Recruitment janurary 2016 batch

all HR buddy’s welcome to Recruitment and Selection Course 2016 Jan term

Recruitment

and Selection course

Nature of work of HR

• HRD

• HRM

• IR/PM

• Legislation

• Welfare

• Public Relations and corporate affairs

% of work of HR

• Training 20

• R / S 40

• Performance Management 20

• Others 20

Mis-conception on Recruitment

• I don’t want this vertical

• Cant go for General profile/ role

• Want to have general role

• Will be stuck, forever

• Only CV to be scanned

• Only to line-up candidates, ……

• and so on…..

As HR students

• importance of recruitment

• Process and procedure

• understand all steps followed in an effective recruitment process

• calculate costs associated: Advt, D-Day, etc…

• Various methodology

• Challenges and oppournities

• Selection, Interview,

• Closing formalities

• et al

How does HR work look like in 2020

Trends

• Analytics

• Big Data

• Temporary workers

• Referrals

Issues

• Engagement

• Retention

• Comp and Ben

• Health focused

• Gen Y….. Also Gen X

Multiple Roles

• analyze requirements and create competence map formats

• screen and shortlist application using motivational and image checkpoints

• conduct behavioral & functional Interviews efficiently & effectively

• Create positive perceptions among candidates

• effectively evaluate the candidate on behavior, skill and knowledge- KAS

• understand the role of non interview techniques in evaluating candidates- Body language

•Pre Recruitment

First

•During Recruitment

Second •Post Stage

Third

Major Role of HR Manager in Recruitment times

Pre Work

During Tests

Interview

Letter/ Selection/

Appointment

Induction

Cycle of Activity

Pre Work

15%

During Tests

20%

Interview

25%

Letter/ Selection/

Appointment

20%

Induction/ Deployment

20%

Cycle of Activity

15JBS222 - RECRUITMENT AND SELECTION 40 hours

Learning Outcomes: To make the participants understand the principles in recruitment and selection

To apply the knowledge gained in the current business environment

• Module 1: Human Resource Planning 8 hours

The role of Human Resources Planning

The process of Human resources planning

Estimating future human resource requirements

Understanding the Labor market

• Module 2: Job Analysis and competency mapping 8 hours

Job analysis; Methods of collecting Job analysis information

Writing Job descriptions and job specifications

Competency based HRM; Developing a competency framework

Analyzing roles

• Module 3: Recruitment 8 hours

Defining requirements

Attracting candidates

Advertising

E-recruitment

Outsourcing recruitment

Application forms

Alternative staffing options (Recruit Agencies)

• Module 4: Selection 8 hours

Choice of selection methods

Preliminary screening

Selection interviewing-advantages and disadvantages

Planning and structuring the interviews

Interviewing techniques

• Module 5: Testing 5 hours

Selection tests

Characteristics of a good test

Types of tests

• Module 6 Completing the recruitment and selection process 3 hours

Reference checks

Recommendations

Physical examination

Offers & Appointment letters

Why is Recruitment considered critical !!!

Why critical !!!

Effects the company

Culture

Profits

Brand

People

Workplace

Et al….

’You need to have the right

person at the right place and

right time to get the work

right and in the right fashion”

Rationale

• Acquiring and retaining high-quality talent is critical

• Job market becomes increasingly competitive

• Poor recruiting decisions can produce long-term negative effects

• High training and development costs to minimize

Recruitment

Human Resource Planning

Recruitment

Human Resource Planning

Recruitment is described as “the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time”

Human Resource Planning- The Process

The process of finding and hiring the best-qualified candidate (from within or outside of an organisation for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization….

Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation…….

Recruitment is the process to “discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force…….

Example of the Basic Human Resources Planning Model

Organizational Objectives

Human Resource Requirements

Human Resource Programs/ Roles

Feasibility Analysis

1 2 3 4

mission

objectives and goals

strategy

structure

people

STRATEGIC DIRECTION HR LINKAGE

determining organization’s

business

setting goals and

objectives

determining how to attain

goals and objectives

determining what jobs need to be

done and by whom

matching skills, knowledge,

and abilities to required jobs

Linking Organizational Strategy to HR Planning

Factors Influencing Recruitment

Size of the Enterprise

Culture

Brand/ Visibility / Image/ Goodwill

Business in

Board of Management

CEO V’sion

Employment conditions

Salary structure and working conditions

Supply – Demand- ??

