The document summarizes a group presentation on recruitment and selection processes at UiTM Terengganu. It discusses that UiTM Terengganu is headed by a Deputy Director and supported by program coordinators, assistant registrars, unit heads, and executive officers. UiTM Terengganu conducts its own recruitment and selection to fill around 200 lecturer and 41 staff positions. The presentation then outlines the steps in recruitment, sources of candidates, and selection methods used at UiTM Terengganu.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
talent acquisition is the method of seeking experts, leaders, potential managers or other skilled professionals strategically for a particular role within the company.
https://www.talentrecruiter.in/talent-acquisition
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
NLA Human Resource Management Policy Manual 2011Fiifi Amissah
The document outlines human resource policies for the National Lottery Authority, including policies on manpower planning, recruitment and selection, appointment and placement, and succession planning. Key points include:
- Manpower planning policies aim to have the right number of staff in the right positions to achieve organizational goals. Recruitment and selection policies provide guidelines for fair and transparent hiring.
- Appointment and placement policies require new hires to submit records and undergo medical exams before placement. Salary placement is determined by qualifications and experience.
- Succession planning policies identify high-performing staff for training to fill future key positions and support career advancement.
- Compensation policies place staff on salary scales and require payment of
The document discusses recruitment, including defining it as the process of searching for prospective employees and stimulating them to apply. It outlines the objectives of recruitment such as attracting skilled candidates and developing an attractive organizational culture. The recruitment process, factors affecting recruitment, sources of recruitment (internal and external), methods of recruitment, and modern recruitment techniques and sources are also summarized.
This presentation focuses on why is HR planning and forecasting done.It focuses on various methods of recruitment and selection.It also highlights the advantage of hiring recruitment services and the role of headhunters.
The document summarizes a group presentation on recruitment and selection processes at UiTM Terengganu. It discusses that UiTM Terengganu is headed by a Deputy Director and supported by program coordinators, assistant registrars, unit heads, and executive officers. UiTM Terengganu conducts its own recruitment and selection to fill around 200 lecturer and 41 staff positions. The presentation then outlines the steps in recruitment, sources of candidates, and selection methods used at UiTM Terengganu.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
talent acquisition is the method of seeking experts, leaders, potential managers or other skilled professionals strategically for a particular role within the company.
https://www.talentrecruiter.in/talent-acquisition
The document discusses Talent Acquisition strategies and goals for Heineken Mexico. It aims to evolve processes, procedures, and tools to attract the right talent. Specific initiatives include standardizing the onboarding process, enhancing candidate screening and assessment, and improving internal job posting guidelines and communication. Key performance indicators focus on hiring metrics like time to fill and sourcing effectiveness. The strategy establishes sourcing approaches for strategic partner universities and technical schools. Employer branding and an applicant tracking system are also areas of focus.
Human Resource Management involves attracting, managing, motivating and developing employees. The key HRM functions are staffing, training and development, motivation, and maintenance. Staffing includes job design, analysis, recruitment, and selection. Training and development helps employees improve skills and prepares the organization for future needs. Motivation keeps employees enthusiastic about their work. Maintenance retains productive employees through welfare programs, health and safety initiatives, and internal communication. External factors like government regulations, labor unions, and management theories also influence HRM.
NLA Human Resource Management Policy Manual 2011Fiifi Amissah
The document outlines human resource policies for the National Lottery Authority, including policies on manpower planning, recruitment and selection, appointment and placement, and succession planning. Key points include:
- Manpower planning policies aim to have the right number of staff in the right positions to achieve organizational goals. Recruitment and selection policies provide guidelines for fair and transparent hiring.
- Appointment and placement policies require new hires to submit records and undergo medical exams before placement. Salary placement is determined by qualifications and experience.
- Succession planning policies identify high-performing staff for training to fill future key positions and support career advancement.
- Compensation policies place staff on salary scales and require payment of
The document discusses recruitment, including defining it as the process of searching for prospective employees and stimulating them to apply. It outlines the objectives of recruitment such as attracting skilled candidates and developing an attractive organizational culture. The recruitment process, factors affecting recruitment, sources of recruitment (internal and external), methods of recruitment, and modern recruitment techniques and sources are also summarized.
This presentation focuses on why is HR planning and forecasting done.It focuses on various methods of recruitment and selection.It also highlights the advantage of hiring recruitment services and the role of headhunters.
Human resource planning (HRP) is the first component of human resource management strategy and involves anticipating future HR requirements based on present capabilities and environmental factors. HRP focuses on achieving strategic fit between HR and business strategy through internal alignment of HR practices and external alignment with business objectives. The goals of HRP are to ensure the organization has the right employees with the right skills at the right time and place, and to provide direction for all HR activities. HRP involves forecasting future demand and supply of employees using both quantitative and qualitative methods, then balancing supply and demand.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
During first 90 days…meet all senior leadership, hiring managers, and peers.
