Project Manoj

7/31/2019 Project Manoj

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TABLE OF CONTENTS

1.Hiring management system

2.case of Tri-Anim

3.Various methods of training

4.case of TESCO

5.4 hiring practices of highly successful organisation


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Technology has changed the way we live and work. Automationreplaces manual process. Web-based recruting the "in"thing...reengineered recruitment in the information age is the hiring

gateway system which is highly advanced system with knowledge basetechnology to help managers build profiles.Today,large companies useHMS software in recruting ( Hiring management system)

Interview Coordinator is ideal for headhunters and recruitment agenciesas it allows you to provide a value-add service to your clients, while alsobenefitting yourself.

By offering your clients an effective software solution to reduce the timeand administration of conducting a recruitment campaign, you can work

together to find the ideal candidate much more efficiently.

The easy to use and intuitive collaboration software will allow yourcustomers to review your selections, offer effective feedback, andcoordinate internally between decision makers, all from one platform.You will have any easy way to pass on information and a betteropportunity to react to enhanced feedback.

The system coordinates multiple client stakeholders and records all the

opinions on the candidates you put forward. No more chasing multiple


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people by email or telephone, all contributors can just update the systemand its there for you to see.

Interview Coordinator doesnt seek to replace your own talent

management systems. Its designed to be used by your client to managetheir side of a recruitment campaign. They will have a central store for allcampaign information and instantly be able to monitor progress.Everything will be in the system, ready for them to use.

By using on-line pre-interview questions and text and/or video responsesthe client will be able to screen and review more candidates moreefficiently, widening client choice and reducing the chances that an idealcandidate slips through the net.

Interview Coordinator will help you and your client to fill the vacancymore quickly. It will also give you more and better client feedback andhelp make you look even more professional.

Interview Coordinator is supplied over the internet as a Software as aService (SaaS) meaning it is available instantly with no installation orsoftware setup and the usage fees are minimal when compared to anynormal recruitment budget.

So whether you give Interview Coordinator to your clients as part of yourexisting service or recommend they use it internally (and earn royalties)both you and your clients will see the many benefits of a more efficientrecruitment process.


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CASE OF TRI-ANIM

What was her company missing? Susan Bowman asked herself that assoon as she plopped into her chair at Tri-anim, a medical-supplies

distributor in Sylmar, California.

It was two and a half years ago. Bowman had just joined the companyas head of human resources, and her highest priority was improving thecompany's hiring. When she arrived, the HR department was basicallyshut out of the hiring of salespeople. Bowman wanted to make it moreuseful, especially after she noticed some hires were fantastic and otherswere disappointments.

What Tri-anim was missing -- and Bowman fortunately recognized this --

was something most employers in America have been missing:Conventional job interviews don't work.

A typical interview -- unstructured, rambling, unfocused -- tells theinterviewer almost nothing about job candidates, other than how theyseem during a couple of meetings in a conference room. But what arethese people like late at night and under pressure? What motivatesthem? How smart are they? Have they handled tough projects? Do theyprefer working alone or are they better with a team?


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Regular interviews assess barely any of this, and in fact are miserablepredictors of job success. In technical terms, they have a .2 correlationwith predicting success.

Discouraging, isn't it? It would be -- except that industrial andorganizational psychologists are on the job, seeking the best ways toevaluate job candidates. A focused three-part approach can make thehiring process as standardized and objective as possible -- and can helppredict the best performers.

The system starts with what is called behavioral interviewing, in whichcandidates are barraged with tough questions about how they'vehandled specific assignments and problems. Bluffing becomes close toimpossible, and the process is based on facts, not feelings.

Interviewing is followed by two kinds of tests: cognitive tests, whichmeasure intellectual ability, and personality tests, which are nowsophisticated enough that companies can directly compare candidateswith their top performers.

The third step is asking candidates to do tasks like the ones they'd do onthe job.

Most employers will recite over and over that people are the secret totheir success -- and given that turnover costs about 1.5 times the salaryof the employee who moves on, according to PricewaterhouseCoopers,they'd better mean it.

But it's astounding how few companies bother with more thanimprovised, all-but-meaningless interviews to hire their people. "This is atopic that's been researched to death by the field of industrial andorganizational psychology," says Peter Cappelli, management professorand director of the center for human resources at the Wharton School ofthe University of Pennsylvania.

