Uploaded byIshan Parekh
Selection & Recruitment in HRM
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
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Selection & Recruitment in HRM
- 1. Nitisha Goyal (108) KaranPaleja (111) Deepak Mehta (114) Shivendra Singh (122) Chittesh Khilnani (310) Ishan Parekh (315) Selection
- 2. “Hire hard, manageeasy.” “Good training will not make up for bad selection.”
- 3. Process offinding and attracting capable applicants for employment Represents the first contact that a company makes with potential employees Well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones. External Factors Internal Factors Sources of Recruitment
- 4. Transfer Promotion Job Posting Former Employees Employee’s reference
- 5. Direct Recruitment(Recruitment at factory gate) Casual Callers Media advertisement Employment Consultants Educational Institutions or Campus Recruitment Recommendations Labour Contractors Telecasting
- 6. Process ofpicking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization
- 7. Pool of job applicants Pickingof individual With requisite qualification and competency To fill job in organisation
- 8. External environment Internal environment preliminaryInterview Selection test Panel/Supervisory Interview Reference and backg- -ground analysis Selection test decision Physical examination Job offer Employment contract evaluation Selection process 7
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- 10. False negative error Truth positive (highhit) True negative (low hit) False positive error Failure predicted Success predicted success failure 13
- 11. Unstructured interview Structured interview Mixed interview Behavioral interview Stress interview
- 12. • Inadequate humanresource • Increased training costs to overcome deficiencies • More supervisory problems • Higher turnover rates • Difficulty in establishing enduring relationships with customers • Not maximum utilization of human potential
- 13. External environment Internal environment PreliminaryInterview Selection test Employee Interview Reference & background analysis Selection decision Physical examination Job offer Employment contract Evaluation Selection process
- 14. Used to Determine if applicant’s skills, abilities, and job preferences match any available jobs in organization Explain to applicant available jobs and their requirements Answer questions applicant has about available jobs or employer 7-14
- 15. AbilityTest AptitudeTest PersonalityTest InterestTest GraphologyTest MedicalTest
- 16. Reliability ▪ Thedegree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. Validity Degree to which a test or selection procedure measures a person’s attributes.
- 17. HIGH RELIABILITY TESTRETEST APPLICANT SCORE SCORE Smith 90 93 Perez 65 62 Riley 110 105 Chan 80 78 VERY LOW RELIABILITY TEST RETEST APPLICANT SCORE SCORE Smith 90 72 Perez 65 88 Riley 110 67 Chan 80 111
- 18. HIGH RELIABILITY APPLICANT Rater#1 Rater #2 Rater #3 Smith 9 8 8 Perez 5 6 5 Riley 4 5 5 Chan 8 8 8 VERY LOW RELIABILITY APPLICANT Rater #1 Rater #2 Rater #3 Smith 9 5 6 Perez 5 9 4 Riley 4 2 7 Chan 8 4 2
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- 20. 1. • Obtaining additional information from the applicants 2. •Facilitates giving general information to the applicants 3. • Helps build the company’s image among the applicants.
- 21. Type Type ofQuestions Usual Application Structured A predetermined checklist of questions Useful for valid results Unstructured Questions are unplanned Useful for analyzing the candidates Mixed Combination of both In-depth insight Behavioral Hypothetical situations Applicant’s reasoning and analytical abilities Stressful Harsh , rapid fire questions Useful for stressful jobs such as handling complaints
- 22. No Completejob description. No accurate appraisal. Snap judgements. Halo effect. Tendency to be swayed by negative information.
- 23. Information notdiscussed in a systematic manner. Pressure to fill position. Affected by a list of available applicants. Differences between interviewers. Sex, race and attitudes.
- 25. Plan theinterview. Establish an easy and informal relationship. Cover the ground as planned. Probe. Analyse. Maintain control over direction.
- 26. Start theinterview unprepared. Plunge too quickly into demanding questions. Ask leading questions. Jump to conclusions. Pay too much attention to isolated strength and weaknesses. Talk too much.
- 27. Use structuredform. Evaluate immediately. Focus on traits. Get the interviewee to talk. Respect reservation policy of concerned government.
- 28. Openers. RegardingMotivation. Regarding Education. Regarding Experience. Regarding Pay.
- 29. Reference andBackground Checks. Selection Process. Physical Examination.
- 31. Cleared allprevious processes of selection. Letter of appointment containing reporting date. Inform rejected applicants about non-selection. Preserve applications for future use.
- 32. Document executedbetween employer & candidate. Attestation form
- 33. Job title Employee duties Reporting date Payment details Working hours Holidays Sickness
- 34. Grievance procedure Disciplinary procedure Work rules Arrangement for terminating employment Arrangement for union membership Rights related to patents, information confidentiality… Rights related to change contract terms
- 35. Contracts help in Restraining job-hoppers Protect information Preventing competitors from poaching highly valued employees.
- 36. Doesn’t endwith execution of employment contract. Important to reassure candidates who were not selected. Issues related to “No Shows”. No Shows is time & money consuming process. No Shows result in loss of face, business & trust for the company.
- 37. Firm musthave quality personnel who is competent as well as committed. Steps- Analysis of programme Adequate communication of programme & its procedures to personnel involved. Implementation of programme. Feedback Analysis of results.
- 38. Special methodof selection. Not a physical location but approach to select managers based on measuring & evaluating their ability of performing critical tasks. Takes place for 2-5 days between group of 6-12 people taking series of work sample tests. Panel of line managers drawn from different departments act as evaluators.
- 39. Perception Fairness Validity Reliability Pressure
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- 41. Internal promotionand internal introductions Career Officers University Appointment Boards Agencies for the Unemployed Advertising or use of local media
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- 43. Recruitment Process: Application – Can be either online or respond to company’s ads. Selection Process: 1. Written ( AptitudeTest) 2. PsychometricTest 3. Interview (Technical and Non-Technical) 4. Group Problem Solving
- 44. Selection from Outside • Written •Aptitude test • Interview (Technical and Non-Technical) • Case study analysis • Group Discussion Selection from Inside • According to their performance • Interview • Leadership Quality
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- 46. Selection from Outside: Written Aptitude Test Interview (Technical and Non- Technical) Casestudy analysis Presentation Leadership Quality Negotiation
- 47. No ExternalRecruitment Selection from Inside: 1. Interview 2. Candidate Presentation 3. Offers and Negotiation
- 48. Selection Process atGoogle Inc. -Ishan Parekh
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