Gain a better understanding of the successes and challenges they are experiencing regarding talent acquisition.
Discuss and determine expectations, accountability, and what everyone’s role is within the hiring process.
Educate leadership and hiring managers on recruiting tactics and employment branding.
Be a great listener, win respect, build confidence, be proactive, and show reliability.
Discuss with various individuals if the current process has been effective, what strategies are successful, what changes need to be made, and where the company needs to be in the future.
Who is involved with recruiting, have individuals been trained to interview and hire, is the candidate experience consistent, what sourcing strategies are currently in place, etc.
Conduct a needs analysis (current and future openings- 3/6/9/12 months ahead).
Establish search “kickoff calls” with hiring managers.
During first 90 days…develop a nationwide talent acquisition strategy, recruiting process flow map, candidate sourcing strategy, and make sure there is consistency and standardization throughout the process.
SHRM is concerned with decisions about HR practices, the composition and behaviors of employees, and the effectiveness of these decisions.
These strategic process is comprehensive, planned and contribute to the success of the organization and has long-term value creating potentiality. SHRM is the management of HR philosophies, policies, and practices to enable the achievement of the organizational strategy.
Generally, these philosophies, policies, practices, develops a system to attract, develop, utilize, and retain employees for smooth functioning of the organization.
A study related to job and its three components job description, job specification and job evaluation. Learn what is Job Analysis concept meaning and definition in HRM?
For more information visit https://www.hrhelpboard.com/performance-management/job-analysis.htm
The document discusses human resource planning in the transportation, logistics, warehousing and packaging sector in India. It states that the sector currently employs around 7.3 million persons, with the majority employed in road transport and rail transport. It notes that established logistics hubs include Mumbai, Kolkata and Chennai, while emerging hubs are Gurgaon, Vizag, Nagpur and Indore. The document then provides tables showing the typical proportion of employees at different functional levels and with various educational qualifications across different segments like road transport, warehousing, and rail transport.
The document outlines the recruitment and selection process used by HDFC Bank. It discusses the key functions within the bank and the 4 main stages of the process: pre-advertisement, placing advertisements, shortlisting, and interviewing/selection. The principles guiding the process emphasize attracting the right people, merit-based selection, ensuring diversity, and hiring for both skills and culture fit. Candidate sourcing focuses on skills/profile matching as well as finding team players with the right attitude.
The HR Annual Report summarizes activities from the past year and outlines goals for the future. In the past year, HR shifted its focus from personnel to strategic workforce development. It reviewed and improved recruitment, learning and development programs, and medical staffing. HR also enhanced reporting, implemented electronic rostering, and expanded diversity training and childcare services. Its vision for the future is to deliver high quality, cost effective, and professional HR services that make a real difference to the organization.
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
The document outlines a campus hiring strategy with the following key elements:
1) It discusses developing a campus recruitment plan by forecasting manpower needs, selecting campuses, and planning recruitment activities and drives.
2) It recommends running an internship program to build relationships with potential hires and improve retention, quality, and branding.
3) It provides tips for building and maintaining campus relationships through engaging faculty, setting goals, targeting the right colleges, and sending qualified representatives.
This document outlines the HR policies of Cybage Software Pvt. Ltd., including policies related to employee work hours, leaves, holidays, performance reviews, and more. It details the company's open door policy for employees to provide suggestions to senior management or the HR department. The document also covers bonus structures for the employee referral scheme and performance appraisals that follow a 360 degree review process.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Is this what the future of high-volume recruitment will look like? We hope so!
Let's take a look at how AI can save high-volume recruitment.
AI for recruiting is the application of artificially intelligent abilities such as learning or problem-solving designed to automate some part of the recruiting workflow.
In 7 steps we take a look at the impact of AI technology on recruitment.
Step 1: Your job posting receives receives hundreds of resumes which get collected by your ATS. On average, 75% of the candidates are unqualified.
Step 2: AI recruitment in the form of automated resume screening technology instantly grades and shortlists the qualified 25% of candidates for you.
Step 3: With a click of a button, you can set up interviews with qualified candidates using an auto-dialer, auto-texter, or auto-emailer.
Step 4: AI recruitment in the form of a chatbot can help you engage with candidates by answering their questions about the job and providing them with feedback about their applications.
Step 5: AI recruitment in the form of video interview technology uses algorithms to analyze candidates’ emotions, word choices, and personality traits to help you assess whether they’d be a good fit for the job.
Step 6: You can interview candidates online in real time or watch pre-recorded interviews on your own time. With a click of a button, you can invite candidates to an in-person interview or hire them based on their video interview.
Step 7: By automating or streamlining parts of your recruiting workflow, AI recruitment allows you to spend more of your valuable time engaging with candidates and partnering with hiring managers to make better hires, faster.
