An analysis of the Selection stage in HR during contemporary times by the students of Department of Management Studies (2017 - 2019), University of Madras.
Selection - Traditional and Modern Trends Dhamo MS
What is meant by Selection? The traditional methods that were followed in selecting the candidates, what are the new trends used in selecting the right persons for the right job - Job Fit
The document discusses how gamification tactics from gaming are being used in recruiting to create better incentives and engagement. It provides examples of how companies are using laddering and rewards, digital currency, badges, and tribal connections to target potential job candidates. The document advocates designing reward programs and studying where your target audience spends time online to understand how gaming concepts can be borrowed for recruiting.
Hrm of digital advertisement agency.n advertising agency's reputation rides on its account management and creative capabilities. That puts its people at the center of its success. Like their counterparts in other industries, ad agency HR departments handle benefits administration, compensation and staffing. However, the retention and recruitment challenges they face have a more direct impact on profitability. In an industry transforming from traditional print and television formats to digitally driven, technology-based platforms, ad agency management increasingly needs an HR department that can help its business respond to this new environment.
Advertising agency human resources professionals focus on filling positions with individuals who fit the agency's personality, share its client philosophy and bring a proven ability to deliver ideas and designs that translate into brand-building, sales-generating advertising. HR develops job specifications for the recruitment firms they employ based on input the hiring manager provides. The HR department not only must fill open positions to ensure consistent client service levels, it also must plan future needs and recruit accordingly.
Volume to Value: How Outbound Hiring Is Changing Hiring As You Know It
How Outbound Hiring Is Changing Hiring As You Know It
The emergence of analytics, social, personalized marketing, and an increased recognition of talent as a CEO concern -- all enable an intelligent, business-aligned approach to strategic hiring.
In this session we covered:
- How to make the Case for Outbound Hiring in an Organization
- The 6 Essential Processes of Outbound Hiring
- Optimizing Sourcing with the New 4-Step Talent Sourcing Framework
- The Personalization Spectrum for Strategic Recruiting
- Driving Funnel Conversions with Synchronized Outbound Plays
30 ways to innovate your candidate experienceSara Coene
Look at your recruitment through the eyes of the candidate. Is your organisation’s culture clear and attractive? Do you have a strong employer brand? Do you reach those candidates that are truly a fit with your company? Are you paying enough attention to the candidate experience?
Candidate experience starts with a focus on people.
To improve your candidate experience in order to attract the best talent, start re-designing your application process.
In this slideshare deck, you’ll find the inspiration to get started.
Webinar#4- Outbound All Stars Webinar SeriesBelong
CANDIDATE DELIGHT:
Crafting Cross-Channel Candidate Experiences For The Digital Age
In order to deliver our 4th webinar in the series Outbound All Stars Recruiters series we got together with Payal Malhotra- VP, Talent Acquisition, Standard Chartered Bank to discuss what goes behind creating and delivering an exemplary candidate experience across board.
This document provides a summary of human resource management practices for a digital advertising agency. It covers strategic HR planning, job analysis for key roles, equal employment opportunity policies, recruitment and selection processes, orientation and training programs, compensation and benefits, performance management, and health and safety practices. The agency aims to comply with all relevant employment laws and promote diversity. Key roles discussed include account services, account planning, media planning, creative services, and agency management.
Selection - Traditional and Modern Trends Dhamo MS
What is meant by Selection? The traditional methods that were followed in selecting the candidates, what are the new trends used in selecting the right persons for the right job - Job Fit
The document discusses how gamification tactics from gaming are being used in recruiting to create better incentives and engagement. It provides examples of how companies are using laddering and rewards, digital currency, badges, and tribal connections to target potential job candidates. The document advocates designing reward programs and studying where your target audience spends time online to understand how gaming concepts can be borrowed for recruiting.
Hrm of digital advertisement agency.n advertising agency's reputation rides on its account management and creative capabilities. That puts its people at the center of its success. Like their counterparts in other industries, ad agency HR departments handle benefits administration, compensation and staffing. However, the retention and recruitment challenges they face have a more direct impact on profitability. In an industry transforming from traditional print and television formats to digitally driven, technology-based platforms, ad agency management increasingly needs an HR department that can help its business respond to this new environment.
Advertising agency human resources professionals focus on filling positions with individuals who fit the agency's personality, share its client philosophy and bring a proven ability to deliver ideas and designs that translate into brand-building, sales-generating advertising. HR develops job specifications for the recruitment firms they employ based on input the hiring manager provides. The HR department not only must fill open positions to ensure consistent client service levels, it also must plan future needs and recruit accordingly.
Volume to Value: How Outbound Hiring Is Changing Hiring As You Know It
How Outbound Hiring Is Changing Hiring As You Know It
The emergence of analytics, social, personalized marketing, and an increased recognition of talent as a CEO concern -- all enable an intelligent, business-aligned approach to strategic hiring.
In this session we covered:
- How to make the Case for Outbound Hiring in an Organization
- The 6 Essential Processes of Outbound Hiring
- Optimizing Sourcing with the New 4-Step Talent Sourcing Framework
- The Personalization Spectrum for Strategic Recruiting
- Driving Funnel Conversions with Synchronized Outbound Plays
30 ways to innovate your candidate experienceSara Coene
Look at your recruitment through the eyes of the candidate. Is your organisation’s culture clear and attractive? Do you have a strong employer brand? Do you reach those candidates that are truly a fit with your company? Are you paying enough attention to the candidate experience?
