Recruitment janurary 2016 batch

1. all HR buddy’s
welcome to
Recruitment and Selection
Course
2016 Jan term

2. Recruitment
and Selection
course

4. Nature of work of HR
• HRD
• HRM
• IR/PM
• Legislation
• Welfare
• Public Relations and corporate affairs

5. % of work of HR
• Training 20
• R / S 40
• Performance Management 20
• Others 20

6. Mis-conception on Recruitment
• I don’t want this vertical
• Cant go for General profile/ role
• Want to have general role
• Will be stuck, forever
• Only CV to be scanned
• Only to line-up candidates, ……
• and so on…..

7. As HR students
• importance of recruitment
• Process and procedure
• understand all steps followed in an effective recruitment process
• calculate costs associated: Advt, D-Day, etc…
• Various methodology
• Challenges and oppournities
• Selection, Interview,
• Closing formalities
• et al

8. How does HR work look like in 2020
Trends
• Analytics
• Big Data
• Temporary workers
• Referrals
Issues
• Engagement
• Retention
• Comp and Ben
• Health focused
• Gen Y….. Also Gen X
Multiple Roles

9. • analyze requirements and create competence map formats
• screen and shortlist application using motivational and image checkpoints
• conduct behavioral & functional Interviews efficiently & effectively
• Create positive perceptions among candidates
• effectively evaluate the candidate on behavior, skill and knowledge- KAS
• understand the role of non interview techniques in evaluating candidates- Body language
•Pre
Recruitment
First
•During
Recruitment
Second •Post Stage
Third
Major Role of HR Manager in Recruitment times

10. Pre Work
During
Tests
Interview
Letter/
Selection/
Appointment
Induction
Cycle of Activity

11. Pre Work
15%
During
Tests
20%
Interview
25%
Letter/
Selection/
Appointment
20%
Induction/
Deployment
20%
Cycle of Activity

12. 15JBS222 - RECRUITMENT AND SELECTION
40 hours
Learning Outcomes:
To make the participants understand the principles in recruitment and selection
To apply the knowledge gained in the current business environment
• Module 1: Human Resource Planning 8 hours
The role of Human Resources Planning
The process of Human resources planning
Estimating future human resource requirements
Understanding the Labor market
• Module 2: Job Analysis and competency mapping 8 hours
Job analysis; Methods of collecting Job analysis information
Writing Job descriptions and job specifications
Competency based HRM; Developing a competency framework
Analyzing roles
• Module 3: Recruitment 8 hours
Defining requirements
Attracting candidates
Advertising
E-recruitment
Outsourcing recruitment
Application forms
Alternative staffing options (Recruit Agencies)

13. • Module 4: Selection 8 hours
Choice of selection methods
Preliminary screening
Selection interviewing-advantages and disadvantages
Planning and structuring the interviews
Interviewing techniques
• Module 5: Testing 5 hours
Selection tests
Characteristics of a good test
Types of tests
• Module 6 Completing the recruitment and selection process 3 hours
Reference checks
Recommendations
Physical examination
Offers & Appointment letters

14. Why is Recruitment considered critical !!!

15. Why critical !!!
Effects the company
Culture
Profits
Brand
People
Workplace
Et al….
’You need to have the right
person at the right place and
right time to get the work
right and in the right fashion”

16. Rationale
• Acquiring and retaining high-quality talent is critical
• Job market becomes increasingly competitive
• Poor recruiting decisions can produce long-term negative effects
• High training and development costs to minimize

17. Recruitment
Human Resource Planning

18. Recruitment
Human Resource Planning
Recruitment is described as “the set of activities and processes used to
legally obtain a sufficient number of qualified people at the right place
and time”

19. Human Resource Planning- The Process
The process of finding and hiring the best-qualified candidate (from within or outside
of an organisation for a job opening, in a timely and cost effective manner. The
recruitment process includes analyzing the requirements of a job, attracting
employees to that job, screening and selecting applicants, hiring, and integrating the
new employee to the organization….
Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation…….
Recruitment is the process to “discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
working force…….

20. Example of the Basic Human Resources
Planning Model
Organizational
Objectives
Human Resource
Requirements
Human Resource
Programs/ Roles
Feasibility
Analysis
1 2 3 4

21. mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s
business
setting goals and
objectives
determining how to attain
goals and objectives
determining what jobs need to be
done and by whom
matching skills, knowledge,
and abilities to required jobs
Linking Organizational Strategy to HR Planning

22. Factors Influencing Recruitment
Size of the Enterprise
Culture
Brand/ Visibility / Image/ Goodwill
Business in
Board of Management
CEO V’sion
Employment conditions
Salary structure and working conditions
Supply – Demand- ??
Internal
factors
External
Factors
Other
Factors

23. Module 2
REQUIREMENT ANALYSIS
Competency
Job related
analysis

24. Requirement analysis is a job analytic approach that
attempts to describe the competency required by
the person on the job to perform a job satisfactorily
Competency is the characteristic of person, which
helps to perform the superior and accurate

25. Competency:
– General
– Technical
– Subject/ Domain
– Leadership
– Competency Architect
• Core Competency
• Functional Competency
• Job Related