The document discusses the recruitment process. It defines recruitment as the process of finding and hiring suitable candidates for jobs within an organization. The recruitment process consists of planning job requirements, developing a recruitment strategy, searching for candidates through various sources, screening applications, and evaluating the effectiveness of the recruitment effort. Internal recruitment sources include promotions, transfers, and referrals, while external sources include job advertisements, employment agencies, campus recruitment, and headhunting. The advantages and disadvantages of internal and external recruitment are also covered.
HDFC Bank's recruitment and selection process involves sourcing candidates internally and externally, processing applications promptly, conducting interviews to evaluate suitability, performing reference and background checks, making offers, and placing new hires on a 6-month probation period. Candidates are sourced through employee referrals, agencies, job postings, and campus events. Applications are processed within 5 days. Interviews may be one-on-one or panels and include tests for junior roles. Reference and background checks verify qualifications and employment history. Offers are prepared by HR according to grades. New hires are confirmed after a 6-month review of their performance.
Recruitment and Selection
Recruitment :
Recruitment is a process of attracting candidates towards a job in an organization.
Selection :
Selection is a process of hiring right person for a right job at a right time at a right cost.
Selection follows recruitment.
Human resource planning (HRP) is the first component of human resource management strategy and involves anticipating future HR requirements based on present capabilities and environmental factors. HRP focuses on achieving strategic fit between HR and business strategy through internal alignment of HR practices and external alignment with business objectives. The goals of HRP are to ensure the organization has the right employees with the right skills at the right time and place, and to provide direction for all HR activities. HRP involves forecasting future demand and supply of employees using both quantitative and qualitative methods, then balancing supply and demand.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
Hr recruitment and selection process in reliance communicationsaranya mano
This document provides an overview of recruitment and selection processes. It defines recruitment as the process of finding and attracting qualified job applicants. The purposes of recruitment are to increase the candidate pool at low cost, improve selection success rates, and reduce new hire turnover. Sources of recruitment discussed include internal methods like promotions, transfers, and referrals, as well as external sources like outsourcing agencies. Advantages of internal recruitment are lower costs and training needs, while disadvantages include unfilled vacated positions and lack of new perspectives.
During first 90 days…meet all senior leadership, hiring managers, and peers.
Gain a better understanding of the successes and challenges they are experiencing regarding talent acquisition.
Discuss and determine expectations, accountability, and what everyone’s role is within the hiring process.
Educate leadership and hiring managers on recruiting tactics and employment branding.
Be a great listener, win respect, build confidence, be proactive, and show reliability.
Discuss with various individuals if the current process has been effective, what strategies are successful, what changes need to be made, and where the company needs to be in the future.
Who is involved with recruiting, have individuals been trained to interview and hire, is the candidate experience consistent, what sourcing strategies are currently in place, etc.
Conduct a needs analysis (current and future openings- 3/6/9/12 months ahead).
Establish search “kickoff calls” with hiring managers.
During first 90 days…develop a nationwide talent acquisition strategy, recruiting process flow map, candidate sourcing strategy, and make sure there is consistency and standardization throughout the process.
SHRM is concerned with decisions about HR practices, the composition and behaviors of employees, and the effectiveness of these decisions.
These strategic process is comprehensive, planned and contribute to the success of the organization and has long-term value creating potentiality. SHRM is the management of HR philosophies, policies, and practices to enable the achievement of the organizational strategy.
Generally, these philosophies, policies, practices, develops a system to attract, develop, utilize, and retain employees for smooth functioning of the organization.
A study related to job and its three components job description, job specification and job evaluation. Learn what is Job Analysis concept meaning and definition in HRM?
For more information visit https://www.hrhelpboard.com/performance-management/job-analysis.htm
The document discusses human resource planning in the transportation, logistics, warehousing and packaging sector in India. It states that the sector currently employs around 7.3 million persons, with the majority employed in road transport and rail transport. It notes that established logistics hubs include Mumbai, Kolkata and Chennai, while emerging hubs are Gurgaon, Vizag, Nagpur and Indore. The document then provides tables showing the typical proportion of employees at different functional levels and with various educational qualifications across different segments like road transport, warehousing, and rail transport.
The document outlines the recruitment and selection process used by HDFC Bank. It discusses the key functions within the bank and the 4 main stages of the process: pre-advertisement, placing advertisements, shortlisting, and interviewing/selection. The principles guiding the process emphasize attracting the right people, merit-based selection, ensuring diversity, and hiring for both skills and culture fit. Candidate sourcing focuses on skills/profile matching as well as finding team players with the right attitude.
The HR Annual Report summarizes activities from the past year and outlines goals for the future. In the past year, HR shifted its focus from personnel to strategic workforce development. It reviewed and improved recruitment, learning and development programs, and medical staffing. HR also enhanced reporting, implemented electronic rostering, and expanded diversity training and childcare services. Its vision for the future is to deliver high quality, cost effective, and professional HR services that make a real difference to the organization.
