The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Recruitment, Selection, Process, Methods And StepsMohsin Azad
The document discusses various aspects of the recruitment and selection process, including:
1) It describes the key steps in recruitment such as developing job descriptions, advertising openings, screening applicants, interviewing candidates, and making a job offer.
2) It also discusses the selection process, including using tests and interviews to evaluate a candidate's qualifications and determining their suitability for the role.
3) The roles of recruitment consultants, types of advertisements, and challenges in recruitment are also covered. The document provides an overview of best practices and considerations in recruiting and selecting new employees.
The document discusses the key steps in acquiring human resources for an organization: human resource planning, job analysis, recruitment, selection, and induction. It provides details on each step, including what they involve and how they are carried out. For example, it notes that human resource planning forecasts future human resource needs and ensures the right people are in the right places. It also explains tools used for job analysis like questionnaires and interviews to understand job duties. The recruitment process of attracting candidates and selection process of evaluating them are also outlined.
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
Industrial/organizational psychology is the branch of psychology that studies human behavior in the workplace. It involves job analysis to understand job requirements, personnel selection to hire the right candidates, employee training to ensure they can perform jobs well, and motivation theories to enhance worker performance and satisfaction. The goal is to match the right people to the right jobs, design jobs around employee abilities, and use scientific methods to understand and optimize all aspects of an organization's human resources.
Recruitment and its importance, process and sourcesLearn By Watch
This slide contains information about what is recruitment, importance of recruitment, recruitment process and various internal and external sources of recruitment. Hope you will like it!!
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Recruitment, Selection, Process, Methods And StepsMohsin Azad
The document discusses various aspects of the recruitment and selection process, including:
1) It describes the key steps in recruitment such as developing job descriptions, advertising openings, screening applicants, interviewing candidates, and making a job offer.
2) It also discusses the selection process, including using tests and interviews to evaluate a candidate's qualifications and determining their suitability for the role.
3) The roles of recruitment consultants, types of advertisements, and challenges in recruitment are also covered. The document provides an overview of best practices and considerations in recruiting and selecting new employees.
The document discusses the key steps in acquiring human resources for an organization: human resource planning, job analysis, recruitment, selection, and induction. It provides details on each step, including what they involve and how they are carried out. For example, it notes that human resource planning forecasts future human resource needs and ensures the right people are in the right places. It also explains tools used for job analysis like questionnaires and interviews to understand job duties. The recruitment process of attracting candidates and selection process of evaluating them are also outlined.
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
Industrial/organizational psychology is the branch of psychology that studies human behavior in the workplace. It involves job analysis to understand job requirements, personnel selection to hire the right candidates, employee training to ensure they can perform jobs well, and motivation theories to enhance worker performance and satisfaction. The goal is to match the right people to the right jobs, design jobs around employee abilities, and use scientific methods to understand and optimize all aspects of an organization's human resources.
Recruitment and its importance, process and sourcesLearn By Watch
This slide contains information about what is recruitment, importance of recruitment, recruitment process and various internal and external sources of recruitment. Hope you will like it!!
Recruitment process, goals, sources, constraints, selection methods and diffe...R K Tiwari Sagar
The document discusses recruitment and selection processes. It defines recruitment as generating a pool of job applicants, while selection is the process of choosing candidates most likely to succeed. The summary discusses the key aspects of both processes:
Recruitment involves attracting qualified candidates through sources like job boards, websites, agencies or referrals. The goals are to attract suitable applicants and encourage unsuitable ones to self-select out. Selection methods evaluate candidates, and commonly include testing, interviews and reference checks to select the best candidates based on criteria like skills, experience and personality. The difference between recruitment and selection is that recruitment creates a talent pool, while selection evaluates candidates and results in a job offer.
This document discusses applicant perspectives and outcomes in recruitment and selection. It explores four main themes: candidate reactions to different selection methods, attribution theory and research in selection, organizational justice, and applicant decision-making. Selection methods like interviews, work samples, and assessment centers tend to be viewed more favorably by candidates compared to personality tests or cognitive ability tests. Models of applicant reactions emphasize factors like perceived job relevance, fairness, and transparency of the selection process. Attribution theory also plays a role, as candidates will attribute selection outcomes to internal or external causes like personality versus situational factors.
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
The document provides notes on human resource management. It discusses selection process, why careful selection is important, the differences between recruitment and selection, selection procedures and types of tests used in selection like ability, aptitude, intelligence, creativity and personality tests. It also summarizes different selection techniques such as background investigations, preemployment information services, interviews, physical exams, substance abuse screening and applicant tracking systems. The document outlines different types of interviews and interview processes.
The document provides details about a study on the effectiveness of recruitment conducted by Khushboo Shah. It includes an introduction outlining the importance of recruitment for organizations. The objectives of the study are to understand the recruitment process and sources, analyze recruitment procedures, and identify areas for improvement. The literature review covers definitions of recruitment, internal and external sources, the recruitment process, and the changing role of HR in recruitment. The methodology, data analysis, findings, suggestions, and conclusion of the recruitment study are also outlined.
Employment testing in human resource management involves using written or oral tests to determine if a job applicant is suitable for a position. There are several types of tests employers may use including aptitude tests to measure abilities like verbal, numerical, perceptual speed and reasoning skills. Other tests assess spatial ability, psychomotor skills, job knowledge, interests and personality traits. The goal is to identify traits that indicate the level of job performance an individual could provide.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
The document discusses internal and external sources of recruitment for organizations. Internal recruitment sources include promotions, transfers, internal advertisements, recalling retired managers or those on long leave. It provides benefits like being time-saving, economical, and motivating existing employees. However, it offers limited choice and can promote favoritism. External sources provide a large pool of applicants but are more costly and time-consuming than internal sources. They allow fresh talent and market conditions to be exploited.
