The document discusses recruitment and selection processes. It describes recruitment as generating a pool of job applicants, while selection is choosing candidates most likely to succeed using specific instruments. Effective manpower planning involves having the right number and type of people with the right skills in the right roles. Selection methods can include interviews, testing, and assessments to evaluate candidates. The key is choosing valid and reliable methods suitable for the position and organization.

1. Recruitment & Selection

2. Do you agree?
Great companies “first got the right people on the
bus, the wrong people off the bus, and the right
people in the right seats – and then they figured
out where to drive it.”
Good to Great: Why Some Companies Make the Leap and Others Don’t –
Jim Collins

3. Recruitment and Selection
Recruitment
is the process of generating a pool of capable people to apply
for employment to an organization.
Selection
is the process by which managers and others use specific
instruments to choose from a pool of applicants a person
or persons most likely to succeed in the job(s), given
management goals and legal requirements.

4. Manpower Planning
• Manpower Planning is a Process by which an
organization ensures that
– Right number of people
– Right kind of people
– At the Right time
– At the Right place
– Doing the Right things for which they are suited
for achieving the goals of the organization.

5. Factors affecting Manpower Planning
• Sales and production forecasts
• The effects of technological change on task needs
• Variations in the efficiency, productivity, flexibility
of labor as a result of training, work study,
organizational change, new motivations, etc.
• Changes in employment practices (e.g. use of
subcontractors or agency staffs, hiving-off tasks,
buying in, substitution, etc.)

6. Factors affecting Manpower Planning
• Variations, which respond to new legislation,
e.g. payroll taxes or their abolition, new health
and safety requirements
• Changes in Government policies (investment
incentives, regional or trade grants, etc.)

7. Manpower Planning
• Two Steps
– Demand Forecasting
– Supply Forecasting

8. Demand Forecasting
• Bottom Up Technique
• Delphi Technique
• Nominal Group Technique
• Ratio Analysis
• Regression Analysis

9. Supply Forecasting
• Internal Supply
• External Supply

10. Recruitment is not about filling jobs that are currently
vacant – it is about making a continuous, long-term
investment to build a high quality workforce capable of
accomplishing the organization’s mission now and in
the future

11. Recruitment is a critical management function
that all levels of the organization need to be
involved in planning and implementation

12. Global Sourcing is changing the shape of the
business world!!!
Features of the ‘New’ World
• global sourcing barriers fading away
• Disappearance of the Time Zones
• Transformation of the work processes into pieces
that can be constructed and deconstructed

13. Changing Role of HR: Modified Recruitment Structure
Currently organisations use one or more of the following staffing
structures:
Decentralized Staffing Model —Allows individual business units to
develop and fill their own staffing plans.
Hybrid Staffing Model —Combines decentralized approach with certain
centralized (or shared services) components.
Outsourced Staffing Model —Promotes efficiency, consistency and
potential cost saving
HR Business Partner Structure —HR business partners work with
designated business units.

14. How do organizations structure their recruiting
departments?

15. Pros and Cons of Recruiting Department Structures
Centralized Hybrid Decentralized
Pros Cons Pros Cons Pros Cons
•Facilitates
practice and
lead sharing
•Enhances
Consistency
•Enables
Standardization
•Creates a
disconnection
between
recruiters and
business units
•Enables a mix
of process
efficiencies
and
connection
with the line
•Creates
staffing
resource
flexibilities
•Creates
resource and
process
inefficiencies
•Distance
function from
the support of
corporate
headquarters
•Improves
communication
with the line
•Enables
recruiters to
learn business
•Creates
resource
inefficiencies
•Discourages
candidate and
practice sharing
across the
department
•Lacks process
efficiencies of
centralized
structures
•Reduces
consistency and
standardization

16. • Three Main Functions of Recruitment Process
are:
– Attract a pool of suitable candidates
– Deter unsuitable candidates from applying
– Create a positive image of the organization