The document outlines the key HR goals and objectives for 2013, including addressing the war for talents, supporting innovations, implementing performance-driven compensation, developing talent, and establishing lean HR processes. It also discusses the economic outlook and need for efficiency. The goals are aimed at gaining a competitive advantage and supporting the business strategy. Future areas of focus include continuing pressure to automate non-value added HR work and simplify processes, as well as developing skills for in-demand technical jobs.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
Centralized recruitment can reduce costs while improving the time, quality, and standardization of the hiring process. Creating talent pools and communities can further reduce costs and times for sourcing and hiring while improving quality. Establishing a Center of Excellence supports non-traditional recruitment channels, improves acquisition and process efficiency, and enables business growth through faster hiring.
The document outlines a campus hiring strategy with the following key elements:
1) It discusses developing a campus recruitment plan by forecasting manpower needs, selecting campuses, and planning recruitment activities and drives.
2) It recommends running an internship program to build relationships with potential hires and improve retention, quality, and branding.
3) It provides tips for building and maintaining campus relationships through engaging faculty, setting goals, targeting the right colleges, and sending qualified representatives.
This document outlines the HR policies of Cybage Software Pvt. Ltd., including policies related to employee work hours, leaves, holidays, performance reviews, and more. It details the company's open door policy for employees to provide suggestions to senior management or the HR department. The document also covers bonus structures for the employee referral scheme and performance appraisals that follow a 360 degree review process.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
Is this what the future of high-volume recruitment will look like? We hope so!
Let's take a look at how AI can save high-volume recruitment.
AI for recruiting is the application of artificially intelligent abilities such as learning or problem-solving designed to automate some part of the recruiting workflow.
In 7 steps we take a look at the impact of AI technology on recruitment.
Step 1: Your job posting receives receives hundreds of resumes which get collected by your ATS. On average, 75% of the candidates are unqualified.
Step 2: AI recruitment in the form of automated resume screening technology instantly grades and shortlists the qualified 25% of candidates for you.
Step 3: With a click of a button, you can set up interviews with qualified candidates using an auto-dialer, auto-texter, or auto-emailer.
Step 4: AI recruitment in the form of a chatbot can help you engage with candidates by answering their questions about the job and providing them with feedback about their applications.
Step 5: AI recruitment in the form of video interview technology uses algorithms to analyze candidates’ emotions, word choices, and personality traits to help you assess whether they’d be a good fit for the job.
Step 6: You can interview candidates online in real time or watch pre-recorded interviews on your own time. With a click of a button, you can invite candidates to an in-person interview or hire them based on their video interview.
Step 7: By automating or streamlining parts of your recruiting workflow, AI recruitment allows you to spend more of your valuable time engaging with candidates and partnering with hiring managers to make better hires, faster.
The document discusses the recruitment process. It defines recruitment as the process of finding and hiring suitable candidates for jobs within an organization. The recruitment process consists of planning job requirements, developing a recruitment strategy, searching for candidates through various sources, screening applications, and evaluating the effectiveness of the recruitment effort. Internal recruitment sources include promotions, transfers, and referrals, while external sources include job advertisements, employment agencies, campus recruitment, and headhunting. The advantages and disadvantages of internal and external recruitment are also covered.
HDFC Bank's recruitment and selection process involves sourcing candidates internally and externally, processing applications promptly, conducting interviews to evaluate suitability, performing reference and background checks, making offers, and placing new hires on a 6-month probation period. Candidates are sourced through employee referrals, agencies, job postings, and campus events. Applications are processed within 5 days. Interviews may be one-on-one or panels and include tests for junior roles. Reference and background checks verify qualifications and employment history. Offers are prepared by HR according to grades. New hires are confirmed after a 6-month review of their performance.
Recruitment and Selection
Recruitment :
Recruitment is a process of attracting candidates towards a job in an organization.
Selection :
Selection is a process of hiring right person for a right job at a right time at a right cost.
Selection follows recruitment.
The document provides details about the recruitment and selection process at Tata Teleservices Limited (TTSL). It discusses the importance of human resource planning for organizational success. It outlines TTSL's recruitment objectives to hire qualified candidates who fit the organizational culture and values. It then describes the various stages of TTSL's recruitment process including generating hiring plans, identifying vacancies, using internal and external sourcing strategies, screening candidates, interviewing, making offers, and new hire onboarding procedures. The recruitment sources mentioned include internal job postings, employee referrals, consultants, job portals, advertisements. The selection process involves screening, tests, interviews and evaluating candidates.
The document discusses several aspects of human resource management in nursing including recruitment, selection, orientation, deployment and retention. It defines key terms and describes processes. For recruitment, it outlines internal and external sources and modern methods. Selection involves application, testing, interviewing and selection committee evaluation. Orientation and deployment aim to integrate new staff. Retention is important to maintain skills, experience and productivity within the organization.