"The amazing thing is how few companies take this seriously. It's kind ofmind-boggling that they would undertake such huge investments and notpay attention to what we know about how to pick out the people who aregoing to be best."

Susan Bowman had been studying some of this research. She waspleased to see that Tri-anim had been using the testing company PSI toassess candidates for some positions. She was less pleased that thetest criteria hadn't been updated in six years and that some of the

company's hiring managers didn't use the tests.


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Bowman immediately had PSI reassess the best and worst performersin a number of areas and develop profiles of the top performers. Thegoal is to compare candidates with the ideal. Tri-anim salespeople, forexample, need to be not just energetic and detail-oriented (pretty

common in salespeople) but also unusually independent: They spend alot of time alone.

Bowman began requiring the PSI assessments as a last step in themanagerial, IT, and sales hiring processes. They've already turned upsurprising results. Recently, a recruiter and a manager were disagreeingover two candidates for a position -- until the PSI reports came back.

"The results were really staggeringly different. It was a combination ofnot only skill sets, but that one individual's people skills were so muchlower than the manager had anticipated and the other candidate scoredmuch higher," Bowman says.

She has now trained all of Tri-anim's hiring managers in behavioralinterviews. "Structured interviews with behaviorally based questionsreally allow us to drill down," she says.

In a daylong session, the managers learned the tenets of behavioralinterviews and practiced asking open-ended questions. Though shedoesn't use work assessments -- and that could increase the company'shiring success even further -- these two steps paint rich, objectiveportraits of candidates.

Even the sales hiring managers, who didn't want to abandon theirrandom interviewing tactics, have become believers as turnover hasdropped. "We all want to hire the best," Bowman says. "This gives reallygood, objective information that allows the manager to take the halo offthe applicant."

Step 1

In which the bored interviewer turns intrepid interrogator

Other than people's wan complexions beneath fluorescent office lights,there's not much that's consistent in typical job interviews.

Topics discussed completely depend on the interviewer, who mightspend an hour discussing a candidate's alma mater, the recent weather,or even himself. He could dismiss the candidate before she's even

started speaking because she's overweight or overdressed, or he couldlose focus because he's having a rotten day.


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Afterward, the interviewer is left with a resume and a vague sense of. . .how the candidate acts during an interview. Is she qualified? Dunno, buther resume looks nice. Would she be good at the job? Well, she likes tosail, which is fun.

.2 Correlation between conventional interviewing and successfulhiring

As psychologists have pointed out, traditional interviews produce asubjective, acutely narrow view of a job candidate. That view is likelybiased -- studies have shown interviewers tend to prefer candidatessimilar to them, judge candidates on fewer criteria than they think they're

judging them on, and tend to let biases about matters like race andgender get in the way.

"Everybody thinks they're much better interviewers than they are," saysBen Dattner, a New York City industrial and organizational psychologist.

Still, the interview is a brilliant tool if you make certain changes to it.Behavioral interviews have almost triple the correlation of conventionalinterviews with job success. (To gauge if a hire is successful, academicsuse measures like the dollar value of an employee's contribution to thecompany, his or her relative share in overall output, and laterperformance reviews, promotions, and raises.)

Behavioral interviewing involves, by definition, a group of interviewersdefining qualities needed for a job, asking candidates to give pastexamples of how they've demonstrated those qualities, asking the samequestions of each candidate, and taking notes throughout.

The premise is that what someone has done in past jobs is a superiorindicator of what he or she will do in future jobs. It's the same ideabehind checking references.

To see how structured interviews work, take a look at Hope Lumber &Supply, where HR chief Bill Vogt credits much of his company's growthto behavioral interviewing. Hope, which is based in Tulsa, brings in $1.2billion a year selling building supplies to contractors.

Eight years ago, when the company was making a fifth of that, Vogt andthe owners predicted, correctly, that the housing market was about tosurge. If they hired the right managers, they could ride that wave.

Following behavioral-interviewing maxims, Vogt starts by talking to

people intimate with the job and deciding what qualities are necessaryfor it.


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He has a standard template for what he wants in managers: leadership,a drive to make money for the company and for themselves, ambition,and past operational responsibility. Depending on the challenges of thespecific business unit, he'll alter the template.

