3 Recruiting

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    4-1 2003 Prentice Hall, Inc.

    Instructor presentation questions: [email protected]

    Human Resource Planning andRecruiting

    Arjya Chakravarty

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    Recruitment Selection

    Recruitment comes firstand is followed bySelection.

    Recruitment is positiveprocess.

    Recruitment is callinglarge pool of candidates

    Recruitment refers to theprocess of findingpossible candidates for a

    job or function,undertaken by recruiters.

    Selection is a negativeprocess.

    Selection is choosing thesuitable candidate.

    Selection is the processused to identify and hire

    individuals or groups ofindividuals to fillvacancies within anorganization(Often basedon an initial job analysis)

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    Steps in Recruitment and

    Selection Process

    Applicantscompleteapplicationform

    Selection tools liketests screen out

    most applicants

    Supervisors andothers interview finalcandidates to make

    final choice

    Employmentplanning andforecasting

    Recruitingbuilds pool ofcandidates

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    EMPLOYMENT PLANNING

    AND FORECASTING

    Employmentor

    personnel planningisthe process ofdeciding what

    positions the firm willhave to fill, and how tofill them.

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    How to Forecast

    Personnel Needs Project revenues first then estimate the

    size of the staff required to achieve it

    Staffing plans also must reflect: Projected turnover

    Quality and skills of your employees

    Strategic decisions Technological and other changes

    Financial resources

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    Methods to Predict Employment

    Needs

    Trend analysis

    Ratio analysis Scatter plot

    Scatter plot shows projected staff size

    0

    200

    400

    600

    800

    1000

    1200

    1400

    0 500 1000 1500

    Hospital size (# of beds)

    Numberofnurses

    Managerial

    judgment plays abig role

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    Using Computers to Forecast

    Personnel Requirements

    Computerized forecast

    Determination of future staffneeds by projecting sales,volume of production, andpersonnel required to

    maintain this volume ofoutput, using softwarepackages

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    Forecasting the Supply of

    Inside Candidates

    Qualifications inventories

    Manual or computerized records listingemployees education, career and

    development interests, languages, special

    skills, and so on, to be used in selectinginside candidates for promotion

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    Manual Systems and

    Replacement Charts

    Personnel inventory &

    development record helptrack employeequalifications

    Personnel replacement

    charts are often used forfilling a companys toppositions

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    Forecasting the Supply of

    Inside Candidates

    Personnel replacement charts Company records showing present

    performance and promotability of insidecandidates for the most important positions

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    Forecasting the Supply of

    Inside Candidates

    Position replacement card

    A card prepared for each position in acompany to show possible replacementcandidates and their qualifications

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    Computerized Information

    Systems Work experience

    codes

    Product knowledge

    Industry experience

    Formal education

    Training courses

    Foreign language skills

    Relocation limitations

    Career interests

    Performanceappraisals

    Skills

    2003 P i H ll I

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    Management Replacement

    Chart

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    Effective Recruiting: The

    Yield Pyramid

    New hires

    Offers made (2 : 1)

    Interviewed (3 : 2)

    Invited (4 : 3)

    Leads generated (6 : 1)

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    Internal Sources of

    Candidates Knowing a candidates strengths and

    weaknesses

    Inside candidates may be morecommitted to the company and canincrease morale

    Can backfire

    Can promote inbreeding

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    Finding Candidates

    Job posting

    publicizing the open job to employees andlisting its attributes like qualifications,supervisor, work schedule, and pay rate

    Rehiring former employees

    an option today due to the tight labor market

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    Finding Internal Candidates

    Succession planning: ensuring a suitablesupply of successors for future senior jobs

    Planning includes: Determine projected need

    Audit current talent

    Planning career paths

    Career counseling

    Accelerated promotions

    Performance related training

    Planned strategic recruitment

    Filling

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    Outside Sources of

    Candidates

    Advertising the

    advertising media and adcontent

    Select the best media

    local paper, TV, orinternet depending on theposition

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    Use the AIDA guide(attention, interest,

    desire, and action) toconstruct ads

    Be creative - use of ad

    agencies might helpdevelop and promote acompanies image

    Ad Construction

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    Employee referrals

    Employee-referral programs are most effective whenthey are built and managed properly

    Create a form that staff members submit when theyrefer candidates. Make sure it is stamped with the dateand time and includes information about therelationship between the employee and the jobcandidate. This validates the referral when it's time to

    pay the bonus, which could be up to three months afterthe start date.

    Develop a corresponding spreadsheet for tracking allemployee referrals. The actual reward should not bepaid until the referred employee completes a minimum

    of 30 to 90 days of successful employment.

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    Recruiting in the Internet Age Executive search firms come in two varieties: retainer

    firms and contingency firms. Retainer firms act as

    ongoing consultants to your business. They are moreexpensive than contingency firms, but they commitmore time and effort to your firm. Retainer search firmsare generally used to find applicants for seniormanagement positions.

    Contingency firms are paid only after filling your position.Theyre more appropriate for filling mid-level openings. Traditional recruiting methods. Dont be so wowed

    by fancy technology and premium-priced headhuntersthat you ignore time-tested ways of finding good talent.Often, the best prospective employees are people youhear about from trusted friends or associates.

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    E- recruiting

    A profound transformation in recruiting:

    from reactive to proactive,

    from data management to relationshipdevelopment,

    from meeting requirements to

    anticipating them.

    the principles of inventory and supplymanagement are applied to talent/human

    beings.

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    E- recruiting

    In this scenario, recruiting becomes alife-cycle relationship between potential

    employer and employee. Demographics,which suggest shortage of KnowledgeWorkers in the knowledge economy,

    support the notion that recruiting mustultimately confront total quality and Just-in-time inventory management standards

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    Recruitment and Selection Process: Definition and concept ofRecruitment Factors Affecting Recruitment Sources ofrecruitment Information technology and HR recruiting on the net

    (e-Recruitment)Methods and Techniques of recruitmentSelection Process- Person Job Fit - Person Organization FitElements of Selection Process - Steps in the Selection Procedure

    Various types of Tests

    Selection Interview: Methods and Process (including reference

    check and medical

    examination) - Placement and induction- Competency testingsystems