The document discusses the role of human resources (HR) in manufacturing businesses. It addresses several challenges facing manufacturing industries, including skilled labor shortages. HR can help by ensuring a skilled workforce through effective recruitment, onboarding training, and retention programs. The document then outlines the specific manpower requisition, recruitment, selection, compensation, and training policies and processes for one manufacturing company to address these challenges through its HR department.
The document outlines the HR policies and procedures of AALAT L.L.C based on UAE Labor Law No 8. It details recruitment and selection processes including job descriptions, interviews, probationary periods, and induction programs. It also covers general employment conditions such as codes of conduct, prayer times, and bullying prevention. The policies are aimed at creating a safe, organized, and non-discriminatory work environment.
Human resources refer to the individuals who comprise an organization's workforce. HR departments typically handle recruitment, compensation, training, and other employee-related matters. Recruitment involves attracting, screening, and selecting qualified applicants for jobs. It is influenced by factors like strategic plans, organizational policies, and recruitment criteria. Sources of recruitment can be internal, like promotions or transfers, or external, such as advertisements or employment agencies. The selection process includes steps like application reviews, interviews, background checks, and final selection. Effective recruitment and selection are important for organizations to hire suitable candidates and achieve their goals.
Procter & Gamble has a rigorous recruitment and selection process that aims to identify candidates with the key competencies needed for success at the company. The process begins with online assessments of a candidate's success drivers and reasoning abilities. Shortlisted candidates then complete an in-person reasoning test and interviews. Procter & Gamble seeks to promote diversity and inclusion through its recruitment, with goals to increase hiring of women and minorities for management roles. The company also aims to provide employment opportunities for individuals with disabilities through facilities like its new packaging center.
The document provides an overview of recruitment and selection processes. It discusses the importance of recruitment and selection functions in personnel management. Recruitment involves estimating vacancies, attracting applicants, and creating a pool of candidates for selection. Selection involves screening applicants through interviews, tests, and background checks to select the most suitable candidates. The document also discusses internal and external sources of recruitment, the recruitment planning process, and the typical steps involved in selection including preliminary interviews, tests, employment interviews, job offers, and final selection.
The document discusses human resource management processes at Mobilink GSM, including planning, recruitment, selection, orientation, training, performance management, and career development. It provides details on Mobilink's policies and procedures for each HRM function, such as using internal and external recruitment sources, conducting interviews and reference checks for selection, and providing a formal orientation program for new employees.
Internal recruitment involves identifying and attracting job candidates from within an organization. It offers benefits like saving time and money on training, improving productivity and morale, and facilitating succession planning. Some key aspects of an effective internal recruitment process include having an internal recruitment policy, posting job openings widely within the company, screening existing employees for roles, conducting interviews, and providing feedback. While internal recruitment improves morale and reduces training costs, it can also discourage external candidates and lack candidates with required qualifications if only considering current employees.
The document discusses human resource management processes at Mobilink GSM, including planning, recruitment, selection, orientation, training, performance management, and career development. It provides details on Mobilink's policies and procedures for each HRM function, such as integrating planning with strategic goals, using internal and external recruitment sources, and conducting a probationary period for new hires. Mobilink aims to develop employees' skills and provide opportunities for career growth through formal training programs and performance reviews.
The human resource department at Pran-RFL Group considers employees their best asset. The department handles recruitment, selection, placement, training, performance appraisals, and compensation. They aim to attract and retain top talent through merit-based hiring and developing employees' skills. The recruitment process involves defining job requirements, advertising positions, screening applications, interviews, and reference checks. Training programs help employees improve their competencies.
This document provides an overview of human resource management and staffing. It discusses estimating manpower requirements, recruitment, selection methods like screening and interviews, placement and orientation, training and development, promotions, compensation, and the advantages of proper staffing. Organizational culture is key to ensuring a good fit when staffing. A strong culture with widely shared values allows employees to know what is expected and act quickly.
Recruitment involves identifying vacancies, preparing job descriptions, sourcing candidates, shortlisting, interviewing, and making offers. The process begins with an organization requesting to fill positions and provides details on required roles. Consultancies can help outsource openings to find qualified candidates. A structured recruitment process narrows applicants through interviews before extending job offers. Maintaining contact supports onboarding new hires and obtaining references for future roles.
The document discusses recruitment processes and outsourcing recruitment. It defines recruitment as linking employers with job seekers. There are three types of recruitment needs: planned, anticipated, and unexpected. Outsourcing recruitment cuts costs by 20% and provides economies of scale. It allows companies to focus on strategic functions while outsourcers increase skills and expertise. The general recruitment process involves identifying vacancies, preparing job descriptions, sourcing candidates, interviewing, and making offers.
A presentation on Recruitment and Selection for your better understanding.
Presented by Asish Raut
Studying M.COM
Central University Of Karnataka
Thank you for choosing our ppt
hope it helps you.