Candidate experience starts with a focus on people.
To improve your candidate experience in order to attract the best talent, start re-designing your application process.
In this slideshare deck, you’ll find the inspiration to get started.
Webinar#4- Outbound All Stars Webinar SeriesBelong
CANDIDATE DELIGHT:
Crafting Cross-Channel Candidate Experiences For The Digital Age
In order to deliver our 4th webinar in the series Outbound All Stars Recruiters series we got together with Payal Malhotra- VP, Talent Acquisition, Standard Chartered Bank to discuss what goes behind creating and delivering an exemplary candidate experience across board.
This document provides a summary of human resource management practices for a digital advertising agency. It covers strategic HR planning, job analysis for key roles, equal employment opportunity policies, recruitment and selection processes, orientation and training programs, compensation and benefits, performance management, and health and safety practices. The agency aims to comply with all relevant employment laws and promote diversity. Key roles discussed include account services, account planning, media planning, creative services, and agency management.
This document provides guidance to recruiters on leveraging LinkedIn to source and engage candidates throughout their journey. It discusses building an authentic personal brand on LinkedIn to showcase your company as an attractive employer. Recruiters are advised to optimize their LinkedIn profile with a professional photo, compelling headline, and detailed summary. They should also establish thought leadership by publishing quality content on LinkedIn. The goal is to move candidates through the stages of discovery, attraction, application, and engagement.
This document contains summaries of various case studies of companies that have used LinkedIn recruiting solutions. The case studies are organized by company, sector, size, location and LinkedIn products used. Some of the key case studies summarized include L'Oréal saving over $15,000 on a single hire through LinkedIn, Dixons Retail cutting agency usage from 95% to 4% and saving millions, and Sony Electronics finding 25% of hires in 5 months through LinkedIn. The document shows how various companies across multiple industries and of different sizes have leveraged LinkedIn's recruiting tools to improve their hiring processes and results.
Webinar#3: Outbound All Stars Webinar SeriesBelong
Moneyball: Data-Driven Strategies for Predictable Hiring Success
When it was released in 2011, Moneyball represented a revolution in the way data was used in making decisions. Hailed as one of the most transformative management guides, it has impacted how businesses across industries have adopted the use of data.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
The document describes several case studies of client engagements where an expert assistant was tasked with finding candidates to fill important roles. In each case, the assistant conducted in-depth research, targeted sourcing strategies like headhunting and referencing, put candidates through rigorous screening processes, and successfully placed the right candidates to meet the clients' needs within tight timelines. The clients represented a variety of industries and the roles covered technical, managerial, and executive positions requiring specialized skills and experience. Through strategic planning and coordination, the assistant was consistently able to meet recruitment challenges and fulfill staffing requirements.
The presentation summarizes customer acquisition, engagement, and retention strategies for Timesjobs.com, an online recruitment portal owned by The Times Group in India. It provides an overview of Timesjobs.com and its market position compared to competitors. The presentation then outlines Timesjobs.com's strategies for attracting new customers, keeping existing customers engaged, and retaining customers over time through various initiatives like customer support, events, communications, and discounts. It concludes with findings from the study and recommendations to improve Timesjobs.com's services and operations.
ING Tech Poland operates in a competitive talent market for technology and financial services skills. It focuses on developing employees' skills and careers through challenging projects in areas like risk modeling and digital transformation. To attract talent, ING Tech Poland highlights opportunities for innovation, career growth, and a vibrant work culture through initiatives like thought-provoking podcasts and talent competitions. It also emphasizes diversity and inclusion to build more effective teams and broaden its talent pool.
By the Numbers: Where's the $$$ in Outbound Hiring?Belong
This document discusses various metrics that can be used to measure the effectiveness of an outbound recruiting strategy. It covers talent brand metrics like brand engagement, brand experience, and new hire experience. It also discusses efficiency metrics like funnel efficiency and recruiter efficiency. Finally, it discusses impact metrics like hiring success/failure rates and revenue per employee ratios. Tracking the right metrics can help improve an outbound strategy and demonstrate the impact on business goals.
Social Media Recruiting with LinkedIn (english)Dana Fengler
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Its detailed member profiles and network data allow companies to directly reach passive candidates, who make up 80% of potential job changers but are not searchable on job boards. Viewer-dynamic content ensures the right candidates see job postings. This helps reduce costs and time spent on irrelevant applications and external recruiting channels.
Whether you need flexible talent for short-term needs or projects, or you need to fill critical openings on your team, finding exceptional talent has never been more difficult, time-consuming, expensive, and frustrating. In this presentation you'll learn the right questions to ask to find the right staffing agency to help you meet your talent needs.
In this presentation:
- How strong is the agency's recruiting reach?
- Does the staffing agency specialize in the talent you require?
- How well does the agency screen and assess candidates?
- And 9 more important questions to ask when choosing a staffing agency!
ZeroChaos was hired to address high turnover of sales representatives at a national telecom equipment supplier. They found that the company's recruiting process focused too much on quantity over quality, treating candidates as commodities. Exit interviews revealed employees felt disrespected and morale was low. ZeroChaos overhauled the career website, optimized the applicant tracking system, adjusted the hiring process, and embedded recruiters regionally. They also improved employee development and morale. As a result, turnover decreased from 55% to less than 30% in six months, improving the pipeline and reducing costs of replacement hiring.
