This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.

1. RECRUITMENTS ByRansom Joseph

2. Recruitment refers to a process of discovering suitable candidates for a job or a function that may be temporary or permanent, usually undertaken by a group of consultants specializing in a particular domain.Recruitment-Definition

3. The Battle for the Best Hire: RECRUITMENTS

4. ContentsHiring Process - Determining requirement - Short listing - Interviews - Exercise–I on Interviewer StyleBad Recruitments - Overview - Causes & Errors - Exercise–II on Costs involved

5. Hiring ProcessShortlistingDetermining RequirementGetting ResumesFiltering Candidates (based on technical competency)InterviewingEvaluating + Selecting

6. I. Determining RequirementThis is the foremost and the most crucial step in the Recruitment process as it lays down the foundation for searching the right candidate. Requirement analysis involves the following steps: Job Analysis - Job Description - Job Specification Competency Identification

7. Job AnalysisJob DescriptionThis identifies the standards which are relevant to a particular job. It may comprise of things like:Job Title

8. Salary

9. Key ResponsibilitiesJob SpecificationsThese are the personal specifications that the candidates need to possess to carry out their duties competently. Following are included:Experience

10. Qualification

11. Knowledge /Skill-sets

12. Age group/ Location etc.Competency IdentificationCompetencies are individual abilities or characteristics that are key toeffectiveness in work. They are not “fixed” and can usually be developedwith effort and support. Adaptability, Commitment, Motivation, Emotional Stability, CommunicationSkills, Creativity, Leadership are few examples. Types of Competencies:Core CompetenciesThreshold CompetenciesDifferentiating CompetenciesJob specific/Functional CompetenciesBehavioral Competencies

13. II. Short Listing Short listing is the transition phase between recruitment and selection. Points to Consider:Evidence of skills, abilities and achievements that match the criteria specified in the job analysis.Qualifications compatible with the dates given.General employment stability - average period in any one job.Previous employersConsistency of Employment - Check that the dates given on the CV match up. Are there any unexplained gaps? If so, find out what the candidate was doing between these dates.

14. III. Interviewing – The Overall ProcessSteps:Pre - Interview Preparatory PhaseThe Interview ItselfThe Post Interview Assessment And Decision Phase

15. Pre-Interview Preparatory Phase“A Candidate is an Invited Guest”Entry Process (FIGS)- Find, In, Greet, SearchInterviewer Process (JIST)- Join, Inform, Seat, TakeInfrastructure (SEE)- Seating, Entry, ExtraInterview Plan

16. The Interview ItselfAn INTERVIEW is a procedure designed to obtain information from aperson’s oral responses to oral inquiries. The “interview” is the focalpoint of the recruiting process. A GOOD interview results from:Proper PreparationIdentifying the candidate’s abilities before discussing the position.Asking a series of open-ended questionsEvaluating interview results.Briefly:Purpose of an interview is to collect evidence.Do not judge a person during the interview, one may get biased.Should not have more than 3 rounds of interview.

17. Attitude Of An InterviewerNot to prove cleverNot to catch the person outNot to judge while interviewingGet information in a comfortable wayUnderstand the real person in terms of key behaviors looked atSkills of a GOOD interviewerBody LanguageListeningQuestioning MethodStyles

18. TipsAlways conduct the interview at the scheduled time. If delayed due to any emergency, do keep the candidate informed. Establish Rapport – Start putting the person at ease. As a rule, all applicants should receive friendly and courteous treatment not only on humanitarian grounds but because your reputation is on the line.Avoid questions that can be answered in a YES or NO. Ask more of Open-ended questions. While asking for candidate’s accomplishments or strengths/weaknesses, also ask for examples narrating the same. While concluding the interview, ask if there is any additional information that the candidate wants to add or if he/she has any queries.

19. TipsAlways “Thank” the candidate and Inform next steps toward the end. Try to end all the interviews on a Positive note. In cases of Rejection, it should be communicated diplomatically. Eg: “Although your background is impressive, there are other candidates who are a better fit for our requirement.”Walk him/her OUT.Make him/her leave with a positive mindset; it helps in Brand Building. He might go out and talk good about your organization and refer you to Others. A candidate’s thought process, when he leaves after the interview, plays a major role in taking a decision whether to join your company or not.

20. Post-Interview Assessment And DecisionSystematically assess the evidenceWhile assessing concentrate on the past behavior as indicators of motivation, attitudes, values, personal qualities and abilities. There is little correlation between the past behavior and likely behavior in the actual environment and conditions of work. Reference checks can be really helpful while taking decisions.

21. Exercise - IInterviewer StyleDriver AmiableAnalyticalExpressiveWhich one are you….???

22. ANALYSIS

23. Bad Recruitments Bad appointments affect the company, the individual and you. The wrong person doing the wrong job is harmful to the company’s health. How to identify a Bad Recruitment..?? The employee has one or more of the following attributes:Cannot do: Skill sets are lackingWill not do: Attitude is lackingDoes not know what to do: Knowledge is lackingErrorsChoose the wrong personReject the right candidate

24. Bad Recruitment: CausesBiased evaluation, due to:- Halo/Horn Effect: One good thing makes you think that everything else is good and Vice versa.- Stereotyping: Specific category- Similar-to-me-effect- Contrast Effect: You find a trait that you lack in.- First ImpressionsPoor analysis of job functionInadequate initial screening, interviewing & questioning techniquesPoor utilization of second opinionsReferences were not checked

25. Exercise - IIThis exercise will give you an insight as to how much cost is involved in one recruitment error.Cost HeadsDirect RecruitmentInductionStabilizationDe-motivationClient RelatedLeavingTo ConcludeBad recruitment costs nearly 2-4 times of CTC of the recruit.Replacement cost is the most visible costBetter planning for selection process is vital for ensuring that bad recruitments do not occur.

26. urs.bernhard@gmail.comKeep your head and your heart in the right direction and you’ll never have to worry about your feet...THANK YOU!ransomjoseph@gmail.com GSHR