Internal factors

External Factors

Other Factors

Module 2

REQUIREMENT ANALYSIS

Competency

Job related

analysis

Requirement analysis is a job analytic approach that attempts to describe the competency required by the person on the job to perform a job satisfactorily

Competency is the characteristic of person, which helps to perform the superior and accurate

Competency:

– General

– Technical

– Subject/ Domain

– Leadership

– Competency Architect • Core Competency

• Functional Competency

• Job Related

26

HR Competency domains

Core Competency…. Which are rare

Level Competency …. Which are essential

Role Competency …. Non-substitutable

As an HR Professional/

Manager/ Executive, what ……

• Knowledge

• Skills

• Abilities

• Work Style

• is needed !!!!!

Knowledge

• Personnel and Human Resources — Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.

• Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.

• English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.

• Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

• Law and Government — Knowledge of laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process.

Skills

• Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

• Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the best people for the job.

• Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do.

• Speaking — Talking to others to convey information effectively.

• Coordination — Adjusting actions in relation to others' actions.

Abilities

• Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.

• Written Comprehension — The ability to read and understand information and ideas presented in writing.

• Oral Expression — The ability to communicate information and ideas in speaking so others will understand.

• Speech Recognition — The ability to identify and understand the speech of another person.

• Written Expression — The ability to communicate information and ideas in writing so others will understand.

Work Style

• Integrity — Job requires being honest and ethical.

• Stress Tolerance — Job requires accepting criticism and dealing calmly and effectively with high stress situations.

• Leadership — Job requires a willingness to lead, take charge, and offer opinions and direction.

• Dependability — Job requires being reliable, responsible, and dependable, and fulfilling obligations.

• Initiative — Job requires a willingness to take on responsibilities and challenges

Module 2

REQUIREMENT ANALYSIS

job analysis process

job descriptions job specifications

How do you write JD….. • Knowledge

• Skills

• Abilities

• Work Style

The job analysis creates the following three steps

How do you write JD…..

– Motivational Job specification

– Creation of Functional specification

– Creation of Behavioral Specification

MOTIVATIONAL JOB SPECIFICATION

– Interest in the job composition – Salary expectations – Interest in potential future job aspects – Attitude towards Travel/Mobility/ Timings – Attitude towards other dissonance factors like

• dealing with difficult customers • high job pressure • poor working environment • any hazardous aspects • working with unknown brands • contractual employment • work under dictatorial leadership

Benefit check points- CTC, non monetary, Bonus, Perks, …..

CREATION OF FUNCTIONAL SPECIFICATION

Details the skills, experience, abilities and expertise that are required to do the job

person specification required like age, sex, experience, qualification, additional qualification

job description: Company Roles, duties, responsibilities, essential skills from the desirable ones.

Creation of Behavioral Specification

Maturity

Emotional Quotient

Self Management

Group Working

Organisational Expectations

What competency are future HR leaders

going to need !!!!!

Skills and Competency

Basic Skills

Technical Skills

Social Skills

Complex Problem Solving Skills

Writing

Speaking

Mathematics

Critical Thinking

Learning

Coordination

Service Orientation

Negotiation

Quality Control Analysis

Technology Design

Operations Analysis

will-defined problems ,

real-world settings

HR Management Functions

ELEMENTS FOR HR SUCCESS Competency Model for HR

1. Human Resource Technical Expertise and Practice

2. Relationship Management

3. Consultation

4. Organizational Leadership and Navigation

5. Communication

6. Ethical Practice

7. Critical Evaluation

8. Business Acumen

ELEMENTS FOR HR SUCCESS Competency Model for HR

Competency 1 Human Resource Technical Expertise and Practice

Workforce Planning and Employment Compensation and Benefits Risk Management Employee & Labor Relations HR Technology Talent Management Relevant laws, legal rulings, regulations

Competency 2 Relationship Management

Business Networking Expertise Customer Service (internal and external) People Management Negotiation and Conflict Management Community Relations Mentorship Employee Engagement Teamwork Mutual Respect

Competency 3 Consultation Coaching

Project Management Analytic Reasoning Problem-solving Creativity and Innovation Talent Management / People Management Time Management

Competency 4 Organizational Leadership and Navigation

Resource Management Project Management Change Management Political Savvy Influence Consensus Builder

Competency 5 Communication

Verbal / Written Communication Skills Presentation Skills Meeting Effectiveness Social Technology and Social Media Savvy Public Relations

Competency 6 Ethical Practice

Rapport Building Trust Building Personal, Professional, and Behavioral Integrity Professionalism Credibility Personal and Professional Courage

Competency 7 Critical Evaluation Measurement and Assessment Skills

Critical Thinking Problem Solving Curiosity and Inquisitiveness Research Methodology Decision-making Knowledge Management

Competency 8 Business Acumen Business Knowledge

Economic Awareness Knowledge of Finance and Accounting Knowledge of Sales and Marketing Knowledge of Technology Knowledge of Business Operations/Logistics Knowledge of Government and Regulatory HR and Organizational Metrics/Analytics/Business Indicators

t h e s a y i n g….

we can be knowledgeable with other mans knowledge,

but we cannot be wise with other mans wisdom…….