This document provides an overview of motivation theories and how they can be applied in practice. It discusses:
1) The three components of motivation - activation, persistence, and intensity.
2) Maslow's hierarchy of needs theory and how managers should consider employees' different needs.
3) Herzberg's two-factor theory about hygiene and motivation factors.
4) Vroom's expectancy theory about how motivation depends on believing efforts will lead to performance and rewards.
5) Intrinsic versus extrinsic motivation in self-determination theory.
The document emphasizes linking rewards to performance, setting achievable goals, and addressing both intrinsic and extrinsic motivation to effectively motivate employees.
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
External recruitment involves assessing potential job candidates from outside an organization to fill vacancies. There are several methods of external recruitment: direct recruitment involves recruiting qualified candidates directly; casual callers considers previously applicants; advertising is a common method using job postings; employment agencies assist with recruiting; and schools/universities provide a source of new graduates. While external recruitment increases opportunities to find the right candidates, it can be time-consuming and expensive compared to internal recruitment. Overall, external recruitment is beneficial for organizations to consider new ideas and help with future growth, but also requires careful planning.
A presentation that I did at the Talent Acquisition Conference in Johannesburg. We looked at the Pros and Cons of Internal and External Recruitment. We then looked at putting a Recruitment Strategy in place
Recruitment refers to the process of attracting, screening, and selecting qualified candidates for jobs. It involves several steps:
1. Obtaining job requirements from departments and analyzing the job description.
2. Sourcing candidates through advertisements, employee referrals, consultants, and other methods.
3. Screening and filtering applications to identify candidates that best fit the job requirements.
4. Interviewing shortlisted candidates and obtaining feedback from interviewers to further evaluate candidates.
The recruitment cycle is complete when a candidate accepts an offer letter and officially joins the organization.
Recruitment selection process,methods and stepsMayur Khatri
The document discusses recruitment and selection processes. It defines recruitment as organizational activities that provide a pool of applicants to fill job openings. Selection is the process of discovering job applicants' qualifications and suitability for positions.
The document outlines factors that influence recruitment, sources for finding applicants, the selection process, and uses of psychological testing in candidate evaluation. It also discusses challenges in recruitment and selection, differences between the two processes, and provides a case study on practices at Wipro Technologies.
This document discusses human resource management practices related to recruitment and selection. It defines recruitment as developing and maintaining an adequate workforce, and outlines internal and external sources for recruitment, including promotion, job boards, agencies and referrals. Recent trends in e-recruitment via online applications and CVs are discussed. Selection is defined as choosing qualified applicants, with the objective being selecting the most suitable candidate. The importance of selection for reducing turnover and costs, improving productivity and commitment is covered. The selection process stages from applications to hiring are outlined. In conclusion, recruitment and selection are seen as necessary practices for organizations to properly staff up, though Nepal lacks specific processes.
The document discusses the recruitment and selection process. It begins by outlining the stages of recruitment, including job announcements, applicant screening, testing, interviews, and final selection. It then discusses factors that can affect recruitment and selection, such as external authorities, market conditions, and legislation. Finally, it provides guidance on effective recruitment through developing strategy, ensuring equal opportunity, keeping applicants informed, and maintaining confidentiality.
Recruitment refers to the process of finding and attracting qualified candidates for jobs within an organization. It involves identifying job vacancies, developing job descriptions, advertising positions, managing applicants, shortlisting candidates, conducting interviews, and making hiring decisions. Selection is the process of evaluating candidates and determining who is best qualified for the job. Some common sources for recruiting include internal candidates, job postings, employee referrals, employment agencies, and college recruiting. Psychometric tests, interviews, reference checks, and other procedures are used to evaluate and select candidates during the selection process. Onboarding involves introducing new hires to the company culture through formal induction programs.
The document discusses human resource planning. It covers topics like forecasting demand and supply of human resources, quantitative and qualitative determination techniques, work study and its applications, methods study and approaches, work measurement, work sampling, and time study. The objectives of work study are discussed as analyzing current job methods, measuring work content to establish standard times, and improving productivity, efficiency, and quality while reducing costs. Benefits include increased productivity and efficiency, reduced costs, improved workflows, and better working conditions.
The document discusses recruitment, selection, and appointment processes in human resources. It defines each term and explains that recruitment is encouraging applicants, selection is choosing the best candidate, and appointment is the final hiring agreement. The document outlines the stages of recruitment and selection including job analysis, writing job descriptions and specifications, using internal and external recruitment methods, screening applicants through methods like interviews and tests, and making a final hiring decision. It also discusses factors that can influence the recruitment and selection processes and how to evaluate if the processes were effective.
Final Project Report on Recruitment & SelectionMdsamim143
The document is a summer training report submitted by Md. Samim for their Master of Business Administration (MBA) program. It discusses their training at Skope Business Ventures Pvt. Ltd., a recruitment firm, where they explored the topic of recruitment and selection processes. The report includes an introduction of the company, acknowledgements, table of contents, and initial chapters covering the objectives of the study and introductions to recruitment, factors affecting recruitment, sources of recruitment, and recruitment policies and philosophies.
The document discusses the recruitment and selection process of IT companies. It describes the key steps in recruitment, which includes attracting potential job candidates and selecting suitable individuals. Some factors that influence recruitment are internal factors like company policies and external factors like the labor market and economic conditions. The selection process involves steps like screening interviews, application forms, testing, interviews and reference checks. The document provides examples of selection practices at companies like Siemens and PepsiCo and describes the recruitment process and eligibility criteria at IBM for internship and other programs.
