recruitment
DESCRIPTION
rTRANSCRIPT
The Hiring Process
Manoj Mathew,RSOM
HRP is the process by which a management determines how an organisation should move from its current manpower position to its desired manpower position. Through planning , management strives to have the right number and the right kinds of people at the right places , at the right time, to do things which result in both the organisation and the individual receiving the maximum long range benefit.
Human Resource Planning
DEMAND
forecasting
analysis
qualitative
quantitative
SUPPLY
Internal
& external
labour
supply
Service & Innovation
Business & population trends
The right people, the right place, at the right time, the right cost and the right frame of mind.
Jobs, contracts, skills,
organisational membership
Planning objectives?
Manoj Mathew,RSOM
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Manoj Mathew,RSOM
The HRP process:
Environmental scanning
Labour demand forecast
Labour supply forecast
Gap Analysis
Action Programming
Control and Evaluation
Manoj Mathew,RSOM
Objectives of HRP
Prevent overstaffing and understaffing
Too many less efficient; excessive payroll cost, surplus production that cant be sold
Too few lost sales revenue unable to satisfy the existing demand of customers
Ensure the organization has the right employees with the right skills in the right places at the right times
Manoj Mathew,RSOM
Ensure the organization is responsive to changes in its environment
Consider a variety of scenarios in the external environment economy growth, industry position, technology, government regulations
Provide direction and coherence to all HR activities and systems
Systemic view of HRM understanding the interrelatedness of HR programs and systems
Unite the perspective of line and staff managers
Cooperation of all managers
Unit/department need assessment by individual manager
Manoj Mathew,RSOM
Provide information about the manner in which existing personnel are employed, the kind of skills required for different categories of jobs and manpower needs over a period of time in relation to its objectives.
Use existing manpower productively
Promote employees in a systematic manner
Manoj Mathew, RSOM
The Hiring Process
Recruitment
Selection
Socialization
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Once the firm has determined its staffing needs, it needs to hire the best employees to fill the available positions. The hiring process has the three components illustrated here.
OVERVIEW OF HIRING PROCESS
Determining requirements
Getting Resumes
Short listing candidates
Filtering candidates
Interviewing
Evaluating & Selecting
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Manoj Mathew, RSOM
Manoj Mathew, RSOM
Recruitment
Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm must announce the jobs availability to the market and attract qualified candidates to apply. The firm may seek applicants from inside the organization, outside the organization, or both.
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Manoj Mathew, RSOM
Labor Market Components: Key Terms
Labor Markets
The external supply pool from which organizations attract their employees
Labor Force Population
All individuals who are available for selection if all possible recruitment strategies are used.
Applicant Population
A subset of the labor force that is available for selection using a particular recruiting approach.
Applicant Pool
All persons who are actually evaluated for selection
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Manoj Mathew, RSOM
Labor Market Components
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Manoj Mathew, RSOM
Organizational Recruiting Activities
RecruitingImage
RecruitingPresence
Training of Recruiters
EffectiveRecruiting
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Strategic Recruiting Decisions
RecruitingSource Choices:Internal vs. External
Organizational-Based vs. Outsourcing
Regular vs. Flexible Staffing
Recruiting and EEO/Diversity Considerations
StrategicRecruiting
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Advantages and Disadvantages of Internal and External Recruiting Sources
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Internal Recruiting Methods
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Internet Recruiting Methods
Job Boards
Professional/Career Web Sites
Employer Web Sites
Internet RecruitingMethods
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Internet Recruiting
Advantages
Recruiting cost savings
Recruiting time savings
Expanded pool of applicants
Morale building for current employees
Disadvantages
More unqualified applicants
Additional work for HR staff members
Many applicants are not seriously seeking employment
Access limited or unavailable to some applicants
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Manoj Mathew, RSOM
External Recruiting
Employment Agenciesand Search Firms
College and
University
Recruiting
High Schools and Technical Schools
Labor
Unions
External Recruiting Sources
Media Sourcesand Job Fairs
Competitive
Sources
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Manoj Mathew, RSOM
Evaluating Recruiting
Evaluating Recruiting Efforts
Evaluating Time Required to Fill Openings
Evaluating Recruiting Costs and Benefits
Evaluating Recruiting Quality and Quantity
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Employer Brand
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The image of your organization as a great place to work in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders).
An employer of choice.
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Manoj Mathew, RSOM
Recruiting Evaluation
General Areas for Evaluating Recruiting
Quantity of applicants
EEO goals met
Quality of applicants
Yield ratios
A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage.
