83 hrm sec f
DESCRIPTION
TRANSCRIPT
PRESENTED BY:
•Seeboli Ghosh•Santosh Tiwari•Shradha Diwan•Snigdh Daga•Sohini Banerjee•Soniya Sinha•Sonu Gupta
CASELET 1
Process-improvement Strategy
One Sigma = 690,000 DPMO = 31% efficiency
Two Sigma = 308,000 DPMO = 69.2% efficiency
Three Sigma = 66,800 DPMO = 93.32% efficiency
Four Sigma = 6,210 DPMO = 99.379% efficiency
Five Sigma = 230 DPMO = 99.977% efficiency
3.4 DPMO =
99.9997% efficiency
HR department stepped forward to implement 6 sigma
Used six sigma methodology for hiring and recruiting activities
Minimized deviations from the set standards for the company
Committed top management
Emphasized on extensive training for the complex statistical tools
Managers trained first
They in turn trained their employees
Clear and measurable job standards
Internal and external hiring selection tools relating to job performance
Changes among better managers and better selection of future employees
Trainings and development programs weaved as a habit
Integration of performance management and performance appraisal to match individual job standards
CASELET 2
Openings in the company are in the middle and top managerial positions
Such experienced personnel are already employed and busy with their job
Attracting this group of “passive job-seekers”
CHALLENGE
Study conducted to understand the behavior of the targeted group –
How spend their free time?The websites they visitTheir intentions of seeking a new jobTheir satisfaction level in the present jobTheir expectations about ideal job
environment
If invited by a friend or associate
working for the same organization
If the time consumed for the hiring cycle could
be reduced
REWARDS
IN-HOUSE HEAD
HUNTERS
Attracted nearly 10% of the top talent in the industry
Reduced hiring costs to a substantial extent
Human Capital strengthened
Attract Talent Retain Talent
CASELET 3
Call for the post of Relationship Manager
Thorough preparation for the interview
Mittal excited; well versed
ALLSET
An hour behind schedule : No Intimation
Unfriendly and Unapproachable panel
Seated on a rickety chair : Uncomfortable Posture
Snubbed
Irrelevant questions
Sarcastic and cynical
Imaginative situations and tough decisions
Ambiguous instructions
Conversations cut short
Mittal exhausted
Longed to leave the room
Did not ask any questions
MITTALDISGUSTED
CASELET 4
Planning expansion to 15 new cities
Substantial increase in man-power
A massive Recruitment Drive
ISSUE
REQUIREMENT
SOLUTION
Large number of applications respond to advertisements
Appointment of sales executive
Crucial role in generating sales for the company
Initiative
Willingness to learn
Love for travelling
Self-confidence
Ability to convince people
Communication and interpersonal skills
Ability to work in a team
Professionalism at work
HR manager unconvinced about conventional recruitment process
Skeptical about the effectiveness of the regular interviews
Not enough to judge the candidate’s skills and competencies
Structured a new interview model Description of past and real-life situations
“Describe a situation where…”
“Which was the most difficult sale you have ever made?”
“How did you convince the customer to go for the product”
Brought out specific job-related competencies
Candidate’s behavior in different situations
Specific job related skills can be assessed
True worth of the candidate can be discovered
Effectiveness of selection: 50%
Lessons:
Past performance is not a
perfect predictor of
future behavior
Over-reliance on
any one process is ineffective
Combination of
selection tools should
be used