Recruitment process, goals, sources, constraints, selection methods and diffe...R K Tiwari Sagar
The document discusses recruitment and selection processes. It defines recruitment as generating a pool of job applicants, while selection is the process of choosing candidates most likely to succeed. The summary discusses the key aspects of both processes:
Recruitment involves attracting qualified candidates through sources like job boards, websites, agencies or referrals. The goals are to attract suitable applicants and encourage unsuitable ones to self-select out. Selection methods evaluate candidates, and commonly include testing, interviews and reference checks to select the best candidates based on criteria like skills, experience and personality. The difference between recruitment and selection is that recruitment creates a talent pool, while selection evaluates candidates and results in a job offer.
This document discusses applicant perspectives and outcomes in recruitment and selection. It explores four main themes: candidate reactions to different selection methods, attribution theory and research in selection, organizational justice, and applicant decision-making. Selection methods like interviews, work samples, and assessment centers tend to be viewed more favorably by candidates compared to personality tests or cognitive ability tests. Models of applicant reactions emphasize factors like perceived job relevance, fairness, and transparency of the selection process. Attribution theory also plays a role, as candidates will attribute selection outcomes to internal or external causes like personality versus situational factors.
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
The document provides notes on human resource management. It discusses selection process, why careful selection is important, the differences between recruitment and selection, selection procedures and types of tests used in selection like ability, aptitude, intelligence, creativity and personality tests. It also summarizes different selection techniques such as background investigations, preemployment information services, interviews, physical exams, substance abuse screening and applicant tracking systems. The document outlines different types of interviews and interview processes.
The document provides details about a study on the effectiveness of recruitment conducted by Khushboo Shah. It includes an introduction outlining the importance of recruitment for organizations. The objectives of the study are to understand the recruitment process and sources, analyze recruitment procedures, and identify areas for improvement. The literature review covers definitions of recruitment, internal and external sources, the recruitment process, and the changing role of HR in recruitment. The methodology, data analysis, findings, suggestions, and conclusion of the recruitment study are also outlined.
Employment testing in human resource management involves using written or oral tests to determine if a job applicant is suitable for a position. There are several types of tests employers may use including aptitude tests to measure abilities like verbal, numerical, perceptual speed and reasoning skills. Other tests assess spatial ability, psychomotor skills, job knowledge, interests and personality traits. The goal is to identify traits that indicate the level of job performance an individual could provide.
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
The document discusses internal and external sources of recruitment for organizations. Internal recruitment sources include promotions, transfers, internal advertisements, recalling retired managers or those on long leave. It provides benefits like being time-saving, economical, and motivating existing employees. However, it offers limited choice and can promote favoritism. External sources provide a large pool of applicants but are more costly and time-consuming than internal sources. They allow fresh talent and market conditions to be exploited.
This document provides an overview of motivation theories and how they can be applied in practice. It discusses:
1) The three components of motivation - activation, persistence, and intensity.
2) Maslow's hierarchy of needs theory and how managers should consider employees' different needs.
3) Herzberg's two-factor theory about hygiene and motivation factors.
4) Vroom's expectancy theory about how motivation depends on believing efforts will lead to performance and rewards.
5) Intrinsic versus extrinsic motivation in self-determination theory.
The document emphasizes linking rewards to performance, setting achievable goals, and addressing both intrinsic and extrinsic motivation to effectively motivate employees.
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
External recruitment involves assessing potential job candidates from outside an organization to fill vacancies. There are several methods of external recruitment: direct recruitment involves recruiting qualified candidates directly; casual callers considers previously applicants; advertising is a common method using job postings; employment agencies assist with recruiting; and schools/universities provide a source of new graduates. While external recruitment increases opportunities to find the right candidates, it can be time-consuming and expensive compared to internal recruitment. Overall, external recruitment is beneficial for organizations to consider new ideas and help with future growth, but also requires careful planning.
A presentation that I did at the Talent Acquisition Conference in Johannesburg. We looked at the Pros and Cons of Internal and External Recruitment. We then looked at putting a Recruitment Strategy in place
Recruitment refers to the process of attracting, screening, and selecting qualified candidates for jobs. It involves several steps:
1. Obtaining job requirements from departments and analyzing the job description.
2. Sourcing candidates through advertisements, employee referrals, consultants, and other methods.
3. Screening and filtering applications to identify candidates that best fit the job requirements.
4. Interviewing shortlisted candidates and obtaining feedback from interviewers to further evaluate candidates.
The recruitment cycle is complete when a candidate accepts an offer letter and officially joins the organization.
Recruitment selection process,methods and stepsMayur Khatri
The document discusses recruitment and selection processes. It defines recruitment as organizational activities that provide a pool of applicants to fill job openings. Selection is the process of discovering job applicants' qualifications and suitability for positions.
The document outlines factors that influence recruitment, sources for finding applicants, the selection process, and uses of psychological testing in candidate evaluation. It also discusses challenges in recruitment and selection, differences between the two processes, and provides a case study on practices at Wipro Technologies.
This document discusses human resource management practices related to recruitment and selection. It defines recruitment as developing and maintaining an adequate workforce, and outlines internal and external sources for recruitment, including promotion, job boards, agencies and referrals. Recent trends in e-recruitment via online applications and CVs are discussed. Selection is defined as choosing qualified applicants, with the objective being selecting the most suitable candidate. The importance of selection for reducing turnover and costs, improving productivity and commitment is covered. The selection process stages from applications to hiring are outlined. In conclusion, recruitment and selection are seen as necessary practices for organizations to properly staff up, though Nepal lacks specific processes.
The document discusses the recruitment and selection process. It begins by outlining the stages of recruitment, including job announcements, applicant screening, testing, interviews, and final selection. It then discusses factors that can affect recruitment and selection, such as external authorities, market conditions, and legislation. Finally, it provides guidance on effective recruitment through developing strategy, ensuring equal opportunity, keeping applicants informed, and maintaining confidentiality.
