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Sourcing and Interview     Scheduling                Module Prepared by                Pravin Suresh
Objectives  By end of this Session We shall Understand        •   Basic HRM Frame work        •   Recruitment and its Cycl...
Human Resource Management     Human Resource Management is the management of an organizations employees. Human resource ma...
Human Resource ManagementManagerial Functions•   Planning•   Organizing•   Staffing•   Leading•   Controlling
HR-Managerial Functions• Planning  What should I achieve?           Goals and standards  What are the binding ties and  me...
HR-Managerial Functions…cont‟d• Staffing   – Recruiting   –   Performance standards   –   Compensation   –   Evaluating pe...
HR-Managerial Functions…cont‟d• Leading/Directing   – Getting the job done-towards organizational goals   – Morale   – Mot...
HR FUNCTIONS AT A GLANCE
Human Resource Department
PRE-RECRUITMENT PROCESS Collection of requirement of manpower from various  departmental heads Securitization of the req...
RECRUITMENT PROCESS Preparation of Advertisement materials for the  recruitment Securitization and short listing of the ...
JOINING FORMALITIES Administrating Joining formalities Pre Employment Reference checks Preparation of Appointment Advic...
EMPLOYEES PERSONAL FILE MAINTENANCE  Opening new file and closing the resigned   employees file  Make sure all Employees...
EMPLOYEES DATABASE Keeping Track of Knowledge Management Software Maintenance of Employees Database Management  System (...
CONFIRMATION FORMALITIES Intimating the concerned HOD/Manager about the  due date for confirmation Conducting Confirmati...
ISO COMPLIANCE Ensuring all the updating of the ISO documentation  and HR Formats Learning and enforcing Standard Operat...
TRAINING & DEVELOPMENT Conducting Induction Training for new hires Training Need Analysis based on Skill Gap Analysis,  ...
PERFORMANCE APPRAISAL   Preparation of New Appraisal Form   Self appraisal   Provide inputs to HODs for Appraisal   Pr...
EMPLOYEES RELATION Formal and informal counseling with employees Prepare Event Calendar of monthly recreation to  motiva...
REPORT GENERATION Preparation MIS Repot Generating and analyzing Employees Attrition  Reports, Training Evaluation, Manp...
EXIT FORMALITIES   Generation of Exit Interview Formats   Conducting Exit Interviews   Preparation of Exit Interview su...
Role of HR Executives• Service Provider (head hunting,  pay rates, labor laws)• Executive (Recruitment,  Compensation)• Fa...
Line and Staff Aspects of HRM   • Authority      – Making decisions      – Directing work      – Giving orders   • Line Ma...
Line Manager‟s HRM Jobs•   The right person•   Orientation                            •   Policies and procedures•   Train...
Staff Manager‟s HRM Jobs•   Line authority•   Implied authority•   Functional control•   Employee advocacy
Challenges to HR Professionals• Worker Productivity (flexible  manufacturing & shorter  product development cycles,     • ...
Technological Advances and the                       Nature of Work• Technology mandates and enables companies to be more ...
Consequences of these basic trends  Global expansion                                        Companies                     ...
HR‟s evolving role    Protector          Change Agent    and    Screener                     Strategic Partner
How HR helps form strategy • Formation of a company‟s   strategy = identifying,   analyzing and balancing   external oppor...
HR means performance• Can HR have a measurable impact  on a company‟s bottom line?• Better HRM translates into  improved e...
Is There a “One Best HR Way”?• Follow a company‟s operating and strategic  initiatives• All companies can benefit from   –...
HR Outsourcing Benefits     Improvement and Performance Driven Reasons        • Improved Operating Cost        • obtain Ex...
Recruitment – An Art
What is Recruitment ? Recruitment refers to the process of finding possible candidates for a job or function. It may be un...
Why Recruit ?Some of the more common business reasons for hiring include:• Business Expansion or Diversification• New Clie...
Objectives of Recruitment1. To attract people with multi-dimensional skills and experiencesthat suits the present and futu...
Types of RecruitmentCentralized and Decentralized Recruitment Recruitment practices vary from one organization to another....
The recruitment processRecruitment sequence/procedure in any organization is as follows:• Identify vacancy• Prepare job de...
Identify VacancyThe recruitment process begins when1. An employee is to be transferred,2. Promoted to another post,3. Resi...
Job DescriptionThe primary purpose of a job description is to identify theessential functions of the position. Essential f...
Define a JobTo define the job and its requirements, you need to determine theprimary responsibilities and tasks involved i...
Sub-systems of SourcingThe recruitment consists of the following sub-functions :1. Finding out and developing the sources ...