26. 26
HR Competency domains
Core Competency…. Which are rare
Level Competency …. Which are essential
Role Competency …. Non-substitutable

27. As an HR
Professional/
Manager/ Executive,
what ……
• Knowledge
• Skills
• Abilities
• Work Style
• is needed !!!!!

28. Knowledge
• Personnel and Human Resources — Knowledge of principles and procedures for personnel
recruitment, selection, training, compensation and benefits, labor relations and negotiation, and
personnel information systems.
• Administration and Management — Knowledge of business and management principles involved
in strategic planning, resource allocation, human resources modeling, leadership technique,
production methods, and coordination of people and resources.
• English Language — Knowledge of the structure and content of the English language including the
meaning and spelling of words, rules of composition, and grammar.
• Customer and Personal Service — Knowledge of principles and processes for providing customer
and personal services. This includes customer needs assessment, meeting quality standards for
services, and evaluation of customer satisfaction.
• Law and Government — Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political process.

29. Skills
• Active Listening — Giving full attention to what other people are saying, taking time to understand
the points being made, asking questions as appropriate, and not interrupting at inappropriate
times.
• Management of Personnel Resources — Motivating, developing, and directing people as they
work, identifying the best people for the job.
• Social Perceptiveness — Being aware of others' reactions and understanding why they react as they
do.
• Speaking — Talking to others to convey information effectively.
• Coordination — Adjusting actions in relation to others' actions.

30. Abilities
• Oral Comprehension — The ability to listen to and understand information and ideas presented
through spoken words and sentences.
• Written Comprehension — The ability to read and understand information and ideas presented in
writing.
• Oral Expression — The ability to communicate information and ideas in speaking so others will
understand.
• Speech Recognition — The ability to identify and understand the speech of another person.
• Written Expression — The ability to communicate information and ideas in writing so others will
understand.

31. Work Style
• Integrity — Job requires being honest and ethical.
• Stress Tolerance — Job requires accepting criticism and dealing calmly and effectively with high
stress situations.
• Leadership — Job requires a willingness to lead, take charge, and offer opinions and direction.
• Dependability — Job requires being reliable, responsible, and dependable, and fulfilling
obligations.
• Initiative — Job requires a willingness to take on responsibilities and challenges

32. Module 2
REQUIREMENT ANALYSIS

33. job analysis process
job descriptions job specifications

34. How do you write
JD…..• Knowledge
• Skills
• Abilities
• Work Style

35. The job analysis creates the following three steps
How do you write JD…..
– Motivational Job specification
– Creation of Functional specification
– Creation of Behavioral Specification

36. MOTIVATIONAL JOB SPECIFICATION
– Interest in the job composition
– Salary expectations
– Interest in potential future job aspects
– Attitude towards Travel/Mobility/ Timings
– Attitude towards other dissonance factors like
• dealing with difficult customers
• high job pressure
• poor working environment
• any hazardous aspects
• working with unknown brands
• contractual employment
• work under dictatorial leadership
Benefit check points- CTC, non monetary, Bonus, Perks, …..

37. CREATION OF FUNCTIONAL SPECIFICATION
Details the skills, experience, abilities and expertise that are
required to do the job
person specification required like age, sex, experience,
qualification, additional qualification
job description: Company Roles, duties, responsibilities,
essential skills from the desirable ones.

38. Creation of Behavioral Specification
Maturity
Emotional Quotient
Self Management
Group Working
Organisational Expectations

39. What competency are future HR leaders
going to need !!!!!

40. Skills and Competency
Basic Skills
Technical Skills
Social Skills
Complex Problem Solving Skills
Writing
Speaking
Mathematics
Critical Thinking
Learning
Coordination
Service Orientation
Negotiation
Quality Control Analysis
Technology Design
Operations Analysis
will-defined problems ,
real-world settings

41. HR Management
Functions

42. ELEMENTS FOR HR SUCCESS
Competency Model for HR

43. 1. Human Resource Technical Expertise and Practice
2. Relationship Management
3. Consultation
4. Organizational Leadership and Navigation
5. Communication
6. Ethical Practice
7. Critical Evaluation
8. Business Acumen
ELEMENTS FOR HR SUCCESS
Competency Model for HR

44. Competency 1
Human Resource Technical Expertise
and Practice
Workforce Planning and Employment
Compensation and Benefits
Risk Management
Employee & Labor Relations
HR Technology
Talent Management
Relevant laws, legal rulings, regulations

45. Competency 2
Relationship Management Business Networking Expertise
Customer Service (internal and external)
People Management
Negotiation and Conflict Management
Community Relations
Mentorship
Employee Engagement
Teamwork
Mutual Respect

46. Competency 3
Consultation Coaching
Project Management
Analytic Reasoning
Problem-solving
Creativity and Innovation
Talent Management / People Management
Time Management

47. Competency 4
Organizational Leadership and
Navigation
Resource Management
Project Management
Change Management
Political Savvy
Influence
Consensus Builder

48. Competency 5
Communication Verbal / Written Communication Skills
Presentation Skills
Meeting Effectiveness
Social Technology and Social Media Savvy
Public Relations