This document discusses human resource management processes at Ergo Corporation, including recruitment and selection, and performance appraisal. It provides details on Ergo's recruitment sources and selection process, as well as the performance appraisal process, features, advantages, and techniques. Performance appraisals involve evaluating employee performance and productivity against criteria. They aim to facilitate communication between managers and employees to provide feedback, set goals, and determine compensation.
Kranium HR Services provides managed HR services to organizations. They offer Performance HR which involves strategic alignment of employees to organizational goals through activities like defining roles and KPIs. They also offer Process HR which manages core HR operations like recruitment, payroll, and employee separation. Their services are tailored to each client's needs and can involve consulting, implementation, ongoing management, or a handover of processes. They take a long-term, project-based approach to partnering with clients.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. 3.0
RECRUITMENT POLICY
3.1 OBJECTIVE
• To streamline the Recruitment process,
• To ensure that we always hire the RIGHT people at RIGHT role at RIGHT
time, and
• Also to thrive a strong Employer Branding to attract the best talents
available in the Industry
3.2 ELIGIBILITY:
We believe that all people are entitled to equal employment opportunity and does not
discriminate against qualified employees or applicants because of race, national or
ethnic origin, gender, religious beliefs, age, marital status, sexual orientation or
disability. Equal opportunity will be extended to all persons in all aspects of
employment including but not limited to recruiting, hiring, promotion, discipline, or
layoff/termination.
3.3 Scope
Covers all the vacant positions across the functions, levels & hierarchy.
3.4 Recruitment Policy & Process
To enable HR to initiate the hiring process at any point of time during the year, the
respective HOD / functional / Regional heads need to follow the below-mentioned steps –
1. Fill-up a ‘Manpower Requisition Form (MRF)’ (Refer Annexure I)
2. Get the MRF approved by the concerned approving authorities (as per the
Recruitment
Approval matrix shown below), and
3. Forward the approved MRF to HR.
2. HOD to Identify the Business Need
( New Requirement /Back up / Replacement )
Page 1
MANPOWER REQUISITION PROCESS
Identify the Type , Level, Number of Profiles, KRA ,Job Specification,
Deadline for Meeting the requirement in MR Form
Approval From
Business Head
Requisition
Cancelled
Approval From
Group Head
Requisition
Cancelled
No
Yes
No
Yes
HR to take action
on the
Requirement
3.5Recruitment Quality Norm:
In today’s knowledge driven business scenario, People are perceived as the most
valuable assets of an organization and the optimum utilization of the skill, knowledge,
attitude, they posses, are directly instrumental to the growth of any organization.
Therefore, while recruiting a candidate for any role, position, level, function, it should
always be ensured that there is no compromise in the quality of people, we
hire.
Besides checking the presence of role-specific key competencies & the behavioral
attributes required to perform a job, few basic eligibility criteria should be
considered, even before a candidate is called for the Initial rounds of Interviews -
3.5.1 Academic Qualification: Minimum Graduate (Recognized university) for all
positions, and there should not be any unjustified gaps in education.
3. 3.5.2 Reference check: Reference check is MUST for all recruitments (Assistant
Manager and above positions) across the country and HR should always ensure that
Reference check is done before extending the offer to a selected candidate.
Candidates selected after rounds of tests/Interviews would be asked to provide the
names & contact details of at least 1 person as his/her Professional Reference, and HR
would contact these references and the comments & remarks of the referees would be
documented and preserved for future records.
RECRUITMENT , SELECTION & REFERENCE CHECK PROCESS FLOWCHART
Line up of Short listed candidates
Conduct Initial Screening
Operations / Technical Round
Short listed
No
Rejects
Yes
Final Round of Interview by M1
No
Reject
Yes
Short listed
HR Round & offer ( By HR Rep.)
No
Reject
Yes
Short listed
Yes
Reference Check
No
Positive
Yes
Reject
Screening of the Resumes
Head Hunting
Employee Referral
Consultants /Other
Channel
For Assistant Manager & above
4. 3.5.3Recruitment Approval Matrix: Any Recruitment across the organization, at any
level / function has to be approved by the concerned authorities as specified in
the matrix below –
Grade
Interviewing Authority
Preliminary Final
M5 , M4 & M3 HOD & Head - HR COO & MD
M2 & M1
HOD & HR HOD & Head -
HR
Functional Head & HR
3.5.4 Internal Recruitment:
As a conscious focus of the organization to nurture high potential talents by providing
them suitable career growth opportunities within the organization, efforts would always be
made to fill in specific vacancies from it’s existing human resource pool.
The entire process would be done through Internal Job Posting (IJP) and
communication including the job profile, candidate profile, eligibility (who can apply),
application deadline etc. would be made available by HR
Employees possessing necessary skills, knowledge, and experience matching with those
required for the job may apply through the appropriate communication channels as
prescribed in the IJP.