Recruitment refers to the process of finding and attracting qualified candidates for jobs within an organization. It involves identifying job vacancies, developing job descriptions, advertising positions, managing applicants, shortlisting candidates, conducting interviews, and making hiring decisions. Selection is the process of evaluating candidates and determining who is best qualified for the job. Some common sources for recruiting include internal candidates, job postings, employee referrals, employment agencies, and college recruiting. Psychometric tests, interviews, reference checks, and other procedures are used to evaluate and select candidates during the selection process. Onboarding involves introducing new hires to the company culture through formal induction programs.
The document discusses human resource planning. It covers topics like forecasting demand and supply of human resources, quantitative and qualitative determination techniques, work study and its applications, methods study and approaches, work measurement, work sampling, and time study. The objectives of work study are discussed as analyzing current job methods, measuring work content to establish standard times, and improving productivity, efficiency, and quality while reducing costs. Benefits include increased productivity and efficiency, reduced costs, improved workflows, and better working conditions.
The document discusses recruitment, selection, and appointment processes in human resources. It defines each term and explains that recruitment is encouraging applicants, selection is choosing the best candidate, and appointment is the final hiring agreement. The document outlines the stages of recruitment and selection including job analysis, writing job descriptions and specifications, using internal and external recruitment methods, screening applicants through methods like interviews and tests, and making a final hiring decision. It also discusses factors that can influence the recruitment and selection processes and how to evaluate if the processes were effective.
Final Project Report on Recruitment & SelectionMdsamim143
The document is a summer training report submitted by Md. Samim for their Master of Business Administration (MBA) program. It discusses their training at Skope Business Ventures Pvt. Ltd., a recruitment firm, where they explored the topic of recruitment and selection processes. The report includes an introduction of the company, acknowledgements, table of contents, and initial chapters covering the objectives of the study and introductions to recruitment, factors affecting recruitment, sources of recruitment, and recruitment policies and philosophies.
The document discusses the recruitment and selection process of IT companies. It describes the key steps in recruitment, which includes attracting potential job candidates and selecting suitable individuals. Some factors that influence recruitment are internal factors like company policies and external factors like the labor market and economic conditions. The selection process involves steps like screening interviews, application forms, testing, interviews and reference checks. The document provides examples of selection practices at companies like Siemens and PepsiCo and describes the recruitment process and eligibility criteria at IBM for internship and other programs.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Tata Consultancy Services has a rigorous recruitment and selection process across four levels - work force, frontline, middle management, and top management. For the workforce level, candidates apply online or via ads and undergo written and technical interviews. For frontline level, internal candidates are evaluated on performance while external candidates face additional assessments like group discussions. The middle management level involves fast-track programs and technical interviews for internal promotions or external hires. The top management level does not recruit externally and involves interviews and presentations for selection.
Hr project study of recruitment & selection process in aviva life insuranceProjects Kart
The document is a project report submitted to the University of Pune on the topic of recruitment and selection at Aviva Life Insurance by Saumya Mehta. It includes an introduction, objective, research methodology, company profile of Aviva Life Insurance, literature review on recruitment and selection, data analysis from a survey conducted at Aviva, findings, conclusion and suggestions. The report aims to study the recruitment and selection process at Aviva Life Insurance.
Infosys has a structured recruitment process that considers applicants from all engineering branches. The process includes a written test assessing logical reasoning and verbal ability, followed by a technical and HR interview. Eligible candidates must have at least 70% marks throughout their academic career. The recruitment occurs primarily through campus hiring programs but also off-campus via their Career Plus program. While Infosys considers applicants from all backgrounds, their large applicant pool means the process can be time-consuming.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses advertisements used in recruitment and the roles of recruitment consultants.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
Recruitment selection-process-methods-and-steps-1207897252784197-9samreen shah
The document discusses recruitment, selection processes, methods, and the use of psychological testing in employee selection. It provides details on:
- The key steps in recruitment including identifying job requirements, attracting applicants, screening and selecting candidates.
- Common sources for recruiting such as present employees, agencies, and advertising.
- The selection process including preliminary interviews, tests, employment interviews and assessments, reference checks, and making a final selection.
- The use of psychological tests to objectively assess traits, minimize costs from bad hires, and ensure good person-job fit. It outlines types of tests and their appropriate uses.
Selection tests are commonly used to assess job applicants and measure characteristics like intellectual abilities, knowledge, personality, and interests. Properly designed tests are standardized, objective, reliable, and valid. Some common types of tests include cognitive aptitude tests, psychomotor ability tests, job knowledge tests, and work sample tests. Interviews are also a key part of the selection process. Structured interviews with standardized questions are preferable to unstructured interviews. Common mistakes in interviewing include making snap judgments, emphasizing negatives, lacking job knowledge, feeling pressure to hire, and being influenced by nonverbal behaviors.
The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
The document provides an overview of the employee selection process, including defining selection, environmental factors that affect selection, selection criteria and typical steps in the selection process. It discusses selection tests and their characteristics as well as common types of employment tests. The document also covers conducting employment interviews, including types of interviews and how to avoid common mistakes. Guidelines are provided for interviewing. An overview of the selection process is given along with purposes and stages of the socialization process for new employees.
The document discusses the process of employee selection. It is a 7 step process: 1) preliminary selection, 2) screening applications, 3) selection tests, 4) interviews, 5) reference checks, 6) medical tests, 7) job offers. Selection tests evaluate candidate skills and abilities through various tests like aptitude, intelligence, and personality. These tests aid in predicting future job performance and identifying the most qualified candidates. The selection process helps hire employees that are the best fit for the organization.