53

Module 3

Recruitment Process

54

Module 3

How is the process Recruitment

Process ?????

55

Manpower Planning

Recruitment

Process

Forecasting/ Estimating Future Human Resource

Needs

Planning for the status quo

Rules of thumb

Unit forecasting

The Delphi method

Scenarios

Computer simulation

56

Manpower Planning

Job Open

Advertisement

Accepting Application

Application Review

Lining-up Candidates

Walk-in

Written Testing

Oral Interaction

Recruitment

Process

57

Cont:

• Interview

• Final Interview

• Selection

• Test • Psychological

• Job related

• Medical

• Other

Call Letter

References

Training – Placement – Orientation

Recruitment

Process

the art & science of making it at

interview

CMS Business School / Bangalore

How many have experienced and

how was it !!!!!

Experience like this……

• Anxiety • Nervous • Taken back • Angry • Surprised • Totally Blank • Cool • Good • ok ok • Mixed reaction

5 Things….

• Be Aware of Yourself

• On The Day of the Interview

• During the Interview

• After the Interview

• Emotional and Behavioral preparation

How To Make A Favourable

Lasting I m p r e s s i o n

63

3 ‘P’

P r e p a r a t i o n

Preparation

P r e p a r a t i o n

3 things why we fail

in interview

Knowledge

Attitude

Skills

The other most crucial thing….

confidence



55% of what people perceive of

others comes from body language and facial expressions

38% comes from tone of voice

7% is based on the actual words

people use

FACTOID


15% Making Up Answers 71% Failing to do Research

28% Being too Quiet, not asking questions

16% Confused, vague responses 50% Not looking interested

43% Not dressing appropriately 36% lying about achievements

12% Bad mouthing of ex-employer

Don’t GOOF-UP during Job Interview

Appeared in The Economic Times WEALTH, April 11-17, 2016, p: 14-15


18% Explaining their Skills 52% Explaining their current Job responsibilities

20% Explaining how they are fit for the job 6% dates of employment

Where candidates fumble the most

Research…… Research……

copies of the advertisement

the Job Description

Person Specification

Application Form


The right kind of greeting / entry

the introduction


the introduction

Opening relate to Central Theme / Meaningful/ brief

No Negative start/

Purpose

Decide what to say at what time

Visualize its possible consequences

Arrange your ideas or talk in sequence

Should build goodwill

Too many technical words / jargon avoid

Too long sentence

Give background

Don’t prejudice…….. have an open mind

Avoid Halo Effect

Be Clear


offer a firm handshake / namasthe

shows the confidence


shows the confidence

Be positive in approach

Be polite and courtesy

Be assertive

Be patient

Avoid vagueness

Judge the reaction after or in-between the talk


Talk with a firm voice

Talk politely

Don't slouch in the chair

Body language - it says a lot about you

Dress for the occasion

Expect the unexpected

On the hot seat

Work on your language skills

Pre preparation

People

Policy

Strategy

Updates in paper/ journal/ business magazine

Products and Services Market Share Financial Status History Culture

Vision

Mission

Objectives / Philosophy / Principal

Future Plans

Before the Interview

• size of organization

• location of facilities and offices

• structure of organization - by product line, function,

• past, current & potential growth

• types of clients

• service

• any unique practices

• people practices

• potential markets, products, services

• price of products or services

• present value and structure of assets

• Recent items in the news

• who the competition is

• training provisions

• Others you know in the organization

• Vision of the CEO

Before the Interview

g’ morning

Pre preparation before Interview

Expected Format……..

– QUESTIONS ABOUT YOURSELF

– QUESTIONS ABOUT YOUR CAREER GOALS

– QUESTIONS ABOUT SCHOOL EDUCATION / College/ Professional Course

– PREVIOUS EXPERIENCE QUESTIONS

– QUESTIONS SPECIFIC TO THE COMPANY/JOB

General Questions and Discussion

Tell me about yourself. What do you consider to be one of your weaknesses (strengths)? What is unique about you? What qualifications do you have that indicate you will be successful in your field? How would they relate to our position? What do you have to offer?

What are your own special abilities? What new skills or capabilities have you developed over the past year? What have you done which shows initiative and willingness to work? What are your greatest work and non-work accomplishments during the past two years?

Describe three things that are most important to you in a job? What motivates you? What have you been doing since your graduation from college? Since you left your last job? How would a co-worker, or friend, or boss describe you? • What are your interests outside of work, college? • What qualities do you admire most in others? • How would you describe your own work style?