3.5.5 Recruitment Sources:
To ensure a steady in-flow of quality candidates for all the existing vacant
positions, with an aim to select the best within a stringent recruitment deadline,
HR would always focus to develop a robust database of CVs searched from the
following sources –
Existing CV
database
(Created &
Maintained by HR)
Vacancy
Advertisement in
Newspapers
e-Recruitment portals
CV d/base access
Regular Job posting
Hiring
Consultants
(Mostly for Sr. &
Middle level critical
positions)
Market
Intelligence
Personal Network
Head hunting
5. 3.5.6 Hiring consultants: Considering the large volume of recruitments to be done
within a small span of time, it is necessary to identify and engage
Professional hiring consultants to help HR to source quality candidates for
middle & senior level positions.
A. Process guidelines (To engage a new Hiring Consultant):
HR would identify the Consultants in all the regions, based on
their current client’s distribution, database size, past
performance records & industry feedback.
HR will negotiate the Terms & Conditions with all the identified
consultants and will get a one-time approval (from the Director)
before rolling out the formal agreement with them.
B. Quality Expectations from the Hiring Consultants:
Minimum Turn-around time (TAT): Once a requirement is placed, the
consultant should forward at least within the next 72 hrs.
Strong Conversion Rate (6:1): Out of the 6 CVs forwarded
by a consultant, 1 has to be short-listed (after
initial screening by HR) .
An Annual Evaluation of the services provided by the existing consultants
across the country would be done to create a list of Preferred consultants, who
would be treated as priority CV sources for critical positions in future.
3.7 EMPLOYEE REFERRAL POLICY
1.0 OBJECTIVE
EMPLOYEE REFERRAL is the new revamped employee referral scheme. The objective is
to encourage employees to introduce potential candidates to fill published vacant
positions in the organization.
2.0 ELIGIBILITY:
2.1 All employed at Band M3 and below on permanent roles of the organization are
eligible to an incentive award under the scheme, except those who are involved in the
hiring process. The policy also does not cover Contract Staff, Trainees.
2.2 The following categories of employees will be considered as being involved in the
hiring process:
Those who are involved in the screening and interviewing of applicants for the
position(s) concerned, including Line Managers and Head of the department and/or any
other senior employee to which the position directly or indirectly reports to.
Those who are involved in the hiring decision.
Members of the HR Team.
3.0 POLICY
3.1 An incentive award will be paid to an employee whose referral results in a
successful recruitment for a specific vacancy. Schedule for Employee Referral Award is
given below. In general, the value of the incentive increases with the level of the position
being hired, reflecting a higher degree of difficult in sourcing the right candidates.
6. There is no limit on individual staff members in respect of the number of referrals made
or the number of awards given.
3.2 For critical jobs, typically defined to be positions which are difficult to fill or require
highly specialized knowledge/ skills and/ or fall under special projects/ initiatives,
amount of the incentive may be adjusted, depending on the criticality of the vacancies.
Human Resources has the option to designate certain vacancies as critical jobs.
4.0 SCHEDULE FOR EMPLOYEE REFERRAL AWARD
4.1 The incentive will be given on the new recruit’s confirmation i.e. satisfactory
completion of six months’ service in the Organization to the employee who makes the
referral. Given below is the grade-wise employee referral incentive/ award :
PROPOSED REWARD
GRADE Amount ( Rs.)
M1 & M2 15,000
M3 25,000
M4 40,000
4.2 No incentive will be paid to an employee who makes the referral if the applicant:
Has already applied to the Organization via an external source including the Company
website;
Has already been referred by another staff member in writing to the HR Department;
Is already working in the Organization as a temporary staff member, non-employed
contractor or consultant;
Was previously employed by the Organization;
Left the organization within six months of joining or if the Employee ( Referee) has left
the Organization.
5.0 REFERRAL PROCESS
5.1 The list of vacant positions will be advertised through internal communication with
the location, grade .
5.2 Employees will be kept posted on the status of the referred candidate through the
recruitment team.
5.3 Employees need to send the resume of the referred candidate to the email id along
with the employee referral form.
5.4 The referred candidate would go through the regular process of selection and
recruitment.
5.5 Successful referrals would be paid the referral amount ONLY through payroll
system after the new recruit’s satisfactory confirmation and completion of six months’
service with Organization.
5.6 The referral amount will be subject to tax as per the applicable tax rules.
IX. Compensation Proposals, Negotiation & issuing the offer letters:
HR prepares the compensation proposals based on the below-mentioned critical
attributes and gets those approved in writing by the concerned authorities before
extending to the candidates -
7. i. Academic & Professional qualification of the respective candidates
ii. Experience Profile
iii. Existing Compensation & benefits
iv. Market synergy
v. Internal Role-wise compensation study to maintain the equity
HR extends the proposals to the candidates who get selected after final round of
Interviews and negotiates to close those.
Once the candidates agree to the proposals &n intimate their acceptance, HR sends out
the formal offer letter, duly approved & signed by the concerned authority.
