This document discusses key aspects of the recruitment process, including: - Person-job fit and person-organization fit in recruitment and how they differ in their approaches. - Methods for analyzing jobs such as direct observation, discussion with current job holders, and using checklists. - The importance of considering organizational culture and requirements beyond just technical job aspects. - Steps in the recruitment process like developing job descriptions, advertising openings internally and externally, screening candidates, and conducting interviews. - Preparing for and conducting selection interviews, including setting expectations, explaining job and organization details, and allowing candidates to assess fit.

1. Module 5 -
Recruitment Process

2. Person-jobFit or Person-organizationFit
• Person-job fit - The traditional approach to
recruitment and selection is based on the view
that organizations should specify the
requirements of the job as closely as possible
and then look for individuals whose personal
attributes fit those requirements.

3. Job Analysis
• Job analysis involves examining a job systematically and
in detail. There is no single way of doing this. Some
methods include:
• Direct observation may be helpful if you are analyzing
repetitive manual jobs, for example.
• Discussion with the current job holder and supervisor or
line manager is also a useful source of information.
• Another method of job analysis is to use the checklist
approach, ticking off the various aspects of the job as
you consider them.

4. Motivation
• Person-organization fit - This approach stresses
that people's behavior and performance are
strongly influenced by the environment in which
they find themselves. So being successful in a job
in one organization does not necessarily imply
success in a similar job in another.

5. Organizational Analysis
• The broader organizational requirements can be as important
as the specific ones for the job itself.
• The organization needs creativity, flexibility, the ability to work
in a small team, and so on, from the job holder.
• In line with the person-organization fit described earlier, it is
important to think beyond the technical aspects of the job to
the cultural aspects of the organization.

6. Person-Organization fit
• Person-Organization fit (P-O fit) is a concept that goes back
many years, and is generally defined as compatibility between
employees and their organizations.

8. Job Description
• From your analysis of the job you can write a job
description which will state what the job holder
is responsible for and what they are required to
do.
• There is no one right way of setting out job
descriptions. An accurate job description has
various uses outside the recruitment process.

9. Advertising the Job
• There are two principal ways to recruit workers:
internally and externally. Most companies will
actively use both methods, ensuring
opportunities for existing employees to move up
in the organization while at the same time
fielding new talent.

10. Internal Recruitment
• This is done in two principal ways:
• Advertising Job Openings Internally
• Using Networking

11. External Recruitment
• External recruitment focuses resources on looking
outside the organization for potential candidates and
expanding the available talent pool.
• The primary goal of external recruitment is to create
diversity among potential candidates by attempting to
reach a wider range of individuals unavailable through
internal recruitment.

12. External Recruitment
• Traditional Advertising
• Job Fairs and Campus Visits
• Headhunters and Recruitment Services
• Online Recruitment

14. Dealing with HR Administration
• Handling the administration of the recruitment
process is largely a clerical activity - but that does not
mean you can ignore it.

15. HR Administration
• Here are a few points you should bear in mind:
• Inquiries from candidates
• Application forms
• Returned application forms
• Giving notice
• Shortlisting
• References
• Correspondence

17. Module 6 - Selection Process

18. Selection Interview
• Traditionally, the interview has been the main
means of assessing the suitability of candidates
for a job. Almost all organizations use the
interview at some stage in their selection
process. Similarly, most applicants expect to be
interviewed.

19. Selection Interview
• It is a matter of debate whether an interview accurately
assesses ability at work, relevant experience and work skills.

20. The aim of the selection interview
• To explain the work of the organization, the job
and any features such as induction and
probation
• To set expectations on both sides, including a
realistic discussion of any potential difficulties (if
appropriate)
• To enable the candidate to assess whether they
want the job being offered

21. Interview Preparation
• Aptitude tests
• Personality tests
• Assessment center

22. Theinterviewer(s)needsthefollowingfortheinterview:
• Job description, person specification
• Individual application forms, CVs, etc.
• Details of terms and conditions of employment:
hours of work, fringe benefits, perks, etc.
• Information on general prospects, training,
induction etc. within the organization

23. What does the candidate need?
• Details of venue; to be met on arrival
• Access to facilities: toilets, any special needs for candidates
with disabilities
• Comfortable waiting area

30. Recruitment Keyword and Key
Process

31. Key point of Recruitment Process
• #1—Identifying the hiring need
• #2—Planning
• #3—Searching
• #4—Identifying viable candidates
• #5—Recruiting of A-level candidates
• #6—(Telephone) screening
• #7—(Face-to-face) interviewing
• #8—Offering of employment
• #9—Hiring of the candidate
• #10—Onboarding of the candidate

32. What is cost per hire ? (CPH)
• Cost per hire is the average amount of money you spent on
making a hire. This metric is useful when you are creating or
tracking your recruiting budget.

35. 4 Types of Employee Turnover
• Retirements
• Internal Transfers
• Involuntary Turnover
• Voluntary Turnover

37. Reporting

38. 66
11
429
45
449
19
40
236
109
831
69
11
392
47
465
19 34
238
103
806
CCM IMCM MGI RITZ MKT MIG Aqua Pura MJY GKC GKFF
Summary of Manpower Comparison (January -2018)
Manpower in Previous Month (Dec)
Current Manpower (Jan )

39. CCM IMCM MEGA RITZ MKT MIG
Aqua
Pura
MJY GKC GKFF
Turnover rate 0 0 4.3 6.3 2 0 20.5 7.5 9.7 5.7
0
5
10
15
20
25
Summary of Monthly Turnover Rate
(January - 2018)

40. Summary of Monthly standardTurnoverRatio
January -2018
1.5
5.5 5 5.5
1.5
5 5 5
1.5
0 0
4.3
6.3
2
0
20.5
7.5
9.7
5.7
CCM IMCM MEGA RITZ MKT MIG Aqua Pura MJY GKC GKFF
Standard Turnover
Current Turnover

41. Thank You