49. Competency 6
Ethical Practice Rapport Building
Trust Building
Personal, Professional, and Behavioral Integrity
Professionalism
Credibility
Personal and Professional Courage

50. Competency 7
Critical Evaluation Measurement and Assessment Skills
Critical Thinking
Problem Solving
Curiosity and Inquisitiveness
Research Methodology
Decision-making
Knowledge Management

51. Competency 8
Business Acumen Business Knowledge
Economic Awareness
Knowledge of Finance and Accounting
Knowledge of Sales and Marketing
Knowledge of Technology
Knowledge of Business Operations/Logistics
Knowledge of Government and Regulatory
HR and Organizational Metrics/Analytics/Business
Indicators

52. t h e s a y i n g….
we can be knowledgeable with other mans knowledge,
but we cannot be wise with other mans wisdom…….

53. 53
Module 3
Recruitment Process

54. 54
Module 3
How is the process Recruitment
Process ?????

55. 55
Manpower Planning
Recruitment
Process
Forecasting/ Estimating Future Human Resource
Needs
Planning for the status quo
Rules of thumb
Unit forecasting
The Delphi method
Scenarios
Computer simulation

56. 56
Manpower Planning
Job Open
Advertisement
Accepting Application
Application Review
Lining-up Candidates
Walk-in
Written Testing
Oral Interaction
Recruitment
Process

57. 57
Cont:
• Interview
• Final Interview
• Selection
• Test
• Psychological
• Job related
• Medical
• Other
Call Letter
References
Training – Placement – Orientation
Recruitment
Process

58. the art & science of making it at
interview
CMS Business School / Bangalore

59. How many have experienced and
how was it !!!!!

60. Experience like this……
• Anxiety
• Nervous
• Taken back
• Angry
• Surprised
• Totally Blank
• Cool
• Good
• ok ok
• Mixed reaction

61. 5 Things….
• Be Aware of Yourself
• On The Day of the Interview
• During the Interview
• After the Interview
• Emotional and Behavioral preparation

62. How To Make A Favourable
Lasting I m p r e s s i o n

63. 63
3 ‘P’
P r e p a r a t i o n
Preparation
P r e p a r a t i o n

64. 3 things why we fail
in interview
Knowledge
Attitude
Skills The other most crucial thing….
confidence
CMS Business School / Bangalore

65. CMS Business School / Bangalore
55% of what people perceive of
others comes from body
language and facial expressions
38% comes from tone of voice
7% is based on the actual words
people use
FACTOID

66. CMS Business School / Bangalore
15% Making Up Answers
71% Failing to do Research
28% Being too Quiet, not asking
questions
16% Confused, vague responses
50% Not looking interested
43% Not dressing appropriately
36% lying about achievements
12% Bad mouthing of ex-employer
Don’t GOOF-UP during Job Interview
Appeared in The
Economic Times
WEALTH, April
11-17, 2016, p:
14-15

67. CMS Business School / Bangalore
18% Explaining their Skills
52% Explaining their current Job responsibilities
20% Explaining how they are fit for the job
6% dates of employment
Where candidates fumble the most

68. Research…… Research……
copies of the advertisement
the Job Description
Person Specification
Application Form
CMS Business School / Bangalore

69. The right kind of greeting / entry
the introduction
CMS Business School / Bangalore

70. the introduction
Opening relate to Central Theme /
Meaningful/ brief
No Negative start/
Purpose
Decide what to say at what time
Visualize its possible consequences
Arrange your ideas or talk in
sequence
Should build goodwill
Too many technical words / jargon avoid
Too long sentence
Give background
Don’t prejudice…….. have an open mind
Avoid Halo Effect
Be Clear
CMS Business School / Bangalore

71. offer a firm handshake / namasthe
shows the confidence
CMS Business School / Bangalore

72. shows the confidence
Be positive in approach
Be polite and courtesy
Be assertive
Be patient
Avoid vagueness
Judge the reaction after or in-between
the talk
CMS Business School / Bangalore

73. Talk with a firm voice
Talk politely
Don't slouch in the chair
Body language - it says a lot about you
Dress for the occasion
Expect the unexpected
On the hot seat
Work on your language skills

74. Pre preparation
People
Policy
Strategy
Updates in paper/ journal/ business magazine
Products and Services
Market Share
Financial Status
History
Culture
Vision
Mission
Objectives / Philosophy / Principal
Future Plans

75. Before the Interview
• size of organization
• location of facilities and offices
• structure of organization - by product line, function,
• past, current & potential growth
• types of clients
• service
• any unique practices
• people practices

76. • potential markets, products, services
• price of products or services
• present value and structure of assets
• Recent items in the news
• who the competition is
• training provisions
• Others you know in the organization
• Vision of the CEO
Before the Interview

77. g’ morning
Pre preparation before Interview

78. Expected Format……..
– QUESTIONS ABOUT YOURSELF
– QUESTIONS ABOUT YOUR CAREER GOALS
– QUESTIONS ABOUT SCHOOL EDUCATION / College/ Professional Course
– PREVIOUS EXPERIENCE QUESTIONS
– QUESTIONS SPECIFIC TO THE COMPANY/JOB
General Questions and Discussion

