4. Recruitment
Definition of Recruitment
It is a process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted.
It is the activity that links the employers and those looking for employment .
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to expedite the selection process.
4
4
5. Recruitment Process
• Identify vacancy
• Prepare job description and person specification
• Advertising the vacancy
• Managing the response
• Short-listing
• Arrange interviews
• Conducting interview and decision making
5
5
6. Types Of Recruitment
RECRUITMENT NEEDS ARE OF THREE TYPES :
PLANNED
i.e. the needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict by
studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
6
6
7. Linking Recruitment To Competence And Performance
• A key role for HR is to align performance within roles with the strategy
• So recruiting for the „right‟ people for a role depends on how it is defined in terms relating to
performance to achieve the strategy.
• Criterion-related behaviours or standards of performance are referred to as competencies.
• Competencies can be used to provide the behaviours needed at work to achieve the business
strategy, and enable organizations to form a model of the kinds of employee it wishes to
attract through recruitment.
7
7
8. Approaches To Recruitment
The main approaches to attracting applicants can be summarized as follows:
• Walk-ins
• Employee referrals
• Advertising
• Websites
• Professional associations
• Educational associations
• Professional agencies
• E-recruitment (general recruitment agents/ companies‟ own sites)
• Word-of-mouth
8
8
9. Factors Impacting Recruitment
An organization will take account of a number of factors when forming its recruitment plans and
choice of media.
These might include:
• Cost
• Time taken to recruit and select
• Focus, for example: skills, profession or occupation
• Mobility of candidates – geographic and occupational
9
9
10. Selection
Definition :
According to Thomas stone “Selection is the process of differentiating between
applicants in order to identify and hire those with a greater likelihood of success on the
jobs. ”
10
10
11. Factors Affecting Selection
• Organizations have become increasingly aware of making good selection decisions, since it
involves a number of costs:
• The cost of the selection process itself, including the use of various selection instruments
• The future costs of inducting and training new staff
• The cost of turnover if the selected staff are not retained
11
11
12. Principles Of Selection
Underlying the process of selection and the choice of techniques are two key principles:
• Individual differences: Attracting a wide choice of applicants will be of little use unless there is
a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological
and physical characteristics, experience etc.
• Prediction: A recognition of the way in which people differ must be extended to a prediction of
performance in the workplace.
12
12
13. Factors Affecting The Selection Process
Reliability and Validity Issues
• Reliability refers to the extent to which a selection technique achieves consistency in what it is
measuring over repeated use.
• Validity refers to the extent to which a selection technique actually measures what it sets out to
measure.
13
13
14. DIFFERENTIATION BETWEEN RECRUITMENT AND SELECTION
RECRUITMENT SELECTION
It the process of searching for It Involves the series of steps by
candidates for employment and which the candidates are screened
encouraging them to apply for jobs for choosing the most suitable
in the organization persons for vacant positions
The basic purpose of recruitments is The basic purpose of selection
to create a talent pool of candidates process is to choose the right
to enable the selection of best candidate to fill the various
candidates for the organisation positions in the organisation.
Recruitment is a positive process Selection is a negative process as
i.e. encouraging more and more it involves rejection of the
employees. unsuitable candidates
14
14
15. ONBOARDING
• Employee on-boarding is frequently confused with employee orientation, when it's actually a
much more in-depth process.
• Employee on-boarding, goes well beyond orientation.
• On boarding, the process of assimilating a new employee with a company or department and
its culture
• It requires frequent and on going communications between a new employee and
management well after the first day, week or even month of starting a job.
• On-boarding should involve frequent feedback, relationship building and mentoring to truly be
effective.
• In turn, it should reduce employee turnover, increase morale and production, and help an
employee become a valuable contributor to the future success of the organization.
15
15
16. Rules to follow that apply across the (on)board:
• Start at the beginning: The onboarding process should begin the moment the new
employees accept your offer. Reach out to new employees before their first day of work to
answer any questions and inform them of any materials they need to bring with them on the
first day.
• Begin with the basics: Don't overwhelm your employees with too much information at once.
Give them the basic knowledge they need to understand their jobs, and add to it as you go
along.
