Recruitment and Selection
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This document provides an overview of recruitment and selection concepts and processes. It begins with objectives and definitions of key terms like manpower planning, recruitment, selection, and placement. It then covers topics like developing job descriptions, analyzing jobs, determining recruitment strategies and methods. The document discusses selection processes like application screening, testing, interviews and reference checks. It also addresses onboarding topics like induction, orientation and placement. Finally, it discusses new trends in recruitment like headhunting and challenges in talent management. The overall purpose is to introduce concepts and best practices for building an effective recruitment and selection system.
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Recruitment and Selection
- 1. 1
- 2. Farhana Zaheer National Institute of Labor Administration & Training, Karachi- Pakistan November, 2020 Recruitment & Selection 2
- 3. Understanding Manpower Planning / Job Analysis Concept Understanding R&S/Orientation & Placement Understanding New trend in R&S OBJECTIVES OF THE SESSION 3
- 4. HRM & Development Understanding Business & HR Strategy Manpower Planning Recruitment & Selection Career Planning Performance Management Compensation Management Training & Development Labor Management Relations4
- 5. Exercise # 1 5 Recruitment means … • …. How is it different from Selection • …..
- 7. Recruitment The development of a pool of job candidates in accordance with a human resource plan. 7
- 8. Recruitment Recruitment is the process of finding and attracting capable applicants for employment. 8
- 9. Selection The process begins when recruits apply for employment and ends with the hiring decision. 9
- 10. Derecruitment • Techniques for reducing the labor supply within an organization. e.g. firing ,layoffs, transfers, retirements. 10
- 11. Recruitment Policy How to recruit How to select/on what basis What methods to use for recruitment 11
- 13. Understanding Disconnects Hiring Manager • My job is to . . . . HR • My job is to . . . . 13
- 14. Building Synergies Hiring Manager • Organization Perspective HR • Organization Perspective 14
- 16. Manpower Planning (MMP) Human Resource Planning(HRP) Human Capital Planing (HCP) Recruitment Planning Process 16
- 17. Recruitment Planning Process HR Strategic Planning Resource Options Review Identify Resourcin g Needs Job Opening Identified Develop Job Description Job Analysis Information JOB REQUIREMENT S DEFINED Inducemen t Methods of Recruitmen t Satisfactor y Selection Internal Recruitments External Recruitments 17
- 18. Recruitment Strategy HR Strategic Planning/MMP/HCM Identify Resourcing Needs Work Load Analysis Job Analysis Information /JD/JS 18
- 19. Recruitment Coaching & Mentoring Human Asset Profiles Career Development Plans Core Values Core Competencies Performance Improvement SelectionMPP/HCP Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee 19
- 20. Work Load Analysis • Review current skill & competencie s Review current headcount • Evaluate new skills & competencie s Understand new headcount requirements • People • Skills & Competencie s Gap Identify GAPS 20
- 21. Defining Job Requirements Identify characteristics being looked for Determine technical skills and competencies Determine values for the organization 21
- 22. Job Analysis 22
- 23. Uses of Job Analysis Job Analysis Job Description & Job Specification Recruiting & Selection Decisions Performance Appraisal Job Evaluation – Compensation Decisions Training Requirements 23
- 24. Some Generic Definitions Job Analysis • Determining duties/skill requirements of job/ person Job description • Duties, responsibilities, reporting relationships, etc. Job specifications • “Human requirements”-education, skills, personality 24
- 26. Writing Job Descriptions Job Identification Job Summary Relationships Responsibilities and Duties Standards of Performance Working Conditions Job Specifications26
- 27. Purpose of Job Description • A guideline for developing hiring criteria, questions for interview & reference checks Hiring • To help supervisor review employer’s performance Performance Review • To help organization organize it work, assign tasks to the right employee Operations • To develop salary structure As per KSACompensation 27
- 28. Group Exercise # 2 Develop JD 28
- 30. Internal Recruitment Methods Notice boards Circulars News letters Job posting HRIS Intranet Transfers Promotions Referrals of employee 30
- 31. External Recruitment Methods Print Media News paper advertisements • “AIDA” • 1. Attention, • 2. Interest, • 3. Desire, • 4. Action 31
- 32. External Recruitment Methods Electronic/Social Media Job fair/placement offices Recruitment Agencies Head Hunting Walk in interviews 32
- 33. Selection 33
- 34. Selection “Selection is the process of choosing the most suitable applicant/candidate for a job from among the available applicants.” 34
- 35. Selection Process Applications Employment Tests Competencies Based Selection Interviews Reference & Background Checks Hiring Decisions 35
- 36. Interviewing 36
- 37. Interview Types Formal/ Structured Interviews /Directive Interviews Unstructured Interviews / Nondirective Interviews Stress Interviews/Situ ation Intervew Group Interview Method Penal Interview 37
- 38. Designing and Conducting Interview Team Management • An ability to take role as a leader Achievement Orientation • A desire to work well Analytical Thinking: • The ability to think logically to plan things 38
- 39. Induction 39
- 40. Induction Induction training is a type of training given as an initial preparation for taking a job. 40
- 41. Induction Process Training evaluation, entailing confirmation of understanding, and feedback about the quality and response to the training. Job training relating to the role that the new starter will be performing. Mandatory training relating to code of conduct and other essential or legal areas. General training relating to the organisation, including values and philosophy as well as structure and history, etc. 41
- 42. Orientation & Placement Introduction of the Company Culture and SOPs. Fitting the selected person at the right job or place. 42
- 43. Placement The determination of the job to which an accepted candidate is to be assigned and his assignment to that job.” 43
- 45. Effective R& S Steps Ensure an up-to-date job description with: • Specific Tasks and Activities required for the job. • The Knowledge, Skills and Abilities (KSA) 45
- 46. Effective R& S Steps Develop an effective recruitment strategy which considers: • Appropriate source (advertisements, personal referrals, employment agencies, direct application) • Appropriate recruiters ( supervisor or co- worker) 46
- 47. Effective R& S Steps Evaluate the recruitment strategy to determine its efficiency: • Conduct a cost-benefit analysis in terms of the number of applicants referred, interviewed, selected, and hired. • Compare the effectiveness of applicants hired from various sources. 47
- 48. Difficulty Of Poor Recruitment Higher rates of turnover Reduced performance effectiveness Lowered job satisfaction Reduced work motivation 48
- 49. Evaluation Measure the effectiveness Conduct exit interviews Identify the improvements need 49
- 50. NEW Trend in Organizations 50
- 51. 51
- 52. 52
- 53. Head Hunting 53
- 54. What Is Headhunting? A diplomatic approach to select candidates to ensure the best possible hiring It is an “active” rather than “passive” candidate sourcing strategy. It is a targeted approach than traditional sourcing strategies 54
- 55. Advantages Of Headhunting Positioned in a professional space in market Candidates are exclusive as those have been approached Saves the time of both the client and consultant Best fit candidates for the role 55
- 56. • How Talent Looks at Organization? Employer Brand • How is Talent being attracted ? Recruitment Processes • How is Talent communicated ? Communication • Differentiate Talent Performance Performance Management • Recognizing & Rewarding Talent Reward & Recognition Talent Management Tools 56
- 58. Brands ….. 58
- 59. Exercise - 3 Explain your firm R&S Strategy and develop as per market trends. 59
- 61. 61