Recruitment SourcesInternal Recruitment:  • Personal Recommendations  • Notice Boards  • News Letters  • MemorandaExternal...
Profile Matching for the Best FitA job match includes not only a match in job skills, work history, andeducation to the jo...
Steps to match profile for the best fit:1.    Develop accurate job descriptions.2.    Compile a "success profile"3.    Dra...
Interview Preparation1. Line - up Candidates2. Form the Interview Team3. Familiarize the Interviewer(s) With the Position4...
Ethics and RecruitmentThe challenge of acquiring large volumes of employable candidatesis so immense that organizations pr...
Ethics and RecruitmentAssuming you practice ethical recruiting, how can your organizationmeet its needs for talent?There a...
SourcingDefinitionSourcing in personnel management work refers to the identification anduncovering of candidates (also kno...
SourcingSourcing is not easy to master, Why?•     Because no search is usually ever the same.•     You could have several ...
Sourcing Unlocking the Skills to Master Sourcing         •   Understand         •   Translate         •   Start Small     ...
SourcingUnlocking the Skills to Master SourcingUnderstand - EXACTLY What You Are Searching For       – “my search is only ...
SourcingUnlocking the Skills to Master SourcingStart Small and Smart       – An ideal string is one in which every other r...
SourcingUnlocking the Skills to Master SourcingConsider the Search “A Work In Progress”      – Mold and shape your search ...
SourcingUnlocking the Skills to Master SourcingBe Patient       – Sourcing takes a lot of time and attention.       – Don‟...
Sourcing - Types of CandidatesTypes of CandidatesSourcing refers to proactively identifying people who are either   •not a...
Sourcing - Activities and CategoryActivities and CategorySourcing be categorized based on its activities into   •Push acti...
Sourcing - TechniquesTechniquesProactive techniques   •Using Boolean operators on major search engine sites   •Searching f...
Sourcing - TechniquesTechniquesReactive techniques   •Reviewing candidates who have applied to positions through   the cor...
Sourcing - CV ScreeningCV ScreeningScreening resumes is an important part of the selection process.There are many aspects ...
Sourcing - CV ScreeningTypes of Resume/CVThere are two main types of resumes--chronological and functional.   •Chronologic...
Sourcing - CV ScreeningSteps to follow in CV Screening•Read the customized cover letter.•Scan the resume to obtain an over...
Sourcing - CV ScreeningSteps to follow in CV Screening•Look for a summary statement of qualifications and experience.•Revi...
Interview SchedulingInterview SchedulingBeing a talent acquisition Team, we have to learn a lot about the artof scheduling...
Interview SchedulingSteps involved in interview schedulingStep 1:When you first call a candidate always introduce yourself...
Interview SchedulingSteps involved in interview schedulingStep 2:Make it very clear that you‟re a company and not an HR/Re...
Interview SchedulingSteps involved in interview schedulingStep 4:If needed, do mention aspects like weekly offs, work timi...
Interview SchedulingSteps involved in interview schedulingStep :6If you‟re alright with considering candidates do inform h...
Interview SchedulingSteps involved in interview schedulingStep :6Last but not the least, the follow-up calls   1st call is...
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
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Recruitment ,Sourcing And Interview Scheduling

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Recruitment ,Sourcing And Interview Scheduling

Recruitment ,Sourcing And Interview Scheduling

  1. 1. Sourcing and Interview Scheduling Module Prepared by Pravin Suresh
  2. 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. 3. Human Resource Management Human Resource Management is the management of an organizations 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. 4. Human Resource ManagementManagerial Functions• Planning• Organizing• Staffing• Leading• Controlling
  5. 5. HR-Managerial Functions• Planning What should I achieve? Goals and standards What are the binding ties and methods? Rules and procedures How do I see the future? Forecasting• Organizing What work? Departments Tasks Where? Who decides & How? Authority&communication Who should do what? Delegation What are the linkages? Coordinating
  6. 6. HR-Managerial Functions…cont‟d• Staffing – Recruiting – Performance standards – Compensation – Evaluating performance – Counseling – Training and developing
  7. 7. HR-Managerial Functions…cont‟d• Leading/Directing – Getting the job done-towards organizational goals – Morale – Motivation• Controlling – Setting standards – Comparing actual performance to standards – Corrective action
  8. 8. HR FUNCTIONS AT A GLANCE
  9. 9. Human Resource Department
  10. 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. 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. 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. 13. EMPLOYEES PERSONAL FILE MAINTENANCE  Opening new file and closing the resigned employees 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. 14. EMPLOYEES DATABASE Keeping Track of Knowledge Management Software Maintenance of Employees Database Management System (EDMS)
  15. 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. 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. 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. 18. PERFORMANCE APPRAISAL Preparation of New Appraisal Form Self appraisal Provide inputs to HODs for Appraisal Prepare Appraisal Letters
  19. 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 employees request
  20. 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. 21. EXIT FORMALITIES Generation of Exit Interview Formats Conducting Exit Interviews Preparation of Exit Interview summary Administering Exit paper work including all statutory requirements.
