt. with me. My mail ID is ashishsharma_hr@rediffmai.com

    Thanks
    Are you sure you want to
    Your message goes here
    Processing…
  • Love it. Will you be able to send these slides to me?
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Talent Acquisition/ Recruitment Workshop Talent Acquisition/ Recruitment Workshop Presentation Transcript

    • Talent Acquisition Workshop 16th July, 2011 By Vinay Ravindran
    • R EVINAY RAVINDRAN C R U I T E INSPIRATION FROM R LORD GANESHJEESKILL
    • Presentation OverviewUnderstand the steps followed in the recruitment processUnderstand the cost of Bad recruitmentUnderstand the importance and steps followed during requirement analysisKnow the different methods of requirement analysisInterviewing methodsCase Study 3 NosExperience SharingVideo PresentationMock Interview and AnalysisMIS Trackers
    • Talent Acquisition Employment Brand Definition of Need Sourcing Selection Pre-Boarding
    • Discussion
    • Stage 1 - MRF Stage 4 - Offer Opened Stage 2 - Sourcing Stage 3 - Screening and Selection and Joining 0 Days 1 - 7 Days 6 - 12 Days 31 - 62 Days Recruitment Team 8. Screen Candidates 5. Sourcing CVs from 15. Offer finalised Same CV against various web portals or Internal parameters 2 Days and released to Transfers Day selected candidate mentioned in the MRF 1-2 4. Allocation of Selection Days and Recruitment task to Team 9. Do an initial 1 4. Interview Same telephonic round to Same Level 3 - HR 16. Candidate 1 Day Day 6. Post requirement on do a 1st level Day Round Resigns and serves the internet assessment and get Notice period 30 - 60 basic details Days 1 Day 3. Checked and 1 Day Same 7. If requirement is 10. Submit profile to Same A accepted by HR Day critical, urgent, or niche to 7 respective Manager 1 Day Day 18. MRF Closed Same share with days Day vendors/employee- referat. If not critical wait for 7 days before sharing with vendors 1 1. Managers Screens profiles andDepartment 2 . Approved by Dept. Same gives feedback - 2 Days Head Day Accepted/Not- Proposed Accepted for interview Recruitment Start = Day 0 12. Interview Level 1 - 1 - 7 Technical Panel Days Flow 1. MRF Raised by Manager 13. Interview Level 2 - 1 - 7 Manager/Dept. head Days
    • What Is An Employment Brand? – An employer’s brand is the image seen through the eyes of employees and potential hires. – Employment branding is the employer’s unique traits and characteristics that are valued by employees and prospective employees and is used as part of the employer’s marketing strategy. – It is the way an organization distinguishes itself internally and externally. How Does An Organization Create an Employment Brand? Article: ERE.net - The 8 Elements of a Successful Employment Brand
    • Definition of Need & Sourcing Effective Sourcing First Requires Accurately Defined Needs An employer must first define what need exists and then determine what types of talent it requires to fulfill that need. • What is Sourcing? – Determining the most effective places to find the talent needed – Includes internal and external sources – The process includes announcing the job’s availability to the market and identifying and attracting qualified candidates to apply. – Includes traditional techniques like advertisements, job fairs and postings – Also includes techniques like social networking, finding passive candidates, and targeted functional searches Sourcing Tips Article: ERE.net - Develop a Recovery Sourcing Strategy Article: ERE.net - Rrecruiting Lessons From the Olympics: Learning From Outside Your Box Article: ERE.net - Determining the Correct Source of Hire: The First Step in Recruiting Excellence
    • Selection• The process used to choose the best talent to make the best fit with the Common Types of Interviews organization. •Behavioral – based upon the premise• The process involves: that past behavior is the best predictor of – Interviewing to reveal certain desired future behavior characteristics; •Situational – based upon hypothetical – measuring applicants on those situations and the candidates’ responses characteristics; and •Traditional – basic questions usually – extending an employment offer centered around education, experience, skills… •Technical – focused on specific skill and knowledge needs for a particular function or field
    • Pre-Boarding• Pre-Boarding is the process of beginning the integration of a new hire into the new organization and work team. – Begins as soon as the employee is offered and accepts the position – Should immediately connect the employee to the agency via the supervisor, human resources, and the work buddy/mentor as the primary points of contact – Initiates the process for the employee’s workstation, equipment, supplies, technology and online access • • •
    • Whom to recruitJob description & Person SpecificationRecruitment sources to useWhen to recruitCompany expansionNeed to replace and existing employeeCompare outcome to Objectives :Effectiveness selection procedures should yield the right type of the informationand lead to correct decisionsEfficiency every step taken within a selection procedure and any instrument used may add to the procedure utility as well as it’s cost.