79. Tell me about yourself.
What do you consider to be one of your weaknesses (strengths)?
What is unique about you?
What qualifications do you have that indicate you will be successful in your field? How would they relate to our
position? What do you have to offer?
What are your own special abilities?
What new skills or capabilities have you developed over the past year?
What have you done which shows initiative and willingness to work?
What are your greatest work and non-work accomplishments during the past two years?
Describe three things that are most important to you in a job?
What motivates you?
What have you been doing since your graduation from college? Since you left your last job?
How would a co-worker, or friend, or boss describe you?
• What are your interests outside of work, college?
• What qualities do you admire most in others?
• How would you describe your own work style?
QUESTIONS ABOUT YOURSELF

80. • Where do you see yourself five/ten years from now?
• What type of position are you interested in?
• What are your salary requirements--short term/long term?
• What is success? What personal characteristics will contribute to your
success?
• How will employment with us contribute to your career plans?
• What do you expect from a job?
• What are your career objectives - short and long term?
• This job is a total change from previous employment. How does it fit
your career goals?
• What are your location preferences?
QUESTIONS ABOUT YOUR CAREER GOALS

81. Triangle of Success
Knowledge

82. • How does your education relate to this position (or how does your
education prepare you for this position)?
• What activities did you engage in at college?
• What classes did you like most in college? Least? Why?
• Why did you decide to go to _______________ college?
• Why did you choose your particular specialization?
• Describe your academic strengths and weaknesses?
• What are your plans for continuing your education?
• What career related skills do you possess as a result of your academic
preparation?
• What have you read recently in your field?
QUESTIONS ABOUT SCHOOL EDUCATION

83. Types of Interview…..
Explorative
Technical Descriptive
General
Discussion
Structured
Focused
Stress ????????

84. • What have you learned from your past jobs?
• How often, and in what way, did you communicate with your
subordinates and superiors?
• What were the biggest pressures on your last job?
• What challenges did you face in your last job and how did you
overcome them?
• What were some of your biggest achievements in your last job?
• How did your job description for your last job change while you held it?
• What specific skills acquired or used in previous jobs relate to this
position?
• How does your previous experience relate to this position?
• Why did you leave your last job?
• What did you like most/least about your last job?
• Whom may we contact for references?
PREVIOUS EXPERIENCE QUESTIONS

85. • Why should we hire you?
• Why do you want to work here?
• What do you know about this organization?
• What salary do you expect?
• Why do you think you would like this type of position? Company?
• What kind of boss do you like to work for?
• How long do you intend to stay here?
• What do you think determines a person's progress in an organization?
• What interests you about our product or service? How would you
improve it?
• What do you think would be your greatest contribution to our
operation?
• How do you solve problems?
• When can you start to work?
• Can you travel overnight?
QUESTIONS SPECIFIC TO THE COMPANY/JOB

86. 10 Very Quick TIPS
• Research
• 10- 15 Minutes before arrive
• Dress the part
• 2-3 additional bio data (color)
• Expect the unexpected questions
• Firm handshake (body language)
• Sit/Stand/ Eye Contact
• English/ Language/Voice/Tone
• Mail the thanking letter
Your Own Personality

87. module 4
[ next half ]
Behavioral Skills during Interview

88. Exposure
Experience
Education
3E…….
There are many ways to do assessment……
Interview
Group assessment
Psychometric tests
Non-Validated techniques like graphology
Behavioral Assessment

89. ….. UNDERSTANDING THE PSYCHE / MIND
….. UNDERSTANDING THE PERSON / PERSONALITY

90. …… ASSESSMENT ……. WHAT TO ASSESS
Knowledge
Functional Skills
Traits
Abilities
Image and Motives
Social skills
Organizational fit
Required work behavior
Personality
Self image and motives

91. CMS Business School / Bangalore
No EGO
Solid EYE Contact
Good Posture
Natural Gesture
Voice and vocal variety
Effective use of Language and Pauses
Active Listening involvement
Behavioral Skills during
Interview
Nod the head
In between Yes/ NO/ A minute
Listen with a purpose
Hold Anger / Temper
Speak to the People
Smile to the People
Call People by Name
Generous in Praise / Appreciation
Considerate Feelings towards others
Make other persona feel important
Don’t critics, condemn or complain
Ask relevant questions

92. Behavioral Based Interview Questions
• Goal: Find out what the candidate has done in the past in order to best
predict what the candidate would do in the future
• Ask about specific experiences that the candidate has had where that
candidate exhibited the competencies that are needed for the job
Examples:
• Tell me about a time when you resolved a problem for an angry client.
• Can you give me an example of how you have persuaded executives to
see your point of view in the past?
• Describe an innovation that you proposed for a previous employer
• In your position as _________, how did you determine which duties to
delegate to subordinates?

