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It doesn't matter who you
are, where you come from.
The ability to triumph
begins with you Always.
- Oprah Winfrey
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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 of labor as a result of training,
work study, organizational change, new
motivations, etc.
Changes in employment practices (e.g.
use of subcontractors or agency staffs,
hiving-off tasks, buying in, substitution,
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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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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
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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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ecruitment
ob Vacancy
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Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internalSelection:Measurement, external, internal
Employment:Decision making, final match
Organization
Mission
Goals and Objectives
Staffing Organizations Model
5-9
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Definition
1. The process of searching for prospective
employees & stimulating them to apply for jobs
in the organizationsFlippo
2. Involves attracting and obtaining as many
applications as possible from eligible job seekers
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Recruitment
Recruitment is the process of finding and attracting capableapplicants for employment. The process begins when new
recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new
employees are selected. ----- Werther and Davis
Human Resource
Planning
Job Analysis
Recruitment Selection Placement
Linkage of recruitment to human resource Acquisition
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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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Factors Affecting Recruitment
Organizational /Internal Factorsto determine
success & failure of the recruitment program
Reputation of the org. (size, profitability, mgt)
Org culture & attitude of mgti.e. e/e friendly
policies
Geographical location of the vacant position
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Organizational /Internal Factors
Amount of resource allocated - critical & non
critical positions
Channels & methods of advertising
Pay package
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Factors affecting recruitment
Internal factors:
v Companys pay package;v Quality of work life;
v Organizational culture;
v Career planning and growth;
v Companys size;
v Companys products and services;
v Geographical spread of the companys operations;
v Companys growth rate;
v Role of trade unions;
v Cost of recruitment;
v Companys name and fame.
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Environmental /External Factors
Labor market situation, demand for manpower
Stage of development of industry to which the
organization belongs
Culture, social attitudes & beliefs
Law of land & legal implications
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External factors:
v Socio economic factors;
v Supply and demand factors;
v Employment rate;
v Labour market conditions;v Political, legal and governmental factors;
v Information systems.
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Purpose and Importance of Recruitment
Recruitment represents the first contact that a company
makes with the personnel having potential to be
employed.
It determines the present and future human resource
requirements in conjunction with human resource
planning.
It helps to increase the pool of potential personnel.
It helps in increasing the success rate of the selection
process.
It reduces the rate of initial turnover rate.
It helps in evaluating the effectiveness of various
recruitment techniques
It helps to meet the organizations legal and social
obligations regarding composition of its workforce.
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Process of Recruitment
According to Famularo4 elements1. Recruitment Policy
2. Recruitment organization
3. Forecast of manpower
4. The sources of recruitment
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Recruitment Policy
Policy may involve a commitment to broadprinciples - filling vacancies with the bestqualified individualsDale Yoder
Must contain
1. Organizations objectives
2. Identification of the recruitment needs
3. Preferred sources of recruitment4. Criteria of selection & preferences
5. Cost of recruitment
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Recruitment Policy contd
Should satisfy
1. In conformity with its general personnel policies
2. Flexible enoughto meet org needs
3. Designed on a long term basis
4. Match qualities of the e/es with org
requirements
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Recruitment organization
All employment activity should be centralized
Merits of centralization
1.Reduces administrative cost2.Scientific selection
3.Reduce favoritism
Centralized departmentemployee office or
recruitment sectionresponsible for recruitment
function
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Forecast of Manpower requirement
Human resource planning at different levels
Job analysisused in recruitment
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Sourcing Channels
Recruitment methods
Internal
Employee Referrals by OtherDepartments
Present Permanent employees
Present temporary and casual
employees
Retrenched or retired
employees
Dependents of deceased,
disabled, retired and present
employeesPromotions
Transfers
External
Advertisement
Placement Agencies
Internships
Job Sites
E-Recruiting Campus
Data Base
Alumni
Associations/Interest Groups/Networks
Temporary Leasing
Trade unions
Passive Recruiting (Unsolicited application)
Career Fairs
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Sources of Recruitment
I. Internal sources - present working force
HR inventoryan outcome of HRPbase
Announce vacancies through notice boards,
circulars, office bulletinsjob posting
Management evaluates applicationfinal selection
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Internal sources contd..
