Staffing

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Staffing HRM

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Staffing

  1. 1. STAFFING: RECRUITMENT & SELECTION
  2. 2. INTERNAL RECRUITMENT <ul><li>INTERNAL LABOUR MARKETS </li></ul><ul><ul><li>No substitute for knowing a candidate’s strengths and weaknesses </li></ul></ul><ul><ul><li>Inside candidates may be more committed to the company and can increase morale </li></ul></ul><ul><li>POLICIES </li></ul><ul><li>INBREEDING </li></ul>
  3. 3. RECRUITMENT (INFORMAL) <ul><li>EMPLOYEE REFERRALS </li></ul><ul><li>DIRECT APPLICANTS </li></ul><ul><li>DIRECT CONTACTS </li></ul><ul><li>PROBLEM </li></ul><ul><ul><li>Nepotism </li></ul></ul><ul><ul><li>Favouritism </li></ul></ul>
  4. 4. RECRUITMENT (FORMAL) <ul><li>ADVERTISING </li></ul><ul><ul><li>Marketing </li></ul></ul><ul><li>PRIVATE SEARCH FIRMS </li></ul><ul><li>CAMPUS RECRUITING </li></ul><ul><li>EMPLOYMENT EXCHANGES </li></ul><ul><li>SUMMER INTERNS </li></ul><ul><li>‘TEMPS’ </li></ul>
  5. 5. ON-LINE RECRUITING <ul><li>INTERNET </li></ul><ul><ul><li>‘ Passive’ candidates </li></ul></ul><ul><ul><li>Chat rooms </li></ul></ul><ul><ul><li>Company intranets </li></ul></ul><ul><ul><li>monster.com may have 5 million online resumes, there may be 2-3 times that on the internet </li></ul></ul><ul><li>COST AND TIME EFFECTIVE </li></ul><ul><li>INTERNAL JOB MARKET </li></ul><ul><li>STANDARDISATION </li></ul><ul><li>DISCRIMINATION </li></ul>
  6. 6. MANAGING RECRUITMENT <ul><li>FEEDBACK FROM SELECTION AND PERFORMANCE APPRAISAL </li></ul><ul><li>YIELD ANALYSIS </li></ul><ul><li>DATA GENERATION AND ANALYSIS </li></ul>
  7. 7. INITIAL SCREENING <ul><li>APPLICATION BANK </li></ul><ul><ul><li>Privacy </li></ul></ul><ul><li>QUALIFICATION </li></ul><ul><ul><li>Education </li></ul></ul><ul><ul><li>Experience </li></ul></ul><ul><li>TECHNOLOGY FOR PROCESSING </li></ul><ul><ul><li>Software </li></ul></ul><ul><ul><li>Outsourcing </li></ul></ul><ul><ul><li>Some firms use job applications as a tool to predict future performance </li></ul></ul>
  8. 8. INITIAL SCREENING (Contd.) <ul><li>Initial interviews </li></ul><ul><ul><li>Involve lower levels </li></ul></ul><ul><ul><li>Line persons </li></ul></ul>
  9. 9. FINAL SELECTIONS <ul><li>APPLICATION BLANKS </li></ul><ul><li>REFERENCE CHECKS </li></ul><ul><li>TESTS: PERSONALITY/ COGNITIVE </li></ul><ul><ul><li>Biases </li></ul></ul><ul><ul><li>Applicability </li></ul></ul><ul><li>INTERVIEWS </li></ul><ul><li>ASSESSMENT CENTRES </li></ul>
  10. 10. AVAILABLE TESTS <ul><ul><li>Psychological </li></ul></ul><ul><ul><li>Intellectual </li></ul></ul><ul><ul><li>Technical </li></ul></ul><ul><ul><li>Aptitude </li></ul></ul><ul><ul><li>Interest inventories </li></ul></ul><ul><ul><li>Reliability inventories </li></ul></ul><ul><ul><li>Clerical skills test </li></ul></ul><ul><ul><li>Telemarketing ability tests </li></ul></ul><ul><ul><li>Service ability tests </li></ul></ul><ul><ul><li>Management aptitude test </li></ul></ul><ul><ul><li>Team skills test </li></ul></ul><ul><ul><li>Sales ability test </li></ul></ul>