Softchoice brought its recruitment process in-house and began using LinkedIn in 2009 to source passive candidates more proactively and cost-effectively. LinkedIn tools like Recruiter, Career Pages, Recruitment Insights and Ads help Softchoice target candidates for technical roles. LinkedIn provides data to optimize outreach and measure recruiter performance. Using LinkedIn has significantly lowered recruitment costs while shortening hiring cycles compared to traditional methods.
The document summarizes interviews with HR leaders from Fortune 1000 companies about their recruiting strategies and pain points. Key findings include:
- Most companies use a combination of internal and external recruiting, though some rely more heavily on one over the other depending on the industry.
- Popular applicant tracking systems vary by industry but include Taleo, Brassring, and proprietary systems. LinkedIn is widely used to find passive candidates.
- Top metrics companies want to improve include time to hire, quality of hire, and cost per hire. Quality of hire is difficult to define and measure.
- Biggest pain points include developing employer brands, finding candidates with the right skills, and competition over talent. Companies are
GoodPack Limited is a global company that leases intermediate bulk containers for cargo shipping. As the company expanded to over 70 countries, recruiting talent became a major challenge. Previously, GoodPack outsourced recruitment at high costs of over $100,000 per senior hire. The company started using LinkedIn Recruiter to conduct targeted searches globally. Within 9 months, LinkedIn Recruiter helped GoodPack fill 22 roles across 9 countries at under 7% of previous costs. The tool enabled the lean HR team to effectively manage global recruitment needs.
Did you know that as much as 80% of employee turnover can be attributed to bad hiring decisions? Or that the true cost of a bad hire could be 5X their annual salary?
That’s why finding and hiring only the best and most relevant talent -- truly ‘game changing’ talent, needs to be the top priority for every Business and Talent Acquisition Leader today.
In our upcoming webinar, Belong partners with Tarun Davda, Managing Partner and Alex Peter, Vice President, Human Capital at Matrix Partners India, to understand how hiring decisions at the senior level have directly impacted business goals within their portfolio companies.
With their hands-on, collaborative approach, Matrix Partners India has helped top companies like Quickr, Practo and Ola scale their teams, and take their business to the next level.
Oceans group & digital talent transformation sgSean Garvey
This document discusses the impact of digital transformation on leadership and talent. It argues that digital technologies like social media, mobile devices, big data and cloud computing have fundamentally altered how companies interact with customers and operate. To successfully navigate digital transformation, companies need leadership at all levels with digital skills, including the CEO, board of directors, functional leaders, and business unit managers. The author's company assists other organizations by advising them on the type of leadership required for digital transformation and how to identify, recruit and retain digitally savvy talent.
An increasing number of companies are adapting the principles of gamification to take their recruitment processes to the next level and increase the likelihood of finding candidates with the right skills and attitudes.
Gamification in recruitment - 10 compelling case studies - Manu Melwin Joymanumelwin
Resource Solutions recently ran a campaign through Hackertrail, a website which is set up to invite IT candidates to complete challenges – for example, hacking a website – the results of which are then shared with potential employers.
This document provides guidance to recruiters on leveraging LinkedIn to source and engage candidates throughout their journey. It discusses building an authentic personal brand on LinkedIn to showcase your company as an attractive employer. Recruiters are advised to optimize their LinkedIn profile with a professional photo, compelling headline, and detailed summary. They should also establish thought leadership by publishing quality content on LinkedIn. The goal is to move candidates through the stages of discovery, attraction, application, and engagement.
This document contains summaries of various case studies of companies that have used LinkedIn recruiting solutions. The case studies are organized by company, sector, size, location and LinkedIn products used. Some of the key case studies summarized include L'Oréal saving over $15,000 on a single hire through LinkedIn, Dixons Retail cutting agency usage from 95% to 4% and saving millions, and Sony Electronics finding 25% of hires in 5 months through LinkedIn. The document shows how various companies across multiple industries and of different sizes have leveraged LinkedIn's recruiting tools to improve their hiring processes and results.
Webinar#3: Outbound All Stars Webinar SeriesBelong
Moneyball: Data-Driven Strategies for Predictable Hiring Success
When it was released in 2011, Moneyball represented a revolution in the way data was used in making decisions. Hailed as one of the most transformative management guides, it has impacted how businesses across industries have adopted the use of data.
Creating Smart Social Recruiting Strategies discusses the importance of building an employer brand to attract and retain talent. It notes that 80% of executives believe the ability to attract and retain the best people will be the primary force influencing business strategy. It also discusses challenges in the current candidate and employer landscape, including a shortage of skilled workers, multiple generations in the workplace, and the need for vision and creativity to address skill gaps. The document advocates using data to measure employer brand quantitatively and qualitatively in order to make better hiring and branding decisions.
The document describes several case studies of client engagements where an expert assistant was tasked with finding candidates to fill important roles. In each case, the assistant conducted in-depth research, targeted sourcing strategies like headhunting and referencing, put candidates through rigorous screening processes, and successfully placed the right candidates to meet the clients' needs within tight timelines. The clients represented a variety of industries and the roles covered technical, managerial, and executive positions requiring specialized skills and experience. Through strategic planning and coordination, the assistant was consistently able to meet recruitment challenges and fulfill staffing requirements.