  22. 22. 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)
  23. 23. Line and Staff Aspects of HRM • Authority – Making decisions – Directing work – Giving orders • Line Managers – Accomplishing goals • Staff Managers – Assisting and advising line managers
  24. 24. Line Manager‟s HRM Jobs• The right person• Orientation • Policies and procedures• Training • Labor costs• Performance • Development• Creativity • Morale• Working relationships • Protecting
  25. 25. Staff Manager‟s HRM Jobs• Line authority• Implied authority• Functional control• Employee advocacy
  26. 26. Challenges to HR Professionals• Worker Productivity (flexible manufacturing & shorter product development cycles, • Impact of Government service orientation) • Quality of Work life• Quality Improvement • Technology and Training (Education&Training, Teamwork, Total systems approach, Employee Involvement, Top Management Commitment, Customer driven standards and so on)• Changing Attitudes and lifestyles of Workforce
  27. 27. 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
  28. 28. Consequences of these basic trends Global expansion Companies Uncertainty, Technology must be Fast, Turbulence, Responsive, Strengths and Rapid and Weaknesses Change, Cost-effective Changing Improved competition power bases
  29. 29. HR‟s evolving role Protector Change Agent and Screener Strategic Partner
  30. 30. 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
  31. 31. 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
  32. 32. 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 .
  33. 33. 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
  34. 34. Recruitment – An Art
  35. 35. 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.
  36. 36. Why Recruit ?Some of the more common business reasons for hiring include:• 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 setsAlso, as a recruiter you should know your organisation very well anddetermine the need for recruitment. Know the Vision, Mission,Objective, Culture, Policies and the Long term and Short termbusiness need of your organisation.
  37. 37. Objectives of Recruitment1. To attract people with multi-dimensional skills and experiencesthat 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 competentpeople to the company,5. To search or head hunt people whose skills fit the company‟svalues.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.
  38. 38. Types of RecruitmentCentralized 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
  39. 39. The recruitment processRecruitment 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
  40. 40. Identify VacancyThe recruitment process begins when1. An employee is to be transferred,2. Promoted to another post,3. Resigns,4. Dismissed5. Retire or6. Other business needs
  41. 41. Job DescriptionThe primary purpose of a job description is to identify theessential functions of the position. Essential functions are thosetasks or functions of a particular position that are fundamental tothe 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 essentialfunctions; and* identifying reasonable accommodations to enable a disabledperson to perform the essential functions.
  42. 42. Define a JobTo define the job and its requirements, you need to determine theprimary 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 joband the personal characteristics required.The two major background characteristics to consider areeducation and experience.Personal characteristics indicate how the candidate will approachthe job and how he or she might relate to co-workers.
  43. 43. Sub-systems of SourcingThe 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
  44. 44. Recruitment SourcesInternal Recruitment: • Personal Recommendations • Notice Boards • News Letters • MemorandaExternal 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.
  45. 45. Profile Matching for the Best FitA job match includes not only a match in job skills, work history, andeducation to the job but also a match between the supervisor andnew employees, as well.Profile Matching can be done by the following ways:• Invite resumes through Advertisement and matchthem with your job specification.• Search for the resumes through job sites on theinternet matching your job specification.• References or Word of mouth.• Search for candidates in your competitors.• The person whose behavioral style and talent matchesthe profile of the job will do that job the best. They‟ll bethe perfect „fit‟ for the job.
  46. 46. 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 required4. Post the ad in the mediums most likely to reach your potential job candidates5. Develop a series of phone-screening questions6. Review the resumes you receive and identify your best candidates7. Screen candidates by phone8. Select candidates for assessment9. Assess your potential candidates for their skills and attributes using a proven assessment tool10. Schedule and conduct candidate interviews11. Select the candidate12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews13. Make your offer to the candidate
  47. 47. Interview Preparation1. Line - up Candidates2. Form the Interview Team3. Familiarize the Interviewer(s) With the Position4. Establish Criteria for Selection5. Develop Job-Related Questions6. Develop Interviewing Strategies7. Establish a System to Evaluate the Responses8. 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.