Merits
1. Improves employee morale
2. Encourages competent and ambitious employees
3. Improves employee loyalty
4. Employer is in the better position to evaluate the
candidates (e/es)
5. Minimum cost6. Time and resources - saves selection and
induction cost
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Internal sources contd..
Demerits1. Leads to inbreeding system, discourages
new e/e
2. Internal source sometimes may dry up
3. Bias in selection (promotion - seniority)
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Sources of Recruitment contd..
II. External sources - Outside the organization
A. Direct methods
Traveling recruiterseducational and professional
institutions
Recruiting is done in cooperation with placement
office of a college
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External sources contd..
B. Indirect methods
1.AdvertisementsPrint - Newspaper
The nature of the job, level criticality in an org.determine mode and medium of advertisement
E.g. blue collarcompany bulletin
white collartrade journal, magazine, newspaper(employment news etc.)
Sometimes org. may go for blind adspost boxno., placement consultancies
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External sources contd..
Reason is1. To hide the fact from competitors
2. Avoid to responseall applicants
Advertisements containing exaggerated
claims, gimmicks - avoided
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External sources contd..
Advertisementsradio, television
TV and radioless used in recent days
E.g. i-flex solutionsad in FM local channel
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External sources contd..
Advertisementsinternet Internet portalsmonsterindia.com,
jobsahead.com, naukri.com, careerbuilder.com,
joboptions.com
Large organizations maintain their own websites
gives information on vacancies
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External sources contd..
Contents of an ideal advertisement
Emoluments, benefits and other facilities available
Job requirements
Last date to respond
Ways to respondemail, telephone, post
May talk about work culture
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External sources contd..C. Third party method
1. Employee referralslower and middle level mgt
Employees recommend friends/relatives
Advantages
Recommend good candidate - reputation
Candidate will getinside picture of the org
Less time consuming
Low cost
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Third party method contd..
2. Employment agencies
a. Public or state agencies
Few years agopopular in India
Graduates register themselves
Agency acts as a connecting link
Now concept is outdatedchanging needs
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Third party method contd..
b. Private agencies
Now a days in demand
Invite applicationsscreenfirst round shortlist
test/interviewsecond round shortlistHR dept
conduct final interviewselection
c. Head hunters/Executive recruiters
Specialized category of private agencies
To cater - top mgt
Handle executive searchhigh fees
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Third party method contd..
3. Educational institutions
Provide placementby inviting companies
Companies short list the collegesthen visit
Long term relationship are built
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Third party method contd..
4. Interested applicantsunsolicited applications
Applications by post or email or in personto org
No vacancystore in data bank
Need arisesused
E.g. Tata Indicom CV drop box
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Third party method contd..
5. Other sources
For certain types of positions
E.g. recruiting from association of handicapped
Build imagegood corporate citizen
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Need for flexible and proactive
recruitment policy
Org policymay have positive or negative image
on recruitment policy
Recruitment policy should be flexibleto cope up
with changing needs
E.g. ISRO
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Evaluation of a recruitment
program
For effectiveness
Success of RP can be judged based on,
Number of successful placements
Number of hirings
Number of offers made
Number of applicants
Cost involved
Time taken for filling up the position
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Alternatives to Recruitment
Outsourcing
Contingent Workers
Professional EmployerOrganizations (EmployeeLeasing)
Overtime
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Selection
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Concept of selection
The process of choosing the most suitable
candidate for a job from among the available
applicants
Initial screening interview up to the final
employment decision
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Selection decision outcomes
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El t f l ti
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Elements of selection process
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Selection method standards
1. Reliabilitymethod is reliable if it produces
consistent resultsdifferent situations
It can be measured
a. The repeat or test-retest approach
Group of candidate take the same test twicea
gap of two to three weeks
Similarity in the pattern of scoring, analysis ofscoresdetermine reliability
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Selection method standards contd..
b. The alternate-form or parallel-form method
2 similar but separate forms are given at the same
time
The pattern of scoringdetermine reliability
c. The split-halves procedure
A test is divided into 2 parts and given Similarity in scoring - determines reliability
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Selection method standards contd..