The presentation summarizes customer acquisition, engagement, and retention strategies for Timesjobs.com, an online recruitment portal owned by The Times Group in India. It provides an overview of Timesjobs.com and its market position compared to competitors. The presentation then outlines Timesjobs.com's strategies for attracting new customers, keeping existing customers engaged, and retaining customers over time through various initiatives like customer support, events, communications, and discounts. It concludes with findings from the study and recommendations to improve Timesjobs.com's services and operations.
ING Tech Poland operates in a competitive talent market for technology and financial services skills. It focuses on developing employees' skills and careers through challenging projects in areas like risk modeling and digital transformation. To attract talent, ING Tech Poland highlights opportunities for innovation, career growth, and a vibrant work culture through initiatives like thought-provoking podcasts and talent competitions. It also emphasizes diversity and inclusion to build more effective teams and broaden its talent pool.
By the Numbers: Where's the $$$ in Outbound Hiring?Belong
This document discusses various metrics that can be used to measure the effectiveness of an outbound recruiting strategy. It covers talent brand metrics like brand engagement, brand experience, and new hire experience. It also discusses efficiency metrics like funnel efficiency and recruiter efficiency. Finally, it discusses impact metrics like hiring success/failure rates and revenue per employee ratios. Tracking the right metrics can help improve an outbound strategy and demonstrate the impact on business goals.
Social Media Recruiting with LinkedIn (english)Dana Fengler
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Its detailed member profiles and network data allow companies to directly reach passive candidates, who make up 80% of potential job changers but are not searchable on job boards. Viewer-dynamic content ensures the right candidates see job postings. This helps reduce costs and time spent on irrelevant applications and external recruiting channels.
Whether you need flexible talent for short-term needs or projects, or you need to fill critical openings on your team, finding exceptional talent has never been more difficult, time-consuming, expensive, and frustrating. In this presentation you'll learn the right questions to ask to find the right staffing agency to help you meet your talent needs.
In this presentation:
- How strong is the agency's recruiting reach?
- Does the staffing agency specialize in the talent you require?
- How well does the agency screen and assess candidates?
- And 9 more important questions to ask when choosing a staffing agency!
ZeroChaos was hired to address high turnover of sales representatives at a national telecom equipment supplier. They found that the company's recruiting process focused too much on quantity over quality, treating candidates as commodities. Exit interviews revealed employees felt disrespected and morale was low. ZeroChaos overhauled the career website, optimized the applicant tracking system, adjusted the hiring process, and embedded recruiters regionally. They also improved employee development and morale. As a result, turnover decreased from 55% to less than 30% in six months, improving the pipeline and reducing costs of replacement hiring.
Softchoice brought its recruitment process in-house and began using LinkedIn in 2009 to source passive candidates more proactively and cost-effectively. LinkedIn tools like Recruiter, Career Pages, Recruitment Insights and Ads help Softchoice target candidates for technical roles. LinkedIn provides data to optimize outreach and measure recruiter performance. Using LinkedIn has significantly lowered recruitment costs while shortening hiring cycles compared to traditional methods.
The document summarizes interviews with HR leaders from Fortune 1000 companies about their recruiting strategies and pain points. Key findings include:
- Most companies use a combination of internal and external recruiting, though some rely more heavily on one over the other depending on the industry.
- Popular applicant tracking systems vary by industry but include Taleo, Brassring, and proprietary systems. LinkedIn is widely used to find passive candidates.
- Top metrics companies want to improve include time to hire, quality of hire, and cost per hire. Quality of hire is difficult to define and measure.
- Biggest pain points include developing employer brands, finding candidates with the right skills, and competition over talent. Companies are
GoodPack Limited is a global company that leases intermediate bulk containers for cargo shipping. As the company expanded to over 70 countries, recruiting talent became a major challenge. Previously, GoodPack outsourced recruitment at high costs of over $100,000 per senior hire. The company started using LinkedIn Recruiter to conduct targeted searches globally. Within 9 months, LinkedIn Recruiter helped GoodPack fill 22 roles across 9 countries at under 7% of previous costs. The tool enabled the lean HR team to effectively manage global recruitment needs.
Did you know that as much as 80% of employee turnover can be attributed to bad hiring decisions? Or that the true cost of a bad hire could be 5X their annual salary?
That’s why finding and hiring only the best and most relevant talent -- truly ‘game changing’ talent, needs to be the top priority for every Business and Talent Acquisition Leader today.
In our upcoming webinar, Belong partners with Tarun Davda, Managing Partner and Alex Peter, Vice President, Human Capital at Matrix Partners India, to understand how hiring decisions at the senior level have directly impacted business goals within their portfolio companies.
With their hands-on, collaborative approach, Matrix Partners India has helped top companies like Quickr, Practo and Ola scale their teams, and take their business to the next level.
Oceans group & digital talent transformation sgSean Garvey
This document discusses the impact of digital transformation on leadership and talent. It argues that digital technologies like social media, mobile devices, big data and cloud computing have fundamentally altered how companies interact with customers and operate. To successfully navigate digital transformation, companies need leadership at all levels with digital skills, including the CEO, board of directors, functional leaders, and business unit managers. The author's company assists other organizations by advising them on the type of leadership required for digital transformation and how to identify, recruit and retain digitally savvy talent.
