mm bagali / HRM course / 2nd semester... Recruitment- Selection- Placement/ module.... 3 / 2019

1
AIT - MBA / Department of Management Studies
2nd Semester / Feb- 2019 to June 2019
Course Code: 18MBA21 - Human Resource Management
Course Teacher
Dr. MM Bagali, PhD
Senior Management Professional
22 years of Benchmark PG Experience
Human Resources Management
Unit 3
Recruitment / Selection / Placement

https://timesofindia.indiatimes.com/topic/career-avenues

all HR buddy’s welcome
 
 
Recruitment and Selection

Course Format and Formalities !!
Individual / Group - Class
Presentation
Individual / Group - Book
Review in HRM
Individual / Group - Case
Analysis and Presentation
Individual / Group - CII /
FKCCI / NHRD /
NASSCOM Research
Report
Requirements
ppt and Hard copy submission
Requirements
One- Two Hard copy
submission
Requirements
ppt and Hard copy submission
Requirements
Hard copy submission and Oral
Presentation

% of work of HR
• Training
• R / S
• Performance Management
• Others
• Training 20
• R / S 40
• Performance Management 20
• Others 20
Nature of work of HR
• HRD
• HRM
• IR/PM
• Legislation
• Welfare
• Public Relations and corporate
affairs

%ofworkofHR

As HR students / CHRO
• importance of recruitment
• calculate costs associated
• understand all steps followed in an
effective recruitment
• process and procedure
• various methodology
• selection, Interview, et al
• challenges and oppournities
• Types of Recruitment and Selection tools
• 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
• understand the role of non interview techniques
in evaluating candidates

Why is Recruitment considered critical !!!
https://www.shrm.org/academicinitiatives/universities/TeachingResources/Documents/Recruitment%20and%20Selection%20IM.pdf

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
• Best to come in organisation
• ROI
WHY WE RECRUIT: MICROSOFT
https://www.hbs.edu/recruiting/blog/post/why-we-recruit-microsoft
The CII View: The importance of winning the war for talent
https://www.strategic-risk-europe.com/the-cii-view-the-importance-of-winning-the-war-for-talent/1414873.article

“You need to have the right person at
the right place and
right time to get the work right and in
the right fashion”

Recruitment
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”
The process of attracting individuals in sufficient numbers with the
right skills and at appropriate times to apply for open positions within
the organization.
Identifying, Acquiring, Developing, Engaging and Retaining, …….

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

Designations of HR
•HR officer
•HR Executive
•CHRO
•Peoples Officer
•Deployment Officer
•HR Strategist
•Leadership Solutions
•HR and Admin / HR and Law- Legal
•HR and Corporate initiatives
•HR, IR and Admin.
•HR- Land D
https://www.recruiter.com/i/hr-recruiter/

HRP
Estimating HRP
Labor Market
When & how extensively to recruit
When do recruiting efforts need to begin?
How large an applicant pool needed?
Data from past recruiting efforts utilized
Yield ratios
Offer information on how many applicants eliminated/remain at each step in
recruitment process
Can determine proper or necessary size of applicant pool
Labour Market
Estimating
Data
Forecasting
HRP Estimating HRP Labor Market

https://i0.wp.com/workology.com/wp-content/uploads/2017/12/hr-recruiting-job-titles-descriptions.png?resize=750%2C420&ssl=1

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

Recruiting Pyramid

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
WHAT FORMS BAD RECRUITMENT

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

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

Induction Costs (1-2 months)
• Administrative costs
• Relocation costs
• T and D

Stabilization costs (2-6
months)
• Learning time
• Mentoring and Team time
De-motivation Costs (1-2 years)
• Unproductive time
• Other People leaving
• Team Loss
Client Related (1-2 years)
• Internal / External Client loss
• Future business loss
Leaving Costs (1 month)
• Other people leaving
• Redundancy costs
• Handover costs

how ??
https://www.searchsolutiongroup.com/cost-bad-hire/

Estimating future HR requirements !!!
Supply forecasting can be done through :
Existing human resources
Internal sources
External sources
Analyze your work operations
Conduct a series of online surveys using the Delphi technique--asking several
experts
Matrix model
Look at Downsizing
Look at Trends in market
Look at Employee Turnover
Skills inventory
Competency required