2. Validitydegree to which success in the test
reflects success in the job
It can be measured
a. Criterion validity Correlation between scores in the selection
method and scores of job performance
Substantial correlation between these twovalidselection method
Selection method must be reliable to be valid
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Selection method standards contd..
b. Content validity
The extent to which the content of a selection
procedure is representative of important aspects of
job performance
c. Construct validity
To what extent selection method measures the degreeof identifiable characteristics in the candidates
Selection method standards
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Selection method standards
contd..3. Generalizabilitythe degree to which its validity
established in one context, can be extended to otherprimary contexts (different jobs, org, people anddifferent time period)
Selection method must be valid to be generalized
4. Utilitythe degree to which the value provided bythe selection method enhances effectiveness of anorganization
Job market conditionmay affect utility even if 3factors are constant
Reliable, valid & Generalized methodmore utility
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Selection method standards contd..
5. Legality
Should comply with the existing laws and legal
precedents
The
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selection
processThe selection
process
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Application forms
Also called as application blank
It is a formal record of an individuals appeal or
intention for employment
Helps in initial screening of the applicants
Organizations may use short or long application
forms
Application forms contd
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Application forms contd
Application forms contd..
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Application forms contd..
Contents of application form
Personal information
Educational qualification
Work experience
Salary
Personality items
Reference checks
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Evaluation of application forms
1. Clinical method
All the information furnished by the applicant is
analyzed and inferences are made about
personality (leadership, emotional stability,assertiveness, attitude)
Based on assessed personalitysuccess in the
job is predicted
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Evaluation of application forms contd..
2. Weighted method
A statistical technique
Certain points or weightsassigned to each item
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The Pros and Cons of resumes versus applications
Pros
Cons
Applications Resumes
Straight forward
Structured
Limit embellishment
Easier to evaluate
Close endedlimited creativity
More expensive to develop and
distribute
Open ended; promote creativity
Allow applicants to emphasize
what they feel is important
Allow applicants to hang
themselves
Less expensive and easier to solicit
Allow applicants to omit information
Foster embellishment
Harder to evaluate
Resume screening checklist
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g
The next thing you need to know is what should be included on the resume
screening checklist
Overall appearance
Layout
Experience
Education and credentials
Relevant affiliations and activities
References
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Ethical issues in application form design
The questions that should not be asked
those having no relevance in context of the job
That invade privacy of the applicant
May lead to discrimination
Leading to adverse affect on the employment of women,
minority, disabled candidates
S l ti T t
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Selection Tests
Selection methods to evaluate an applicant They evaluate aspects like performance,
intelligence, attitude etc.
1. Intelligence tests
Standardized tests
They define the components of intelligence as
reasoning, judgment, memory and power of
abstraction
I.Q. = (Mental age / Chronological age) * 100
Selection Tests contd
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Selection Tests contd..
2. Aptitude testsability, talent, capacity Measure an individuals ability to learn a given job
Test motor capacities likefinger dexterity, hand dexterityand hand-eye coordination
3. Achievement testsproficiency, knowledge tests Job related proficiency and knowledge measured
To select experienced candidate
e.g. job knowledge testknowledge in the area of experience
testede.g. work sampleability to perform job related task - tested
S l ti T t td
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Selection Tests contd..
4. Situational tests
Used to select middle and senior level management
position
Candidates are exposed to simulated business
situationsresponse recordedevaluated
a. Group discussion
Members are left to interact on their ownwithoutany leader
Initiative, leadership quality, negotiating,
communicating, decision making skillsassessed
by observation
Situational tests contd
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Situational tests contd..
GDCompleted quicklyevaluation on the spot
Quick elimination is possible
b. In basket exercise
Tests managerial and administrative skills of thecandidate
Exposed to simulated office situationrespond to
letters, clear important documents, scheduling
meeting, decision making
Brings out capabilities of a candidate in an office
environment
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Situational tests contd..
c. Simulated business games
Candidates play the role of a simulatedcharacter & are evaluated with in a group
Selection test contd
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Selection test contd..