Then he comes up with open-ended questions that get at the desiredqualities. Behavioral interviews use questions that are rooted in the past-- "Tell me about a time when" -- rather than hypotheticals -- "Whatwould you do if?" Vogt digs deep into his candidates' work experience. "Iget into the current operation," he says.

"What did you inherit? What were the sales margins, accounts payable,percent current status, inventory like? What did you do with that, whatdid you achieve? Clearly, we're looking for achievers and winners and

people very knowledgeable of their operation." Specific questions likethese, in addition to assessing candidates' skills, combat resume fraud --it's pretty difficult to lie about sales margins and inventory turns.

Ideally, a team of people will meet with the candidate. That minimizesthe importance of any one person's reaction, good or bad. Vogt arrangesa panel interview for general questions, and then sets up one-on-oneinterviews focused on specific areas.

Vogt asks about EEOC compliance and OSHA incidents; the CFO asks

about accounting details; the COO asks logistics questions. In anybehavioral interview, questions should be job-related, to keep theinterview relevant and to avoid discrimination complaints. To the extentpossible, every candidate should be asked the same questions.Interviewers should take notes, and should get together to discuss theirviews just after the candidate leaves.

Step 2

In which the candidate relives college-entrance tests

As helpful as behavioral interviews are, they're even more effectivewhen combined with employment tests, many of which are nowadministered online.

These are given to candidates to assess either cognitive abilities(cognitive tests are filled with SAT-like verbal and math questions) orpersonality traits (personality tests include preferential questions like"Would you rather spend a night at home alone than go to a crowdedparty?" or biographical questions like "Were you a class officer in high

school?").


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While cognitive tests have a slightly closer correlation with job success,personality tests are useful both as a basis for interview questions andfor subsequent development. For the best results, companies shoulduse both sorts of tests or a single test that combines the two elements.

Many testing companies today can do impressive comparisons ofcandidates against existing employees -- the goal being to essentiallyclone top performers. "The assessments allow you to really identify whatis different between our stars and our slugs," says James Hazen, anorganizational psychologist and the owner of Applied BehavioralInsights, a consulting firm based in Wexford, Pennsylvania. Hazen usesseveral tests with his clients.

2,500: Number of cognitive and personality tests on the market

Assessments can turn up some fascinating findings. Dayton FreightLines, a trucking company based in Dayton, Ohio, had been havingtrouble with drivers. Customers reported that some drivers were rude.Some drivers were complaining over their CB radios. Some workers'productivity was falling, or they were late on their deliveries.

Denise Noel, the director of quality at Dayton Freight, was stumped.These drivers all had good qualifications and had interviewed well, yetshe saw no way to predict who would be an outstanding performer on

the road. Finally she brought in a company called Hogan AssessmentSystems and had the company present its extensive research on truckdrivers.

Noel had assumed all truck drivers were similar. But Hogan had foundtwo distinct truck-driver profiles. The top city performers are social andgregarious, great with customers -- which makes sense, because theypick up and drop off multiple times a day.

The best line-haul drivers are quiet and introspective -- which is good for

people who never see a customer. Noel has adjusted her hiring now,having candidates take the Hogan assessment to find the best job forthem. Turnover for drivers has fallen to 22 percent (the industry averageis 116 percent). "You just think a driver is a driver, and that's not true,"Noel says. "We just didn't look at that part of the hiring process enough."

Discussing the results of assessment tests with candidates -- or evengiving them the full report -- is increasingly popular. "The trend has reallybeen to lay it all on the table between the second and third interviews,"

says James Hazen. This gives candidates the chance to explain


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themselves, gives the interviewer a chance to address weak spots, and,if someone is hired, points out ways he or she might best be managed.

There are, by some estimates, 2,500 employment tests on the market.One of the biggest mistakes companies make is using the wrong test.

A classic example is the Myers-Briggs Type Indicator, that ubiquitoustest that sorts people into 16 personality categories. Myers-Briggs, a testcreated by a Pennsylvania woman who was fascinated by how hermerry personality differed from that of her straightforward husband, hasa weak record of predicting job success.

Indeed, its publisher warns that "It is unethical and in many cases illegalto require job applicants to take the Indicator if the results will be used toscreen out applicants."

