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

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

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Certificate In Business Management Essentials Of Human Resource Management Jeeshan Mirza Lecture 2 RECRUITMENT & SELECTION CBM Topic Overview 1. Introduction To HRM 2. Recruitment & Selection Overview Recruitment Internal

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Lecture 2

RECRUITMENT & SELECTION

Certificate In Business Management Essentials Of Human Resource Management

Jeeshan Mirza

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CBM Topic Overview

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

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

The Concept

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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

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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

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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
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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

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Recruitment

Determining Requirement

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

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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

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Steps In Recruitment & Selection Process

Source: Dessler

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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

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▷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

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Steps In Recruitment & Selection Process

Source: Dessler

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Recruitment

Attracting Candidates

▷Sources Of Candidates- Internal Vs External ▷Recruitment Methods

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Internal Sources Of Candidates

Hiring From Within

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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
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Internal Sources Of Candidates

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

Source: Mathis

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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

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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

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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

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External Sources Of Candidates

Hiring From Outside

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External Sources Of Candidates

▷Filling a vacancy with by hiring a candidate from

  • utside the organization

▷Job Advertisement ▷Executive Search ▷Other Forms Of Recruitment

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External Sources Of Candidates

Source: Mathis

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External Sources Of Candidates

External Sources Of Candidates Internet Recruitment Social Media Advertising Employment Agencies Campus, Job Fairs

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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

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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
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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
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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

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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
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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
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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

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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
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Feedback & Control

Checking the Effectiveness Of Recruitment

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Feedback & Control

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Selection

Choosing & Fitting the Right Person for the Right Job

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The Hiring Process

Recruitment- How do we get applicants? Selection- Which applicant should we choose? Placement- What position shall we offer to the chosen person?

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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
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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

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Overview

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

Assessing Candidates

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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
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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
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Interviewing

Soliciting Information From Prospective Employees

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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

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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

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Selection Testing

Evaluating Qualified Candidates Based On Testing

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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!

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Selection Testing

▷Intelligence Tests/Personality Tests

  • IQ

▷Ability Tests

  • Verbal Reasoning
  • Numerical Reasoning
  • Spatial Reasoning
  • Mechanical Reasoning

▷Aptitude/Skill Tests ▷Assessment Center

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Assessing Candidates

Evaluation Of Candidates Based On Interview, Tests

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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

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Obtaining References

Background Checks On Candidates

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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

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Obtaining References

Background Investigations

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

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Making The Offer

Offering Employment To Selected Candidate

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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

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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
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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

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Thanks!

Any questions?

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