Why Microsoft is the best: Talent Acquisition Strategy
That “worth 300 times more than average”
Detect talents in its infancy
Their recruitment methodology used
Contests and mathematical problems placed in technology magazines universities
Answers along with their resumes
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?
Speed up the on boarding process
Culture transfer
With Seniors very close
20% on own projects
https://www.whatdotheyknow.com/request/39900/response/103644/attach/html/4/CE7.236%20APPENDIX%202.pdf.html

Case
• The resignation of a project leader in an organization has created a vacancy in the organization, which
has to be filled up immediately. The HR Manager sought the help of the placement consultants who
were not able to help him find the candidate. The HR manager advertised in the appointment columns
of the leading news paper across the country which resulted in many applications pouring in from
different cities.
• After a thorough scrutiny of the applications the HR Manager had to interview many candidates at
different locations. After three days of intensive interviewing they were able to finalize a candidate by
name A paying him a salary of 50,000 USD per annum.
• The Technical Manager spent three weeks inducting Amit into the organization and handed over the
project to him. After taking up the job Amit was a habitual latecomer and also a regular absentee. He
started showing negative impact on the team he was leading. The relationship he maintained with his
subordinates was poor, which forced two senior software engineers to look out for a better opening with
a competitor. The project eventually got delayed which frustrated Amit and he resigned without
handing over the project to a competent person this further delayed the project.

• Total Cost for Head 1 :
• Total Cost for Bad Recruitment :
Refer ……………… https://www.searchsolutiongroup.com/gauge/index.html

Sourcing and Short listing
CV
Mode of getting the CV
Checklist for shortlist
CV infographics

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
Employment agencies
Executive search firms
In-house recruiters
Local advertising:
Newspaper.
Multimedia.
Internships
Job fairs
College recruiting
Walk-in candidates

CV Getting
– On line / portalIncreases Job
Visibility
Increases the Quality of Hire
Raises Brand Awareness
Improves Referrals
Inspires Employees
Reduces the Cost to Hire
Wide Reach

Checklist in CV / Shortlisting
Academic achievements
Experience
Skills / Competency
Leadership
Failures /Success stories
Proven track record
Significant achievements
Projects and Invitations
Other achievements
Consistency / Diversity workplace worked
Applications must include:
– Applicant information
– Applicant signature certifying validity of information
– Statement of employment at will, if permitted
– Permission from the applicant for reference check
Avoid the following:
– Discriminatory information
– Citizenship and Social Security data
– Information on past Workers’ Compensation
– Disability information
– Past salary levels
– Birth date or education dates
– Driver’s license information, unless driving is a job requirement

Assessment
Techniques

Interview and Non
Interview
Screening
Formal
Structured
Open ended
Interviews
Explorative
Domain
Stress
Personality
GK / GA
Assessment Techniques
Nature
Individual
Panel / Group
Behavioural
Phone
Lunch

Team or individual interviewer?
Structured or patterned interview:
Pre-set questions asked of all candidates
Nondirective interview:
Minimum of questions, not planned in advance
Open-ended questions; interviewer follows the candidate’s lead
Situational and problem-solving interview:
Candidate describes how he or she would solve a problem
Behavioral interview:
Candidate describes how he or she responded to a specific situation.
Interviewing Candidates

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?

• 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?

Sample Behavioral Interview Questions
Behavioral-event interviewing (BEI) techniques involve
asking questions that evaluate how past behaviors could
reflect upon an employee's future success.
Types:
Stress Interview
Unstructured format
Situational
Analysis exercise
– Describe the perfect job
– Name your 5 major strengths as a professional
– If you are successful in 12 months. How will you
know?
– Please provide 3 reasons you are an opportunity
for the new employer
– Why are you looking to change now?
– What do you find the least challenging?Human Resources Management

Sample Behavioural Interview Questions
What to analyze

Self-image: - A person's view of him or herself, identity,
personality and worth. For example, seeing oneself as a leader,
or as a developer of people

Trait: - A typical aspect of a person's behavior. For example,
being a good listener.