93. corporate want with these stuff….
Smart
Energetic
Innovator
Talent
Performance
Best / Good
Class
Quality
Excellent
Effective
Results
Master………
CMS Business School / Bangalore

95. Sources of recruitment
To get better people in front of HR, put a better system behind HR

96. what makes us happy to come to work !!!
[ Doing tasks that have meaning for me ]

97. Sources of Recruitment
Internal
External

98. Sources of recruitment
Internal :
– Job Posting
– Employee Referrals
• Current employees
• Former employees
• Transfer
• Deputation
• Lien
• Word of Mouth
• Reference

99. Sources of recruitment : External Sources
• Employment agencies
• Executive search firms
• Local advertising:
– Newspaper
– Professional Journals / Newspaper
• Internships
• Job fairs
• College recruiting
• Walk-in candidates

100. 100
Other Methods used for Recruitment
• Traveling Recruiters
• Walk in application
• Journals/ Magazine
• TV/Radio
• Employment Services (Exchange)
• Trade fair / Education Fair
• Government Agencies
• Career Advisors
• Students Societies
• Educational Meetings…….

101. 101
Other Methods used for Recruitment
• Labour Contractors
• Direct Employment or Recruitment Notice at Factory Gate
• Re-employment of ex-employees
• Job Portals
• ………

102. 102
Key Strategy Recruitment Questions
• What type of individuals should be targeted?
• Where can these people be found?
• When should the recruitment campaign begin?
• How can the targeted individuals best be reached?
• What recruitment message should be communicated?
• What type of recruiters should be used?
• What should be the nature of a site visit?
• What should a job offer entail?

103. 103
Important Recruitment Metrics
Time-to-hire
Cost of filling the position
New employee retention rate
New employee performance level
Hiring manager’s satisfaction with the recruitment process
Applicants’ perceptions of the recruitment process

104. Technology and Recruiting
Job search sites….. Video recruiting
LinkedIn / Facebook / MySpace……..

108. Social Media Galaxy

110. 110
Job Applicant-Related Variables That Affect the Recruitment Process
1. Attracting the attention of targeted individuals.
2. Generating individual interest in a job opening: – Position attractiveness.
3. Expectation of a job offer.
4. Accuracy of the applicant’s position expectations.
5. The applicant decision-making process: – The decision to apply.
6. The decision to remain a candidate during the entire recruitment process.
7. The decision to accept a job offer if one is extended.

111. 111
Positive Impression Reflections…..
Employer Proposition

112. 112
• Make feel good that day
• How WE are….. Brand
• Shares offer
• Job Shadowing
• What are the benefits, if you are with us
• Career Progression
• Salary and Benefit Fitment
• Job simulation for dissonance / Gamification
• Films
• Key areas are visited
• Key people are introduced
• Social events

114. 114
Positive Impression Reflections…..
“They called me regularly to see if I had any questions. That showed they were really interested
in me.”
“My mom was ill and I had to cancel a site visit. They sent a huge bouquet of flowers…they made
me feel important.”
“Consciously, the recruiter doesn’t matter, but I’m sure that subconsciously it does. If a person
makes you feel more comfortable, then you’ll feel more comfortable about the job.”
“I assumed I was going to get a ding letter, which usually happens when you don’t hear from a
company within a few weeks. So I started to look at other options, and I didn’t take that company
as a serious option.”

115. 115
Positive Impression Reflections…..
“…and I thought to myself, if this is the way that they treat you when they are recruiting you, how
are they going to treat you once you’re an employee?”
“I generalize a lot about the company from their representative. If that person is not very sharp,
does not seem particularly interested in me, or asks the same questions as every other recruiter,
it does not impress me.”
“I think a lot of people look at recruiting practices as reflective of the company, and in many cases
that’s absolutely accurate. Despite the fact that other factors matter, people do make choices
based on how they’re treated.”

116. Guidelines for
Recruiting and
Selection….1
• Remember that nondiscrimination rules
apply.
• Documentation and support for decisions.
• Privacy protections need to be in place.
• Fitment between Organization and Person.
• Assess Competency and Skills for each
particular job(s) ….
©SHRM 2009 116

117. Guidelines for
Recruiting and
Selection….2
• Identifying who should be recruited.
• Reaching targeted individuals.
• Determining the best timing for
recruitment.
• Designing a recruitment message.
• Evaluating past recruitment efforts.
• Managing the entire recruitment
operation.
©SHRM 2009 117

118. Roadblocks to
Innovative
Recruiting
• We have always done in this way… mentality
• Office Politics
• Budget Constrain
• No support from Leadership
• No/ Less database
• Social Media not used
• Time constrain
• ……
©SHRM 2009 118

119. Why Microsoft is the best: Talent Acquisition Strategy

120. That “worth 300 times more than average”

121. Detect talents in its infancy
• Their recruitment methodology used
• Contests and mathematical problems placed
in technology magazines universities
• Answers along with their resumes

122. Challenging interviews and selection process
• Several weeks
• Technical questions are alternated with “brain
teasers” as curious as ……
– how many golf balls fit in a school bus? Or
– how much would you charge for cleaning all windows in Seattle?