QUESTIONS ABOUT YOURSELF

• Where do you see yourself five/ten years from now? • What type of position are you interested in? • What are your salary requirements--short term/long term? • What is success? What personal characteristics will contribute to your

success? • How will employment with us contribute to your career plans? • What do you expect from a job? • What are your career objectives - short and long term? • This job is a total change from previous employment. How does it fit

your career goals? • What are your location preferences?

QUESTIONS ABOUT YOUR CAREER GOALS

Triangle of Success

Knowledge

• How does your education relate to this position (or how does your education prepare you for this position)?

• What activities did you engage in at college? • What classes did you like most in college? Least? Why? • Why did you decide to go to _______________ college? • Why did you choose your particular specialization? • Describe your academic strengths and weaknesses? • What are your plans for continuing your education? • What career related skills do you possess as a result of your academic

preparation? • What have you read recently in your field?

QUESTIONS ABOUT SCHOOL EDUCATION

Types of Interview…..

Explorative

Technical Descriptive

General Discussion

Structured

Focused

Stress ????????

• What have you learned from your past jobs? • How often, and in what way, did you communicate with your

subordinates and superiors? • What were the biggest pressures on your last job? • What challenges did you face in your last job and how did you

overcome them? • What were some of your biggest achievements in your last job? • How did your job description for your last job change while you held it? • What specific skills acquired or used in previous jobs relate to this

position? • How does your previous experience relate to this position? • Why did you leave your last job? • What did you like most/least about your last job? • Whom may we contact for references?

PREVIOUS EXPERIENCE QUESTIONS

• Why should we hire you? • Why do you want to work here? • What do you know about this organization? • What salary do you expect? • Why do you think you would like this type of position? Company? • What kind of boss do you like to work for? • How long do you intend to stay here? • What do you think determines a person's progress in an organization? • What interests you about our product or service? How would you

improve it? • What do you think would be your greatest contribution to our

operation? • How do you solve problems? • When can you start to work? • Can you travel overnight?

QUESTIONS SPECIFIC TO THE COMPANY/JOB

10 Very Quick TIPS

• Research

• 10- 15 Minutes before arrive

• Dress the part

• 2-3 additional bio data (color)

• Expect the unexpected questions

• Firm handshake (body language)

• Sit/Stand/ Eye Contact

• English/ Language/Voice/Tone

• Mail the thanking letter

Your Own Personality

module 4 [ next half ]

Behavioral Skills during Interview

Exposure Experience Education

3E…….

There are many ways to do assessment…… Interview

Group assessment Psychometric tests

Non-Validated techniques like graphology

Behavioral Assessment

….. UNDERSTANDING THE PSYCHE / MIND

….. UNDERSTANDING THE PERSON / PERSONALITY

…… ASSESSMENT ……. WHAT TO ASSESS

Knowledge

Functional Skills

Traits

Abilities

Image and Motives

Social skills

Organizational fit

Required work behavior

Personality

Self image and motives


No EGO

Solid EYE Contact

Good Posture

Natural Gesture

Voice and vocal variety

Effective use of Language and Pauses

Active Listening involvement

Behavioral Skills during

Interview

Nod the head In between Yes/ NO/ A minute Listen with a purpose Hold Anger / Temper Speak to the People Smile to the People Call People by Name

Generous in Praise / Appreciation

Considerate Feelings towards others

Make other persona feel important

Don’t critics, condemn or complain

Ask relevant questions

Behavioral Based Interview Questions

• Goal: Find out what the candidate has done in the past in order to best predict what the candidate would do in the future

• Ask about specific experiences that the candidate has had where that candidate exhibited the competencies that are needed for the job

Examples:

• Tell me about a time when you resolved a problem for an angry client.

• Can you give me an example of how you have persuaded executives to see your point of view in the past?

• Describe an innovation that you proposed for a previous employer

• In your position as _________, how did you determine which duties to delegate to subordinates?

corporate want with these stuff….

Smart

Energetic

Innovator

Talent

Performance

Best / Good

Class

Quality

Excellent

Effective

Results

Master………


Sources of recruitment To get better people in front of HR, put a better system behind HR

what makes us happy to come to work !!!

[ Doing tasks that have meaning for me ]

Sources of Recruitment

Internal

External

Sources of recruitment

Internal :

– Job Posting

– Employee Referrals

• Current employees

• Former employees

• Transfer

• Deputation

• Lien

• Word of Mouth

• Reference

Sources of recruitment : External Sources

• Employment agencies

• Executive search firms

• Local advertising:

– Newspaper

– Professional Journals / Newspaper

• Internships

• Job fairs

• College recruiting

• Walk-in candidates

100

Other Methods used for Recruitment

• Traveling Recruiters

• Walk in application

• Journals/ Magazine

• TV/Radio

• Employment Services (Exchange)

• Trade fair / Education Fair

• Government Agencies

• Career Advisors

• Students Societies

• Educational Meetings…….

