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Sourcing and Interview Techniques

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Module Prepared by
Pravin Suresh
Sourcing and Interview
Scheduling
Objectives
By end of this Session We shall Understand
• Basic HRM Frame work
• Recruitment and its Cycle
• Techniques of effective Sourcing
• Etiquettes of Interview Scheduling
Human Resource Management
Human Resource Management is the management of
an organization's employees.
Human resource management is sometimes referred to as
a "soft" management skill, effective practice within an
organization requires a strategic focus to ensure that
people resources can facilitate the achievement of
organizational goals.
Human Resource Management
Managerial Functions
• Planning
• Organizing
• Staffing
• Leading
• Controlling
HR-Managerial Functions
• Planning
What should I achieve?
What are the binding ties and
methods?
How do I see the future?
Goals and standards
Rules and procedures
Forecasting
Tasks
Departments
Delegation
Authority&communication
Coordinating
• Organizing
What work?
Where?
Who decides & How?
Who should do what?
What are the linkages?
HR-Managerial Functions…cont’d
• Staffing
– Recruiting
– Performance standards
– Compensation
– Evaluating performance
– Counseling
– Training and developing

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Recruitmentsourcingandinterviewscheduling 13339061630076-phpapp02-120408123300-phpapp02

  • 1. Module Prepared by Pravin Suresh Sourcing and Interview Scheduling
  • 2. Objectives By end of this Session We shall Understand • Basic HRM Frame work • Recruitment and its Cycle • Techniques of effective Sourcing • Etiquettes of Interview Scheduling
  • 3. Human Resource Management Human Resource Management is the management of an organization's employees. Human resource management is sometimes referred to as a "soft" management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals.
  • 4. Human Resource Management Managerial Functions • Planning • Organizing • Staffing • Leading • Controlling
  • 5. HR-Managerial Functions • Planning What should I achieve? What are the binding ties and methods? How do I see the future? Goals and standards Rules and procedures Forecasting Tasks Departments Delegation Authority&communication Coordinating • Organizing What work? Where? Who decides & How? Who should do what? What are the linkages?
  • 6. HR-Managerial Functions…cont’d • Staffing – Recruiting – Performance standards – Compensation – Evaluating performance – Counseling – Training and developing
  • 7. • Leading/Directing – Getting the job done-towards organizational goals – Morale – Motivation • Controlling – Setting standards – Comparing actual performance to standards – Corrective action HR-Managerial Functions…cont’d
  • 8. HR FUNCTIONS AT A GLANCE
  • 10. PRE-RECRUITMENT PROCESS  Collection of requirement of manpower from various departmental heads  Securitization of the requirement and take approval from the concerned authorities, if the post is new one.  Preparation of recruitment budget and CTC for the employee and take approval from the concerned authorities.  Selection of appropriate Recruitment process.
  • 11. RECRUITMENT PROCESS  Preparation of Advertisement materials for the recruitment  Securitization and short listing of the applications received  Sending interview call letters/ mails as required  Conducting Interviews through panels  Preparation of offer letters as required
  • 12. JOINING FORMALITIES  Administrating Joining formalities  Pre Employment Reference checks  Preparation of Appointment Advice and intimation of the same to other departments  Preparing and entering new hire paper works  Coordinating to get Employee ID Cards  Handling over the new hire to the concerned HOD/Manager  Preparation of Job Profiles – coordination with HOD/Managers for new posts.
  • 13. EMPLOYEES PERSONAL FILE MAINTENANCE  Opening new file and closing the resigned employee's file  Make sure all Employees files are maintained safely with care.  Make sure all personal records are available in the files.  Periodic Personal File Auditing
  • 14. EMPLOYEES DATABASE  Keeping Track of Knowledge Management Software  Maintenance of Employees Database Management System (EDMS)
  • 15. CONFIRMATION FORMALITIES  Intimating the concerned HOD/Manager about the due date for confirmation  Conducting Confirmation Appraisals  Coordinating for Skill Gap Analysis  Coordinating to set Quality Objectives for each job profile  Ensuring updating of the Existing Job Profiles  Processing the Confirmation
  • 16. ISO COMPLIANCE  Ensuring all the updating of the ISO documentation and HR Formats  Learning and enforcing Standard Operating Procedures (SOP)  Facing the Internal and External Audits, accountable to enforce the correctional action.