123. Speed up the on boarding process
• Culture transfer
• With Seniors very close
• 20% on own projects

124. BAD RECRUITMENT

125. We say bad recruitment occurs in three
situations
• Can not do: The person lacks the skills
required
• Will not do: The person lacks the attitude
• Does Not Know what to do: The person lacks
the Knowledge

126. Bad Recruitment Costs
Normally costs of bad recruitment vary
between 1-2 years of salary for executives and
1-4 years of salary in case of managers

127. Direct Recruitment Costs (3-6 months)
• Advertising
• Travel and stay
• Time costs of people concerned

128. Induction Costs (1-2 months)
• Administrative costs
• Relocation costs

129. Stabilization costs (2-6 months)
• Learning time
• Mentoring and Team time

130. De-motivation Costs (1-2 years)
• Unproductive time
• Other People leaving
• Team Loss

131. Client Related (1-2 years)
• Internal / External Client loss
• Future business loss

132. Leaving Costs (1 month)
• Other people leaving
• Redundancy costs
• Handover costs

133. Also, Bad Recruitment happens…..

134. Poor analysis of job function- / Job description
A through JD of each job

135. • Poor analysis of necessary personality-skill
profile

136. Inadequate initial screening- skills required to
screen

137. • Inadequate interviewing techniques-
methodology

138. Inadequate questioning techniques-skills

139. Poor utilization of second opinions-any other
ways

140. • References were not checked- how to go
about

141. Determining
requirements
Sourcing & Shortlisting
Interview Methods
Selection & Reference
Check
Non Interview
Methods
Assessment Techniques
OVERVIEW OF HIRING PROCESS

142. Determining requirements
Do you require …..
Technical skills? Communication skills?
Creative Skills? Public Speaking Skills?
Law Skills? ………
Marketing / HR / Finance / Consultancy / Research ………

143. create an Job advt…..

144. to
C
O
M
M
U
N
I
C
A
T
e
objectives
……………………….
attention
excited
C
R
E
A
T
e
stand out from the rest
brand
i m a g e
……………………….
urge
differentiate from others
create new demands positive perception

145. somebasics
defining your audience
crafting your message
placing your advt
establishing a digital, competitive, and editorial presence
working with advertising partners
working with an advt agency

146. About Job
Company
History
JD
Contact Details
Dates
To avoid
Pay
Race
Religion
Caste
How do you want to tell
Story
Incidence
Happening
Real time situation
Improve life of people
How one became Rich
essentials

147. competency…… skills

148. c
R
E
A
T
I
V
E

149. competency…… skills
comm
unication
writtin
gProject Management
Detail oriented
Negotiation + Discussion
Re+search
Storytelling

150. H
O
R
D
i
N
g
typesofadvt…
P
A
P
E
R
J
O
U
R
N
A
L
s
Broadcast
Scroll

155. Looking for that face, who can face the challenges and move on
you

157. contents
avoid
must
may be
sure
5 ways to
make your
JOB AD
stand out
……………………….

158. Job letter / offer letter

159. contents
• Congrats
• JD
• Role and responsibility
• Terms and conditions
• Working conditions and conditions of work
• Special Instructions
• Perks / Benefits / Bonus…….
• Reporting system
• Pay day
• Legal deductions
Offer Letter
Joining Letter

160. Module 5
Testing
• Selection tests
• Psychological Analysis
• MBTI
• et al……
©SHRM 2009 160

161. Mode of getting the CV
Checklist for shortlist

162. CV Getting
– On line / portal
– Hard copy
– Paper advt
– Campus
– Network
– Referrals
– Past data base
– Consultancy
– Employment Bureau
– Community Centers
– Research centers
– IJT….. Internal job transfer / bring your own buddy

163. Checklist in CV / Shortlisting
Academic achievements
Experience
Skills / Competency
Leadership
Proven track record
Other achievements

164. Interview: Pre-Screen Interview Questions
What kinds of questions elicit the most informative responses?
• Structured interview
• Open ended questions
• Behavioral interview questions

165. Interview: Pre-Screen Interview Questions
• What prompted you to apply to our company?
• What are some of the things that you value in an employer?
• How would you describe your work style and your work ethic?
• How do you continue to stay current with trends in your field?
• What have you done in the last year to continue your learning/education?
• If you had only on word to describe yourself, what would it be? Why?

166. • What challenges do you foresee in this type of job and how would you
overcome them?
• What are the clues you have come to recognize you are under too much
stress?
• Would you feel comfortable with us contacting your Boss(es)? Peers?
Subordinates? Customers?
• What do you think they (above) would say about you?
• Describe an instance when you had to overcome a difficult situation. How
did you do it?
• What do you like most about your current position? Why? What do you
like least? Why?
• When did you last receive feedback at work that made you feel proud?
When did you receive criticism that upset you?

167. • Describe a situation where multi-tasking was necessary to complete a
specific goal. How did you feel about that situation?
• Do you have any specific salary requirements?
• What resources do you use to manage your time? May we see it in a
follow-up interview?
• What is your motivation to succeed?
• What do you need your next employer to provide for you to succeed?