Human Resource Management - Recruitment and Selection.pptxAvradeep Ganguly
The document discusses the recruitment and selection process in human resource management. It defines recruitment as attracting job applicants and selection as differentiating between applicants to identify the best candidates. The key steps in recruitment are identifying vacancies, developing a strategy, searching for candidates, screening applications, and evaluating the process. Selection involves interviews, tests to assess skills/personality, checking references, making a decision, and evaluating candidates. The goal of both processes is to hire the most qualified people to fill open positions in an organization.
This document summarizes key aspects of recruitment, selection, training, and development processes. It defines recruitment as the process of finding and attracting job candidates, and outlines the main stages in the recruitment process. It also discusses different sources of recruitment and factors that affect recruitment. Selection methods like interviews, tests, and assessments are described. The importance and objectives of training and development are explained. Different training models like the systems model and instructional systems development model are summarized. The roles of training consultants and HR professionals in training are highlighted.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Psychological tests are objective standardized measures used in employee selection to assess abilities and predict future performance. They have advantages over other selection methods like interviews in being easier to evaluate and uncover hidden talents. However, they also have limitations like inability to perfectly predict job success, risk of unfair rejection, and potential for faking responses. Psychological tests work best as a supplement to other techniques rather than the sole evaluation method. Common types used include intelligence, aptitude, personality, and interest tests.
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection
for redundancy. An objective and appropriate methodology for assessment improves decision making, reduces risk and increases confidence in the
selection process.
Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. These notes describe how we go about
organising group and individual assessments, their objectives and content, and the benefits.
For more details, call David Mosscrop on +44 161 703 5600.
what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
The document discusses the selection process used to choose appropriate candidates for job vacancies. It defines selection and lists its objectives such as reducing costs and turnover. Various selection methods are described - application evaluation, interviews, tests, background checks and medical exams. The accuracy and effectiveness of each method is also assessed. The selection process involves shortlisting applications, conducting interviews, and selecting or rejecting candidates based on the evaluation results. The goal is to choose candidates that are best qualified for the role while maintaining a cost-effective selection process.
There are four main types of candidate testing: skills based, behavioral, cognitive, and integrity. Skills based tests assess a candidate's ability to apply knowledge and think critically, and are the most commonly used at 52%. Behavioral tests like the Predictive Index measure work personality and are used 38% of the time. Cognitive tests evaluate learning and problem-solving capabilities and make up 18% of assessments. Integrity tests aim to measure honesty and work ethic, the least common at 10%. Each type of test serves a different purpose in predicting job performance and success.
This document discusses human resource management concepts related to recruitment and selection. It provides information on recruitment goals, processes, sources and evaluation. For selection, it outlines the basic criteria and common selection methods like testing, gathering information and interviews. It describes different types of interviews and potential biases. The recruitment and selection processes are depicted visually with connections between the concepts.
Similar to Recruitment Selection Process Methods And Steps (20)
2. Recruitment:-
Organizational activities that provide a pool of
applicants for the purpose of filling job openings.
It is a process of searching for prospective
employees .
Stimulating & Encouraging them to apply for jobs
in the org.
3. Factors Governing Recruitment
Internal Factors
Recruitment Policy of the Org
Size of the org & the Number of Employees Employed
Cost Involved in Recruitment
Growth & Expansion Plans of the Org.
External Factors
Supply & Demand of Specific Skills in the Market
Political & Legal considerations such as Reservations of
jobs for reserved Catagories
Company’s Image Perception by the Job Seekers.
4. Sources Of Recruitment:
Present Employees
Unsolicited Applicants
Educational and Professional Instituitions
Public Employment Offices
Private employment Agencies
Employee Referrals
Help wanted Advertising
Walk-Ins
5. Selection:
Is the process of discovering the qualifications &
characteristics of the job applicant in order to
establish their likely suitability for the job
position.
A good selection requires a methodical approach
to the problem of finding the best matched
person for the job
8. Why choose testing
Objectivity – good psychological tests are standardised on a large sample and
provide normative data across a wide range of demographics and age cohorts.
Well selected tests will allow you to demonstrate talents that may otherwise not
be evident.
Validity – psychometric tests are a more valid method of assessment than
interviews, academic achievement & reference checks, and when utilised in
combination (for example in an assessment centre) are highly predictive of
future job performance.
Cost – the cost of selection errors is large for both the employer and the
employee. Psychometric tests help to minimise costs while maximizing potential
fit between the candidate and the job.
9. Brief history of tests
Comparisons of human attributes and differences have a very long history.
Hippocrates – (400BC) attempted to theoretically define four basic
temperament types: sanguine (optimistic), melancholic (depressed), choleric
(irritable) and phlegmatic (listless and sluggish).
Galton - (19th century) measured human individual differences in terms of
ability to discriminate between stimuli.
Binet - devised tests to measure differenced in specific human abilities. Now
numerous tests measure specific abilities, strengths and competencies.
10. Army Alpha and Beta tests (WW1) – developed out of an urgent need
to select personnel with specific aptitudes for training in specialist
and strategic roles.
Today – Psychological tests widely used in selection practices.
11. Psychological tests (definition and
dimensions)
A selection procedure measure the personality characteristics of applicants that
are related to future job performance. Personality tests typically measure one or
more of five personality dimensions:
Extroversion,
Emotional stability,
Agreeableness,
Conscientiousness and
Openness to experience.
12. Types Of Psychological Tests
Psychological tests fall into several categories:
Aptitude tests: It refers to potentiality that a person has to profit from certain kind
of training.
Achievement tests: It helps to measure the proficiency that a person has been able to
achieve.