  • 17. TRAINING & DEVELOPMENT  Conducting Induction Training for new hires  Training Need Analysis based on Skill Gap Analysis, Appraisal Feedback and suggestions  Coordinating External and Internal Training Programs  Maintaining Training Records  Analysis of Training Feedback
  • 18. PERFORMANCE APPRAISAL  Preparation of New Appraisal Form  Self appraisal  Provide inputs to HODs for Appraisal  Prepare Appraisal Letters
  • 19. EMPLOYEES RELATION  Formal and informal counseling with employees  Prepare Event Calendar of monthly recreation to motivate employees  Handling Corporate Medical Insurance  Processing required letters on employee's request
  • 20. REPORT GENERATION  Preparation MIS Repot  Generating and analyzing Employees Attrition Reports, Training Evaluation, Manpower Status etc.  Weekly and monthly recruitment reports  Report generation of Pre appraisal, Appraisal and post appraisals  Salary details report to Accounts Department  Reports as per the HOD`s request
  • 21. EXIT FORMALITIES  Generation of Exit Interview Formats  Conducting Exit Interviews  Preparation of Exit Interview summary  Administering Exit paper work including all statutory requirements.
  • 23. Role of HR Executives • Service Provider (head hunting, pay rates, labor laws) • Executive (Recruitment, Compensation) • Facilitator (Training, and Development activities within company, Oversee other managers) • Consultant (Managers seek advice of HR specialists) • Auditor (Ensure optimum and effective use of HR)
  • 24. Line and Staff Aspects of HRM • Authority – Making decisions – Directing work – Giving orders • Line Managers – Accomplishing goals • Staff Managers – Assisting and advising line managers
  • 25. Line Manager’s HRM Jobs • The right person • Orientation • Training • Performance • Creativity • Working relationships • Policies and procedures • Labor costs • Development • Morale • Protecting
  • 26. Staff Manager’s HRM Jobs • Line authority • Implied authority • Functional control • Employee advocacy
  • 27. Challenges to HR Professionals • Worker Productivity (flexible manufacturing & shorter product development cycles, service orientation) • Quality Improvement (Education&Training, Teamwork, Total systems approach, Employee Involvement, Top Management Commitment, Customer driven standards and so on) • Changing Attitudes and lifestyles of Workforce • Impact of Government • Quality of Work life • Technology and Training
  • 28. Technological Advances and the Nature of Work • Technology mandates and enables companies to be more competitive • Knowledge intensive jobs in industries such as aerospace, computers, telecommunications, and biotechnology are replacing factory jobs in steel, auto, rubber and textiles
  • 29. Consequences of these basic trends Technology Global expansion Strengths and Weaknesses Uncertainty, Turbulence, Rapid Change, Changing power bases Companies must be Fast, Responsive, and Cost-effective Improved competition
  • 31. How HR helps form strategy • Formation of a company’s strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses • Environmental scanning
  • 32. HR means performance • Can HR have a measurable impact on a company’s bottom line? • Better HRM translates into improved employee attitudes and motivation • Well run HR programs drive employee commitment
  • 33. Is There a “One Best HR Way”? • Follow a company’s operating and strategic initiatives • All companies can benefit from – Profit sharing programs – Results oriented appraisals – Employment security – Foster informal relationships- promote worldwide communications – Develop global executives * HR Out Sourcing .
  • 34. HR Outsourcing Benefits Improvement and Performance Driven Reasons • Improved Operating Cost • obtain Expertise and Technologies that would not otherwise available • improve Management and control • Improve risk Management • Acquire Innovative ideas • Improve credibility and image by associating with superior providers
  • 37. What is Recruitment ? Recruitment refers to the process of finding possible candidates for a job or function. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Recruitment is a combination of art and science. It requires a great deal of enthusiasm, inquisitiveness and patience to thrive as a good recruiter.
