recruitment sources in hrp

HUMA N RESOURCE PLANNING:-

M.HIMA BINDU

Contents:

• Unit-3:1. Recruitment 2. Sources3. Evaluation and selection procedures, techniques4. Factors influencing recruitment & selection5. Placement6. Induction7. Training8. Strategies for orienting new employees

RECRUITMENT PROCESSDEFINATION

• The process of discovering

potential job candidates.

Recruitment goals

• To communicate the position in such a way

that job seekers respond.

• To provide enough information about the

job that unqualified applicants can select

themselves out of the job candidacy.

RECRUITMENT SOURCES

• The Internal Sources

• The External Sources

INTERNAL SOURCES

• Employees Referrals/Recommendations

A recommendation from a current

employee regarding a job applicant

WHY PREFER INTERNAL SOURCES

• It builds good public relations.

• It builds morale.

• It encourages good individuals who are

ambitious.

• It is less costly.

WHY PREFER INTERNAL SOURCES

• Those chosen internally already know the

organization.

• It improves the probability of a good

selection, since information on the

individual’s performance is readily

available.

THE EXTERNAL SOURCES

– Advertising

– Employment Agencies

– School, Colleges and Universities

– Professional Organizations

– Unsolicited Applicants

RECRUITMENT ALTERNATIVES

• Temporary Help Services

• Employee Leasing

• Independent Contractors

Initial screening Application form Employment Tests

Conditional Job offer

Background Investigations

Interviewing Short listing

Medical FitnessPermanent Job

Offer

Consideration for Disables

THE SELECTION PROCESS

EMPLOYMENT TESTS

• Performance Simulation Tests

– Focus on actual job activities

• Work Sampling

– To actually perform a small segment

of the job

EMPLOYMENT TESTS

• Presentations

– to assess the qualities of candidates

applying for posts which require a

complex set of skills, together with

specific professional/academic

knowledge.

EMPLOYMENT TESTS

• Case Studies

– used for candidates for managerial

posts, or for posts requiring knowledge

of specific procedures, regulations or

legislation.

EMPLOYMENT TESTS

• Group Selection Methods

– Leaderless group discussions;

– Command or executive exercises (e.g.

outward bound);

– Group problem solving.

EMPLOYMENT TESTS

• Assessment Centers

– An assessment centre may also require

candidates to engage in a group

exercise during which assessors observe

their interpersonal skills.

EMPLOYMENT TESTS

• Psychometric Tests

– Tests of ability, aptitude or intelligence;

– Questionnaires to measure

"personality";

– Questionnaires to establish interests and

preferences.

INTERVIEWING

The purpose of a selection interview is to:

• Collect evidence against the person specification

in order to predict how successfully the candidate

would perform in the job.

• Help promote a positive image of the University.

• Enable the panel to make the best use of available

time in reaching a decision.

INTERVIEWING

• Give candidates information about the job to

facilitate their decision making.

• Research shows that structured interviews

are significantly more likely to serve this dual

purpose and lead to successful appointments.

A structured interview will also:

• Ensure consistency throughout the interviews

INTERWIEING FAULTS

Do remember that the interview has

limitations and risks.

Here are some common ways by which it can

be flawed.

● Inadequate preparation.

INTERWIEING FAULTS

● A subjective process where judgement

may be base on first impression.

● The panel may not be consistent in their

treatment of different applicants

INTERWIEING FAULTS

• The skills tested may be only those of

self-presentation, which may be

irrelevant or form only a minor part of

the skills needed for the job.

HOW TO IMPROVE

Once these shortcomings are clear, steps can

be taken to overcome them:

• consistent, well-understood recruitment

procedures.

• the interview may be backed up by a

practical exercise or test.

HOW TO IMPROVE

• Interviewers can also improve their own

effectiveness by careful planning.

• Interviewers and those involved in short-

listing can being completely familiar with

the job description and selection criteria

HOW TO IMPROVE

• Interviewers can reflect on the good and

bad aspects of interviews they have

attended.

• Interviewers can themselves more aware

of factors that cloud their own perceptions

and judgement so that they can overcome

them.

HOW TO IMPROVE

• Interviewers can ignore irrelevancies and

ask themselves repeatedly whether

something they’ve observed about a

particular candidate is directly relevant to

the person specification and selection

criteria.

INDUCTION:• INTRODUCTION:- After an new employee is hired in the organization, it is necessary he or she be familiar to organization philosophies, goals & objectives, policies, procedures, rules & regulations & practices. This orientation is called

employee induction.

Induction:-

• Definition:- Induction can be defined as, “the

HRM function that systematically & formally introduces new employees to organization, jobs , the work groups to which they will belong & work environment where they will work”.

Induction:-

• Objectives:-

To introduce new employees with the organizational

environment.

To create positive attitude in the minds of the new

employees.

Help the new employee overcome shyness &

nervousness in meeting new people in new

environment.