5. Interest tests
To identify and understand the degree of
interest a candidate has in a job
For better performance
Inventorylikes and dislikes, hobbies and
other activities
Selection test contd
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Selection test contd..
6. Personality tests
To know job related personality traits
Can assess value system, emotions, maturity
& other personal characteristics Expressed in terms of traits likeself
confidence, optimism, conformity, objectivity,
judgment, dominance, submission. Used to select top management
E.g. Fiorina of HP900 questions2 hours
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Big Five Personality
Characteristics
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Selection test contd..
7. Polygraph testslie detector test
To test the validity & trustfulness of an applicants
answer
Polygrapha device that measures Psychological
changes like increased perspiration
Reflect changes in emotional state that accompany
lying
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Polygraph tests contd..
Procedure
Attach person to the machine with painless
electronic probes
Expert asks a series of neutral questions Reaction to neutral questionsascertain
Then specific questions will be asked
Determine accuracy
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Selection tests contd..
8. Graphology - Hand writing analysis
To assess individuals personality, emotional
characteristics & honesty
Graphologist studies applicants handwriting
& signature to discover the persons needs,
desires & psychological makeup
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uneven pressure, poor rhythm, lack ofcontrolindication of writers inner
disturbance
I i
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Interviews
A procedure designed to obtain information from aperson through oral responses to oral inquiries
Selection interviewa selection proceduredesigned to predict future job performance on thebasis of applicants oral responses to oral inquiries
Reliability and Validity in Interviews
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Reliability and Validity in Interviews
Face
Validity
InterraterReliability
Intrarater
Reliability
Interview
Reliability and
Validity Issues
S l ti I t i i
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Selection Interviewing
Reliability and Validity of Interviews
Intra-rater reliability:interviewers who are
consistent in their ability to select individuals who will
perform well.
Inter-rater reliability:the extent to which different
interviewers agree in the selection of individuals who
will perform well.
Face validity:a test that appears to be valid becauseexternal observers assume, without proof, that it is.
Unstructured interviews are less reliable and less
valid than structured interviews.
Types of Selection Interviews
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yp
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Advantages
Cross check the information provided in theapplication
Part of recruitment process
E/r can sell his org & job to candidate
Disadvantages
Subjectivityopinion & perception of the
interviewer Individual biasgender, religion, nationality,
education
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I t i td
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Interview contd..
II. Selection interviews/ Core
Interaction b/w the job applicants and line manager or
experts
Job knowledge, skills, talent are evaluated
1. Formal and structured interview
Based on job analysis
Interviewer selects the question
Plans the interview in advance
No scope for subjectivity
Same questionsto candidatesbetter evaluation
S l ti i t i td
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Selection interviews contd
2. Unstructured interview
No predetermined frame work of questions
More scope for open ended questions
Candidates remain comfortableduringinterview
Tends to be more subjective
Selection interview contd
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Selection interview contd..
3. Stress interview
Ability to perform and deliver under stresstested
The applicant is made uncomfortable by a series of
often rude questions. This technique helps toidentify hyper sensitive applicants and those with
low or high stress tolerance
Less popular in now a days organization
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Selection inter ie contd
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Selection interview contd..5. Panel interview
Group of interviewers question the
applicants
Job involvescross functionalinteractions
6. In-depth interview Expertstestcandidates knowledge
and understanding of the subjectassess
his performance
Interviews Contd
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Interviews Contd..III. Decision making interview
Selected applicants interviewed by HR
mgr and dept head
Informal Try to find out salary expectation and other
detail
HR mgr & Dept head communicate theirdecision to concerned authority
Interview process
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Interview process
1. Preparation
Determine the objectives
Read the application
Determine the mode of evaluation2. Setting
Pleasant seating arrangements
Avoid attending phone calls, meetingcolleagues
Make the candidate feel relaxed
Interview process contd
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Interview process contd..
3. Conduct the interview
Open ended questionscope to speak
Probing questions can be asked
Should not invade the privacy of the
candidate
Listening
Taking notes
Interview process contd
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Interview process contd..
