Hr5 rec selec

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Hr5 rec selec

  1. 1. Recruitment & Selection <ul><li>Factors affecting recruitment </li></ul><ul><li>Recruitment Policy </li></ul><ul><li>Sources of recruitment </li></ul>
  2. 2. Recruitment <ul><li>The process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen (Byers & Rue) </li></ul><ul><li>Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations . </li></ul>
  3. 3. Recruitment Policy <ul><li>Recruitment policy gives guidelines for manpower staffing w.r.t. quantity and quality. (Yodder) </li></ul><ul><li>A good recruitment policy- </li></ul><ul><ul><li>Compiles with govt. policy </li></ul></ul><ul><ul><li>Provides optimum employment security </li></ul></ul><ul><ul><li>Ensures management interest in employee development </li></ul></ul><ul><ul><li>Prevents formation of cliques </li></ul></ul><ul><ul><li>Reflects social commitment of organisation by employing disabled and underprivileged. </li></ul></ul>
  4. 4. Recruitment policy – We value the best <ul><li>The key objective of ICICI Lombard’s recruitment policy is to identify and hire people with relevant competencies and appropriate value system. </li></ul><ul><li>The approach is to source people through consultants, advertisements, job-sites, internal job postings and referrals. </li></ul><ul><li>The recruitment plan for various business functions is based on organizational business growth projections. </li></ul><ul><li>It is our endeavor to deploy right-person-for-the-right-job based on hisher strength and further hone functional competencies by providing a cross-functional exposure. </li></ul>
  5. 5. Factors affecting recruitment <ul><li>Organizational Factors </li></ul><ul><ul><li>Reputation of the organisation </li></ul></ul><ul><ul><li>Organization's culture and management attitude </li></ul></ul><ul><ul><li>Geographical location </li></ul></ul><ul><ul><li>Amount of resources allocated </li></ul></ul><ul><ul><li>Channels and method used to adv. vacancy </li></ul></ul>
  6. 6. Factors affecting recruitment <ul><li>Environmental Factors </li></ul><ul><ul><li>Situation in the Labour market </li></ul></ul><ul><ul><li>Stage of development of the industry </li></ul></ul><ul><ul><li>Cultural, social attitude and belief </li></ul></ul>
  7. 7. 20 Lakh Jobs In The Aviation Sector Soon <ul><li>The civil aviation industry will generate about 20 lakh (2 mn) jobs in the next five years. </li></ul><ul><li>With the opening of the civil aviation sector there will be plenty of jobs available and this will come through a number of services not just technical but also non-technical such as marketing and finance. </li></ul>
  8. 8. Retail to create 8 mn jobs in six years <ul><li>The ongoing retail boom is expected to translate into 8 million new jobs over five to six years. This is in addition to the 21 million jobs already sustained by retailers, including ‘mom & pop’ stores. The situation could turn even better once retail gets industry status and big-time investments flow in –– either from multinational chains or home-grown corporates. </li></ul>
  9. 9. RIL talent hunt puts big retail chains on alert <ul><li>Announcing its retail foray, RIL has started hiring staff to fill up as many as 25 CEO posts in 700 cities. </li></ul><ul><li>Poaching, offering high salaries, everything seems to be in place for RIL to get its retail plans off the ground. </li></ul><ul><li>The company is handpicking talent itself and is believed to have kept out headhunters. </li></ul><ul><li>“ Any company that announces a retail foray of this scale and size has to invariably look at the talent pool outside India, for there is a functional and leadership scarcity in the organized Indian retail sector as it’s a new industry here </li></ul>
  10. 10. Sources of Recruitment <ul><li>Internal Search: </li></ul><ul><ul><li>Selecting employees from within the organisation to be groomed to take on higher responsibilities. </li></ul></ul><ul><ul><li>Advantages: </li></ul></ul><ul><ul><li>Economical : The cost of recruitment is minimal. Time and resources are saved </li></ul></ul><ul><ul><li>Satisfying: It boosts the morale of the employees. </li></ul></ul><ul><ul><li>Reliable: Applicant’s performance could be assured. </li></ul></ul><ul><ul><li>Suitable : It helps in selecting the right candidate. </li></ul></ul><ul><ul><li>It helps in maintain good relationship. </li></ul></ul>
  11. 11. Internal Search: <ul><li>Demerits: Scarifying quality: Settling down for less qualified candidate within will lead to scarifying quality. </li></ul><ul><li>Inbreeding: </li></ul><ul><li>Existing employees may fail to inject necessary dynamics to enterprise. </li></ul><ul><li>Inefficient: Promotion based on tenure leads to reduction in efficiency. Bone of contention: Source of conflict </li></ul>