  11. 11. VALIDATING THE TESTS <ul><li>Concurrent validation </li></ul><ul><li>Give tests to employees </li></ul><ul><li>Compare scores with current performance </li></ul><ul><li>Predictive validation </li></ul><ul><li>Test applicant before hiring </li></ul><ul><li>Use alternate selection technique to hire </li></ul><ul><li>Compare real performance with test results – determines suitability of test </li></ul>
  12. 12. INTERVIEW CONTENT <ul><li>SITUATIONAL </li></ul><ul><li>BEHAVIORAL </li></ul><ul><li>JOB RELATED </li></ul><ul><li>STRESS </li></ul>
  13. 13. PITFALLS OF INTERVIEWS <ul><li>Snap Judgments </li></ul><ul><li>Negative Emphasis </li></ul><ul><li>Job Knowledge </li></ul><ul><li>Candidate Order </li></ul><ul><li>Nonverbal Behaviour </li></ul><ul><li>District Attorney </li></ul><ul><li>Psychologist </li></ul>
  14. 14. STRUCTURED INTERVIEW <ul><li>Job Analysis & Job Specification </li></ul><ul><li>Question Set </li></ul><ul><li>Benchmark Answers </li></ul><ul><li>Training </li></ul><ul><li>Guidelines </li></ul><ul><li>Feedback </li></ul><ul><li>Practitioners vs. theoreticians </li></ul>
  15. 15. STRUCTURING INTERVIEWS <ul><li>Base questions on actual job duties </li></ul><ul><li>Use knowledge, situational questions and objective criteria to evaluate </li></ul><ul><li>Train interviewers </li></ul><ul><li>Use same questions </li></ul>
  16. 16. Streamlining Interviews <ul><li>Interviewer must get questions around these four factors answered </li></ul><ul><ul><li>Knowledge and experience </li></ul></ul><ul><ul><li>Motivation </li></ul></ul><ul><ul><li>Intellect </li></ul></ul><ul><ul><li>Personality </li></ul></ul>
  17. 17. MANAGEMENT ASSESSMENT CENTRE <ul><li>SIMULATION </li></ul><ul><li>UNOBTRUSIVE OBSERVATION </li></ul><ul><ul><li>In Basket </li></ul></ul><ul><ul><li>Group Discussion </li></ul></ul><ul><ul><li>Mgmt. Games </li></ul></ul><ul><ul><li>Presentations </li></ul></ul><ul><ul><li>Tests/ Interviews </li></ul></ul><ul><li>RESOURCE INTENSIVE </li></ul>
  18. 18. TOYOTA <ul><li>TOTAL SELECTION PROGRAMME </li></ul><ul><li>20 HOURS/ SIX PHASES/ 5-6 DAYS </li></ul><ul><ul><li>Initial screening: blanks/ co. video </li></ul></ul><ul><ul><li>Technical knowledge and potential: aptitude tests, skills tests </li></ul></ul><ul><ul><li>Interpersonal and decision skills: assessment centre/ assy. simulation </li></ul></ul><ul><ul><li>One hour group interview </li></ul></ul><ul><ul><li>Physical tests </li></ul></ul><ul><ul><li>On the job assessment for six months </li></ul></ul>
  19. 19. SYSTEM FEEDBACK <ul><li>TRACKING AND RECORD KEEPING </li></ul><ul><ul><li>Yield </li></ul></ul><ul><ul><li>Cost </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>GE medical applies benchmarked purchasing techniques to dealing with recruiters </li></ul></ul><ul><li>SELECTION VALIDATION </li></ul><ul><li>CLIENT SATISFACTION </li></ul><ul><li>ROLE OF HR </li></ul><ul><ul><li>Line involvement for speed </li></ul></ul><ul><ul><li>Law? </li></ul></ul>
  20. 20. PROBLEMS <ul><li>HALO EFECT </li></ul><ul><li>STEREOTYPING </li></ul><ul><li>DIVERSITY </li></ul><ul><ul><li>MINORITIES </li></ul></ul><ul><li>SELECTION VS. ELIMINATION </li></ul><ul><li>JOB VS. ORGANISATION FIT </li></ul><ul><ul><li>‘ Red flags’ </li></ul></ul>
  21. 21. CANDIDATE’S POINT OF VIEW <ul><li>IN AN ORGANISATION JUNGLE </li></ul><ul><li>ASYMMETRY OF RELATIONSHIP </li></ul><ul><li>STATE </li></ul><ul><li>UNION </li></ul>

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