4. Closing an interview
Avoid awkward gestures and words
Make an overt sign
5. Evaluation
Soon as he leaves the room
Interview process contd
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Interview process contd
6. Reference checks
If necessary
7. Medical examination
Conducted if mandatory
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Selection systems as stock portfolios
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20% - Team
work
15% - Attention
to detail
20% - Flexibility
15% - Respon-sibility
30% - Problem
solving
Placement
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Placement
Right candidate is placed at the rightposition
You are Hired
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You are Hired
Now What?
Most Important Stage
Orientation
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Orientation
Process to introduce new employees toorganization
Familiarize new employee to job and work
unit
Help employee to understand values,
beliefs, and acceptable behaviours
Selection Factors for Global
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Employees
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Which benefits do employees find most desirable?
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The following are the top ten employee priorities based on
needs, fears, and goals
Feeling secure
in job
Having
financial
security
Savings for
childs tuition
Preparing for
retirement
Savings for a
homeRetiring early
Furthering my
education
outside work
Making more
money
Staying
healthy
Having more
tiime for
family
Placement
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When once the candidate reports for duty, the
organization has to place him initially in that job forwhich he is selected.
- Employees are trained for the job and also in relation
to related jobs.- Employee is placed on the actual position, only when
the probation period is over.
- if the performance is satisfactory then only the
candidates are regularized.
INDUCTION
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Induction is the process of receiving and welcoming
an employee when he first joins a company and giving
him the basic information he needs to settle down
quickly and happily and start work.
This process is having lot of significance, as the rateof turnover among new employees is very high in
comparison to senior executives.
(Lectures, handbooks, films, group seminars are usedto impart the information to new employees about the
environment of the job)
The employees are made aware with:-
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p y
(i) About the company
History, growth, management, products,markets, customers etc
Basic conditions of employment-hours of
work, shifts, holidays, retirement benefits
etc.
Pay, allowances, deductions
Grievances procedures
Canteen and restaurant facilities
Unions, negotiating machineries
(ii) About the department
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The department head introduces the new employee
to the important employees of the department.
Functioning style of the department
Work distribution, assignment, working hours etc.
(iii) About the superiors, subordinates etc
To person whom he has to report
To the persons with whom his work is related
To the persons who are to report him
To his colleagues
Objectives of Induction
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Objectives of Induction
Putting new employees at ease
Creating the interest in his job and the company
Providing basic information about working
arrangements
Indicating the standards of performance and
behaviour
Informing them about training facilities
Creating the feeling of social security
Minimizing the reality shock which would be
caused due to incompatibility.
Internal Mobility
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Internal Mobility
The lateral or vertical movement (promotion, transfer,demotion or separation)of an employee within anorganization is called internal mobility.
It may take place between jobs in various departments or
divisions.
Some employees may leave the organization for reasons
such as better prospects, retirement, terminations etc.
Such movements are known as external mobility.
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Transfers
A transfer is a change in job assignment.
It may involve a promotion or demotion or
no change at all in status and
responsibility.
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Purpose of Transfer
To meet the organizational requirements To satisfy the employee needs
To utilize employees better
To make the employee more versatile To adjust the workforce
To provide relief
To reduce conflicts To punish employee
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Promotion
Promotion refer to upward movement of anemployee from current from current job to
another that is higher in pay, responsibility
and/or organizational level. promotion brings
enhanced status, better pay, increased
responsibility, better working condition to the
promote.
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Purpose of promotion
To utilize the employee skill, knowledge To develop competitive spirit
To develop competent internal source of
employees To promote employee self-development
To promote interest in training
To build loyalty To reward committed
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Demotion Demotion is the downward movement of an employee in
the organizational hierarchy with lower status and pay.
It is a downgrading process where the employee suffers
considerable emotional and financial loss in the form of
lower rank, power and status, lower pay and poorworking conditions.
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Causes of Demotion
A promote is unable to meet the challengesposed by the new job
Due to adverse business conditions,organization
may decide to lay off some and downgrade
other jobs.
Demotion may be used as disciplinary tools
against errant employees
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Separations
A separations is a decision that the individual
and the organization should part.
separations can take several forms, such as
temporary leaves of absence, attrition,layoffs.
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Separations
Temporary leaves of absence Resignation
Retirement
Death Lay off and retrenchment
Outplacement
Suspension Discharge and dismissal