An increasing number of companies are adapting the principles of gamification to take their recruitment processes to the next level and increase the likelihood of finding candidates with the right skills and attitudes.
Gamification in recruitment - 10 compelling case studies - Manu Melwin Joymanumelwin
Resource Solutions recently ran a campaign through Hackertrail, a website which is set up to invite IT candidates to complete challenges – for example, hacking a website – the results of which are then shared with potential employers.
Gamification in hr pw c case study - Manu Melwin Joymanumelwin
The human resources department of any company has the tricky task of trying to recruit the best candidates, then keeping them on staff once they’ve been hired. It’s a tall order. With most job searches now conducted over the Internet, a job candidate can be lost with a single click.
There are too many candidates out there. Social networking platforms. Referrals. Job fairs. Mobile apps. Where do you even begin?
With all of the different options to choose from, what’s best for your team? What strategies are the top brands leveraging across these channels? We tapped experts from various industries to get their take on upcoming HR trends in 2018.
Psychometric testing is becoming an increasingly important tool for employers to use in hiring and developing a diverse workforce. It provides impartial assessment of skills and abilities that are difficult to measure in interviews. These tests can help organizations meet legal requirements for equality while providing transparent, evidence-based evaluations of candidates. As other measures like graduate requirements and degree grades are decreasing in importance, psychometric testing is positioned to play a larger role in assessing candidates. The use of these tests is growing among companies and shown to improve hiring satisfaction and performance.
it deal with how social media help for HR in recruiting, training and development of employee. it also recognize the best talent by using social media.
E-recruitment wipro project file
it helps for the Wipro e-recruitment
it is depends on the project of wipro company
its is usefull to all the people who will do the project of e-recruitment
It is mainly used for the job purpose.
MapRecruit - HR Technology 10 best startupsMapRecruit.com
Powered by AI for recruiting, MapRecruit automates the resume screening process with Home-grown industry standard Parsers (Resume & Job), Visual Discovery of the profiles, Parallel Automated Audio Interviews, Screening (using Capability, Reachability and Audio Signal Processing), Automated Candidate match to Job Description.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
Chatbots in HR: Improving the Employee ExperienceAmy Kong
Academic submission on the use of chatbots in HR to improve the employee experience. Includes the following topics: Origin and development of chatbots, why chatbots are of such interest now, applications and benefits of HR chatbots, chatbots for HR information services, considerations when building chatbots, etc.
The document discusses recent trends in recruitment. It notes that recruitment now involves more casual digital interactions than formal resume reviews. Key trends include increased investment in HR technologies, reduced effectiveness of job boards, adoption of best-of-breed systems over single vendor HRM, and use of machine learning for resume screening. Globally, hiring quality has remained stagnant while increasing 30% in India. Emerging trends involve using social media platforms like Snapchat and Twitter for recruitment as well as mobile/app-based recruiting. Video interviews and hackathons are also becoming more common.
SAP undertook a major overhaul of its employer brand and talent acquisition strategy called the "big bang" in order to attract top tech talent and compete with consumer brands like Apple and Google. This included developing a new employee value proposition, recruitment game, careers site, social media initiatives, and using data and technologies like a Facebook app and gameplay to assess candidates. The goal was to humanize SAP and help candidates understand the fulfilling work and career opportunities at the company beyond just its business software. SAP saw improved employer brand ratings and expects the new approaches to reduce costs and improve hiring outcomes.
SAP undertook a major overhaul of its employer brand and talent acquisition strategy called the "big bang" in order to attract top tech talent and compete with consumer brands like Apple, Google, and Facebook. This included developing a new employee value proposition, recruitment game, careers site, social media initiatives, and using data and analytics from partnerships with companies like The Chemistry Group and GameSparks. The goal was to humanize SAP's brand and identify potential candidates based on their behaviors and personalities rather than just experience. SAP saw improvements in hiring quality, cultural fit, and retention as a result of these initiatives.
In 2017, the human resources industry has done a lot of soul searching about the way culture and performance issues were handled within companies. In 2018, another big internal shift is coming, but this time the focus is on technology: how it can be used to find people, connect people, engage people, even replace people — and what to do when that happens. For years, technology has acted as a tool to help with day-to-day tasks, but the focus in 2018 will be technology as a way of life in the workplace. These are the five biggest trends in HR arena in upcoming year, with blend of technology.
The document discusses recruitment and selection processes. It defines recruitment as seeking and attracting job applicants, and selection as choosing the most suitable candidate. It covers recruitment factors, policies and sources. Internal sources include promotions, while external sources are advertisements, agencies, referrals, and educational institutions. Selection methods aim to be reliable, valid, generalizable and legal. Methods include application forms, tests of intelligence, aptitude, achievement, interests and personality. Interviews and reference checks are also used. Organizations evaluate selection programs based on placements, hires, offers, applicants and costs.
The document discusses how human resource management (HRM) can help foster entrepreneurial success in the future of work. It outlines trends shaping the future workplace like technological advancements, remote work, and changing skills needs. Poor HRM practices are also shown to have led to startup failures through examples. The role of HRM in supporting entrepreneurship through talent acquisition, culture building, and performance management is explained. Real case studies from companies in India demonstrate how HRM has contributed to entrepreneurial growth. In conclusion, HRM can identify entrepreneurial talent, create an innovative culture, offer flexible work arrangements, and promote diversity to nurture entrepreneurial success.