With so many tests available, it's not a surprise that employers use testsmeant for other purposes, like Myers-Briggs (which is fine, by the way,for employee development), or even design their own tests.

But choosing the wrong one can mean dismissing qualified candidatesand even getting sued for discrimination. Employers need to knowwhether a test is appropriate for hiring, what it measures, and how it'sdesigned, along with making sure it's legal.

Psychologists evaluate a psychological test by two measures, calledreliability and validity. Reliability examines whether items thatsupposedly measure the same thing (agreeableness, say, orconscientiousness) correlate highly with one another.

Validity asks, in this case, for proof that scores on tests are related tosuccess in specific jobs. "If you go out on the Net and look at thehundreds of tests out there, a very small percentage have validity data,"says Seymour Adler, a senior vice president at Aon Consulting and a

teacher of organizational psychology at New York University.Recent psychological research supports going beyond validity andreliability data. First, both for legal purposes and to ensure usefulness,make certain the test is designed for selecting -- as distinct fromdeveloping or training -- employees.

It should be created or adapted for the workplace, not for clinical ormedical diagnosis. Pre-employment tests are more predictive when theycompare an individual's score against a group (they use "normative"

scales, in the lexicon) instead of just presenting it on its own ("ipsative"scales).


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For the best results, too, employers should continue to evaluate andrevalidate the tests within their companies to make sure they are stillpredicting top performers.

A note about testing for hourly employees. There, employers might caremost about who's punctual and honest. Rock Bottom Restaurants, a 29-store chain based in Louisville, Colorado, switched three years ago froma pencil-and-paper application for its hourly employees to a test fromUnicru. (Kenexa and PreVisor are two other assessment companiesfocusing on entry-level and hourly applicants.)

For waiters, it tests for sociability and team orientation; for the back ofthe house, it asks applicants whether they've worked in on-their-feet jobsbefore; for all job candidates, it looks at integrity.

Applicants in each pool -- cooks, bartenders, and so on -- are rankedaccording to their assessment scores, which gives the Rock Bottommanagement a good starting point. "It's not 100 percent predictive, andthat's why we interview people, but it's at least an indicator," says TedWilliams, senior vice president of the brewery division at Rock Bottom.

Rock Bottom's turnover for its 6,000 hourly employees has dropped by20 percent, which Williams thinks is largely because of the system.

Step 3

In which the process starts to imitate finding World War II spies

In 1943, a pretty countryside residence in Fairfax, Virginia, was renamedStation S and repurposed as a testing site for Office of StrategicServices recruits. In an atmosphere of intense secrecy -- candidateswere stripped of their clothes and given military fatigues, then driven in awindowless van to Fairfax, where they would invent a cover story andfake name -- the OSS studied their performance during job simulations.

One test had "couriers" giving candidates a map, which they'd need tomemorize in eight minutes. Other exercises included interrogating ersatzprisoners of war, devising propaganda plans, and recovering papersfrom an agent's room (and, aggravatingly, getting interrupted by a rifle-wielding "German" midway). The tests went on for three and a half days.

Inspired by that work-based approach, corporations such as AT&Tstarting using assessment centers to select executives. By the late1950s, the candidate in the gray flannel suit was performing in-basket

assessments in which he'd be graded on how he handled a set of letters,


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papers, tasks, and telephone calls that mimicked what he'd get on thejob.

Today's work samples are essentially updates of those AT&T tests.Work samples are a proven predictor of success and can be simple toarrange. A company can design its own by laying out the criteria for a

job and asking a candidate to perform a task based on those criteria.

For example: "Explain how you would sell this product to Target, step bystep," or "Tell me how you'd improve these lines of C++ code."

4: Number of weeks capital H Group dedicates to hiring a singleconsultant

At Sterling Communications, a technology PR firm in Los Gatos,

California, CEO Marianne O'Connor knows her account reps have to begood at understanding technical information, at figuring out how to pitchto a media outlet, and at writing. Logical enough. So she's started giving

job candidates a two-hour test before she even meets with them.

It describes a client's technology, identifies a target publication and itsreadership, and asks a candidate to distill the salient technical pointsand write a pitch to the magazine. Three staffers review the pitch, andthat decides whether the candidate will get an interview. "If they can'twrite in my business, it's not going to work," O'Connor says.

