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  1. 1. RECRUITMENTS <br />By<br />Ransom Joseph<br />
  2. 2. Recruitment refers to a process of discovering suitable candidates for a job or a function that may be temporary or permanent, usually undertaken by a group of consultants specializing in a particular domain.<br />Recruitment-Definition<br />
  3. 3. The Battle for the Best Hire: RECRUITMENTS<br />
  4. 4. Contents<br />Hiring Process<br /> - Determining requirement<br /> - Short listing <br /> - Interviews<br /> - Exercise–I on Interviewer Style<br />Bad Recruitments <br /> - Overview<br /> - Causes & Errors<br /> - Exercise–II on Costs involved<br />
  5. 5. Hiring Process<br />Shortlisting<br />Determining <br />Requirement<br />Getting <br />Resumes<br />Filtering Candidates <br />(based on technical <br />competency)<br />Interviewing<br />Evaluating <br />+ <br />Selecting<br />
  6. 6. I. Determining Requirement<br />This is the foremost and the most crucial step in the Recruitment process as it lays down the foundation for searching the right candidate. <br />Requirement analysis involves the following steps:<br /> Job Analysis<br /> - Job Description<br /> - Job Specification<br /> Competency Identification<br />
  7. 7. Job Analysis<br />Job Description<br />This identifies the standards which are relevant to a particular job. It may comprise of things like:<br /><ul><li>Job Title
  8. 8. Salary
  9. 9. Key Responsibilities</li></ul>Job Specifications<br />These are the personal specifications that the candidates need to possess to carry out their duties competently. Following are included:<br /><ul><li>Experience
  10. 10. Qualification
  11. 11. Knowledge /Skill-sets
  12. 12. Age group/ Location etc.</li></li></ul><li>Competency Identification<br />Competencies are individual abilities or characteristics that are key to<br />effectiveness in work. They are not “fixed” and can usually be developed<br />with effort and support. <br />Adaptability, Commitment, Motivation, Emotional Stability, Communication<br />Skills, Creativity, Leadership are few examples. <br />Types of Competencies:<br />Core Competencies<br />Threshold Competencies<br />Differentiating Competencies<br />Job specific/Functional Competencies<br />Behavioral Competencies<br />
  13. 13. II. Short Listing <br />Short listing is the transition phase between recruitment and selection. <br />Points to Consider:<br />Evidence of skills, abilities and achievements that match the criteria specified in the job analysis.<br />Qualifications compatible with the dates given.<br />General employment stability - average period in any one job.<br />Previous employers<br />Consistency of Employment - Check that the dates given on the CV match up. Are there any unexplained gaps? If so, find out what the candidate was doing between these dates.<br />
  14. 14. III. Interviewing – The Overall Process<br />Steps:<br />Pre - Interview Preparatory <br />Phase<br />The Interview Itself<br />The Post Interview Assessment <br />And Decision Phase<br />
  15. 15. Pre-Interview Preparatory Phase<br />“A Candidate is an Invited Guest”<br />Entry Process (FIGS)<br />- Find, In, Greet, Search<br />Interviewer Process (JIST)<br />- Join, Inform, Seat, Take<br />Infrastructure (SEE)<br />- Seating, Entry, Extra<br />Interview Plan<br />
  16. 16. The Interview Itself<br />An INTERVIEW is a procedure designed to obtain information from a<br />person’s oral responses to oral inquiries. The “interview” is the focal<br />point of the recruiting process. <br />A GOOD interview results from:<br />Proper Preparation<br />Identifying the candidate’s abilities before discussing the position.<br />Asking a series of open-ended questions<br />Evaluating interview results.<br />Briefly:<br />Purpose of an interview is to collect evidence.<br />Do not judge a person during the interview, one may get biased.<br />Should not have more than 3 rounds of interview.<br />
  17. 17. Attitude Of An Interviewer<br />Not to prove clever<br />Not to catch the person out<br />Not to judge while interviewing<br />Get information in a comfortable way<br />Understand the real person in terms of <br /> key behaviors looked at<br />Skills of a GOOD interviewer<br />Body Language<br />Listening<br />Questioning Method<br />Styles<br />
  18. 18. Tips<br />Always conduct the interview at the scheduled time. If delayed due to any emergency, do keep the candidate informed. <br />Establish Rapport – Start putting the person at ease. As a rule, all applicants should receive friendly and courteous treatment not only on humanitarian grounds but because your reputation is on the line.<br />Avoid questions that can be answered in a YES or NO. Ask more of Open-ended questions. <br />While asking for candidate’s accomplishments or strengths/weaknesses, also ask for examples narrating the same. <br />While concluding the interview, ask if there is any additional information that the candidate wants to add or if he/she has any queries.<br />
  19. 19. Tips<br />Always “Thank” the candidate and Inform next steps toward the end. <br />Try to end all the interviews on a Positive note. In cases of Rejection, it should be communicated diplomatically. <br />Eg: “Although your background is impressive, there are other candidates who are a better fit for our requirement.”<br />Walk him/her OUT.<br />Make him/her leave with a positive mindset; it helps in Brand Building. He might go out and talk good about your organization and refer you to Others. <br />A candidate’s thought process, when he leaves after the interview, plays a major role in taking a decision whether to join your company or not. <br />
  20. 20. Post-Interview Assessment And Decision<br />Systematically assess the evidence<br />While assessing concentrate on the past behavior as indicators of motivation, attitudes, values, personal qualities and abilities. <br />There is little correlation between the past behavior and likely behavior in the actual environment and conditions of work. <br />Reference checks can be really helpful while taking decisions. <br />
  21. 21. Exercise - I<br />Interviewer Style<br />Driver <br />Amiable<br />Analytical<br />Expressive<br />Which one are you….???<br />
  22. 22. ANALYSIS<br />
  23. 23. Bad Recruitments <br />Bad appointments affect the company, the individual and you. <br />The wrong person doing the wrong job is harmful to the company’s health. <br />How to identify a Bad Recruitment..?? <br />The employee has one or more of the following attributes:<br />Cannot do: Skill sets are lacking<br />Will not do: Attitude is lacking<br />Does not know what to do: Knowledge is lacking<br />Errors<br />Choose the wrong person<br />Reject the right candidate<br />
  24. 24. Bad Recruitment: Causes<br />Biased evaluation, due to:<br />- Halo/Horn Effect: One good thing<br /> makes you think that everything <br /> else is good and Vice versa.<br />- Stereotyping: Specific category<br />- Similar-to-me-effect<br />- Contrast Effect: You find a trait <br /> that you lack in.<br />- First Impressions<br />Poor analysis of job function<br />Inadequate initial screening, interviewing <br /> & questioning techniques<br />Poor utilization of second opinions<br />References were not checked<br />
  25. 25. Exercise - II<br />This exercise will give you an insight as to how much cost is involved in one recruitment error.<br />Cost Heads<br />Direct Recruitment<br />Induction<br />Stabilization<br />De-motivation<br />Client Related<br />Leaving<br />To Conclude<br />Bad recruitment costs nearly 2-4 times of CTC of the recruit.<br />Replacement cost is the most visible cost<br />Better planning for selection process is vital for ensuring that bad recruitments do not occur. <br />
  26. 26.<br />Keep your head and your heart in the right direction and you’ll never have to worry about your feet...<br />THANK YOU!<br /> <br />GSHR<br />