The document discusses various effective recruitment methods, including:
- Networking events, social media, mobile recruitment and video interviewing to attract candidates.
- Using inclusive job adverts, programmatic advertising, and rehiring past employees to broaden the candidate pool.
- Evaluating candidates through work sample tests and integrity tests to identify the best fits.
- Leveraging tools like LinkedIn, talent databases and analytics to optimize the recruitment process.
Similar to Selection - Human Resources Management (20)
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
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
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
2. ●
Selection - The process through which organizations make
decisions about who will or will not be allowed to join the
organization.
●
Selection begins with the candidates identified through
recruitment and with attempts to reduce their number to the
individuals best qualified to perform the available jobs. At the end
of the process, the selected individuals are placed in jobs with the
organization.
SELECTION - DEFINITION
4. Recent Trends until Interview
●
From selecting on skills to selecting on values and personality
For their core organisations are looking for talent where there is a good fit between the values
and the personality of the organisation and the values and the personality of the
candidates. Also organisations have personalities/culture and what you see emerging is
methodologies to make the best fit between people and organisations. Thus, there is a gradual
shift towards hiring candidates who posses skills rather than those who have degrees and
certificates. Importance of formal education through traditional educational channels is now
taking a back seat.
●
Gamification in selection
Gamification is now entering selection as well. Candidates are asked to play a game (e.g. The
Wasabi Waiter) and the companies behind the games claim they can make a valuable
profile of the candidate based on his or her game behaviour and results. Playing a game
is a lot more fun than being interviewed by people who all ask more or less the same
questions (“What are your strong points?”).
5. ●
Gamified assessments: These are traditional assessments enhanced with
one or more game elements such as storylines, progress indicators, feedback
mechanisms, interactive items, leaderboards, badges, levels, and multimedia.
The intent is to create a more vibrant experience that encourages
candidates to continue through the assessment process.
●
Serious games: These are intended to provide new ways of measuring an
individual’s behaviors and characteristics in a game environment. For
example, serious games can involve quests, challenges, or interaction with the
game environment to progress through various levels. The theory is that you
can collect valuable information about people by seeing how they play a
game.
●
Multimedia simulations: These create a virtual environment to test real life
job situations. By simulating work behaviors and contexts, simulations
can also provide a realistic preview of the job.
6. CASE STUDY – AXA (Gamified assessments)
●
The global insurance brand, AXA Group, has implemented gamification into its hiring process
through a tool called Knack which builds various types of assessment games to identify candidate
strengths, abilities, and personality traits that might not be apparent in an interview or on a resume.
Games like Wasabi Waiter and Balloon Brigade, to name a few, collect several megabytes of data on
candidates to compare to successful employees already within the company.
●
Guy Halfteck, the CEO of Knack, the company that makes the video game Balloon Brigade and
other games that serve as hiring tests, says that micro-behaviors like finger hesitation are tracked by
these games and leave behind "digital breadcrumbs" to create a profile of a person.
●
"Those breadcrumbs show us and tell us about how you think, how you problem solve, and how you
persist," says Halfteck. "Do you have the grit to deal with challenges? The game becomes very
challenging and frenetic at some points."
●
The game collects these "digital breadcrumbs" to create a big data profile, which is then used to
determine what kind of worker you will be. If an individual does well at both the game and the job
they are hired for, human resources departments will look to hire more individuals that have similar
game scores. For example, by playing the game Wasabi Waiter, which has players act as digital
waiters and deliver sushi in a crowded restaurant, the game was able to accurately predict which
scientists were open to new ways of thinking and had a high threshold for discipline.
7. CASE STUDY - PwC, Hungary (Serious Game)
●
Accounting and consulting firm Pricewaterhouse Coopers wanted to see if it
could do a better job with recruiting and retention. At the firm’s Hungary
location, the human resources department set goal of more fully engaging
its job candidates during the search process.
●
Job candidates were passing through the PwC website too quickly, spending
10 minutes or less. PwC believed a more engaged candidate pool would yield
better candidates, and would also result in workers who would stay on with
the company longer after they had been hired.
●
PwC turned to a serious game called Multipoly (the name is a play on the
popular board game “Monopoly”). The game allows job candidates to see
just how ready they are to work at PwC by placing them on teams and
presenting them business problems similar to those they would encounter on
the job.
8. ●
Multipoly a 3D online game which emulates a 1 year long internship programme
within 12 days. They start with an entry exam based on a video about PwC. If they
pass, they create their profile which enables them to track measures based upon the
competencies which inform the game - knowledge, reliability, loyalty and
networking.
●
Players get 20 activity points per day on mandatory exercises and optional
situations depending on the points they would like to increase. They get set different
exercises in different parts of the virtual offices. Some of these cover spots, social
responsibility etc, not just about accountancy, so candidates get a true picture of the
complexity which makes up employment with the firm.
●
After a simulated job interview, candidates can try out roles such as consultant,
senior consultant, and manager. Job candidates must use business acumen, digital
skills, and relational skills in order to play the game.
●
People log in using their Facebook account so you can see more information about
them, and achievements get pasted on their Facebook wall. The achievements also
get converted to real prizes including a trip for two to New York.