168. • Interview and Non Interview
Formal
Behavioral
Assessment Techniques

169. Interviewing -- Guidance on Appropriate
Questions
Laws that affect the interview process

170. Ask:
Are you old enough to do this type of work?
Can you supply transcripts of your education?
• What to ask and not ask
• Age
– Instead of:
• When did you graduate?
• When do you intend to retire?

171. • Sex/marital status
– Instead of:
• Are you married?
• When do you plan to start a family?
• Do you have children?
Ask:
Are you available to travel frequently?
Can you work overtime with no notice?
Can you work evenings and weekends?
When we check references/do a background check, are there other
names we should look under?

172. • Financial Status
– Instead of:
• Do you own a home/car?
• Have you ever filed for bankruptcy?
Ask:
Will you sign a form authorizing us to perform
a credit check?

173. Realistic job previews (RJP)
An overview of the job demands
with questions to confirm interest

174. Job Demands
Job related: Maturity, Emotional Intelligence, Education, Experience,
Excellence, Effectiveness, Communication, Creativity, ,,,,,,,,,,
Person related: Age, Sex, Martial Status, socio-Economic status, …….
Organisational Fit related: Next slide

175. Organizational fit questionnaires
Questions that evaluate company relevant factors
such as team based, entrepreneurial, traditional, ROI,
KPA, KRA……etc.

176. Skills testing questionnaires
K-S-A needed
Aptitude testing (problem solving, critical reasoning, etc.)

177. Work-style or occupational personality
profiling
(e.g., persuasiveness, detail orientation, rule following,
optimism, goal orientation, data rational, boredom proneness,
etc.)

178. Situational jugement questionnaires
Simulations
Given a scenario - choose a response
Virtual job tryouts

179. 179
Employer Attractiveness Dimensions
• Interest Value: The extent to which an individual is attracted to an
employer because of the excitement and creativity of the work
environment.
• Social Value: Attraction based on a collegial work environment with good
team atmosphere.
• Economic Value: Attraction based on salary and benefits.
• Development Value: Based on recognition of work and career-enhancing
opportunities.
• Application Value: The employee’s ability to apply what they have learned
to teach others and interact with customers in a way that is positive and
humanitarian.
:

180. Employment Branding Activity
• Take out the recruiting advertisement/job
announcement you found.
• Share your advertisement or job announcement
with a partner and answer the questions on the
next slide.
• Be prepared to discuss your answers with the
entire class.

181. Discussion Questions
1. What are the key messages expressed in the advertisement
or job announcement?
2. How does the advertisement communicate what it is like to
work at that organization?
3. Would this job announcement appeal to the types of
employees the organization is seeking? Why or why not?
181

182. Selection and Reference check
Rules/ Code/ Standing Orders
Mode to get info…

183. RECRUITMENT METRICS

184. Efficiency Metric
The extent to which time or effort is well used
for the intended task or purpose
Ratio of output to input, terms of:
Time
Cost
Speed

185. The formula
• Cost per Job filled
• Time Per job filled
• Actual time spent in interviews and the
selected process
– CV screening
– Committee
– Logistic
– Outscored, if any

186. Effectiveness Metric
whether the process is successful in producing
suitable candidates for the desired positions
effectiveness metrics are more goal oriented

187. The formula
Retention Rate in the first 6 months
Number of jobs filled
No of candidates applying
No of candidates shortlist versus selection
Job satisfaction – 3 months later
Satisfaction of hiring manager with person recruited

188. YIELD RATES PYRAMID
New Hires
Candidates interviewed
(3:2)
Offers made (2:1)
Leads Generated (6:1)
Candidates invited (4:3)

189. Global Volatility Raises Attraction and Retention Stakes for
Employers and Employees Alike
To what extent is your
organization experiencing
problems
attracting/retaining
employees in the following
groups?
Problems attracting* Problems retaining*
All employees 31% 25%
Critical-skill employees 72% 56%
High-potential employees 60% 55%
Top-performing employees 59% 50%

190. Cost Heads……
• Direct Recruitment Cost
• Reference/ Consultants/ Agencies
• Advertisement
• Training Costs
• Coaching
• Induction Cost….. Outside experts/ insider trainers
• Relocation costs/ Leaving costs
• Joining Bonus…. Dues from old company to fix
• Interview costs
• Process / Operational cost
• Clients related costs
• Infrastructure costs

191. • Stabilization costs
• Socialization process
• Finding feet in the process
• Comfort level efforts
• Demotivation cost's
• Brand lose
• Cost in/ for ……
– Attitude
– Clients not happy
– Project delay/work delay
– Oppournities costs

192. • Perceptual Metrics
Candidates and new employees perceive
about the recruitment process

193. The Formula
• Perception of new joinees towards the system, organization
and environment
• Candidate perception about the process
• Employment branding leading to preferential treatment by
colleges/ institutions
• Referrals by candidates

194. Six Sigma in Recruitment Process
• systematic, scientific, data driven approach
that leads to the best possible process
• set defined measures and actions while
conducting the recruitment process

195. i. Understanding of hiring needs from departments properly
ii. Identifying the right approach for recruitment drive
iii. Selecting the message (including introduction to company and career
prospects)
iv. Selecting the right media and short-listing mechanism for recruitment
vi. Making the offer with terms and conditions
vii. On-boarding and induction process

