3.recruitment and selection
TRANSCRIPT
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Group HR
Happy New Year!
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Recruitment & Selection
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Do you agree?
Great companies first got the right people on the
bus, the wrong people off the bus, and the right
people in the right seatsand then they figuredout where to drive it.
Good to Great: Why Some Companies Make the Leap and Others Dont
Jim Collins
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Manpower Planning
Manpower Planning is a Process by which an
organization ensures that
Right number of people
Right kind of people
At the Right time
At the Right place
Doing the Right things for which they are suited for
achieving the goals of the organization.
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Factors affecting Manpower Planning
Sales and production forecasts
The effects of technological change on task needs
Variations in the efficiency, productivity, flexibility oflabor as a result of training, work study,
organizational change, new motivations, etc.
Changes in employment practices (e.g. use ofsubcontractors or agency staffs, hiving-off tasks,
buying in, substitution, etc.)
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Factors affecting Manpower Planning
Variations, which respond to new legislation, e.g.
payroll taxes or their abolition, new health and
safety requirements
Changes in Government policies (investment
incentives, regional or trade grants, etc.)
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Manpower Planning
Two Steps
Demand Forecasting
Supply Forecasting
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Demand Forecasting
Bottom Up Technique
Delphi Technique
Nominal Group Technique Ratio Analysis
Regression Analysis
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Supply Forecasting
Internal Supply
External Supply
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Recruitment is not about filling jobs that are currently
vacantit is about making a continuous, long-term
investment to build a high quality workforce capable of
accomplishing the organizations mission now and in
the future
www.ipma-hr.org
Any example you know of?
http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/ -
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Recruitment is a critical management function
that all levels of the organization need to be
involved in planning and implementation
www.ipma-hr.org
http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/http://www.ipma-hr.org/ -
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Global Sourcing is changing the shape of the
business world!!!
Features of the New World
global sourcing barriers fading away
Disappearance of the Time Zones
Transformation of the work processes into pieces
that can be constructed and deconstructed
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Changing Role of HR: Modified Recruitment
Structure
Currently organisations use one or more of the following staffing
structures:
Decentralized Staffing ModelAllows individual business units todevelop and fill their own staffing plans.
Hybrid Staffing ModelCombines decentralized approach with certaincentralized (or shared services) components.
Outsourced Staffing ModelPromotes efficiency, consistency andpotential cost saving
HR Business Partner StructureHR business partners work withdesignated business units.
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How do organizations structure their recruiting
departments?
Corporate Leadership Council
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Pros and Cons of Recruiting Department Structures
Centralized Hybrid Decentralized
Pros Cons Pros Cons Pros Cons
Facilitates
practice and
lead sharing
Enhances
ConsistencyEnables
Standardization
Creates a
disconnection
between
recruiters and
business units
Enables a mix
of process
efficiencies
and
connectionwith the line
Creates
staffing
resource
flexibilities
Creates
resource and
process
inefficiencies
Distancefunction from
the support of
corporate
headquarters
Improves
communication
with the line
Enables
recruiters tolearn business
Creates
resource
inefficiencies
Discourages
candidate andpractice sharing
across the
department
Lacks process
efficiencies of
centralized
structures
Reduces
consistency and
standardization
Corporate Leadership Council
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Three Main Functions of Recruitment Process are:
Attract a pool of suitable candidates
Deter unsuitable candidates from applying
Create a positive image of the organization
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Internal Recruitment
External Recruitment
Vs.
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Recruitmentfrom Inside
Advantages
Career plan for existing workers &
morale
Motivator for good performance
Relatively easier assessment of
applicants as information is available
Reduced recruitment costs (travel
expenses)
Causes succession of promotions
Have to hire only at entry level.
Disadvantages
Existing employees may not bring-in new ideas
to their new job (inbreeding).
Lower level employees may not have capacities
required at higher jobs.
High-powered employees might not be able to
wait long enough for their turn (political
infighting for promotions).
Internal strife for the post might impact
negatively on possibilities for team work
among existing employees.
Need for management development program
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Recruitment from Outside
Disadvantages Relatively higher costs.
Risky of getting the wrong person.
May cause morale problems forinternal candidates not selected.
Advantages Larger pool of talent.
Objectivity and extensive effort put into the
process likely to lead to a better candidate
selection.
New industry insights, ideas, way of thinking
& approaches might challenge existing norms
and act as catalyst in continuous improvement/
innovation.
Cheaper and faster than training professionals.
No group of political supporters in
organization already.
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Sourcing Channels
Recruitment methods
Internal
Job Posting
Skills Data Base
Employee Referrals by OtherDepartments
External
Advertisement
Placement Agencies
Internships
Job Sites
E-Recruiting Campus
Data Base
Alumni
Associations/Interest Groups/Networks
Temporary Leasing
Employee Referrals
Passive Recruiting (Unsolicited application)
Career Fairs
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Despite the importance of strategic workforce planning, most HR
departments have not yet developed a formal plan to participate
in their companies business cycles.
Ninety percent of HR departments have no independent planning
and forecasting function, and many HR departments have noformal staffing strategy of any kind.
Rather, they tend to operate independently of the business cycle,
developing reactive staffing solutions instead of proactivestrategies that anticipate movements in the business cycle.