Motive: - What drives someone's behavior in a particular area
(an underlying need for achievement, affiliation or power).

In-tray exercise
to gauge how well suited a person is to a managerial role in a real-
world working situation
Examples of management activities that
a candidate may simulate during the In Tray exercise

•Assign priorities
•Identify issues
•Delegate actions
•Handle HR issues
•Resolve conflicts
•Make decision based on information given
•Answer questions
•Draft letters / memos

• Describe a situation in which you were able to use persuasion to successfully
convince someone to see things your way.
• Describe a time when you were faced with a stressful situation that
demonstrated your coping skills.
• Give me a specific example of a time when you used good judgment and logic in
solving a problem.
• Give me an example of a time when you set a goal and were able to meet or
achieve it.
• Give me a specific example of a time when you had to conform to a policy with
which you did not agree.
• Tell me about a time when you had to go above and beyond the call of duty in
order to get a job done.
• Tell me about a time when you had too many things to do and you were
required to prioritize your tasks.

•Give me an example of a time when you had to make a split second decision
•What is your typical way of dealing with conflict? Give me an example.

•Tell me about a time you were able to successfully deal with another person even
when that individual may not have personally liked you (or vice versa).

•Tell me about a difficult decision you've made.
•Give me an example of a time when something you tried to accomplish and failed.

•Give me an example of when you showed initiative and took the lead.
•Tell me about a recent situation in which you had to deal with a very upset customer or co-
worker.
•Give me an example of a time when you motivated others.
•Tell me about a time when you delegated a project effectively.
•Tell me about a time when you missed an obvious solution to a problem.
•Describe a time when you anticipated potential problems and developed preventive
measures.
•Tell me about a time when you were forced to make an unpopular decision.
•Please tell me about a time you had to fire a friend.
•Describe a time when you set your sights too high (or too low)Human Resources Management

Other methodology
• Case study
• Role play
• GD
• Presentation
• Critical Incidence situation
• Games

Facing the D- Day !!!!!
I n t e r v i e w

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

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

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
Vision of the CEO
Others you know in the organization

Strategies
for
recruiting
great
candidates 
Need Anticipation
Enhance your connectivity in the
market
Clarity on job profile
Scan all the resumes properly
Background check
One-to-one interactive round
Give a sharp eye on referrals
Re-appraisal of shortlisted candidates
Respect confidentiality
Use some apt tests
Use your gut feelings.

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

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
https://www.slideshare.net/shrm/shrm-survey-findings-using-social-media-for-talent-acquisitionrecruitment-and-screening

Cost Heads……
• Direct Recruitment Cost
• Reference/ Consultants/ Agencies
• Advertisement
• Training Costs
• Coaching / Mentoring
• 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
• Stabilization costs
• Socialization process
• Finding feet in the process
• Comfort level efforts
• Demotivation cost's
• Brand lose
• Cost in/ for ……
– Clients not happy
– Project delay/work delay
– Oppournities costs

Don't Say That: Phrases to
Avoid in Job Interviews
https://www.workandmoney.com/s/phrases-to-avoid-job-interviews-99ed415f87b5417f

Don't Seem too Eager to Please

Don’t show
escape behaviour
at first instant

Kinds of Selection Tests

Kinds of Selection Tests
• Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills
• Job knowledge tests measure knowledge regarding a particular job
• Work sample tests allow candidates to demonstrate how they would work on the job
• Psychomotor abilities tests assess the skill level of tasks required on the job
• Personality tests assess traits and personal characteristics. They are used to determine if the
applicant is the right fit for the organization
• Vocational interests tests identify occupations in which the candidate is most interested
• Honesty and integrity tests try to measure a candidate’s truthfulness

myers briggs type indicator (MBTI)
•understanding and developing yourself
•understanding and developing others
•understanding what motivates others
•understanding others' strengths and weaknesses
Understandin
g
Oneself
Others