101

Other Methods used for Recruitment

• Labour Contractors

• Direct Employment or Recruitment Notice at Factory Gate

• Re-employment of ex-employees

• Job Portals

• ………

102

Key Strategy Recruitment Questions

• What type of individuals should be targeted?

• Where can these people be found?

• When should the recruitment campaign begin?

• How can the targeted individuals best be reached?

• What recruitment message should be communicated?

• What type of recruiters should be used?

• What should be the nature of a site visit?

• What should a job offer entail?

103

Important Recruitment Metrics

Time-to-hire

Cost of filling the position

New employee retention rate

New employee performance level

Hiring manager’s satisfaction with the recruitment process

Applicants’ perceptions of the recruitment process

Technology and Recruiting

Job search sites….. Video recruiting

LinkedIn / Facebook / MySpace……..

Social Media Galaxy

110

Job Applicant-Related Variables That Affect the Recruitment Process

1. Attracting the attention of targeted individuals.

2. Generating individual interest in a job opening: – Position attractiveness.

3. Expectation of a job offer.

4. Accuracy of the applicant’s position expectations.

5. The applicant decision-making process: – The decision to apply.

6. The decision to remain a candidate during the entire recruitment process.

7. The decision to accept a job offer if one is extended.

111

Positive Impression Reflections…..

Employer Proposition

112

• Make feel good that day

• How WE are….. Brand

• Shares offer

• Job Shadowing

• What are the benefits, if you are with us

• Career Progression

• Salary and Benefit Fitment

• Job simulation for dissonance / Gamification

• Films

• Key areas are visited

• Key people are introduced

• Social events

114


“They called me regularly to see if I had any questions. That showed they were really interested in me.”

“My mom was ill and I had to cancel a site visit. They sent a huge bouquet of flowers…they made me feel important.”

“Consciously, the recruiter doesn’t matter, but I’m sure that subconsciously it does. If a person makes you feel more comfortable, then you’ll feel more comfortable about the job.”

“I assumed I was going to get a ding letter, which usually happens when you don’t hear from a company within a few weeks. So I started to look at other options, and I didn’t take that company as a serious option.”

115


“…and I thought to myself, if this is the way that they treat you when they are recruiting you, how are they going to treat you once you’re an employee?”

“I generalize a lot about the company from their representative. If that person is not very sharp, does not seem particularly interested in me, or asks the same questions as every other recruiter, it does not impress me.”

“I think a lot of people look at recruiting practices as reflective of the company, and in many cases that’s absolutely accurate. Despite the fact that other factors matter, people do make choices based on how they’re treated.”

Guidelines for Recruiting and Selection….1

• Remember that nondiscrimination rules apply.

• Documentation and support for decisions.

• Privacy protections need to be in place.

• Fitment between Organization and Person.

• Assess Competency and Skills for each particular job(s) ….

©SHRM 2009 116

Guidelines for Recruiting and Selection….2

• Identifying who should be recruited.

• Reaching targeted individuals.

• Determining the best timing for recruitment.

• Designing a recruitment message.

• Evaluating past recruitment efforts.

• Managing the entire recruitment operation.

©SHRM 2009 117

Roadblocks to Innovative Recruiting

• We have always done in this way… mentality

• Office Politics

• Budget Constrain

• No support from Leadership

• No/ Less database

• Social Media not used

• Time constrain

• ……

©SHRM 2009 118

Why Microsoft is the best: Talent Acquisition Strategy

That “worth 300 times more than average”

Detect talents in its infancy

• Their recruitment methodology used

• Contests and mathematical problems placed in technology magazines universities

• Answers along with their resumes

Challenging interviews and selection process

• Several weeks

• Technical questions are alternated with “brain teasers” as curious as …… – how many golf balls fit in a school bus? Or

– how much would you charge for cleaning all windows in Seattle?

Speed up the on boarding process

• Culture transfer

• With Seniors very close

• 20% on own projects

BAD RECRUITMENT

We say bad recruitment occurs in three situations

• Can not do: The person lacks the skills required

• Will not do: The person lacks the attitude

• Does Not Know what to do: The person lacks the Knowledge

Bad Recruitment Costs

Normally costs of bad recruitment vary between 1-2 years of salary for executives and 1-4 years of salary in case of managers

Direct Recruitment Costs (3-6 months)

• Advertising

• Travel and stay

• Time costs of people concerned

Induction Costs (1-2 months)

• Administrative costs

• Relocation costs

Stabilization costs (2-6 months)

• Learning time

• Mentoring and Team time

De-motivation Costs (1-2 years)

• Unproductive time

• Other People leaving

• Team Loss

Client Related (1-2 years)

• Internal / External Client loss

• Future business loss

Leaving Costs (1 month)

• Other people leaving

• Redundancy costs

• Handover costs

Also, Bad Recruitment happens…..

