3 Recruiting

8/2/2019 3 Recruiting

1/24

4-1 2003 Prentice Hall, Inc.

Instructor presentation questions: [email protected]

Human Resource Planning andRecruiting

Arjya Chakravarty


2/24

2003 Prentice Hall, Inc.4-2

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)


3/24


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


4/24


EMPLOYMENT PLANNING

AND FORECASTING

Employmentor

personnel planningisthe process ofdeciding what

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


5/24


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


6/24


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


7/24


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


8/24


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


9/24


Manual Systems and

Replacement Charts

Personnel inventory &

development record helptrack employeequalifications

Personnel replacement

charts are often used forfilling a companys toppositions


10/24



Inside Candidates

Personnel replacement charts Company records showing present

performance and promotability of insidecandidates for the most important positions


11/24



Inside Candidates

Position replacement card

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


12/24


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


13/24


Management Replacement

Chart

2003 P ti H ll I4 14


14/24


Effective Recruiting: The

Yield Pyramid

New hires

Offers made (2 : 1)

Interviewed (3 : 2)

Invited (4 : 3)

Leads generated (6 : 1)

2003 P ti H ll I4 15


15/24


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

2003 Prentice Hall Inc4 16


16/24


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



17/24


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



18/24


Outside Sources of

Candidates

Advertising the

advertising media and adcontent

Select the best media

local paper, TV, orinternet depending on theposition



19/24


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



20/24


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.



21/24


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.



22/24


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.



23/24


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



24/24


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

Documents

3 Recruiting