Offer letter check list -
HR should make sure that all the below-listed documents are received &
checked thoroughly before issuing the formal offer letters –
i. Approved Manpower Requisition form (MRF)
ii. Resume (hardcopy) of the candidate
iii. Interview Assessment sheet (Filled up with specific
recommendations by the concerned Interviewers)
iv. Reference checks details (documented in the specified format)
v. Compensation Proposal (Existing package & the proposed plan,
duly approved by the concerned Authority)
X. Recruitment Cycle Time:
To bring in more dynamism and effectiveness in the recruitment process, HR
would follow a specific project deadline of 30 days (from the day it had received
the approved Manpower Requisition) to hire a new employee.
COMPLETE RECRUITMENT & SELECTION CYCLE
Phase – I: Pre-Selection
Approving
Authority
Functional
Head
HRJob Description
&
Candidate Profile
(Education, competencies,
Attitude etc)
CV Sources
Internal CV database
Hiring Consultants
e-Recruitment portals
Internal Reference
Personal Networks
MRF &
Approval
Search
CV Bank
8. Phase – II: Selection
Phase – III: Post-Selection
Initial HR
S
c
CVs not short-listed go
to CV Database
(For Future use)
Short-listed CVs
Called for Personal
Interviews
(Local candidates)
Preliminary Interviews
(As per the Selection approving Matrix)
Final Interview
(As per the Selection Approving Matrix)
HR co-ordinates to organize the interviews
HR does Salary Negotiation & Extends the offer
De-briefing & final decision
(Interviewers discuss amongst themselves &
with HR to take a final selection decision)
Salary proposal
(HR to prepare it keeping in mind the
Internal Equity)
HR closes it &
sends out the
offer letter
Short-listed candidates
HR works out the modified
offer, if possible within the
band, and tries to pursue &
seals the offer
HR informs the concerned Functional Heads &
the Regional Heads about the probable DOJ
Short-listed CVs
Tel. Interviews
Offer NOT AcceptedOffer Accepted
9. Phase – IV: Post-joining
New hire joins
HR does the necessary Reference checks (wherever
applicable)& get the details documented in specified
format
HR would handle the Joining formalities &
1. The new hire should submit the following docs on DOJ itself –
2. Signed & Accepted copy of the offer letter
3. Photocopy of all the educational/professional certificates
4. Date of Birth proof (SSC Admit card / Passport / Driving License
etc)
5. 6 passport size photographs
6. Medical Fitness Certificate (in specified format) signed by a
Medical Practitioner registered under IMA.
7. Accepted Resignation Letter /Relieving letter, clearly mentioning
the date of Separation in it, from the last employer
8. Monthly Pay-slip / Salary Certificate showing the salary details of
the last employment.
HR creates Empl. I.d & sends out the ‘the ‘Welcome Note’
Induction & New Hire Orientation
I. Plan the Induction with the Functional leaders, prior to the DOJ & communicate to all
the concerned persons accordingly
II. Make sure that the following forms are filled up and sent to HR on DOJ itself –
Personal Data Form
All the statutory forms, like PF & Gratuity declaration, Nomination
III. Hand him over the Induction Manual
IV. Take the new hires through the office to all the departments, Introduce them to other
Functional leaders, peers, colleagues
V. Finally, Introduce the new hires to the respective Reporting Managers, to start the
functional orientations
VI. HR receives the Induction feedback from both the trainer as well as from the new hires &
keeps a track of learning & performances of the new hires.
10. Phase – IV: Post-joining
New hire joins
HR does the necessary Reference checks (wherever
applicable)& get the details documented in specified
format
HR would handle the Joining formalities &
1. The new hire should submit the following docs on DOJ itself –
2. Signed & Accepted copy of the offer letter
3. Photocopy of all the educational/professional certificates
4. Date of Birth proof (SSC Admit card / Passport / Driving License
etc)
5. 6 passport size photographs
6. Medical Fitness Certificate (in specified format) signed by a
Medical Practitioner registered under IMA.
7. Accepted Resignation Letter /Relieving letter, clearly mentioning
the date of Separation in it, from the last employer
8. Monthly Pay-slip / Salary Certificate showing the salary details of
the last employment.
HR creates Empl. I.d & sends out the ‘the ‘Welcome Note’
Induction & New Hire Orientation
I. Plan the Induction with the Functional leaders, prior to the DOJ & communicate to all
the concerned persons accordingly
II. Make sure that the following forms are filled up and sent to HR on DOJ itself –
Personal Data Form
All the statutory forms, like PF & Gratuity declaration, Nomination
III. Hand him over the Induction Manual
IV. Take the new hires through the office to all the departments, Introduce them to other
Functional leaders, peers, colleagues
V. Finally, Introduce the new hires to the respective Reporting Managers, to start the
functional orientations
VI. HR receives the Induction feedback from both the trainer as well as from the new hires &
keeps a track of learning & performances of the new hires.