  • 38. Why Recruit ? • Business Expansion or Diversification • New Client, Customer, Market or Product • Career Progression or Retirement • Dismissal • Attrition • Upsizing the caliber of talent because top talent has become available • Increasing the capability of your firm by adding new skill sets Some of the more common business reasons for hiring include: Also, as a recruiter you should know your organisation very well and determine the need for recruitment. Know the Vision, Mission, Objective, Culture, Policies and the Long term and Short term business need of your organisation.
  • 39. Objectives of Recruitment 1. To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels of the organization. 4. To develop an organizational culture that attracts competent people to the company, 5. To search or head hunt people whose skills fit the company’s values. 6. To devise methodologies for assessing psychological traits, 7. To seek out non-conventional development grounds of talent, 8. To search for talent globally and not just within the company. 9. To design entry pay that competes on quality but not on quantum, 10.To anticipate and find people for positions that does not exist yet.
  • 40. Types of Recruitment Centralized and Decentralized Recruitment Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railways (for junior level positions) resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel departments at unit level / zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone. Discuss the Merits and Demerits
  • 41. The recruitment process Recruitment sequence/procedure in any organization is as follows: • Identify vacancy • Prepare job description and person specification • Sourcing • Managing the response • Short-listing •Scheduling interviews • Conduct the interview • Decision making • Convey the decision • Appointment action
  • 43. Identify Vacancy The recruitment process begins when 1. An employee is to be transferred, 2. Promoted to another post, 3. Resigns, 4. Dismissed 5. Retire or 6. Other business needs
  • 44. Job Description The primary purpose of a job description is to identify the essential functions of the position. Essential functions are those tasks or functions of a particular position that are fundamental to the position (as opposed to marginal). Knowing the essential functions of the job will aid you in: * writing appropriate interview questions; and * determining whether a person is qualified to perform the essential functions; and * identifying reasonable accommodations to enable a disabled person to perform the essential functions.
  • 45. Define a Job To define the job and its requirements, you need to determine the primary responsibilities and tasks involved in the job. Answer the question, "What does this person have to do in this job?" What are the background characteristics needed to perform the job and the personal characteristics required. The two major background characteristics to consider are education and experience. Personal characteristics indicate how the candidate will approach the job and how he or she might relate to co-workers.
  • 46. Sub-systems of Sourcing The recruitment consists of the following sub-functions : 1. Finding out and developing the sources where the required number and kind of employees will be available. 2. Developing suitable techniques to attract the desirable candidates. 3. Employing the techniques to attract candidates. 4. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of number of candidates required. Factors affecting recruitment - discuss
  • 47. Recruitment Sources Internal Recruitment: • Personal Recommendations • Notice Boards • News Letters • Memoranda External Recruitment: (a) The Press or Newspaper Advertisement (b) Radio (c) Campus Recruitment, (d) Private Employment Agencies/Consultants, (e) Public Employment Exchanges, (f) Professional Associations, (g) Data Banks, (h) Casual Applicants, (i) Similar Organizations, (j) Trade Union. (k) Internet.
  • 48. Profile Matching for the Best Fit A job match includes not only a match in job skills, work history, and education to the job but also a match between the supervisor and new employees, as well. Profile Matching can be done by the following ways: • Invite resumes through Advertisement and match them with your job specification. • Search for the resumes through job sites on the internet matching your job specification. • References or Word of mouth. • Search for candidates in your competitors. • The person whose behavioral style and talent matches the profile of the job will do that job the best. They’ll be the perfect ‘fit’ for the job.