On the complicated end of the work-sample spectrum, Seymour Adler,the Aon Consulting psychologist, has created a four-hour online exercisecalled Leader, which Motorola and other companies use to test would-beexecutives.

Candidates see an in box with e-mails that came in the night before,answer phone calls and listen to voice mails, and have access to reportsand research. They're asked to tackle tasks like ones they would see on

the job, such as solving a conflict between two underlings or leading ateam of workers in creating a presentation for the CEO. At the end,Adler's team assesses the candidates on whatever areas the companyis curious about -- decisiveness, leadership, and so forth -- and issues areport to the company.

A company called Development Dimensions International offers similarexercises; these take place at one of its 75 assessment centers ratherthan online. Half-day and full-day job simulations cost from $4,000 to$12,000.

And finally. . .


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Put it all together -- without riling your candidates

Dan Weinfurter runs Capital H Group, a human resources consultingfirm in Chicago, though he's not an HR guy but an entrepreneur at heart.He founded the accounting and consulting firm Parson Group, which hitNo. 1 on the Inc. 500 in 2000 with a four-year growth rate of 27,992percent, and sold it four years ago for $55 million.

Before that, he was second in command at Alternative Resources, an ITstaffing company that was a two-time Inc. 500 honoree. For all he knewabout running a company, however, Weinfurter came to the conclusionthat he didn't know much about hiring.

"I thought I was pretty good at interviewing," he says, "but I was nobetter, and maybe was worse, than other people. If you're just goingthrough it and trying to guess, you'll guess right some of the time. Butyou won't be able to guess right often enough to grow a business fromscratch."

So at Capital H, he unleashed his on-staff psychologists, who created ahiring system that's a textbook example of the latest hiring research.Let's say Capital H has an opening for a consultant. A group ofcandidates are interviewed by telephone by the HR manager (or byWeinfurter himself, if the position is very senior), and candidates with

appropriate skills and backgrounds are then passed to a local office tomeet with local executives.

He or she takes the Watson-Glaser Critical Thinking Appraisal, a popularand well-validated cognitive-ability test, and the Devine Inventory, whichmeasures the applicant's traits and tendencies against those of existingCapital H consultants.

About one in four candidates are then flown to Chicago headquarters,where they spend a full day in behavioral interviews with multiple

executives. Finally, applicants are asked to choose a presentationthey've done in the past and give that to a group of Capital H execs backat the local office in a work-sample exercise. The executives discuss thecandidates until they reach consensus.

Weinfurter figures he spends up to four weeks, and tons of his workers'billable hours, per interview. But he estimates the cost of hiring a badconsultant can be in the millions, considering not just salary but alsomissed sales and lost clients. "I think the hiring process is the most

important process in business, but it's probably the least disciplined interms of how it's executed across American business," he says.


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People who study hiring, and business owners who are passionateabout the subject, love to see systems like Capital H's. Candidates maynot feel the same way. Certainly you'll have to make concessions insome cases -- say you're trying to recruit a CFO from a rival company.

"If they've already done a job like this, what's the point of the test? It'snot obvious you want to give this to everyone and for every job," PeterCappelli at Wharton notes. In every case, candidates will have a betterattitude toward the process, and the company, if they believe that thehiring methods are respectful, fair, and smart.

So use appropriate cognitive tests -- don't ask accountants basic mathquestions. Use only tests designed for the workplace, so that thequestions clearly deal with business situations and seem relevant. And

explain why you're adopting an approach that to some candidates willseem overwrought: to be fair and quantitative.

There will always be skeptics about this approach to hiring, people whobelieve their gut tells them more than any structured interview or testcould. And while Bill Vogt or Denise Noel or Dan Weinfurter could offertestimonials about the new science of hiring, the point is not that thissystem has worked in a handful of cases.

It's that hundreds of studies have confirmed that testing and structured

interviews do a much better job at finding good workers than do regularinterviews. Given that, the gut-feel proponents start to seem like peoplewho eschew antibiotics in favor of good old-fashioned bloodletting.

Maybe people don't like to believe that something as crucial to abusiness as hiring can be reduced to a series of processes. After all, werely on feeling and judgment to get through our lives, whether to fall inlove, keep safe on dark streets, or assess business partners. Thisscience-based approach isn't perfect. It won't anoint every superstar,

and it won't bar the door to all of the mediocre players.What it will do is give employers a fuller, more balanced, and fairer viewof candidates, and give them a much better shot at hiring the bestpeople. It's still up to employers to make the call on whether to hire or topass, and that's where feeling and judgment still play a part. But that partnow comes after employers have gathered all of the facts.