196. Suggested Readings
Recruitment: Science and Practice
By James A. Breaugh, PWS-Kent Pub. Co.
Hire With Your Head: Using POWER Hiring to
Build Great Companies, By Lou Adler, John
Wiley and Sons

197. Session 2 / 3 / 4
Requirement Analysis

198. • What is competency
• Competency iceberg model
• Why competency based recruitment
• Motivational job specification
• Creation of functional specification
• Creating behavioral specification
• Threshold trait analysis
• Definitions of Quan-com

199. What do you do MOST to increase the probabilities of your
papers to be cited? And the results are:
• improvement in staff attrition by on boarding process and development plans.
Succession planning & interventions
Employment Branding initiatives
Harnessing digital and mobile tools to enhance your talent acquisition model
Use of HR processes like compensation & rewards, Training & development in
engaging & retaining
talent.
Use of organizational mapping for growth.
Building and implementation of human capital.
HR audit process - method, procedure & result measurement.
Methods to align HR to organizational values, objectives & strategies.
If you come out with an innovative process/practice for any of the above
mentioned topics in your
company then you would be an ideal company for the selection.

200. Session 1 ……RECRUITMENT ANALYTICS
• Strategic Issues in Recruitment
• Bad Recruitment
• Overview of the Hiring Process
• Recruitment Metrics
• Role of HRP, Process, HR requirements
• Understanding labor Market

201. Session 2 ….. REQUIREMENT ANALYSIS
• Key Modules of the Recruitment Process
• What is Competency
• Competency Iceberg Model
• Why Competency Based Recruitment
• Overview of requirement Analysis
• Motivational Job Specification
• Creation of Functional Specification
• Creation of Behavioral Specification

202. • Job analysis
• JD and Job analysis
• Roles identification
• Competency and competency mapping

203. Session 3 …… SCREENING & SHORTLISTING
• Key Modules of the Recruitment Process
• Defining Requirements
• Advertising
• E- recruitment
• Applications and CV

204. Module 4 ……Recruitment Process
• Interviewing Techniques
• The overall BEI Process
• Pre-Interview Preparatory Phase for BEI
• The BEI
• Key Interviewer Skills
• Post-Interview Assessment And Decision

205. Session 5 …..NON- INTERVIWING TECHNIQUES
• Various Non-Interviewing Methods
• The Best ways for different jobs
• Selection tests
• Types of test

206. Session 6 ……EVALUATION & REFERENCE CHECK
• Evaluation Methods
• Checking references
• Recommendations
• Offers and appointments

207. • understand the latest trends & tools in recruitment including
usage of Onet, Quan comm,
• behavioral event interviewing
• job element analysis
• critical incident method

208. • In 2015 In 2020
• Complex Problem Solving Complex Problem Solving
• Coordinating with People Critical Thinking
• People Management Creativity
• Critical Thinking People Management
• Negotiation Coordinating with People
• Quality Control EI
• Service Orientation Judgment and Decision Making
• Judgment and Decision Making Service Orientation
• Active Listening Negotiation
• Creativity Cognitive Flexibility
Ref: The Future of Jobs, Report, World Economic Forum, reported in ET, 19th Jan, 2016, Tuesday, p: 19
Top 10 Skills in Demand

209. HAVE A PUZZLE ….. TAKE 15 MINUTES
Identify all the HR/ Recruitment terminology
There are 4 abbreviations

210. E W E I V R E T N I
M E N T O E R A T T
P I N T A C V I M N
O L O V F R C W K Y
W L C B I U O A K C
E D E S K I L L S N
B I O D A T A K M E
B G C D E M O I A T
A J G F Y E G N R E
S K N E G N I N K P
A L I B A T E S T M
M A N A G E R Z I O
C N I O N K D C J C
P L A N N I N G C U
M A R A T I N D S A
M A T U R I T Y C H

211. W E I V R E T N I
E
C V
R W Y
C U A C
E S K I L L S N
B I O D A T A K E
M I T
G E N E
N N P
I T E S T M
M A N A G E R O
I C
P L A N N I N G
R
M A T U R I T Y

212. W E I V R E T N I
E
C V
R W Y
C U A C
E S K I L L S N
B I O D A T A K E
M I T
G E N E
N N P
I T E S T M
M A N A G E R O
I C
P L A N N I N G
R
M A T U R I T Y

216. Ability to Prioritize
Works well in teams
Organizational Awareness
Effective Problem Solving
Self-Awareness
Proactivity
Ability to Influence
Effective Decision Making
Learning Agility
Technical savvy
7 Key Job Skills to Look
for When Hiring

217. Technical Skills in Job
Advertisements
Operating Systems
Programming Languages
Software Engineering
Architecture
Analysis of Algorithms
Theory of Computation
Database Management Systems
Networks
Compiler Construction
Artificial Intelligence
Human-computer Interaction

218. http://blog.linkedin.com/2016/01/12/the-25-
skills-that-can-get-you-hired-in-2016/

219. http://in.linkedin.com/in/mmbagali