The identification and description of the 16 distinctive personality types  
that result from the interactions among the
Extraversion (E) – Introversion (I) 
Where you prefer to get or focus your energy
Sensing (S) – iNtuition (N) 
The kind of information you prefer to gather and trust
Thinking (T) – Feeling (F) 
The process you prefer to use in coming to decisions
Judging (J) – Perceiving (P) 
How you prefer to deal with the world around you

ISTJ ISFJ INFJ INTJ ENTJ
Quiet, serious,
earn success
Quiet, friendly,
responsible,
and
conscientious
Develop a clear
vision about
how best to
serve the
common good.
Skeptical and
independent,
have high
standards of
competence
and
performance
Frank,
decisive,
assume
leadership
readily
Take pleasure
in making
everything
orderly and
organized -
their work,
their home,
their life.
Value
traditions and
loyalty
Strive to create
an orderly and
harmonious
environment at
work and at
home
Seek meaning
and connection
in ideas,
relationships,
Great drive for
implementing
their ideas and
achieving their
goals
Forceful in
presenting
their ideas

firo-b
FIRO-B® stands for Fundamental Interpersonal Relations Orientation-
Behaviour.
•Developed by William Schutz in 1958, Schutz, used at the US Navy.
•The FIRO-B is an assessment tool used to help individuals and teams
better understand their preferences in satisfying three basic social needs:
– Inclusion (the degree to which one belongs to a group, team or
community)
– Control (the extent to which one prefers to have structure,
hierarchy and influence)
– Affection (one's preference for warmth, disclosure and intimacy)
•For each of these factors, FIRO-B assesses individuals as to:
– how much they express the needs
– how much they want to have the needs expressed to them from
others.

big five and 6pf
 
Big Five Factors Cattell's 16PF descriptive equivalents
Extraversion
Assertive (E) 
Happy-go-lucky (F) 
Venturesome (H) 
Shrewd (N), negatively 
Experimenting (Q1) 
Controlled (Q3), negatively
Confidence
Emotional (C) 
Assertive (E) 
Conscientious (G), negatively 
Apprehensive (O), negatively 
Experimenting (Q1), negatively 
Tense (Q4)
Detail-conscious Happy-go-lucky (F), negatively 
Conscientious (G) 
Controlled (Q3)
Tough-minded
Assertive (E) 
Conscientious (G), negatively 
Suspicious (L) 
Experimenting (Q1) 
Controlled (Q3), negatively
Conforming
Assertive (E), negatively 
Happy-go-lucky (F), negatively 
Conscientious (G) 
Venturesome (H), negatively 
Shrewd (N) 
Controlled (Q3)

Behavioural
Based
Interview
Questions
https://www.youtube.com/watch?v=PHqcLX3qSYo

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?
http://
pubdocs.worldbank.org/en/
923431518742111652/WBG-
Interview-Guide-2018.pdf

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

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?

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?

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?

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

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

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

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

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

https://www.slideshare.net/shrm/2012-backgroundcheck-creditfinal

101
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.:

Thanks !!!  
 
Lets move forward next time !!!
hod-mba@acharya.ac.in
[ CV ]
R ; PhD – HR area ; FDP – Mgt- XLRI
Work (HR); PhD - Management (area: HR)
Organisational HRM
PhD in Management
Star NAAC University of India
in Social Work- Human Resources
5 Star NAAC University of India
Academic Work
+ years of Benchmark HR Teaching
AICTE Career Awardee in HRD
Accredited Management Teacher in HRD
radise Best Teacher Award in Management
Ideal Teacher Award
ia and Deccan Herald Best Teacher Award
Skills and Contribution
Teaching 20 years
Research 14 years
Coaching 14 years
Training 16 years
Consultancy 08 years
Mentoring 16 years
Research Contribution
12 PhD work Awarded
14 M.Phil awarded
earch Summer projects guided
/ Evaluated

mm bagali / HRM course / 2nd semester... Recruitment- Selection- Placement/ module.... 3 / 2019

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