  12. 12. External Search <ul><ul><li>1. Advertisement </li></ul></ul><ul><li>Analyze the requirement </li></ul><ul><li>Decide who does what </li></ul><ul><li>Write the copy </li></ul><ul><li>Design the advertisement </li></ul><ul><li>Plan the media </li></ul><ul><li>Evaluate the response </li></ul>
  13. 13. External Search <ul><ul><li>2. Employment Agencies </li></ul></ul><ul><li>Brief them about job specification and any special req. </li></ul><ul><li>Give them every assistances in defining the job. </li></ul><ul><li>Check carefully the proposed prog. And draft text of adv. </li></ul><ul><li>Clarify the basis upon which fees and expenses will be charged. </li></ul><ul><li>Ensure that arrangements are made to deal directly with the consultants who will handle the assignments. </li></ul>
  14. 14. Attrition Costs Weigh Down BPOs: Study <ul><li>A study by the Indian arm of Hay Group, a global HR consultancy firm, revealed that employee turnover costs in low-end-voice-based-process firms are about 76 pct of their annual salary costs working out to more than nine months' annual compensation. </li></ul><ul><li>Three fourths of what is shown as wage costs in a BPO may actually be the money that goes towards costs of hiring, training and rehiring. </li></ul><ul><li>Now BPOs are making recruitment agencies more accountable and have put replacement clauses in place. </li></ul><ul><li>This means any employee exit before 60 days has to be made good with another suitable candidate. </li></ul><ul><li>They are also recruiting through other channels such as referrals, thus, making employees themselves more accountable. </li></ul>
  15. 15. External Search <ul><ul><li>Employee referrals : Employee working within the organization recommend their friends or acquaintances for vacant position. </li></ul></ul><ul><ul><li>Educational Institutes: </li></ul></ul><ul><ul><li>Unsolicited applications: </li></ul></ul>
  16. 16. The Show With A Difference: JOB SHOW <ul><li>Naukri.com, India’s No.1 job site collaborated with CNBC TV18 to telecast India’s first-ever Job Show. With participation from some of the best companies, the show serves as a unique platform for job seekers as they can walk away with their dream job in just 30 minutes. </li></ul><ul><li>The companies gets quality branding through a dedicated micro site on naukri.com. </li></ul>
  17. 17. Talent recruitment <ul><li>Talent recruitment, Wipro Technologies, told Business Line that in a highly competitive recruitment environment, it was essential to use an optimal mix of sources to ensure lesser sourcing cost, reduced hiring time and higher joining rates. Employee referrals and e-recruitment contribute significantly towards achieving these objectives in Wipro Technologies. </li></ul>
  18. 18. Evaluation of a recruitment program <ul><li>The number of successful placements </li></ul><ul><li>The number of hiring </li></ul><ul><li>The numbers of offers made </li></ul><ul><li>The number of applicants </li></ul><ul><li>The cost involved </li></ul><ul><li>Time taken for filling applicants </li></ul>
  19. 19. Definition of Fit <ul><li>Fit = match = congruence </li></ul><ul><li>Many different types of fit in HRM </li></ul>
  20. 20. Person - Job Fit <ul><li>A match between the a person’s skills and ability with </li></ul><ul><li>Examples: </li></ul><ul><ul><li>Basic accounting knowledge  accounting jobs </li></ul></ul><ul><ul><li>No tennis training  Tennis couch </li></ul></ul><ul><li>Outcomes? </li></ul><ul><li>HR practices that increase person-job fit? </li></ul>
  21. 21. Person - Organization Fit <ul><li>(A) person-job fit </li></ul><ul><li>(B) A match between the a person’s characteristics (e.g., personality, values, needs) with the organization’s characteristics (e.g., culture) </li></ul><ul><li>Examples </li></ul><ul><ul><li>Aggressive person joins an aggressive insurance company </li></ul></ul><ul><li>Outcomes? </li></ul><ul><li>HR practices that increase person-org fit? </li></ul>
  22. 22. Selection <ul><li>The process of choosing the most suitable candidate for a job from among the available applicants is called selection </li></ul>
  23. 23. Selection Decision Outcomes Accept Reject Successful Unsuccessful Later Job Performance Correct Decision Reject Error Accept Error Correct Decision
  24. 24. Elements in a selection process Organizational Objectives Job Description Job Specification Competency Modeling Selection
  25. 25. Steps in selection process <ul><li>Resumes / CV’s Review </li></ul><ul><li>Initial screening </li></ul><ul><li>Analyze the application blank </li></ul><ul><li>Conducting test and evaluating performance </li></ul><ul><li>Preliminary Interview </li></ul><ul><li>Core & Departmental interview </li></ul><ul><li>Reference checks </li></ul><ul><li>Job offer </li></ul><ul><li>Medical examination </li></ul><ul><li>Placement </li></ul>