    • Recruitment MetricsThe main purpose of the effective recruitment process is to Increase the Retention rate Increase Job Satisfaction Reduce cost of Filling jobs Increase the number of positions filled Get the best candidates
    • Some of the Key Metrics of effective recruitment could be•••••••••
    • BAD RECRUITMENTBad Recruitments occur in three situationsCANNOT DO : The person lacks skill requiredWILL NOT DO : The person lacks the attitudeDOES NOT KNOW WHAT TO : The person lacks the knowledge
    • Demotivation Cost-Advertising -Unproductive Time-Travel & Stay -Other people leaving-Time cost of people concerned -Team Loss Client Related-Administrative cost Internal/ External Client loss-Relocation Cost Future Business Loss Leaving Costs-Learning Time -Other People leaving-Mentoring and Team Time -Redundancy Costs -Handover costs
    • Poor analysis of job Description Poor analysis of necessary personality skillprofile Inadequate initial screening Inadequate interviewing techniques Poor utilization of second opinions References were not checked
    • Moving from ‘critical attributes’ to ‘competencies’.Competencies are like an iceberg.Values – Using Psychometric Tool RSI Instrument.Competencies are the underlying characteristics of individual/s i.e. Knowledge, Skills,Attitudes, Values, Self-Concepts, Traits and Motives that have a causal relationship witheffective and/ or superior performance in a job situation. Deep Rooted Lasting Predictive Measurable Trainable
    • CompetencyThe best way to understand performance is to observe what people actuallydo to be successful rather than relying on assumptions pertaining to trait and intelligence.The best way to measure and predict performance is to assess wether people havekey competencies .
    • Core CompetenciesFor example : An organization might want to each individual to possess teamwork,flexibility and communication skills.The characteristics required by a job holder to perform a job effectively is called thresholdcompetency.For the position of typist it is necessary to have primary knowledge about typing which isthreshold competency. .Knowledge of formatting is a competency that makes a typist superior to others inperformance, which is a differentiating competency.
    • In addition to the general competencies, there are also job specific competencies , these refer to competencies that are required by people within a specific functional area such as marketing, finance etc. Usage of various documentation procedures and formats is an example of competencies for a typist.These refer to the competency that are required by people in terms of behaviorTeam working is an example of competency required by an employee working in a typing group in an office where they may be required to cover up for others as the work grows.
    • General FlowDetermining Getting resumes Short listingrequirement candidatesEvaluating + Interviewing FilteringSelecting Candidates
    • Analysis • Fundamental Analysis •Functional Analysis •Behavioral AnalysisFundamental Analysis
    • Sources•Press Advertisements•Walk –ins•Employment Agencies•Search Firms•Campus Visits•Electronic Recruiting on world wide web•Mail Shots•Recruitment Fairs•Off the Wall Approach•Milk Round•Recruitment Consultants•Refrence Check•Employee References•Professional Associations•MDP Programme•Social Networking Sites
    • ShortlistingKnowledge of Matching CV’s - Communication Skills- Leadership Skills, Planning & Organization Skills- Training & Instructional SkillsLeadership (Mentoring / Facilitation)Self DirectedOrganized ( Able to establish Priorities )Creative
    • .