Selection rate
The percentage hired from a given group of candidates
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Manoj Mathew, RSOM
Recruiting Evaluation Pyramid
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COST OF BAD RECRUITMENT
Direct recruitment costs
Advt
Travel & stay
Time cost of people concerend
Induction cost
Administrative cost
Relocation cost
Stabilisation cost
Learning time
Mentoring and team time
De-motivation cost
Unproductive time
Other people leaving
Loss of team spirit
Client related
Internal/External client loss
Future business loss
Leaving costs
Other people leaving
Handover costs
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CAUSE OF BAD RECRUITMENT
Poor analysis of job function
Poor analysis of necessary personality skill profile
Inadequate initial screening
Inadequate initial interviewing techniques
Inadequate questioning techniques
Poor utilisation of second opinions
References were not checked
Biased evaluation
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Manoj Mathew, RSOM
Selection
Selection is the process of making a hire or no hire decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants on those characteristics. The characteristics required for effective job performance are typically based on a job analysis.
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Manoj Mathew, RSOM
Selection
Selection
The process of choosing individuals who have needed qualities to fill jobs in an organization.
Organizations need qualified employees to succeed
Good training will not make up for bad selection.
Hire hard, manage easy.
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Manoj Mathew, RSOM
HRs Role in Selection
Reasons for centralizing selection
Easier to have applicants in one place.
Contact with outside applicants is easier.
Managers can concentrate on operating responsibilities rather than the selection process.
Selection costs are lower with no duplicated efforts.
EEO compliance is more assured.
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Typical Division of HR Responsibilities: Selection
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Selection Process Flow Chart
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Manoj Mathew, RSOM
HR Employment Functions
Receiving applications
Interviewing applicants
Administering tests to applicants
Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports.
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Manoj Mathew, RSOM
Selection and Testing: Ability Tests
Cognitive Ability Tests
Measure an individuals thinking, memory, reasoning, and verbal and mathematical abilities.
Physical Ability Tests
Measure strength, endurance, and muscular movement
Psychomotor Tests
Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
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Manoj Mathew, RSOM
Selection and Testing: Ability Tests
Work Sample Tests
Require an applicant to perform a simulated task.
Assessment Centers
A series of evaluation exercises and tests used for the selection and development of managerial personnel.
Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.
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Manoj Mathew, RSOM
Other Tests
Personality Tests
Minnesota Multiphasic Personality Inventory (MMPI)
Myers-Briggs
Honest and Integrity Testing
Overt integrity tests
Personality-oriented integrity tests
Polygraphs (lie detector)
Polygraph testing in pre-employment is prohibited (in most instances) by the Employee Polygraph Protection Act.
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Big Five Personality Characteristics
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HR Employment Functions
Receiving applications
Interviewing applicants
Administering tests to applicants
Conducting background investigations
Arranging physical examinations
Placing and assigning new employees
Coordinating follow-up of new employees
Exit interviewing departing employees
Maintaining employee records and reports.
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Manoj Mathew, RSOM
Person-Organization Fit
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Manoj Mathew, RSOM
Socialization
Socialization involves orienting new employees in the organization and to the units in which they will be working. It is important that new employees become familiar with the companys policies, procedures, and performance expectations. Socialization can make the difference between a new workers feeling like an outsider and feeling like a member of the team.
The Insider-Outsider Passage
Socialization
A process of adaptation to a new work role.
Adjustments must be made whenever individuals change jobs
The most profound adjustment occurs when an individual first enters an organization.
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Manoj Mathew, RSOM
The Insider-Outsider Passage
The assumptions of employee socialization:
Socialization strongly influences employee performance and organizational stability
Provides information on how to do the job and ensuring organizational fit.
New members suffer from anxiety, which motivates them to learn the values and norms of the organization.
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Manoj Mathew, RSOM
The Insider-Outsider Passage
The assumptions of employee socialization:
Socialization is influenced by subtle and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others.
Individuals adjust to new situations in remarkably similar ways.
All new employees go through a settling-in period.
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Manoj Mathew, RSOM
The Insider-Outsider Passage
The Socialization Process
Prearrival stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.
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Manoj Mathew, RSOM
The Insider-Outsider Passage
The Socialization Process
Encounter stage: Individuals discover how well their expectations match realities within the organization.
Where differences exist, socialization occurs to imbue the employee with the organizations standards.
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The Insider-Outsider Passage
The Socialization Process
Metamorphosis stage: Individuals have adapted to the organization, feel accepted and know what is expected of them.
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The Insider-Outsider Passage
A Socialization Process
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The Purpose of New-Employee Orientation
Orientation may be done by the supervisor, the HRM staff or some combination.
Formal or informal, depending on the size of the organization.
Covers such things as:
The organizations objectives
History
Philosophy
Procedures
Rules
HRM policies and benefits
Fellow employees
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Manoj Mathew, RSOM
The Purpose of New-Employee Orientation
Learning the Organizations Culture
Culture includes long-standing, often unwritten rules about what is appropriate behavior.
Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable.
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Manoj Mathew, RSOM
The Purpose of New-Employee Orientation
HRMs Role in Orientation
Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices.
Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).
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Manoj Mathew, RSOM
Manoj Mathew, RSOM
Placement
Placement
Fitting a person to the right job.
Person-job fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities).
Benefits of person-job fit
Higher employee performance
Lower turnover and absenteeism
KSAs = TDRs = Job Success?
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