Poor analysis of job function- / Job description

A through JD of each job

• Poor analysis of necessary personality-skill profile

Inadequate initial screening- skills required to screen

• Inadequate interviewing techniques- methodology

Inadequate questioning techniques-skills

Poor utilization of second opinions-any other ways

• References were not checked- how to go about

Determining

requirements

Sourcing & Shortlisting

Interview Methods

Selection & Reference

Check

Non Interview

Methods

Assessment Techniques

OVERVIEW OF HIRING PROCESS

Determining requirements

Do you require …..

Technical skills? Communication skills?

Creative Skills? Public Speaking Skills?

Law Skills? ………

Marketing / HR / Finance / Consultancy / Research ………

create an Job advt…..

to

C

O

M

M

U

N

I

C

A

T

e

objectives

……………………….

attention

excited

C R E A T e

stand out from the rest

brand

i m a g e

……………………….

urge

differentiate from others

create new demands positive perception

som

e b

asic

s defining your audience

crafting your message

placing your advt

establishing a digital, competitive, and editorial presence

working with advertising partners

working with an advt agency

About Job

Company

History

JD

Contact Details

Dates

To avoid

Pay

Race

Religion

Caste

How do you want to tell

Story

Incidence

Happening

Real time situation

Improve life of people

How one became Rich

ess

en

tial

s

competency …… skills

c

R

E

A

T

I

V

E

competency …… skills

communication

writtin g Project Management

Detail oriented

Negotiation + Discussion Re+search

Storytelling

H

O

R

D

i

N

g

typ

es

of

advt

…

P

A

P

E

R

J

O

U

R

N

A

L

s

Broadcast

Scroll

Looking for that face, who can face the challenges and move on

you

contents

avoid

must

may be

sure

5 ways to make your

JOB AD stand out

……………………….

Job letter / offer letter

contents

• Congrats

• JD

• Role and responsibility

• Terms and conditions

• Working conditions and conditions of work

• Special Instructions

• Perks / Benefits / Bonus…….

• Reporting system

• Pay day

• Legal deductions

Offer Letter Joining Letter

Module 5 Testing

• Selection tests

• Psychological Analysis

• MBTI

• et al……

©SHRM 2009 160

Mode of getting the CV

Checklist for shortlist

CV Getting – On line / portal

– Hard copy

– Paper advt

– Campus

– Network

– Referrals

– Past data base

– Consultancy

– Employment Bureau

– Community Centers

– Research centers

– IJT….. Internal job transfer / bring your own buddy

Checklist in CV / Shortlisting

Academic achievements

Experience

Skills / Competency

Leadership

Proven track record

Other achievements

Interview: Pre-Screen Interview Questions

What kinds of questions elicit the most informative responses?

• Structured interview

• Open ended questions

• Behavioral interview questions

Interview: Pre-Screen Interview Questions

• What prompted you to apply to our company?

• What are some of the things that you value in an employer?

• How would you describe your work style and your work ethic?

• How do you continue to stay current with trends in your field?

• What have you done in the last year to continue your learning/education?

• If you had only on word to describe yourself, what would it be? Why?

• What challenges do you foresee in this type of job and how would you overcome them?

• What are the clues you have come to recognize you are under too much stress?

• Would you feel comfortable with us contacting your Boss(es)? Peers? Subordinates? Customers?

• What do you think they (above) would say about you?

• Describe an instance when you had to overcome a difficult situation. How did you do it?

• What do you like most about your current position? Why? What do you like least? Why?

• When did you last receive feedback at work that made you feel proud? When did you receive criticism that upset you?

• Describe a situation where multi-tasking was necessary to complete a specific goal. How did you feel about that situation?

• Do you have any specific salary requirements?

• What resources do you use to manage your time? May we see it in a follow-up interview?

• What is your motivation to succeed?

• What do you need your next employer to provide for you to succeed?

• Interview and Non Interview

Formal

Behavioral

Assessment Techniques

Interviewing -- Guidance on Appropriate Questions

Laws that affect the interview process

Ask: Are you old enough to do this type of work? Can you supply transcripts of your education?

• What to ask and not ask

• Age

– Instead of:

• When did you graduate?

• When do you intend to retire?

• Sex/marital status

– Instead of:

• Are you married?

• When do you plan to start a family?

• Do you have children?

Ask:

Are you available to travel frequently?

Can you work overtime with no notice?

Can you work evenings and weekends?