    • Evidence of Skills, abilities, and achievement that match the criteria that have beenspecified as essential for the job as closely as possible.Evidence of Career DevelopmentEvidence of Industry KnowledgeStability of employment with in the industryAverage Career TenureHandwriting
    • FilteringFiltering Technique involve different methods
    • -Academic Qualification-% of Marks scored-Experience Level-Simple written Tests-In-Tray-Tests of Productive Thinking-Group Exercise-Presentations-Fact Finding Exercise-Role Plays-Social Events -Language Usage -Spelling -Numerical Ability -Reasoning
    • -TAT-Rorschach-MBTI-FIRO –A/B-Thomas Profiling
    • InterviewingAn interview is designed to obtain information from a person’s oral responses to oralEnquiries .Proper PreparationIdentify the Candidates Abilities before discussing the PositionAsking a series of open ended questionsOpen Ended QuestionsEvaluating interviewing results
    • •Use the data of job Analysis•Determine acceptable entry levels•Whenever practicable use, other tests and information to supplement the evidence.•Decide on the number of interviewers•Pay attention to all important environmental conditions•Produce a coverage plan•Interview panel discuss and agree the objectives, criteria the coverage plan and the area
    • Develop Determine Use anBehavioral what basic Interview PlanSpecification factors tofor the Job probeClose andreview the Verifications Opening Phase orinterview Phase rapport Generation
    • Key Interviewers Skills•Listening•Body Language Sensitivity•Communicating Style•Questioning-Focus-Empathy-Emotionalism must be avoided-Feedback -Arm Barriers -Hand to Face Gestures -Postures -Sitting Postures
    • Don’t ask multiple QuestionsDoesn’t ask Leading questionsDon’t ask no win questions-Tell me your main strengths ?-Where are you weakest ?
    • Open End questions are :•What do you know about our company ? Our industry ?•What are your strengths and how it relate to our company ?•What are your biggest accomplishments , work , non- work , during the past 5 years ?This type of Questions which is intended to allow the applicant to do most of the talkingdraws attitude and information.Direct Questions are used to gather the data that is factual and objective.These types of questions do not probe in to the values and idea’s of thecandidate.With your background, what makes you think you can do this job ?Are you sure you want this job ? After all , you’ve never done (a lot of travelling,been in line management, etc.)
    • end
    • probingThere are four types of probing:•Amplification probing•Accuracy checking or mirror probing•Summary probing•Clearing house probing
    • Amplification probing:The skills of noticing and being able to get the client expand on an answer by asking formore explanations, examples, or elaboration.•Noticing a discrepancy in an answer(E.g., Client says, “I moved out of town when I lost the job” Interviewer says: “But youlost your job the year prior to your change of address.”)•Straight forward questions(Why the gap between losing your job and renting the apartment in the other town?)•Nudges(“When? Why? And “Tell me more.”)•Silence(Also body language being “silent”…..eye contact elevates effect)
    • Accuracy Checking (Mirror probe) Skill:The skill of noticing what is important in the interview and then formulating andapplying specific questions that checks (a) what was meant and (b) if the interviewerunderstands.•Reflection (mirror)(“You just had to get out of town so you moved in with your sister for 4 months.”)•Perception check(“So, you seem to be saying that being with your sister was the break you need torecover from losing the job. It turned out to be a good thing.”)
    • These probes are secondary questions within the interview that provide an up-to-dateaccount of the interviewer’s understanding of the client’s disclosures in order to beaccurate, convey respect for client’s statements, and demonstrate interviewer islistening.•(able to know when the client has completed a series of thoughts or answers thatrequires a summary probe)•Accurate summarizing to the satisfaction of the client(“So far, my understanding of your employment history is that…..Is this correct?)•Open to revising summary(“Please correct me if I have any of this wrong, but you seemed to be saying…….Correct or not?”)
    • These probes encouraging the client to “clear the house” of any unasked questions bythe client in order to complete the purpose of the interview and give everyopportunity to the client to convey what they know that is consistent with the purposeof the interview.•Get more complete explanations (“So, overall, how would you explain the gaps inyour employment history?”)•Invite any questions(“I’ve been asking all the questions so far. Any for me at this point?”)•Final opportunity for adding information•(“We are about out of time, can you add any more information that would help usunderstand…….?”)
    • 9866254387