Intelligence tests: It attempts to measure the intelligence—that is, basic ability to
understand the world around you, assimilate its functioning, and apply this
knowledge to enhance the quality of your life. Or, as Alfred Whitehead said about
intelligence, “it enables the individual to profit by error without being slaughtered
by it.”[1] Intelligence, therefore, is a measure of a potential, not a measure of what
you’ve learned (as in an achievement test), and so it is supposed to be independent
of culture.
IQ=Mental Age/Actual Age*100
For example, a six year old child with a mental age of 6 would have an IQ of 100 (the
“average” IQ score); a six year old child with a mental age of 9 would have an IQ of
150. Today, intelligence is measured according to individual deviation from
standardized norms, with 100 being the average.
13. Cont…
Neuropsychological tests: It attempts to measure deficits in cognitive functioning
(i.e., your ability to think, speak, reason, etc.) that may result from some sort of brain
damage, such as a stroke or a brain injury.
Occupational tests : It attempts to match your interests with the interests of persons
in known careers. The logic here is that if the things that interest you in life match up
with, say, the things that interest most school teachers, then you might make a good
school teacher yourself.
Personality tests : It attempts to measure your basic personality style and are most
used in research or forensic settings to help with clinical diagnoses. Two of the most
well-known personality tests are
1. Minnesota Multiphasic Personality Inventory (MMPI), or the revised MMPI-2,
composed of several hundred “yes or no” questions, and
2. Rorschach (the “inkblot test”), composed of several cards of inkblots—you simply give
a description of the images and feelings you experience in looking at the blots.
Specific clinical tests :It attempts to measure specific clinical matters, such as your
current level of anxiety or depression.
14. USES OF TESTS
Evaluation of right candidate
Proper selection of candidate
Identifying the candidates personality
15. Places Where Psychological
Testing Is Used
Colleges or Educational Institutes
Army,Navy etc.
Bank
Airlines
Companies
Schools
So, now a days in most of the places candidates are
evaluated on the basis of the psychological test.
16. Advantages
can result in lower turnover due if applicants are selected for traits that are
highly correlated with employees who have high longevity within the
organization
can reveal more information about applicant's abilities and interests
can identify interpersonal traits that may be needed for certain jobs
17. Disadvantages
difficult to measure personality traits that may not be well defined
applicant's training and experience may have greater impact on job
performance than applicant's personality
responses by applicant may may be altered by applicant's desire to respond
in a way they feel would result in their selection
lack of diversity if all selected applicants have same personality traits
cost may be prohibitive for both the test and interpretation of results
lack of evidence to support validity of use of personality tests
18. Tips
Select traits carefully :
An employer that selects applicants with high degree of 'assertiveness',
'independence', and 'self-confidence' may end up excluding females
significantly more than males which would result in adverse impact.
Select tests carefully:
Any tests should have been analyzed for (high) reliability and (low)
adverse impact.
Not used exclusively:
Personality tests should not be the sole instrument used for selecting
applicants. Rather, they should be used in conjunction with other
procedures as one element of the selection process. Applicants should
not be selected on the basis of personality tests alone.
24. RECRUITMENT PROCESS FOR
FRESHER
WRITTEN /APPTITUDE.
GROUP DISCUSSION.
PSYCHOMETRIC TEST(CONDITIONAL).
TECHNICAL INTERVIEWS(CONDITIONAL).
HR INTERVIEWS.
26. SELECTION PROCEDURE/STEPS
12 INTIMATION TO SALARY DEPT.
11 FINAL SELECTION
10 ORIENTATION
9 REFERENCE
8 ON THE JOB TEST
7 PHYSICAL TEST
6 INTERVIEW
5 PSYCHOLOGICAL TEST
4 WRITTEN TEST
3 TRADE TEST
2 SENDING APPLICATION FORMS
1 PRELIMINARY SCREENING
27. Difficulties in Recruitment process
Talent Acquistion.
Expensive.
Time Constraint.
Retention of employees.
Managing low attrition rate.
Budget.
28. Challenges in Recruitent &
Selection:
Talent Shortage
Attrition Rate
Reservations and other Gov. Policies
Remoteness of Job
Scrutinity of employee’s credentials
29. Basic Diff. Between Recruitment
and Selection:
Recruitment- searching for and attracting applicants
qualified to fill vacant positions
Selection- Analyzing the qualifications of applicants and
deciding upon those who show the most potential
30. Case Study: Selection And
Recruitment Practices in Wipro
Tech
Wipro Tech is an information technology service company
established in India in 1980.
Headquarter Bangalore
Rank Third largest IT services
company in India
Employees Strength 78,000 as of September 2007
31. Q & A Session with WIPRO HR:
How requiremnt arises in Wipro?
Acquisition of Projects, as per needs of PM,TL.
How do you come to know about technology on which
the workforce have to be recruited.
Project manager, technical lead handover(or
mail) HR team about Job description as well as little
bit project description ,& required technical
competencies.
32. Cont....
How do you come to know about no. of candidates to be
recruited?
First do check about current workforce which is on bench
and having the required skill then we decide about no. of
candidate to be recruited.
What's the first process of recruitment?
If the recruitment is on small level and the skillset is easily
available then we scan our database for candidates but if the
recruitment is very large and skillset is presice (or scarcity of
skillset ) then we give the advt in news papers.
33. Cont....
What is the next step you follow ?
We shortlisted the resume on the basis of skill and
experience and availability of skill set in market, then we
invite them for further process like Aptitude Test ,Group
Discussion, Interview.
34. Cont....
What kind of professionals can find job opportunities with the
company?
We have a rigorous recruitment process to ensure that we hire the
best talent in the industry. All our HR processes are competency
based.
Educational qualifications are function dependent.
