SELECTION CBM Topic Overview 1. Introduction To HRM 2. Recruitment - - PowerPoint PPT Presentation

Lecture 2

RECRUITMENT & SELECTION

Certificate In Business Management Essentials Of Human Resource Management

Jeeshan Mirza

CBM Topic Overview

• 1. Introduction To HRM
• 2. Recruitment & Selection

Overview

• Recruitment
• Internal Sources Of Candidates
• Sources Of Outside Candidates
• Feedback & Control
• Selection
• Checking Applications
• Interviewing
• Testing
• Assessing Candidates
• Obtaining References
• Offering Employment

Recruitment

The Concept

Recruitment

▷Often confused, interchanged with selection! ▷Recruitment-practices and activities carried out by the organization ▷With the primary purpose of identifying and attracting applicants ▷Applicants form the applicant pool from where selection process starts

Recruitment

▷First contact for an organization with its potential employee ▷Selection and placement follows sequentially after the recruitment; total process called the hiring process ▷Should inform qualified individuals about

• pportunities

▷Create a positive image of the company

Recruitment

▷Provide information about job; applicants can make comparisons with their qualifications and interests ▷Generate enthusiasm among the best candidates so that they may apply for available position ▷Attract not just candidates, but, qualified candidates who meet expectations of

• rganization

Recruitment

The Recruitment & Selection Process

• 1. Defining requirements
• 2. Attracting candidates
• 3. Checking applications
• 4. Interviewing
• 5. Testing
• 6. Assessing candidates
• 7. Obtaining references
• 8. Offering employment

Recruitment Selection

Recruitment

Determining Requirement

▷Recruitment policy ▷Workforce planning & forecasting ▷Job Analysis- Job Description + Job Specification

Recruitment

Determining Requirement

Recruitment policy

▷Guiding principle that govern recruitment ▷Broad framework for HR to choose its priorities ▷Gender, race, characteristics ▷Person Job Organization Match

Steps In Recruitment & Selection Process

Source: Dessler

Recruitment

Determining Requirement

Workforce Planning & Forecasting

▷Also referred as Personnel or HR planning ▷Process of deciding what positions the firm will have to fill, and how to fill them ▷Identify, address gaps between employer’s workforce today, and projected workforce needs, after analyzing firm’s strategic planning

▷Workforce planning should precede recruitment and selection ▷Essential to know what employment needs will be in the next few months or years ▷Three sets of employment forecasts are done

▪ Personnel needs (Demand) ▪ Supply of inside candidates (Supply) ▪ Supply of outside candidates (Supply) Recruitment

Determining Requirement

Recruitment

Attracting Candidates

▷Sources Of Candidates- Internal Vs External ▷Recruitment Methods

Internal Sources Of Candidates

Hiring From Within

Internal Sources Of Candidates

▷Filling a vacancy with by hiring a candidate from within the organization ▷Promotion ▷Transfer from other department/company ▷Referrals

▷ Considered internal, although candidate may be from outside

• rganization

Internal Sources Of Candidates

▷ “Hiring from within”—often the best source of candidates

Source: Mathis

Internal Sources Of Candidates

Finding Internal Candidates

Job posting

▷Publicizing open jobs to employees by posting on company intranets, newsletter, bulletin boards

Rehiring

▷+ former employees are known quantities, already familiar with company, job & culture ▷- employees who you let go may return with negative attitudes

Internal Sources Of Candidates

Finding Internal Candidates

Succession Planning

▷The process of identifying and tracking high potential employees ▷Who will be able to fill top management positions when they become vacant ▷Creating bench strength or talent pipeline

Internal Sources Of Candidates

Finding Internal Candidates

Job Referrals

▷Reliable source of potential recruits- suggestions from current or former employees ▷Current/former employees familiar with employer, most likely to refer suitable candidates

At Enterprise Rent-A-Car, 40% workers hired through employee referrals; prizes like iPads, TVs plus traditional cash incentives for employees who refer new hires

External Sources Of Candidates

Hiring From Outside

External Sources Of Candidates

▷Filling a vacancy with by hiring a candidate from

• utside the organization

▷Job Advertisement ▷Executive Search ▷Other Forms Of Recruitment

External Sources Of Candidates

Source: Mathis

External Sources Of Candidates

Finding External Candidates

▷Internet Recruitment

▪ Internet-based recruiting-most popular choice-job websites, company career page, mobile notifications ▪ Advantage: Generates quicker responses, longer time at least cost ▪ Disadvantage: Often exclude disproportionate numbers

• f older applicants, not IT savvy;

▪ Deluge of cv’s from unqualified candidates; clerical time required to process

External Sources Of Candidates

Finding External Candidates

▷Social Media

▪ Recruiting for professionals and managers is shifting from job boards to social networking sites such as Facebook, Twitter, and LinkedIn ▪ Used to develop campaigns to attract applicants ▪ To build employer brand, brand awareness ▪ Also used for reference, background information

External Sources Of Candidates

Finding External Candidates

▷Advertising

▪ Newspaper, weekend classifieds, magazines ▪ Billboards/Hoardings ▪ Newspaper ads are best for entry to mid level jobs ▪ May be ineffective with top level and plant/floor level

External Sources Of Candidates

Finding External Candidates

▷Employment Agencies

▪ Public and Non Profit Agencies ▪ National Job Bank, BOI Job Bank; eg Sri Lanka Job Bank ▪ Third Party Staffing Agencies ▪ Good option for contract/temporary staffing ▪ Ideal when companies don’t want hassle of recruitment, regulation related issues