  • 49. Steps to match profile for the best fit: 1. Develop accurate job descriptions. 2. Compile a "success profile" 3. Draft the ad, describing the position and the key qualifications required 4. Post the ad in the mediums most likely to reach your potential job candidates 5. Develop a series of phone-screening questions 6. Review the resumes you receive and identify your best candidates 7. Screen candidates by phone 8. Select candidates for assessment 9. Assess your potential candidates for their skills and attributes using a proven assessment tool 10. Schedule and conduct candidate interviews 11. Select the candidate 12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews 13. Make your offer to the candidate
  • 50. Interview Preparation 1. Line - up Candidates 2. Form the Interview Team 3. Familiarize the Interviewer(s) With the Position 4. Establish Criteria for Selection 5. Develop Job-Related Questions 6. Develop Interviewing Strategies 7. Establish a System to Evaluate the Responses 8. Also • Schedule interviews to allow sufficient time for post interview discussion, completion of notes, etc. • Secure an interview setting that is free from interruptions or distractions. • Review applications and resumes provided by the applicants. • Provide an accurate position description to each applicant and allow adequate time for reading before the interview begins.
  • 51. Ethics and Recruitment The challenge of acquiring large volumes of employable candidates is so immense that organizations prefer to pass on this task to a recruitment agency. These agencies are faced with their own share of troubles. • Most candidates lie to varying degrees on their CVs. • The rapidly multiplying of job websites is something of a problem. Recruiters to maintain ethical standards must follow: • Maintain high moral standards and deliver full value for money to the clients. • Candidate’s confidentiality is really kept confidential. • Avoid cutting service levels to get assignments at cut prices. • Keep away from corrupting clients’ HR people for more assignments. • Get assignments from clients by proven track record in recruitments.
  • 52. Ethics and Recruitment Assuming you practice ethical recruiting, how can your organization meet its needs for talent? There are many alternatives to unethical recruiting and to filling talent shortages. • Look Inside • Rotations • Create a Strong Brand • Hire a Recruitment Process Outsourcing Firm • Short-Term Training and Coaching • Educating Hiring Managers
  • 55. Sourcing Definition Sourcing in personnel management work refers to the identification and uncovering of candidates (also known as talent) through proactive recruiting techniques.
  • 56. Sourcing Sourcing is not easy to master, Why? • Because no search is usually ever the same. • You could have several Recruiters search the same database yielding completely different results. • Because there is no set formula for successful sourcing. Sourcing is an art where one should master the skills to be successful
  • 57. Sourcing Unlocking the Skills to Master Sourcing • Understand • Translate • Start Small • Check • Consider • Don’t Stop • Be Patient
  • 58. Sourcing Unlocking the Skills to Master Sourcing Understand - EXACTLY What You Are Searching For – “my search is only as good as the order taken”.. Translate the Job Description to a Resume – Keywords are crucial when sourcing. – keywords will be on the resumes you need are vital.
  • 59. Sourcing Unlocking the Skills to Master Sourcing Start Small and Smart – An ideal string is one in which every other resume click through, identifies a match. – By focusing on a strong search string you are eliminating wasted time clicking through unqualified resumes. Double Check Your Search String –Lack of results in your search it could very well be because there is a mistake in your search string
  • 60. Sourcing Unlocking the Skills to Master Sourcing Consider the Search “A Work In Progress” – Mold and shape your search String Don’t Stop Short – Make sure you use all available search strings . – It’s a numbers game ,take advantage of the existing search and time.
  • 61. Sourcing Unlocking the Skills to Master Sourcing Be Patient – Sourcing takes a lot of time and attention. – Don’t lose your focus.
  • 62. Sourcing - Types of Candidates Types of Candidates Sourcing refers to proactively identifying people who are either •not actively looking for job opportunities (passive candidates) • actively searching for job opportunities (active candidates)
  • 63. Sourcing - Activities and Category Activities and Category Sourcing be categorized based on its activities into •Push activities •Pull activities •Call to Action
  • 64. Sourcing - Techniques Techniques Proactive techniques •Using Boolean operators on major search engine sites •Searching for candidates in job board resume databases •Looking in own recruitment database. •Networking with individuals to uncover candidates. •"Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements
  • 65. Sourcing - Techniques Techniques Reactive techniques •Reviewing candidates who have applied to positions through the corporate/agency web site •Processing an employee referral •Corporate recruiter receiving candidates from employment agencies •Screening candidates at a career fair
  • 66. Sourcing - CV Screening CV Screening Screening resumes is an important part of the selection process. There are many aspects to consider when screening resumes, such as the appearance and organization of the resume as well as the job responsibilities listed.