In addition to a good education, we look for candidates with high
potential, integrity and the ability to lead the organisation in future.
Our main focus is on `internal growth' and hence we look for
candidates who are steady, interested in building a career with Wipro
and who bring a new perspective to the organisation.
35. Cont...
What kind of retention policies do you implement to fight attrition?
Our values and culture, freedom and autonomy, exciting challenges and
opportunities for career advancement are our key retention tools.
We work in a highly charged environment with talented and successful people
that motivate one and all.
We believe that apart from salaries, employees seek fast growth, exciting work
environment and opportunity to make a difference through entrepreneurial
ventures, amongst other things.
Each employee has a career growth plan in place. Based on the career plan we
give each of them opportunity to work in various functions to get a wide and
varied exposure.
We also have a compensation design, which aggressively differentiates
between performers and non-performers.
We were arguably the first FMCG company in India to offer stock options to
employees.
We also purge the bottom 10% on a regular basis so that they do not become a
liability for others.
37. What is Consultant
A consultant (from the Latin consultare means "to discuss" ) is a professional who
provides advice in a particular area of expertise such as accountancy, the environment,
technology, law, human resources, marketing, medicine, finance, public affairs,
communication, engineering, graphic design, or waste management.
A consultant is self-employed or works for a consultancy firm, usually with multiple and
changing clients.
38. Types of Consultant
Environmental consultants.
Technology Consultant.
Human Resource Consultant
Marketing Consultant
Law Consultant
Medicine Consultant
Finance Consultant
and many more….
39. What Is Recruitment Consultant
"Recruitment consultants work with companies to help them find the right people for
their positions. They also work for candidates to find a role that is suitable for them.
The key skill of a recruitment consultant is to meet the needs of both the client and the
candidate to ensure the best mutual fit; this is not simply a case of skills matching but of
truly understanding the business and its culture, as well as the aspirations of the
candidate."
40. Recruitment Consultant
Activities
A recruitment consultant is responsible for helping employer clients to recruit staff for
job vacancies. These vacancies can be permanent or temporary roles.
Recruitment consultants develop an understanding of their client's requirements, then
identify potential staff (candidates) through existing contacts or by advertising
roles/headhunting (executive search). They assess candidates' skills through interviews,
tests and background checks, then make recommendations to their client.
Consultants also provide advice to both clients and candidates on salary levels, training
requirements and career opportunities. Developing solid relationships with clients is
integral to the role.
.
41. » Typical work activities
A recruitment consultant's role is demanding and diverse.
using marketing and business knowledge to extend company contacts.
identifying and evaluating employers' recruitment needs.
negotiating terms of employment.
interviewing potential candidates
clarifying and negotiating salary and benefits relating to the role.
headhunting - identifying and approaching suitable candidates.
monitoring candidates once placed.
collecting feedback from employers on the performance of candidates who have previously
been placed with them.
maintaining current records and personal statistics for review against performance targets.
documenting clients' details and vacancy requirements in a brief.
42. Various Players In Recruitment
Consultancy
At National Level
3P Consultant Pvt. Ltd.
ABC International Placement Services
Active Consultant
Beta Consultancy HR Services
Browse Consulting
Career Graph
CareerIndia
Dynamic Consultant
Enterprise Consulting
HUDDAR
Human Ware India
JCG Associates
and many more……
43. At Global Level
ADD Resources
BLT
Camron James
Osiris Connections
Prism Executive Recruitment
44. What makes a Good Recruitment
Consultant
To be successful in the recruitment industry you must:
be ambitious and confident
be goal orientated
have good interpersonal and communications skills
be a good team player
be able to handle multiple priorities
be tenacious
be a problem solver
be able to work to deadlines and targets
enjoy responsibility and working in a high-pressure environment
have a good sense of humour
45. Opportunity as a Recruitment
Consultant
A chance to work with a large successful organization.
An opportunity to develop within the Recruitment Industry with one of the most
supportive and resourceful organizations.
A role that could provide you with a solid future within Recruitment.
A competitive annual salary and excellent commission packages
Fantastic training and mentoring opportunities
46. Challenges Faced By
Recruitment Consultant
Develop expertise in those strategic areas, where the consultants have not developed
expertise when firm is focused and the consultant is a generalist.
Reinforce and update knowledge and skills in the areas of focus of the firm when the firm
is focused and the consultant is an expert.
Provide the consultants exposure to areas where they do not have expertise in a non
focused firm with expert consultant. Here, the long-term objectives of the consulting firm
is to operate in a wide range of sections/functions.
Expose the consultants to all upcoming sectors/functions in a non-focused firm with
generalist consultant .
Three key areas which every consultant should be well conversant
1)knowledge and skills related to Man-management.
2)Business development, and Quality assurance.
3) evaluation technique.
47. To maintain Effectiveness and Efficiency.
Innovation and Quality Assurance are two key elements in the success of any consulting
firm.
Maintain the customer relationship.
48. Advantages
Fast Response
Broad customer base in private and public sectors
Improved attraction and recruitment strategies
Identifies and prepares potential job applicants
who will be appropriate candidates.
Higher succession rate of the selection process by
reducing the number of visibility under-qualified
or overqualified job applicants.
51. ADVERTISEMENT
What is advertisement?