9. ●
Noemi Biro, PwC Hungary’s regional recruitment manager, tells Forbes that
candidates who played Multipoly were better prepared for live face-to-face
interviews because the game informed and prepared them for PwC by emphasizing
the skills needed for success at the firm.
●
As a recruitment tool, the game proved to be a massive improvement over the PwC
career page. Some job candidates spent less than 10 minutes on the PwC website.
By comparison, job candidates spent as much as 90 minutes playing Multipoly. Since
introducing the game, PwC reports that the job candidate pool has grown 190
percent; users reporting interest in learning more about working at PwC increased
by 78 percent.
●
Over 1000 people participated in 2014. Applications have increased from 1600 to
over 3000 per year over the three years. It works because it provide competition,
learning and social connection.
●
But just as important, Forbes says, job candidates who were hired after playing
Multipoly made the transition to the company employee more easily. That’s because
they already had a taste of PwC’s company culture from playing the game.
10. CASE STUDY - Maersk Drilling (Simulation)
●
Maersk Drilling is a drilling rig operator based in Copenhagen, Denmark. It is a subsidiary of
the A.P. Moller – Maersk Group, established in 1972. Maersk Drilling is one of the A.P. Moller –
Maersk Group's core businesses.
●
Maersk Drilling want to double the size of the company - requiring 3000 people, doubling the size
of the company, in five years, and in a well paid, competitive sector.
●
Anja Andersen and Frederik Tukk described the development of their recruiting site from a
traditional page of vacancies where people spent less than a minute on average. They didn't
want to go into social media as their management team thought this was unprofessional and
for kids but eventually launched a Facebook page - for telling stories, not posting jobs. This
gave them a broader mix of channels to promote the game.
●
The game = Quest for Oil
●
They also pushed the game to key education influencers as something they would need to
introduce the energy industry to their students. And communications were led by their CEO
giving live interviews etc around the world.
●
The game has been downloaded by 350,000 people.
11. ●
From fixed jobs to fluid roles
Organisations are more creatively using the opportunities of a more flexible
workforce. It helps to think less in terms of jobs and more in terms of
assignments. There is an assignment to be done, and how can we quickly
find the best possible people who can (and want to) do the assignment?
Organisations are less organised around fixed jobs, and more around
flexible teams, that look for suitable candidates in the internal- and
external talent pool. An example of a solution that can be used to
establish teams with people that together have the skills and the
motivation to get the assignment done, is Part-up. Indian example –
DoPartTime.
12. ●
Clever & Automatic Candidate Selection
Technology-based sourcing like algorithm based portals (Belong), sourcing
through data crawling, video interview based selection process, tracking
behaviour and skills on social media are other trending approaches to
getting multitalented skills onboard. Humans are not very good at
selection. The combination human and machine can improve the quality of
selection a lot. If you are coding software, you feed the machine with a
piece of code you have written, and then the machine will determine how
good you are, and in what type of team you will fit and add value, as
teams have different coding styles. No cv, no diploma, just some of the
work you have done. Some examples here: Codility, DevScore, Harver,
PredictiveHire, and Seedlink. Indian example – TechGig, Interview Mocha.
13. CASE STUDY – Belong.co
Outbound Hiring
is a targeted,
candidate-
focused
approach that
coordinates
personalized
talent
acquisition and
business efforts
to hire people
who succeed in
your company.
14. COMPREHENSIVE INTERVIEW
●
Interview Effectiveness
Non-Traditional interview,
UnStructured Interview,
Situational interview, Stress
interview. Be Unconventional
●
Impression Management
Influencing performance
evaluations by portraying an
image desired by the appraiser.
●
The Behavioral Interview
Observing job candidates
not only for what they say
but for how they behave.
15. CASE STUDY - Heineken
On May 25th, 2013, Heineken needed to hire an intern for its Event &
Sponsorship Marketing team to prepare for the Champions League
final. Heineken received a staggering 1,734 applications for this
position. They faced the question how to choose a right talent
amongst 1,734 candidates, who not only have good knowledge but
also suitable behaviour, thinking style and interests to do the job.
Finally Heineken decided not to follow a very strict hiring policy and
selected the man who could handle such a responsibility and to take
an unconventional route.
16. ●
Rather than asking questions about business knowledge, experiences,
Heineken decided to assess their applicants’ personalities such as
confidence and resourcefulness, wit, attitude…and ability to respond to
three given unusual circumstances. First up, the boss got up-close and
personal with them and held their hands and soon after the boss
"collapsed" and the interviewees had no option but to try and revive their
boss. Finally, a fire-alarm sounded and on their way out, they were forced
to help and rescue a stranded Heineken employee from the roof. How the
candidates responded to these incidents determind who had the right
behaviors, thinking style and interests needed to work in the Heineken
marketing department.
●
The winner of the "The Candidate" is Guy Luchting. He is from Germany
and he is studying Hospitality Management in the Netherlands.
Luchting, started his internship with Heineken on 12th February, 2013.
17. Lessons / Impact
●
By changing the interview structure, Heineken demonstrated that they could
engaging future employees. The campaign successfully grabbed the interest of
future employees. Heineken reported a >279% traffic increase to their HR sites
and >317% increase in CV’s submitted after campaign launch. Furthermore, this
campaign also influenced positively on current employees: 91% of Heineken
employees watched the video and found it stimulating for their job.