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Companies are reworking their recruitment strategies to win the

talent war. Social networking websites such as LinkedIn areonly new ammunition to claim victory

You definitely put hoardings across busy junctions of a city to promoteyour products and services. Would you do the same when it comes tohiring key talent from the market? Probably not

Employee- Internal job postings- Social networking on websites such as LinkedIn- Job portals such as www.naukri.com- Employee branding- Campus recruitments- Placement consultants- Hiring teams instead of an individual- Targeting public-sector employees, ex-servicemen- Hiring housewives, senior citizens, fresh school pass-outs for - part-time work- Partnering with educational and training institutes- Job fairs- Pre-placement offers (PPOs)

CASE OF TESCO

But when Tesco, the British retail giant, set up its service support arm inBangalore in 2004, it spent a huge chunk of its recruitment budget onhoardings. It was important for the firm to build its employer brand. This

was because a majority of its prospective recruits, had either neverheard of Tesco, or had no shopping experience at any of its stores


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across 13 countries. We put hoardings in the corridor where IT folks

travel, and Bangalore having slow moving traffic, you cant even escape

it, says Sudeesh Venkatesh, Head, HR, Tesco HSC.

The company not only altered the medium but also the message. Someof Tesco HSCs IT recruitment campaigns showed potatoes and carrots,

while the underline message was that you use technology to keep food

fresh.

The move by Tesco HSC is just an example of how companies areworking on innovative ideas with the ultimate goal of attracting the bestminds. Talent crisis is not just restricted to the hiring part alone. Trainingand retention also pose big challenges. Given the demand-supply gap inthe market, firms devise multi-prong strategies to beat competition. This

includes campus recruitments, internal job postings, employee-referrals,availing the services of placement consultants, participating in job fairsand advertising in newspapers and job portals. The trend, however, isnow moving towards leveraging the benefits of online social networking.Many companies are now bringing in global talent on board, with theclear intention of meeting their client requirements in specificgeographies. Also, welcoming ex-employees back into the fold in nomore an exception.

The ShiftThe hiring scenario has witnessed dramatic changes in the past decadewith companies facing increasing talent crunch. This is also becausenew sectors such as retail have come on the horizon. While the numberof people joining the workforce is a plenty, employable brains are inshort supply. Employees are now calling the shots, with companiesready to offer benevolent benefits packages that promise superbwork-life balance. In the past decade, we have witnessed thetransition from being an employers market to that of an employee, saysMonisha Advani, Managing Director, Randstad India.

The IT-ITES sector, considered to be the most lucrative from anemployees point of view, has bore the biggest brunt of this transition.Such is the movement that a separate IT recruitment industry has takenshape. It has become an ultra-competitive market, with soaringemployee turnover and widening demand-supply gap. This has madethe industry to be very aggressive and innovative, says Ravi Shankar,Global Head, Talent Management Group, HCL Technologies.

Whats In, Whats OutIn view of the challenges on the manpower front, most companies have


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reworked their hiring strategies. Rajesh A R, Vice President (TemporaryStaffing) at TeamLease Services says the importance given to referralshas grown multifold in the last few years. More than 50% of placementsat TeamLease are done though referrals. We believe that this trend

would further firm up with the advent of various social networking sites,he adds.

Take the case of Tata Motors. The automotive giant has adopted somenew methods of hiring, while retaining traditional ones. It runs anemployee referral program. Through this, we encourage theinvolvement and participation of our current work force for recruiting theright talent, says Sangram Tambe, Vice President, Human Resources,Tata Motors. It also uses an online recruitment system, internal jobposting service and various employer-branding initiatives.

"Job fairs, online talent auctions and talent referral programs, job sites,walk-in tours of employer campuses are just some of the popular meansto bring home the best," says Advani. "Apart from this, unorthodoxmeans of canvassing candidates and talent through street profiling isalso gaining momentum, given the industrys appetite for more tomanage," she adds. Private sector firms are also poaching heavily intopublic sector companies and the armed forces.