  • 67. Sourcing - CV Screening Types of Resume/CV There are two main types of resumes--chronological and functional. •Chronological resumes are those that list educational background and positions held and experiences. •Functional resumes group specific skills and abilities the candidate possesses.
  • 68. Sourcing - CV Screening Steps to follow in CV Screening •Read the customized cover letter. •Scan the resume to obtain an overall impression of the applicant. •In the first skim, look for the easy-to-find qualifications. •Read the description of what the candidate says they are looking for in their next job
  • 69. Sourcing - CV Screening Steps to follow in CV Screening •Look for a summary statement of qualifications and experience. •Review the most recent employers and the applicant’s stated experience, accomplishments, and contributions. -employment gaps, -evidence of decreasing responsibility, - evidence of a career that has reached a plateau or gone backwards, -short term employment at several jobs, and -multiple shifts in career path. •Review your selected resumes against your criteria and each other. •Telephones screen the seemingly qualified candidates.
  • 71. Interview Scheduling Interview Scheduling Being a talent acquisition Team, we have to learn a lot about the art of scheduling interviews. Now lets Discuss the Steps involved Interview scheduling.
  • 72. Interview Scheduling Steps involved in interview scheduling Step 1: When you first call a candidate always introduce yourself and the company you represent. Immediately after the introduction, mention that “this call is regarding a job opportunity” so that s/he doesn’t disconnect the call assuming it’s a telemarketing one. In case you’re calling after the candidate has applied for your job, you need to still follow Step 1. If you’re calling the candidate who’s replied to a mail sent by the company, you would still need to follow Step 1. Note: One should do this because candidates often apply for jobs without reading the job description thoroughly. They would hardly remember what you’re talking about.
  • 73. Interview Scheduling Steps involved in interview scheduling Step 2: Make it very clear that you’re a company and not an HR/Recruitment Consultancy. Though you/I might not consider this very important, it has proven to make a difference in the mind of the candidate. Some candidates don’t value a consultants’ call as much as a direct call from the company. Step :3 Don’t hold back in saying that you’ve liked their profile and are interested to know more about them. This increases their interest levels and they will be more forthcoming in explaining more about themselves and share info with sincerity.
  • 74. Interview Scheduling Steps involved in interview scheduling Step 4: If needed, do mention aspects like weekly offs, work timings, freebies, etc. and if you’re weekly offs/work timings are not very attractive you can always say “we can talk about it when we meet”, because you might not mind being flexible for the right candidate. Step :5 Some job seekers (seasoned ones, especially) are apprehensive of interviews without knowing the salary range a company can offer, They would hint/directly demand. You can always say, “We can offer more than that also, as long as we’re convinced the candidate is good enough”, don’t hesitate to drop rigid candidate off your list.
  • 75. Interview Scheduling Steps involved in interview scheduling Step :6 If you’re alright with considering candidates do inform him/her about the next levels of interviews. Drop him an email on the time ,date and location of the interview and the name of the Interviewer. Step :7 Some candidates might play tough .Don’t lose your cool or let your ego come in the way here. Just calmly handle the situation, and use turn the conversation in your favour.
  • 76. Interview Scheduling Steps involved in interview scheduling Step :6 Last but not the least, the follow-up calls 1st call is as per the above Steps, when you discuss the possible date/time for the interview 2nd call is 1 day before the interview – perhaps in the evening before the end of day 3rd call is an hour or two before the actual time of the interview You might think 3 calls are too much, but I can bet that sometimes even 3 are not enough.