●
This recruitment campaign of Heineken is said to be very successful not only in
recruitment process but also in branding. Many advertising experts said that
this was a very brilliant campaign which promoted the fame of Heineken brand
around the world. The campaign fits right in with the brands attitude of ‘Open
your World’. Through the various stages of the campaign it not only managed to
make candidates look beyond the ordinary but also gave the outside world a
glimpse into its culture, thereby strengthening the reputation of beer is fun.
18. LOGIC
●
Nowadays, 90% candidates make up their CV when they apply for a job (Business Harvard
Review), the candidates also can “act” very well in the interview even the experienced
interviewer could not realize.
●
Besides that, we can say that almost hiring decision of the traditional recruitment process
still based on the subjective judgment and the feelings of the interviewer or the first
impression of the interviewee to the interviewer. These things usually lead to wrong hiring
which can see in the increase of turnover rate, ineffective working employees, low
employees engagement.
●
According to a study of Harvard University, the factor that decides successfulness of
engagement of an employee in a position is the job fit, not knowledge or experiences.
●
Hence, bringing some innovation to the traditional recruitment process is what companies
should start thinking of if you want to find out the right talent for the company and avoid
wrong hiring. Knowing candidates very well can help companies recruit and retain talents.
In other words, by understand candidates’ personalities, thinking style, behaviors and
interests, companies can increase the rate of right hiring and fix mentioned problems of
wrong hiring.
19. Realistic Job Preview & Job Offers
●
Realistic Job Preview (RJP)
A selection device that allows job candidates to learn
negative as well as positive information about the
job and organization. Instrumental in reducing
voluntary turnover and its associated costs.
●
Conditional Job Offer
A tentative job offer that becomes permanent after
certain conditions are met. The conditional job
offer implies that if everything checks out; the
conditional nature of the job offer will be removed
and the applicant will be offered the job.●
Job Offers
Individuals who perform successfully in the preceding steps are now considered eligible to receive the
employment offer. For administrative purposes the offer typically is made by an HRM representative,
but the actual hiring decision should be made by the manager in the department where the vacancy
exists. This is recommended for two reasons. First, the applicant will be working for this manager,
which necessitates a good fit between boss and employee. Second, if the decision is faulty, the hiring
manager has no one else to blame.
In comprehensive selection, all applicants complete every step of the selection process, and the final
decision is based on a comprehensive evaluation of the results from all stages. The comprehensive
method is more realistic. It recognizes that most applicants have weaknesses as well as strengths. But
it is also more costly because all applicants must go through all the screening hurdles.
22. NDA – SELECTION PROCESS
Qualities that they look for :-
To become an officer , one is expected to possess certain qualities
like., Leadership ,
Team work ,
Decision making and
Volunteering etc.,
The various tests and procedures are designed in such a way that it tests
the candidates for these essential qualities .
23. Pre-requisites & Eligibility criteria …
* Eligibility criteria * Physical Qualification
Height , Weight , Chest ,
Tattoos etc .
* Medical criteria * Citizenship
ENT , Dental , Eyesight Nationality
and other medical conditions .
24. Selection Process / Procedure
* Apply Online
* Written Exam – 2 parts .
Part 1 – Maths – 300 marks , 120 Ques. , 2hrs30mins .
11th & 12th maths and general apti stuffs . Negative marking = 0.33
Part 2 – GAT ( General Ability Test )
Section A – English – 200 marks , 50 Ques .
Section B – General Knowledge – 400 marks , 100 Ques .
25. If Written exam is cleared , then the candidate is called for the
SSB ( Services Selection Board ) interview .
A highly tough and strenuous selection process for 5 days .
Various Intelligence tests and Personality tests are conducted .
26. Detailed view …
Day Zero – Reporting , Formalities and Documents verification .
Day One – Screening Test – Stage 1
Officer Intelligence Rating (OIR) test – Written exam approx 54-55 ques on simple
logical , analytical , linguistic and mathematics to test the general common sense
of the candidates .
Picture Perception & Description test (PP & DT) – A blurred picture is shown and
candidates should make a story about it , narrate it , discuss it with other group
members and make a common story .
Results are announced on the same day and those who fail are sent back .
27. Day 2 – Psychology tests – Stage 2
Thematic Apperception Test (TAT) – Similar to PP&DT , but clear images are shown
.
Word Association Test (WAT) – Candidates are shown a word for 15 secs and
within this time , they should write the first thought that pops up in their mind
related to that word . 60 words will be given .
28. Day 3 and Day 4 – GTO – (Group testing officers) task
Tests like Group discussion (GD) , Group planning , Progressive group tasks ,
individual obstacles & group obstacles race etc ., are conducted .
Candidates are divided into different groups and are given tasks that should be
completed with the help and support of each other .
Day 5 – Conference
On final day , just one conference where candidate has to appear in front of the panel
which consists of all the board examiners , psychologists , GTOs , technical officers
etc . Candidates are asked general questions .
29. Results will be declared within half-an-hour , after the completion of the
conference .
Those who cleared , will stay for medical examination and the others can
leave .
*Personal interview will happen at anytime in the evening or afternoon .
In the medical tests , which takes around 4-5 days ., and some
candidates are rejected here .
Then , final merit list is prepared and the candidate is selected .