  48. 48. Ethics and RecruitmentThe challenge of acquiring large volumes of employable candidatesis so immense that organizations prefer to pass on this task to arecruitment agency. These agencies are faced with their own shareof 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.
  49. 49. Ethics and RecruitmentAssuming you practice ethical recruiting, how can your organizationmeet its needs for talent?There are many alternatives to unethical recruiting and to fillingtalent shortages.• Create a Strong Brand• Hire a Recruitment Process Outsourcing Firm• Look Inside• Short-Term Training and Coaching• Rotations• Educating Hiring Managers
  50. 50. SourcingDefinitionSourcing in personnel management work refers to the identification anduncovering of candidates (also known as talent) through proactiverecruiting techniques.
  51. 51. SourcingSourcing 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
  52. 52. Sourcing Unlocking the Skills to Master Sourcing • Understand • Translate • Start Small • Check • Consider • Don‟t Stop • Be Patient
  53. 53. SourcingUnlocking the Skills to Master SourcingUnderstand - 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.
  54. 54. SourcingUnlocking the Skills to Master SourcingStart 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
  55. 55. SourcingUnlocking the Skills to Master SourcingConsider the Search “A Work In Progress” – Mold and shape your search StringDon‟t Stop Short – Make sure you use all available search strings . – It‟s a numbers game ,take advantage of the existing search and time.
  56. 56. SourcingUnlocking the Skills to Master SourcingBe Patient – Sourcing takes a lot of time and attention. – Don‟t lose your focus.
  57. 57. Sourcing - Types of CandidatesTypes of CandidatesSourcing refers to proactively identifying people who are either •not actively looking for job opportunities (passive candidates) • actively searching for job opportunities (active candidates)
  58. 58. Sourcing - Activities and CategoryActivities and CategorySourcing be categorized based on its activities into •Push activities •Pull activities •Call to Action
  59. 59. Sourcing - TechniquesTechniquesProactive 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
  60. 60. Sourcing - TechniquesTechniquesReactive 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
  61. 61. Sourcing - CV ScreeningCV ScreeningScreening resumes is an important part of the selection process.There are many aspects to consider when screening resumes, suchas the appearance and organization of the resume as well as the jobresponsibilities listed.
  62. 62. Sourcing - CV ScreeningTypes of Resume/CVThere 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.
  63. 63. Sourcing - CV ScreeningSteps 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 lookingfor in their next job
  64. 64. Sourcing - CV ScreeningSteps to follow in CV Screening•Look for a summary statement of qualifications and experience.•Review the most recent employers and the applicant‟s statedexperience, 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.
  65. 65. Interview SchedulingInterview SchedulingBeing a talent acquisition Team, we have to learn a lot about the artof scheduling interviews.Now lets Discuss the Steps involved Interview scheduling.
  66. 66. Interview SchedulingSteps involved in interview schedulingStep 1:When you first call a candidate always introduce yourself and thecompany you represent. Immediately after the introduction, mentionthat “this call is regarding a job opportunity” so that s/he doesn‟tdisconnect 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.
  67. 67. Interview SchedulingSteps involved in interview schedulingStep 2:Make it very clear that you‟re a company and not an HR/RecruitmentConsultancy. Though you/I might not consider this very important, ithas proven to make a difference in the mind of the candidate. Somecandidates don‟t value a consultants‟ call as much as a direct callfrom the company.Step :3Don‟t hold back in saying that you‟ve liked their profile and areinterested to know more about them. This increases their interestlevels and they will be more forthcoming in explaining more aboutthemselves and share info with sincerity.
  68. 68. Interview SchedulingSteps involved in interview schedulingStep 4:If needed, do mention aspects like weekly offs, work timings,freebies, etc. and if you‟re weekly offs/work timings are not veryattractive you can always say “we can talk about it when we meet”,because you might not mind being flexible for the right candidate.Step :5Some job seekers (seasoned ones, especially) are apprehensive ofinterviews 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 aswe’re convinced the candidate is good enough”, don‟t hesitate todrop rigid candidate off your list.
  69. 69. Interview SchedulingSteps involved in interview schedulingStep :6If you‟re alright with considering candidates do inform him/herabout the next levels of interviews.Drop him an email on the time ,date and location of the interviewand the name of the Interviewer.Step :7Some candidates might play tough .Don‟t lose your cool or let yourego come in the way here. Just calmly handle the situation, and useturn the conversation in your favour.
  70. 70. Interview SchedulingSteps involved in interview schedulingStep :6Last 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 interviewYou might think 3 calls are too much, but I can bet that sometimeseven 3 are not enough.

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