Corporate Leadership Council
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Recruitment Strategy: A Six Step Approach
Recruitment strategy should answer the following
questions related to their target populations:
1. Who is being targeted through the recruitment?
2. Where is the appropriate place to recruit clients?
3. When should recruitment be done?
4. What messages should be delivered during recruitment?
5. How should the messages be delivered?
6. Who is the most appropriate person to do recruitment?
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Talent Forecasting
1.Business strategyIntegrates projected company growth in
terms of activity, output and revenue.
2. Human capital needTranslates business strategy into staffing
requirements.
3. Projection of future vacanciesBased on difference between
staffing requirements and current capacity.
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Strategic Recruiting Stages
Human Resource Planning
How many employees are needed?
When employees will be needed?
What specific KSAs are needed?
Organizational Responsibilities
HR staff & operating managers
Recruiting presence and image Training of recruiters
Wendell French, Chapter 9, Recruitment & Selection
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Strategic Recruiting Decisions
Organizational-based Vs. outsourcing
Regular Vs. flexible staffing
Recruiting source choices
Recruiting Methods
Internal methods
Internet/ web-based
External methods
Wendell French, Chapter 9, Recruitment & Selection
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Selection
The process of assessing candidates and appointing a
post holder
Applicants short listedmost suitable candidatesselected
Selection processvaries according to organisation.
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Selection Tools
Interview most common method
Psychometric testing assessing the personality of the applicants Measures of personality
Honesty test (substitute to polygraph)
Aptitude testing assessing the skills of applicants Measures of proficiency, achievement, or knowledge
Measures of mental ability or intelligence
In-tray exercise activity based around what the applicant will bedoing
Presentationlooking for different skills as well as the ideas of thecandidate
Assessment Centresbattery of tests
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Choice of Selection Methods
Number of applicants
Criticality of position
Cost/effort involved Predictive validity
Extent of preparation required
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When using psychological tests..
Clearly identify the objectives
Uses a battery of test that can give range of information
Have trained psychologists conduct and interpret tests
Use personality testing as an adjunct to the recruitment or
career planning process and exploit its developmental
power
Adapt tests to Indian situations
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Determining Selection Standards
Sources of Information about Applicants
Application Forms
Reference Checks
Physical ExaminationSelection Tests (Reliability & Validity)
The Selection Interview
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Recruitment: Return on Investment (ROI)
Recruitment return on investment (ROI)
understands and compares the elements, costs
and risks of a recruitment related project to theexpected benefits
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What to Measure: Hiring
Recruiter EffectivenessRE = RT+TF+HR+C/H +QH
N
RE = Overall Recruiter effectiveness
RT = Response Time
TF = Time to Fill
HR = Hire Rate
C/H = Cost Per HireQH= Quality of Hire
N = Number of Indices Used.
HR Accounting
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Cost Per Hire
SC = Sourcing costs (Advertising + Agency Fees + Employee Referrals)
ST = Staff Time [Travel + Interview ] x [Recruiter Pay and Benefits] or External
Agency Fee
MT = Management Time x Managements Pay and Benefits
PC = Processing Costs/ Operating Expenses
TR = Travel Cost of Applicants
RL = Relocations CostsMS = Miscellaneous
H = Full Time or Part Time Employees Hired
CPH = SC+ST+MC+PC+TR=RL+MSH
HR Accounting
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Quality of Hire (QH)
PR= Average job performance ratings of new hires
HP= Percent of new hires promoted within one year
HS = Percent of new hires retained after one yearN = Number of indicators used
QH = PR + HP + HSN
Satisfaction of new employees with hiring.
Satisfaction of managers with new employees.
HR Accounting
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Number Hired (Hit Rate)
HO = OA/OE
TF =RROD
RR = Date requisition is received
OD = Date offer is accepted
OA = Offer acceptedOE = Offers extended
HO = Percentage of offers that result in hire
Time to Fill
HR Accounting
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Rewards
Compensati
on
HealthBenefits
Retirement
Benefits
Vacation
Opportunity
Development
Opportunities
Future CareerOpportunities
Organization
Growth Rate
Meritocracy
Organizational
Stability
Organization
Customer Prestige
Diversity
Empowerment
Environmental
Responsibility
Ethics
Great Employer
Recognition
Well know Brand
Market PositionProduct/ Service Quality
Organization Size
Social Responsibility
Technology Level
Work
Business Travel
Innovation
Job ImpactJob-Interests
Alignment
Location
Recognition
Work Life
Balance
People
Camaraderie
Collegial Work
EnvironmentCoworker Quality
Manager Quality
People
Management
Senior Leadership
Reputation
The Employment Value Proposition
The set of attributes that the labor market and employee perceive as the value they gainthrough employment in the organization.
Rewards
Compensati
on
HealthBenefits
Retirement
Benefits
Vacation
Opportunity
Development
Opportunities
Future CareerOpportunities
Organization
Growth Rate
Meritocracy
Organizational
Stability
Organization
Customer Prestige
Diversity
Empowerment
Environmental
Responsibility
Ethics
Great Employer
Recognition
Well know Brand
Market PositionProduct/ Service Quality
Organization Size
Social Responsibility
Technology Level
Work
Business Travel
Innovation
Job ImpactJob-Interests
Alignment
Location
Recognition
Work Life
Balance
People
Camaraderie
Collegial Work
EnvironmentCoworker Quality
Manager Quality
People
Management
Senior Leadership
Reputation
Corporate Leadership Council