External Sources Of Candidates

Finding External Candidates

▷Employment Agencies ▪ Headhunters/Executive Recruiters

▪ Agencies seek top-management talent for their clients ▪ One month fee or other pre agreed amount ▪ Deep contacts; adept at finding qualified employed candidates who aren’t actively looking to change jobs ▪ Can keep your firm’s name confidential until late into the search process ▪ Saves significant time

External Sources Of Candidates

Finding External Candidates

▷Campus Hiring

▪ Sending representatives to university campuses to prescreen applicants, ▪ Create applicant pool from graduating class— management trainees and professional and technical employees ▪ Expensive and time-consuming-company brochures, time spent ▪ Internship programs, win-win for company and university

External Sources Of Candidates

Finding External Candidates

▷Career/Job Fairs

▪ Draws large supply of applicants ▪ Appropriate for lower level/entry level hires; mid to top level candidates unlikely to participate ▪ May attract job shoppers ▪ Outstation campaigns by apparel/manufacturing companies

External Sources Of Candidates

Finding External Candidates

▷Walk Ins

▪ Encouraging candidates to walk in and apply ▪ Maybe useful for lower end jobs such as sales, manufacturing

▷Raiding & Poaching

▪ Aggressive initiatives to lure competitors employees ▪ Issue of ethics arises ▪ Many jobs may have “Non Compete” clause

Feedback & Control

Checking the Effectiveness Of Recruitment

Feedback & Control

Selection

Choosing & Fitting the Right Person for the Right Job

Selection & Placement

Selection ▷Process of choosing individuals with the correct qualifications, experience, capabilities ▷Needed to fill jobs in an organization ▷Process-differentiates applicants in order to help identify (and hire) those with a greater likelihood

• f success in a job

Selection & Placement

Person Job Fit ▷Selection activities focus on applicants’ knowledge, skills, and abilities (KSAs) ▷KSA’s are products of work experience, education, training, life experiences etc Person Organization Fit ▷Congruence between people and company

Checking Applications

Assessing Candidates

Checking Applications

▷Applicant Job Interest

▪ Applicant sends in resume, cv by email or post, or online application ▪ Realistic job previews can prevent unnecessary resumes, expectations

▷Pre-employment Screening

▪ Determine if applicants meet the minimum qualifications, selection criteria for open jobs ▪ Electronic assessment screening

Checking Applications

▷Application Form

▪ Request initial selected candidates to fill standardized application form ▪ Easier for comparison ▪ Identifies the most essential requirements for the job at the company ▪ Benefit-digitized record, electronic screening ▪ Process may root out less serious candidates

Interviewing

Soliciting Information From Prospective Employees

Interviewing

▷Probe candidates background asking direct questions, verifying CV content ▷Observe candidate, get additional information ▷Reconcile conflicting information from tests, application forms, and references ▷Provide a realistic job preview to candidate, give candidate opportunity to ask questions

Interviewing

Initial screening interview ▷Determine if person has met minimum qualifications ▷Sometimes done via telephone, maybe done only by HR In-depth interview ▷With line managers to determine if person will fit designated work area

Selection Testing

Evaluating Qualified Candidates Based On Testing

Selection Testing

▷HR can gain a greater understanding of candidates through testing ▷Predicting extent to which applicants will be successful in a job ▷Use practical and intelligence tests ▷Comparison of candidates, filters out the talkers!

Selection Testing

▷Intelligence Tests/Personality Tests

▪ IQ

▷Ability Tests

▪ Verbal Reasoning ▪ Numerical Reasoning ▪ Spatial Reasoning ▪ Mechanical Reasoning

▷Aptitude/Skill Tests ▷Assessment Center

Assessing Candidates

Evaluation Of Candidates Based On Interview, Tests

Assessing Candidates

▷Evaluate findings from interviews process-assess person job fit ▷Essential to evaluate candidates based on feedback from multiple individuals ▷Use test results to support final decision ▷Check organization/person fit ▷Rank best possible candidates

Overview

• Recruitment
• Internal Sources Of Candidates
• Sources Of Outside Candidates
• Feedback & Control
• Selection
• Checking Applications
• Interviewing
• Testing
• Assessing Candidates
• Obtaining References
• Offering Employment

Obtaining References

Background Checks On Candidates

Obtaining References

▷Referee checks-not for decision making ▷Although important, sometimes very limited predictive value ▷Main purpose of a reference- verification; if everything the applicant has said is true ▷Period of employment, reason for leaving, salary, attendance record

Obtaining References

Background Investigations

▷Gramma Sevaka Letter ▷Police Report ▷Family Background ▷Social Media ▷Medical Exam

Making The Offer

Offering Employment To Selected Candidate

Making The Offer

▷After deciding on selection of candidate, compensation, incentives ▷Verbally communicate to selected candidate ▷Congratulate candidate ask to collect offer letter ▷Preferably not to inform other candidates immediately that they haven’t gotten the job

Making The Offer

Offer Letter ▷Lists the job offer’s basic information; must be brief, positive and to the point ▷Not to be confused with contract or letter of appointment

▪ Welcome sentence ▪ Job-specific information (such as details on salary and pay) ▪ Benefits Information ▪ Paid Leave Information ▪ Terms of employment

Making The Offer

Letter of Appointment Or Contract ▷More detailed than offer letter ▷In depth, may be legally enforceable ▷LOA enforces company, policies, procedures, practices governing employees work, conduct

Thanks!

Any questions?

You can find me at: @jeeshan2000 jeeshan2000@gmail.com