When we check references/do a background check, are there other

names we should look under?

• Financial Status

– Instead of:

• Do you own a home/car?

• Have you ever filed for bankruptcy?

Ask:

Will you sign a form authorizing us to perform

a credit check?

Realistic job previews (RJP)

An overview of the job demands

with questions to confirm interest

Job Demands

Job related: Maturity, Emotional Intelligence, Education, Experience,

Excellence, Effectiveness, Communication, Creativity, ,,,,,,,,,,

Person related: Age, Sex, Martial Status, socio-Economic status, …….

Organisational Fit related: Next slide

Organizational fit questionnaires

Questions that evaluate company relevant factors such as team based, entrepreneurial, traditional, ROI, KPA, KRA……etc.

Skills testing questionnaires

K-S-A needed

Aptitude testing (problem solving, critical reasoning, etc.)

Work-style or occupational personality profiling

(e.g., persuasiveness, detail orientation, rule following,

optimism, goal orientation, data rational, boredom proneness, etc.)

Situational jugement questionnaires

Simulations

Given a scenario - choose a response

Virtual job tryouts

179

Employer Attractiveness Dimensions

• Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment.

• Social Value: Attraction based on a collegial work environment with good team atmosphere.

• Economic Value: Attraction based on salary and benefits.

• Development Value: Based on recognition of work and career-enhancing opportunities.

• Application Value: The employee’s ability to apply what they have learned to teach others and interact with customers in a way that is positive and humanitarian.

:

Employment Branding Activity

• Take out the recruiting advertisement/job announcement you found.

• Share your advertisement or job announcement with a partner and answer the questions on the next slide.

• Be prepared to discuss your answers with the entire class.

Discussion Questions

1. What are the key messages expressed in the advertisement or job announcement?

2. How does the advertisement communicate what it is like to work at that organization?

3. Would this job announcement appeal to the types of employees the organization is seeking? Why or why not?

181

Selection and Reference check

Rules/ Code/ Standing Orders

Mode to get info…

RECRUITMENT METRICS

Efficiency Metric

The extent to which time or effort is well used for the intended task or purpose

Ratio of output to input, terms of:

Time

Cost

Speed

The formula

• Cost per Job filled

• Time Per job filled

• Actual time spent in interviews and the selected process – CV screening

– Committee

– Logistic

– Outscored, if any

Effectiveness Metric

whether the process is successful in producing suitable candidates for the desired positions

effectiveness metrics are more goal oriented

The formula

Retention Rate in the first 6 months

Number of jobs filled

No of candidates applying

No of candidates shortlist versus selection

Job satisfaction – 3 months later

Satisfaction of hiring manager with person recruited

YIELD RATES PYRAMID

New Hires

Candidates interviewed

(3:2)

Offers made (2:1)

Leads Generated (6:1)

Candidates invited (4:3)

Global Volatility Raises Attraction and Retention Stakes for Employers and Employees Alike

To what extent is your

organization experiencing

problems

attracting/retaining

employees in the following

groups?

Problems attracting* Problems retaining*

All employees 31% 25%

Critical-skill employees 72% 56%

High-potential employees 60% 55%

Top-performing employees 59% 50%

Cost Heads……

• Direct Recruitment Cost

• Reference/ Consultants/ Agencies

• Advertisement

• Training Costs

• Coaching

• Induction Cost….. Outside experts/ insider trainers

• Relocation costs/ Leaving costs

• Joining Bonus…. Dues from old company to fix

• Interview costs

• Process / Operational cost

• Clients related costs

• Infrastructure costs

• Stabilization costs

• Socialization process

• Finding feet in the process

• Comfort level efforts

• Demotivation cost's

• Brand lose

• Cost in/ for ……

– Attitude

– Clients not happy

– Project delay/work delay

– Oppournities costs

• Perceptual Metrics

Candidates and new employees perceive about the recruitment process

The Formula

• Perception of new joinees towards the system, organization

and environment

• Candidate perception about the process

• Employment branding leading to preferential treatment by colleges/ institutions

• Referrals by candidates

Six Sigma in Recruitment Process

• systematic, scientific, data driven approach that leads to the best possible process

• set defined measures and actions while conducting the recruitment process

i. Understanding of hiring needs from departments properly

ii. Identifying the right approach for recruitment drive

iii. Selecting the message (including introduction to company and career prospects)

iv. Selecting the right media and short-listing mechanism for recruitment

vi. Making the offer with terms and conditions

vii. On-boarding and induction process

Suggested Readings

Recruitment: Science and Practice

By James A. Breaugh, PWS-Kent Pub. Co.