Objectives:-

Helps in reducing labour turnover.

Develop among new employees a sense of

belongingness & loyalty to organization.

Induction program:-

• Steps in induction program:-

An induction program essentially

involves the following steps;

A. General orientation

B. Specific orientation

C. Follow-up orientation

Induction program:-

• General orientation:-

1. It includes guidance tours in different

departments of an organization.

2. Some organizations have their printed manuals.

3. The purpose of general orientation program is

to build a sense of pride, and also create

interest in them about the organization.

Induction program:-

• Specific orientation:-

1. The purpose of specific orientation is to

help new employees to get acclimatized

with their new work environment.

2. For executives and managerial

employees, targets and key result areas

for each of them are given to make them

aware of what organization expects from

them,

Induction program:-

• Follow-up orientation:-

1. The follow-up orientation is conducted

sometime after the initial induction of an

employee, i.e., preferably within a period of 6

months.

2. The purpose of such orientation is to give

guidance and counsel to employees to ensure

that they are reasonably satisfied.

Employee socialization:-

• Employee orientation and induction is also

called employee socialization.

• Robbins identified that socialization process

involves three distinct stages;

1. Pre-arrival stage

2. Encounter stage

3. Metamorphosis stage

Stages in employee socialization

Socialization is a continuous process,

today's organizations being dynamic.

• Pre-arrival stage:-

At this stage individual employees

come to an organization with certain

values , attitudes and expectations.

Stages in employee socialization

• Encounter stage:- At this stage , perceptions

earlier generated by an individual, are reaffirmed

through a well planned induction program

Stages in employee socialization

• Metamorphosis stage:-

At this final stage of socialization, employees

understand the organizations and identify then

with the organizations.

TO keep pace with the changing

environment, the organizations are following

socialization process which is continuous process.

Advantages:-• Builds two way communication channel.

• Improves relations and

team work among employees.

• To integrate new employees

into organization & to develop

a sense of belongingness.

• Reduces employee grievances,

labour turnover.

PLACEMENT:-

• INTRODUCTION:-

• Placement is a process of assigning a

specific job to each of the selected candidates.

• It involves assigning a specific job and

responsibility to an individual.

• It involves matching the requirements of a job

with qualifications of candidates.

Placement:-

• After an induction program is over an

employee is put to a specific job for which

he has been selected.

• Most of the organizations put new

employees on probation for a specific

period.

Placement:-

• Some organizations also have a system to

extend the probationary period, if the

employees fail to match to organization

expectations. Such placement is known as

‘differential placement.”

Placement:-

• Significance:

1. It improves employee morale.

2. It helps in reducing employee turnover.

3. It helps in reducing absenteeism.

4. It helps the candidates to work as per

predetermined objectives of organization.

Training:

• Increasing knowledge and skills for doing a

particular job; it bridges the gap between

job needs and employee skills, knowledge

and behavior.

• Focuses attention on the current job; it is

job specific and address particular

performance deficits/ problems.

Training:

• Concentrates on individual employees;

changing what employees know, how they

work, their attitudes toward their work or

their interactions.

• Tends to be more narrowly focused and

oriented towards short term performance

concerns.

Types of training:

• Skill training

• Reference training

• Cross-functional training

• Team training

• Creativity training

• Diversity training

• Literacy training

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The Training Process

• Training

– The process of teaching new employees

the basic skills they need to perform

their jobs.

The Training Process

• The strategic context of training

– Performance management: the process

employers use to make sure employees are

working toward organizational goals.

• Web-based training

• Distance learning-based training

• Cross-cultural diversity training

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8–49

The Training and Development Process

• Needs analysis

– Identify job performance skills needed, assess

prospective trainees skills, and develop

objectives.

• Instructional design

– Produce the training program content,

including workbooks, exercises, and activities.

The Training and Development Process

• Needs analysis

– Identify job performance skills needed, assess

prospective trainees skills, and develop

objectives.

• Instructional design

– Produce the training program content,

including workbooks, exercises, and activities.

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Training Methods

• On-the-job training (OJT)

– Having a person learn a job by actually

doing the job.

• OJT methods

– Coaching or understudy

– Job rotation

– Special assignments

Training Methods

• Advantages

– Inexpensive

– Immediate feedback

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Strategies for Orienting Employees

• Employee orientation

– A procedure for providing new

employees with basic background

information about the firm.

Strategies for Orienting Employees

• Orientation content

– Information on employee benefits

– Personnel policies

– The daily routine

– Company organization and operations

– Safety measures and regulations

– Facilities tour

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Orienting Employees (cont’d)

• A successful orientation should

accomplish four things for new

employees:

– Make them feel welcome and at ease.

– Help them understand the organization

in a broad sense.

Orienting Employees (cont’d)

– Help them begin the process of

becoming socialized into the firm’s ways

of acting and doing things.

– Make clear to them what is expected in

terms of work and behavior.