17. Internal Recruitment
External Recruitment
Vs.

18. Recruitment from Inside
Advantages
 Career plan for existing workers &
morale
 Motivator for good performance
 Relatively easier assessment of
applicants as information is available
 Reduced recruitment costs (travel
expenses)
 Causes succession of promotions
 Have to hire only at entry level.
Disadvantages
 Existing employees may not bring-in new ideas
to their new job (inbreeding).
 Lower level employees may not have capacities
required at higher jobs.
 High-powered employees might not be able to
wait long enough for their turn (“political”
infighting for promotions).
 Internal strife for the post might impact
negatively on possibilities for team work
among existing employees.
 Need for management development program

19. Recruitment from Outside
Disadvantages
 Relatively higher costs.
 Risky of getting the wrong person.
 May cause morale problems for
internal candidates not selected.
Advantages
 Larger pool of talent.
 Objectivity and extensive effort put into the
process likely to lead to a better candidate
selection.
 New industry insights, ideas, way of thinking
& approaches might challenge existing norms
and act as catalyst in continuous improvement/
innovation.
 Cheaper and faster than training professionals.
 No group of political supporters in
organization already.

20. Sourcing Channels
Internal
• Job Posting
• Skills Data Base
• Employee Referrals by Other
Recruitment methods
Departments
External
• Advertisement
• Placement Agencies
• Internships
• Job Sites
• E-Recruiting
• Campus
• Data Base
• Alumni
• Associations/Interest Groups/
Networks
• Temporary Leasing
• Employee Referrals
• Passive Recruiting (Unsolicited application)
• Career Fairs

21.  Despite the importance of strategic workforce planning, most HR
departments have not yet developed a formal plan to participate
in their companies’ business cycles.
 Ninety percent of HR departments have no independent planning
and forecasting function, and many HR departments have no
formal staffing strategy of any kind.
 Rather, they tend to operate independently of the business cycle,
developing reactive staffing solutions instead of proactive
strategies that anticipate movements in the business cycle.

22. Recruitment Strategy: A Six Step Approach
Recruitment strategy should answer the following
questions related to their target populations:
1. Who is being targeted through the recruitment?
2. Where is the appropriate place to recruit clients?
3. When should recruitment be done?
4. What messages should be delivered during recruitment?
5. How should the messages be delivered?
6. Who is the most appropriate person to do recruitment?

23. Talent Forecasting
1. Business strategy —Integrates projected company growth in
terms of activity, output and revenue.
2. Human capital need —Translates business strategy into staffing
requirements.
3. Projection of future vacancies — Based on difference between
staffing requirements and current capacity.

24. Strategic Recruiting Stages
Human Resource Planning
• How many employees are needed?
• When employees will be needed?
• What specific KSA’s are needed?
Organizational Responsibilities
• HR staff & operating managers
• Recruiting presence and image
• Training of recruiters

25. Strategic Recruiting Decisions
• Organizational-based Vs. outsourcing
• Regular Vs. flexible staffing
• Recruiting source choices
Recruiting Methods
• Internal methods
• Internet/ web-based
• External methods

26. Selection
• The process of assessing candidates and appointing a
post holder
• Applicants short listed – most suitable candidates
selected
• Selection process – varies according to organisation.

27. Selection Tools
• Interview – most common method
• Psychometric testing – assessing the personality of the applicants –
• Measures of personality
• Honesty test (substitute to polygraph)
• Aptitude testing – assessing the skills of applicants
• Measures of proficiency, achievement, or knowledge
• Measures of mental ability or intelligence
• In-tray exercise – activity based around what the applicant will be
doing
• Presentation – looking for different skills as well as the ideas of the
candidate
• Assessment Centres – battery of tests

28. Choice of Selection Methods
• Number of applicants
• Criticality of position
• Cost/effort involved
• Predictive validity
• Extent of preparation required

29. When using psychological tests..
• Clearly identify the objectives
• Uses a battery of test that can give range of information
• Have trained psychologists conduct and interpret tests
• Use personality testing as an adjunct to the recruitment or
career planning process and exploit its developmental
power
• Adapt tests to Indian situations

30. Determining Selection Standards
Sources of Information about Applicants
• Application Forms
• Reference Checks
• Physical Examination
Selection Tests (Reliability & Validity)
The Selection Interview

31. Recruitment: Return on Investment (ROI)
• Recruitment return on investment (ROI)
understands and compares the elements, costs
and risks of a recruitment related project to the
expected benefits