Hire With Your Head: Using POWER Hiring to Build Great Companies, By Lou Adler, John Wiley and Sons

Session 2 / 3 / 4

Requirement Analysis

• What is competency

• Competency iceberg model

• Why competency based recruitment

• Motivational job specification

• Creation of functional specification

• Creating behavioral specification

• Threshold trait analysis

• Definitions of Quan-com

What do you do MOST to increase the probabilities of your papers to be cited? And the results are:

• improvement in staff attrition by on boarding process and development plans. Succession planning & interventions Employment Branding initiatives Harnessing digital and mobile tools to enhance your talent acquisition model Use of HR processes like compensation & rewards, Training & development in engaging & retaining talent. Use of organizational mapping for growth. Building and implementation of human capital. HR audit process - method, procedure & result measurement. Methods to align HR to organizational values, objectives & strategies. If you come out with an innovative process/practice for any of the above mentioned topics in your company then you would be an ideal company for the selection.

Session 1 ……RECRUITMENT ANALYTICS

• Strategic Issues in Recruitment

• Bad Recruitment

• Overview of the Hiring Process

• Recruitment Metrics

• Role of HRP, Process, HR requirements

• Understanding labor Market

Session 2 ….. REQUIREMENT ANALYSIS

• Key Modules of the Recruitment Process

• What is Competency

• Competency Iceberg Model

• Why Competency Based Recruitment

• Overview of requirement Analysis

• Motivational Job Specification

• Creation of Functional Specification

• Creation of Behavioral Specification

• Job analysis

• JD and Job analysis

• Roles identification

• Competency and competency mapping

Session 3 …… SCREENING & SHORTLISTING

• Key Modules of the Recruitment Process

• Defining Requirements

• Advertising

• E- recruitment

• Applications and CV

Module 4 ……Recruitment Process

• Interviewing Techniques

• The overall BEI Process

• Pre-Interview Preparatory Phase for BEI

• The BEI

• Key Interviewer Skills

• Post-Interview Assessment And Decision

Session 5 …..NON- INTERVIWING TECHNIQUES

• Various Non-Interviewing Methods

• The Best ways for different jobs

• Selection tests

• Types of test

Session 6 ……EVALUATION & REFERENCE CHECK

• Evaluation Methods

• Checking references

• Recommendations

• Offers and appointments

• understand the latest trends & tools in recruitment including usage of Onet, Quan comm,

• behavioral event interviewing

• job element analysis

• critical incident method

• In 2015 In 2020

• Complex Problem Solving Complex Problem Solving

• Coordinating with People Critical Thinking

• People Management Creativity

• Critical Thinking People Management

• Negotiation Coordinating with People

• Quality Control EI

• Service Orientation Judgment and Decision Making

• Judgment and Decision Making Service Orientation

• Active Listening Negotiation

• Creativity Cognitive Flexibility

Ref: The Future of Jobs, Report, World Economic Forum, reported in ET, 19th Jan, 2016, Tuesday, p: 19

Top 10 Skills in Demand

HAVE A PUZZLE ….. TAKE 15 MINUTES

Identify all the HR/ Recruitment terminology

There are 4 abbreviations

E W E I V R E T N I

M E N T O E R A T T

P I N T A C V I M N

O L O V F R C W K Y

W L C B I U O A K C

E D E S K I L L S N

B I O D A T A K M E

B G C D E M O I A T

A J G F Y E G N R E

S K N E G N I N K P

A L I B A T E S T M

M A N A G E R Z I O

C N I O N K D C J C

P L A N N I N G C U

M A R A T I N D S A

M A T U R I T Y C H

W E I V R E T N I

E

C V

R W Y

C U A C

E S K I L L S N

B I O D A T A K E

M I T

G E N E

N N P

I T E S T M

M A N A G E R O

I C

P L A N N I N G

R

M A T U R I T Y

W E I V R E T N I

E

C V

R W Y

C U A C

E S K I L L S N

B I O D A T A K E

M I T

G E N E

N N P

I T E S T M

M A N A G E R O

I C

P L A N N I N G

R

M A T U R I T Y

Ability to Prioritize

Works well in teams

Organizational Awareness

Effective Problem Solving

Self-Awareness

Proactivity

Ability to Influence

Effective Decision Making

Learning Agility

Technical savvy

7 Key Job Skills to Look

for When Hiring

Technical Skills in Job Advertisements

Operating Systems

Programming Languages

Software Engineering

Architecture

Analysis of Algorithms

Theory of Computation

Database Management Systems

Networks

Compiler Construction

Artificial Intelligence

Human-computer Interaction

http://blog.linkedin.com/2016/01/12/the-25-

skills-that-can-get-you-hired-in-2016/

http://in.linkedin.com/in/mmbagali

Date post:	25-Jan-2017
Category:	Education
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