Recruitment & Selection

Do you agree?

Great companies “first got the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then they figured out where to drive it.”

Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Recruitment

is the process of generating a pool of capable people to apply for employment to an organization.

Selection

is the process by which managers and others use specific instruments to choose from a pool of applicants a person

or persons most likely to succeed in the job(s), given management goals and legal requirements.

Recruitment and Selection

Manpower Planning

• Manpower Planning is a Process by which an organization ensures that– Right number of people– Right kind of people– At the Right time– At the Right place– Doing the Right things for which they are suited

for achieving the goals of the organization.

Factors affecting Manpower Planning

• Sales and production forecasts • The effects of technological change on task needs • Variations in the efficiency, productivity, flexibility

of labor as a result of training, work study, organizational change, new motivations, etc.

• Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.)

Factors affecting Manpower Planning

• Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements

• Changes in Government policies (investment incentives, regional or trade grants, etc.)

Manpower Planning

• Two Steps– Demand Forecasting– Supply Forecasting

Demand Forecasting

• Bottom Up Technique• Delphi Technique• Nominal Group Technique• Ratio Analysis• Regression Analysis

Supply Forecasting

• Internal Supply• External Supply

Recruitment is not about filling jobs that are currently

vacant – it is about making a continuous, long-term

investment to build a high quality workforce capable of

accomplishing the organization’s mission now and in

the future

Recruitment is a critical management function

that all levels of the organization need to be

involved in planning and implementation

Global Sourcing is changing the shape of the business world!!!

Features of the ‘New’ World

• global sourcing barriers fading away

• Disappearance of the Time Zones

• Transformation of the work processes into pieces

that can be constructed and deconstructed

Changing Role of HR: Modified Recruitment Structure

Currently organisations use one or more of the following staffing structures:

Decentralized Staffing Model —Allows individual business units to develop and fill their own staffing plans.

Hybrid Staffing Model —Combines decentralized approach with certain centralized (or shared services) components.

Outsourced Staffing Model —Promotes efficiency, consistency and potential cost saving

HR Business Partner Structure —HR business partners work with designated business units.

How do organizations structure their recruiting departments?

Pros and Cons of Recruiting Department Structures

Centralized Hybrid Decentralized

Pros Cons Pros Cons Pros Cons

•Facilitates practice and lead sharing•Enhances Consistency•Enables Standardization

•Creates a disconnection between recruiters and business units

•Enables a mix of process efficiencies and connection with the line•Creates staffing resource flexibilities

•Creates resource and process inefficiencies•Distance function from the support of corporate headquarters

•Improves communication with the line •Enables recruiters to learn business

•Creates resource inefficiencies•Discourages candidate and practice sharing across the department •Lacks process efficiencies of centralized structures•Reduces consistency and standardization

• Three Main Functions of Recruitment Process are:

– Attract a pool of suitable candidates– Deter unsuitable candidates from applying– Create a positive image of the organization

Internal Recruitment

External Recruitment

Vs.

Recruitment from InsideAdvantages

Career plan for existing workers & morale

Motivator for good performance

Relatively easier assessment of applicants as information is available

Reduced recruitment costs (travel expenses)

Causes succession of promotions

Have to hire only at entry level.

Disadvantages Existing employees may not bring-in new ideas

to their new job (inbreeding).

Lower level employees may not have capacities required at higher jobs.

High-powered employees might not be able to wait long enough for their turn (“political” infighting for promotions).

Internal strife for the post might impact negatively on possibilities for team work among existing employees.

Need for management development program

Recruitment from OutsideDisadvantages

Relatively higher costs.

Risky of getting the wrong person.

May cause morale problems for internal candidates not selected.

Advantages Larger pool of talent.

Objectivity and extensive effort put into the process likely to lead to a better candidate selection.

New industry insights, ideas, way of thinking & approaches might challenge existing norms and act as catalyst in continuous improvement/ innovation.

Cheaper and faster than training professionals.

No group of political supporters in organization already.

Sourcing Channels

Recruitment methods

Internal

• Job Posting • Skills Data Base• Employee Referrals by Other

Departments

External

• Advertisement• Placement Agencies• Internships• Job Sites• E-Recruiting• Campus• Data Base• Alumni• Associations/Interest Groups/

Networks• Temporary Leasing • Employee Referrals• Passive Recruiting (Unsolicited application)• Career Fairs

Despite the importance of strategic workforce planning, most HR departments have not yet developed a formal plan to participate in their companies’ business cycles.

Ninety percent of HR departments have no independent planning and forecasting function, and many HR departments have no formal staffing strategy of any kind.

Rather, they tend to operate independently of the business cycle, developing reactive staffing solutions instead of proactive strategies that anticipate movements in the business cycle.

Recruitment Strategy: A Six Step Approach

Recruitment strategy should answer the following

questions related to their target populations:

1. Who is being targeted through the recruitment?

2. Where is the appropriate place to recruit clients?

3. When should recruitment be done?

4. What messages should be delivered during recruitment?

5. How should the messages be delivered?

6. Who is the most appropriate person to do recruitment?

Talent Forecasting

1. Business strategy —Integrates projected company growth in terms of activity, output and revenue.

2. Human capital need —Translates business strategy into staffing requirements.

3. Projection of future vacancies — Based on difference between staffing requirements and current capacity.

Strategic Recruiting StagesHuman Resource Planning

• How many employees are needed?

• When employees will be needed?

• What specific KSA’s are needed?

Organizational Responsibilities

•HR staff & operating managers

•Recruiting presence and image

•Training of recruiters

Strategic Recruiting Decisions

• Organizational-based Vs. outsourcing

• Regular Vs. flexible staffing

• Recruiting source choices

Recruiting Methods

• Internal methods

• Internet/ web-based

• External methods

Selection

• The process of assessing candidates and appointing a post holder

• Applicants short listed – most suitable candidates selected

• Selection process – varies according to organisation.

Selection Tools• Interview – most common method

• Psychometric testing – assessing the personality of the applicants –• Measures of personality• Honesty test (substitute to polygraph)

• Aptitude testing – assessing the skills of applicants• Measures of proficiency, achievement, or knowledge• Measures of mental ability or intelligence

• In-tray exercise – activity based around what the applicant will be

doing

• Presentation – looking for different skills as well as the ideas of the

candidate

• Assessment Centres – battery of tests

Choice of Selection Methods

• Number of applicants

• Criticality of position

• Cost/effort involved

• Predictive validity

• Extent of preparation required

When using psychological tests..

• Clearly identify the objectives

• Uses a battery of test that can give range of information

• Have trained psychologists conduct and interpret tests

• Use personality testing as an adjunct to the recruitment or

career planning process and exploit its developmental

power

• Adapt tests to Indian situations

Determining Selection Standards

Sources of Information about Applicants

• Application Forms• Reference Checks• Physical Examination

Selection Tests (Reliability & Validity)

The Selection Interview

Recruitment: Return on Investment (ROI)

• Recruitment return on investment (ROI)

understands and compares the elements, costs

and risks of a recruitment related project to the

expected benefits