• Pencil in some playtime: Break up the monotony of the meeting-, paper work-, and
presentation-heavy first few days by coming up with games or group activities to help them
learn and get acquainted.
• Make it a family affair: A new job often means adjustment for the entire family, especially if
they have relocated for their new position. Think of ways to involve the new employee's family
16
16
17. Rules to follow that apply across the (on)board:
• Find out how they see you: Use surveys, one-on-one interviews and focus groups to gain
feedback from your new hires about their perceptions of the orientation process. Use those
recommendations to improve your onboarding program. Seek feedback up to several months
after they've started, for it may take a while for them to realize what they should have learned
earlier in the process, but did not.
• Stay in it to win it: Seek continuous improvement with your onboarding program, and realize
that what works today may not necessarily work as well next month or next year. Change your
onboarding program as needed.
• Know your velocity: Measure the impact of your program by evaluating such information as
the results from surveys and interviews (mentioned earlier), the rate of new hire turnover, and
the amount of time needed to train. This data will help you gain support for the program from
upper management and will help you determine any necessary changes for improving the
program
17
17
21. Managing Performance Vs Performance Management
PERSPECTIVE I PERSPECTIVE II
PERFORMANCE MANAGEMENT SYSTEM MANAGING PERFORMANCE
Human Resources driven system or Managing the performance of his team is
process . a line manager‟s responsibility .
Responsibility of HR to implement the PMS The PMS is an important tool to set
in the org. targets , review , evaluate and improve
performance .
Line Managers only support HR in
implementation HR upholds and assists in the process .
No real buy in . Line managers are the drivers .
21
21
23. Compensation And Benefits
• You always have to give things to people in return to what you take from them. Compensation
refers to this exchange, but in monetary terms. Compensation is the employer's feedback for
an employee's work. It simply is the monetary value you would give to your employees in
return of their services.
• Gary Dessler in his book Human Resource Management defines compensation in these words
"Employee compensation refers to all forms of pay going to employees and arising from their
employment." The phrase 'all forms of pay' in the definition does not include non-financial
benefits, but all the direct and indirect financial compensations.
• Employees today are not willing to work only for the cash alone, they expect 'extra'. This extra
is known as employee benefits. Also known as fringe benefits, Employee benefits are non-
financial form of compensation offered in addition to cash salary to employee‟s lives.
23
23
24. Advantages Of Compensation & Benefits
Advantages to the organisation
A well designed compensation and benefits plan helps to attract, motivate and retain talent .
• Job satisfaction: Employees would be happy with their jobs and would love to work for the
organisation if they get fair rewards in exchange of their services.
• Motivation: We all have different kinds of needs. Some of us want money so they work for the
company which gives them higher pay. Some value achievement more than money, they
would associate themselves with firms which offer greater chances of promotion, learning and
development. A compensation plan that hits employees needs is more likely to motivate them
to act in the desired way.
• Low Absenteeism
• Low Turnover
• Competition : It aims at creating a healthy competition among them and encourages
employees to work hard and efficiently.
24
24
25. Advantages Of Compensation & Benefits
Advantage for Employees
• Growth : The system provides growth and advancement opportunities to the deserving
employees.
• Peace of Mind : Relieves employees from certain fears and as a result they may work with
relaxed mind.
• Increases self-confidence : Every human being wants his/her efforts to get acknowledgment.
Employees gain more and more confidence in them and in their abilities if they receive just
rewards. As a result, their performance level shoot up.
25
25
26. Employee Engagement
Employee engagement is an individual’s degree of positive or negative emotional
attachment to their organization, their job and their colleagues
Employee engagement is often confused with employee satisfaction.
Satisfaction is a minimum attitude standard established during the age of mass production to
guard against militancy by identifying and removing irritants.
Satisfied employees are not endeared to their employer like positively engaged employees –
they‟re just not angry.
Employee engagement is not something that can be quick fixed putting in more flexitime.
Extravagant benefits and engagement awards do not structurally improve engagement or
performance.
Neither do they make up for a horrible boss left unaccountable.
To be sustainable and profitable, engagement must be credibly defined, scientifically
measured and diligently managed as a leadership performance requirement.