"Newspaper advertisements were given preference five years back. Afew years back, the platform shifted to web portals for increasing ROI.Now blogging seems to be the buzz word," says Rajesh.

The rules of the hiring game differ significantly in the case of mass- andclass-hiring. Mass-hiring strategies work best for junior profiles, wherethe skill-set required does not vary much, while class-hiring is done formid- and senior-level profiles. "For class-hiring, organizations engageexecutive search firms and some authenticated internal references,"says Sampath Shetty, Vice President (Permanent Staffing) at

TeamLease Services.

Rajesh believes there has been a significant shift from the carpetbombing approach (mass approach) to niche hiring (class approach)."Lot of recruitment companies are segmenting candidates based onbehavioral patterns, demographics, etc., rather than just on skill sets toaddress the recruitment needs," he adds.


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The 4 Hiring Practices of Highly Successful

OrganizationsFinding the right person for the right job fuels success.

A new survey by human resource consulting firm DevelopmentDimensions International and web-based recruiting resource ElectronicRecruiting Exchange (ERE) reveals what keeps successfulorganizations on top. They don't just glance at a resume and then hirewhoever looks good in a suit, but instead use four modern hiringpractices to find top talent.

Keys to success

"The survey strongly suggests that specific hiring practices and tools arelinked to an organization's success," says Scott Burton, vice president ofstaffing and assessment consulting for DDI. The study shows that in thepast year the organizations with the more effective hiring systemsranked higher in financial performance, productivity, quality, customersatisfaction, employee satisfaction and retention. "This is further proof ofwhat HR professionals have long said: Success is based on finding theright people for the right jobs."

"The survey offered still more evidence for the power of webtechnologies within the recruiting industry," says ERE president DavidManaster. "In fact, the results show that the Internet has superseded thehallmark of recruiting success, employee referrals, as the most widelyused and effective recruitment tool for many professionals."

Four hiring practices of highly successful organizationsThe study revealed that the organizations with the most effective hiringpolicies were more likely to use the following four practices:


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Job interviews in which candidates are asked to describe specificexamples of their skills

Automated resume screening and search Assessments that predict whether candidates are motivated by the

factors associated with a particular job or a company's values andways of doing things

Simulations that gauge specific job-related abilities and skills

"Organizations should be using the four key hiring practices more,because they make it much easier to find the best candidates," Burtonsays. "The current news of layoffs may be creating the illusion that it willbe easier to hire good people, but that's a mistake. It may be easier toget a mound of resumes, but it will continue to be difficult to find the right

people for the right job."

Effective hiring practicesJob interviews in which candidates describe specific examples of theirskills:The survey reported that 94% of the organizations already use thiskind of interview, which a variety of studies have shown is the form ofinterviewing that most accurately predicts future performance. In fact,according to the DDI/ERE survey, such "behavior-based interviewing" isso successful that nearly 40% of the organizations in the study are

planning to do even more in the future.Automated resume screening and search:In the next three years, nearlyhalf of the organizations surveyed will increase their use of automatedresume screening and search, a process which has made it much easierto screen, organize and find resumes. In addition, 12% of theorganizations will make greater use of computer-assisted interviewing tofurther streamline the selection process.

Assessments:Though assessments and simulations have proven their

effectiveness, the survey revealed that a majority of organizations do notuse any form of assessment, and less than 30% reported extensive useof testing and assessment methods. In the next three years, however,organizations will make greater use of testing methods, includingassessments and simulations that measure job knowledge and abilities,and also how well a candidate's motivations match up with the companyculture and the job.

At the same time, it is important to realize that an organization must use

the right kinds of tools for each job. "An ability test for a worker in a


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manufacturing plant is a far cry from the complex assessment toolsneeded to evaluate top executives," Burton says.

Growing leaders

The survey did point out that when organizations filled a mid- or senior-level leadership position, in general, external candidates were selectedmore often than internal candidates, a practice that may hint at aweakness in selection practices. "Although there are times whenexternal candidates have skills internal candidates do not, our researchat DDI has shown there are many benefits to 'growing your ownleaders," Burton says. "Internal candidates have knowledge no outsidecandidate can have, and it's easier to get an accurate and in-depthassessment of internal candidates' strengths and weaknesses."


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Date post:	05-Apr-2018
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