Advertising is a one-way communication whose
purpose is to inform potential customers about
products
and services and how to obtain them
For Recruitment –
To provide information that will attract a significant
pool of qualified candidates and discourage
unqualified ones from applying. 51
52. Various kinds of Advertisement
Media
(E.g. billboards, printed flyers , radio, web
banners, web popups, human directorial, magazines,
newspapers, posters)
s Above the line Media: Press, TV, Outdoor, posters, and
radio ( recognized ad agencies get commission from these
media)
e Below-the-line Media: Direct mail, Sale Promotion,
merchandizing, exhibitions
52
53. Various kinds of Advertisement
Price Advertisement
Covert Advertisement
Local Service advertisement
Business to Business Advertisement
Direct Response Advertisement
53
54. Medium for Recruitment
Advertising
Television
(e.g. News pop-ups, Commercial ads like Accenture & many more)
Radio (e.g. Radio Mirchi… )
Magazines (e.g. Business Today, Winning Edge, Human capital…)
Newspapers (e.g. Blind Box Ads, Business accents, Times classified
etc..)
Internet (e.g. Web portal like Naukri.com, Monster.com…)
Direct Mail
54
63. Success Factors
Customer realization of Product.
Quality of a Product is determined.
Exposes company’s Culture
Ramp Up Awareness of Brand among masses and hence
increase Demand
63
64. Use of Advertisements in
Recruitment Process.
Creating awareness of Job Opportunities in the
specified field of Interest.
Finding Desirable Candidates
Keeping an competitive edge over competitors
as more advertisements attracts best of the job
seekers.
Advertisement is the fastest way to spread
recruitment hiring information.
64
65. Evaluation and Effects
Newspapers
Advantages – Short lead time, flexible, reach large
audience, community prestige, intense coverage, reader
control of exposure, coordination with national
advertising, merchandising service, segment consumer
by geography.
Disadvantages -- short life span, may be expensive
relative to other media, hasty reading, poor
reproduction, lack of creativity.
65
66. Radio
Advantages – audio capacity, short lead time, low cost
relative to other media, reach demographic and geographic
segmented audience, reach large audience.
Disadvantages – don’t have visual capacity, fragmented and
inflexible, temporary nature of message.
Magazines and Journals
Advantages -- selectivity for demographic and geographic
segments, high in quality reproduction, lasts as long as
magazine is kept, prestigious advertisement is credibility of
magazine is high, extra services, issue may be read by more
than one person.
Disadvantages – long lead time, lack of flexibility in gaining
attention, often limited control over location of
advertisement.
66
67. Television
Advantages -- impact mass coverage, repetition,
flexibility in getting attention of consumer, prestige,
visual and audio capabilities, short lead time.
Disadvantages -- temporary nature of message, high
cost relative to other media, high mortality rate for
commercials, evidence of public distrust, lack of
selectivity, hard to target customer, requires production
specialists
67
68. Outdoor Advertising
Advantages – inexpensive relative to other media, quick
communication of simple ideas, repetition of exposure
to customers, ability to promote products available for
sale nearby
Disadvantages -- brevity of the message, short exposure
time, cannot target customer, public concern over
aesthetics.
68
69. Internet & Direct Mail
Advantages – flexibility in reaching target audience,
short lead time, intense coverage, flexibility of format,
complete information, easy to personalize
Disadvantages -- high cost per person, dependency on
quality of mailing list, consumer resistance, may be
considered as junk mail, may be difficult and expensive
to access mailing lists
69
70. What is
induction?
Induction is process meant to help the new employee
to settle down quickly into the job by becoming
familiar with the people, the surroundings, the job,
the firm and the industry.
Induction is the process of acquainting the new
employees with the existing culture and practices of
the new organization.
70
71. What is induction
for?all anxiety of recruited person.
To sort out
To ensure the effective integration of staff.
History and introduction of founders.
Understand the standards and rules (written and
unwritten) of the organisation.
Introduction to the company/department and its
personnel structure.
71
72. Contd.....
Relevant personnel policies, such as training,
promotion and health and safety.
To clear doubtful situation between new employee
and existing one.
72
73. Who needs special
attention?
Institute leavers.
People returning to work after a break.
Disabled employees.
Management trainees.
Employees with language difficulties.
73
74. Induction Programme
Before designing induction programme firm need to
decide four strategic choice.
Formal Informal
Individual Collective
Serial Disjunctive
Investiture Divestiture
74
75. Who is responsible
for the induction
process?
HR manager
Health and safety advisor
Training officer
Department or line manager
Supervisor
Trade union or employee representative
75
76. Organisational
HR Issues
Representative Employee
Benefits
Introduction
Special
Anxiety
Reduction To Placement
Seminars
Specific Job
Location and
Supervisor Duties
Formal Induction
Programme
76
77. Points while
implementing
Inductionobjectives and desired benefits.
Identify the business
Secure early commitment
Agree roles and responsibilities of different players in
the process
Think of induction as a journey
77
78. Contd.....
Engage staff prior to joining
Have clear learning objectives for training sessions
Respect the induction needs of different audiences
Keep induction material up to date
78
79. Evaluation
Feedback from whom who completed induction
Retention rates
Exit interviews
Monitoring queries
79
80. Trends in Induction
Chalk and talk session
Questionnaire
From practicalities to discussion about culture
Using technologies like e-learning
Team building exercise
80
81. Problem in induction
To keep it simple
Supervisor is not trained enough
Employee get so much of information in short span of
time
Large no. of forms
Employee is thrown into action too soon
Wrong perception develop in short span
81
82. Advantages of Good
Induction
Employee retention.
Create good impression
It creates good adhesion
It take less time to familiarise
Less turnover ratio
Increase productivity
No chaos
Cost reduction
82
83. In absence of
Induction
Uneasiness of new employee in the environment of
the org.
Poor integration in team
Low morale
Loss of productivity
Failure to work with their highest potential
Company image goes down
83
84. Contd.....
Leads to Early leaving. It leads many problems like:-
a) High employee turnover
b) Lowering the morale of remaining staff
c) Additional cost for re-recruiting
d) Damage the company reputation
e) Affect new recruitment
f) Leaver’s record is affected
84