26
26
27. Drivers Of Employee Engagement
• Trust and integrity – how well managers communicate and 'walk the talk'.
• Nature of the job –Is it mentally stimulating day-to-day?
• Line of sight between employee performance and company performance – Does the employee
understand how their work contributes to the company's performance?
• Career Growth opportunities –Are there future opportunities for growth?
• Pride about the company – How much self-esteem does the employee feel by being
associated with their company?
• Co-workers/team members – significantly influence one's level of engagement
• Employee development – Is the company making an effort to develop the employee's skills?
• Relationship with one's manager – Does the employee value his or her relationship with his or
her manager? the direct relationship with one's manager is the strongest of all drivers.
27
27
29. Career Planning
What is Career Planning ?
The process of establishing career objectives and determining appropriate educational and
developmental programs to further develop the skills required to achieve short- or long-term
career objectives.
Whose primary responsibility is it ?
Planning a career is the responsibility of an individual .
The organization can facilitate the process by providing adequate learning, vertical and
horizontal growth opportunities .
29
29
32. Factors That Impact Career Planning ……..
Employee + Organization
Factors from the Employee‟s perspective
• Current and past performance
• Education and experience outside the org.
• Potential in terms of technical and behavioural competencies .
• Individual ambitions
• Individual‟s passion
• Family concerns
• Career growth and development
32
32
33. Factors That Impact Career Planning ……..
Factors from the organization‟s perspective
• Org./dept. structure requirements (vacancies , new roles, ??)
• Impact of current role in the dept. & ability/time to find a replacement /successor
• Assessment of performance of the employee
• Potential of the employee in terms of competencies needed for the next role .
• Manpower budget of the dept. where growth opportunity exists
• The organizations policies and culture –supportive of lateral and vertical growth ?
33
33
34. In an Organization…….
TOOLS FOR CAREER PLANNING SYSTEMS FOR CAREER PLANNING
Training and Development (both org. Performance Appraisal
driven and employee driven )
Employee Recognition and Reward
Development Centers Programs
Knowledge Enhancement Policies Assessment Centres
Co. driven Management / Leadership Additional assignments /Projects
programs .
Job enlargement
Mentoring
Job enrichment
Coaching initiatives
Job Rotation Policy
Promotion opportunities/Policies
Succession Planning
34
34
35. TRAINING
TRAINING AND DEVELOPMENT
A planned effort by a company to facilitate an employees‟ learning of competencies relevant to
role and organization .
The goal of training is for employees to
• Master the knowledge, skill, and behaviours emphasized in training programs, and apply them
to their day-to-day activities
• And help them grow overall as individuals in a way that it linked to organizational strategy and
growth .
35
35
38. Succession Planning
• Succession planning is career planning at its proactive best.
• It is planning for the future in such a manner that both organizational
and individual growth needs are met .
• Succession planning is identifying and preparing the right people for
the right jobs.
• Though applicable at all levels, it is at the highest level that the most
formidable challenge exists
38
38
40. Employee Separation
• Employee Separation is the process of ensuring that an employee who quits the company is
exited in a structured and orderly manner.
• Employee separation can be voluntary as well as involuntary.
• Voluntary is when the employee quits the company on his or her own accord. This is the most
common form of employee separation.
• Though in these recessionary times, involuntary separation or the act of asking the employee
to leave by management is quite common. This form of employee separation where an
employee is asked to quit is called involuntary separation.
• The difference in these two forms of separation is that for voluntary exits, the employee stands
to get most of the benefits and perks due to him or her
• Whereas when an employee is asked to leave, he or she might get a separation package or in
instances where disciplinary or performance related exits take place, the employee might not
get anything at all.
• In recent years, with the high levels of attrition in the service sector, it has become imperative
for firms to have a structured separation plan for orderly exits of employees. In conclusion,
employee separations must be handled in a professional and mature manner and though
attrition is a fact that concerns everyone in the industry, once an employee decides to leave or
is asked to leave , the separation must be as smooth as possible.
40
40
41. ®
Leading People. Leading Organizations.
Thank you
41
41