  26. 26. Job Analysis Job Description Job specification A written statement of what the job holder does, how it is done and why it is done. It states the minimum acceptable qualifications that the employee must posses to perform the job successfully Includes- Job title, Location, Job Summary, duties , machines, tool and equipments used and working conditions. Includes – Education, Qualification, exp, training, communication skills and emotional characteristics Imp. Tool in the recruitment process, helps in adv. the vacancy effectively. Imp. Tool in the selection process
  27. 27. Selection Methods Standards <ul><li>Reliability: A selection procedure is considered to be reliable if it produces consistent result across different situation and time. </li></ul><ul><ul><li>The repeat or test-retest approach </li></ul></ul><ul><ul><li>The alternate form or parallel form method </li></ul></ul><ul><ul><li>The split halves procedure </li></ul></ul>
  28. 28. Selection Methods Standards <ul><li>Validity: Degree to which success in the test reflects in the job </li></ul><ul><ul><li>Criterion Validity: degree of correlation between test score & job performance score </li></ul></ul><ul><ul><li>Content validity : Extent to which the content of selection procedure is representative of important aspects of job performance </li></ul></ul><ul><ul><li>Construct Validity: Extent to which selection procedure measures identifiable characteristics desired in a job. </li></ul></ul>
  29. 29. Selection Methods Standards <ul><ul><li>Generalizability </li></ul></ul><ul><ul><li>Utility </li></ul></ul><ul><ul><li>Legality </li></ul></ul>
  30. 30. Application Forms <ul><li>Items that usually appear on the application form: </li></ul><ul><ul><li>Personal Information </li></ul></ul><ul><ul><li>Educational Qualification </li></ul></ul><ul><ul><li>Work Experience </li></ul></ul><ul><ul><li>Salary </li></ul></ul><ul><ul><li>Personality Items </li></ul></ul><ul><ul><li>Reference Checks </li></ul></ul>
  31. 31. Selection Test <ul><li>Intelligence Test </li></ul><ul><li>Theodore simon component of intelligence are “reasoning, judgment, memory and the power of abstraction. </li></ul><ul><li>IQ test (Logical reasoning, analytical skills & general knowledge) </li></ul>
  32. 32. Selection Test <ul><li>Aptitude Test </li></ul><ul><li>Measure an individuals ability to learn a given job, when given adequate training </li></ul><ul><li>Psychomotor test </li></ul><ul><li>Clerical aptitude test </li></ul>
  33. 33. Selection Test <ul><li>Achievement Test: </li></ul><ul><li>This test measures individuals job related proficiency or knowledge of the applicant. </li></ul><ul><li>Job knowledge test </li></ul><ul><li>Work sample test </li></ul>
  34. 34. Selection Test <ul><li>Situational Test: </li></ul><ul><li>This test helps us in assessing applicant’s response to real life situation. </li></ul><ul><li>Group discussion </li></ul><ul><li>In basket exercise </li></ul><ul><li>Simulated business games </li></ul>
  35. 35. Selection Test <ul><li>Interest Test </li></ul><ul><li>Personality Test: </li></ul><ul><li>(self confidence, decisiveness, optimism, value system, dominance) </li></ul><ul><li>Graphology: Examining individuals handwriting to assess his personality, emotional characteristics and honesty. </li></ul>
  36. 36. Other test…. <ul><li>Leadership Skills profile </li></ul><ul><li>Multidimensional emotional intelligence assessment workplace (MEIA –W) </li></ul><ul><li>Six Sigma Personality questionnaire </li></ul><ul><li>Sigma Performance Index. </li></ul>
  37. 37. Interview <ul><li>Preliminary Interview </li></ul><ul><li>Selection Interview </li></ul><ul><li>Structured Interview </li></ul><ul><li>Unstructured Interview </li></ul><ul><li>Stress Interview </li></ul><ul><li>Group Interview Method </li></ul><ul><li>Panel Interview </li></ul><ul><li>In-depth interview </li></ul>
  38. 38. The Interview Process <ul><li>Preparation </li></ul><ul><li>Setting </li></ul><ul><li>Conduct of interview </li></ul><ul><li>Closing an interview </li></ul><ul><li>Evaluation of candidates </li></ul><ul><li>Reference Checks </li></ul><ul><li>Medical Examination </li></ul><ul><li>Placement </li></ul>
  39. 39. Selection Methodology at HSBC <ul><li>Soft bio-data </li></ul><ul><li>Questionnaire (50q to assess candidate job specific competency) </li></ul><ul><li>Assessment Centre Test </li></ul><ul><li>Personality Test </li></ul><ul><li>Intray – CSA </li></ul><ul><li>Aptitude Test </li></ul>
  40. 40. Origami

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