hrm compiled ppt
TRANSCRIPT
-
7/29/2019 HRM Compiled Ppt
1/65
Recruitment Selection and
Career Management
Presented by:Neharika (06)
Reenum chander(18)
Megha kumar (21)
Onimaa (50)Juvaria Khan (53)
Vasundhara Pahuja(55)
-
7/29/2019 HRM Compiled Ppt
2/65
RECRUITMENT
Recruitment is the process of locating potential
individuals who might join an organization and
encouraging them to apply for existing or
anticipated job openings.
-
7/29/2019 HRM Compiled Ppt
3/65
Process of recruitment
Identifythe
vacancy
Jobdescription
AdvertisingManagingresponse
Short-listing &
Interview
Decisionmaking
-
7/29/2019 HRM Compiled Ppt
4/65
Identifying the vacancy:These contain Posts to be filled,Number of persons, Duties to be performed, Qualifications
required.
Job description: This includes the details about the job saythe duties and responsibilities involved, how the job is to be
done, the working conditions etc.
Advertising : the purpose of advertising is to reach thelargest qualified audience. This involves Locating and
developing the sources of required number and type ofemployees
Managing Response: Short-listing and identifying theprospective employee with required characteristics.
-
7/29/2019 HRM Compiled Ppt
5/65
Cont
Short-listing and interviews:Short-listing and identifying the
prospective employee withrequired characteristics.
Decision making: Who allmeet the eligibility criteria and
qualify for further interviews andselection tests.
-
7/29/2019 HRM Compiled Ppt
6/65
Trends in recruitment
Outsourcing: Outsourcing firms develop their human
resource pool by employing people for them and makeavailable personnel to various companies as per their
needs.
Poaching/raiding: Poaching means employing acompetent and experienced person already working with
another reputed company in the same or different industry;
the organisation might be a competitor in the
industry.
-
7/29/2019 HRM Compiled Ppt
7/65
Cont.
E-Recruitment: The job seekers send their applications orcurriculum vitae i.e. CV through e mail using the Internet.
Social Media : Eg. Facebook, twitter etc..
-
7/29/2019 HRM Compiled Ppt
8/65
Recruitment in PepsiCo.
Pepsi is a flat organization. There are maximum offour reporting levels. Executives here emphasize
achievement , motivation. As the personnel
manager of Pepsi foods remarked we hire people
who are capable of growing the business ratherthan just growing with the business.Recruitees
must be capable of thinking outside the box ,
cutting the cake of conventional barriers whenever
and wherever necessary. They must have a
winners mindset and passion for creating a
dynamic change. They must have the ability to
deal with ambiguity and informality.
-
7/29/2019 HRM Compiled Ppt
9/65
EXTERNAL SOURCES FOR
RECRUITMENTADVERTISMENTS
UNSOLICITED APPLICATIONS AND
RESUMESINTERNET RECRUITING
EMPLOYEE REFERRALS
-
7/29/2019 HRM Compiled Ppt
10/65
Cont
Executive search firms
Educational institutions
Professional associationsPublic employment agencies
Employee leasing
-
7/29/2019 HRM Compiled Ppt
11/65
INTERNET RECRUITING
SITE VISITORS PER MONTH
Monsters.com 10,774,000
Yahoo! Hot Jobs 3,545,000
CareerBuilder 3,342,000
USA Jobs 1,270,000
AOL Career 1,120,000
TOP INTERNET RECRUITING SITES
-
7/29/2019 HRM Compiled Ppt
12/65
MARIOTTS RECRUITMENT PRINCIPLES
1. Get it right the first time.Its better to hire
people with the spirit to serve and train
them to work, than hire people who know
business .
2. Money is a big thing but Some other
factors matter much more than pay.
-
7/29/2019 HRM Compiled Ppt
13/65
3. A caring workplace is a bottom-line issue.Every day, associates participate in a 15-
minute meeting to review basic values suchas honesty.
4. Promote from within. More than 50% of
current managers have been promoted fromwithin.
5. Build the employment brand. According toCEO J. W. Marriott, For more than 50 years,
weve lived by a simple motto: If we take careof our associates, theyll take care of our
guests.
-
7/29/2019 HRM Compiled Ppt
14/65
ADVANTAGES AND DISADVANTAGES OF EXTERNAL RECRUITEMENT
Provide the company with new and
fresh ideas.
Reduce training expenses by hiring an
employee experienced with working
at your required level.
Allows for swift growth.
Can increase diversity within a
company
Can make the company more popular
on the job market ,esp in the current
economic conditions.
Takes longer and can cost the
company more.
It can be difficuilt to tell by the
candidates information weather they
will fit in well with the company and
its employees. Destroys incentive for current
employees to aim for promotion
therefore damaging productivity.
Candidate can take time to become
familiar with current systems.
Current employees may produce
conflict over new ideas brought in by
the outsiders.
-
7/29/2019 HRM Compiled Ppt
15/65
INTERNAL SOURCES OF RECRUITMENT
TransfersPromotions
Upgrading
Demotion
Retired employees
Retrenched employees
Dependents and relatives
-
7/29/2019 HRM Compiled Ppt
16/65
ADVANTAGES AND DISADVANTAGES OF INTERNAL RECRUITEMENT
Rewards good work of current
employees.
Is cost effective
Improves morale
Can assess known past performance.
Can result in succession of
promotions.
can produce organizational
inbreeding ; candidate may have
limited perspective.
Places heavy burdern on training and
development.
May cause political infighting forpromotions
-
7/29/2019 HRM Compiled Ppt
17/65
SELECTION
-
7/29/2019 HRM Compiled Ppt
18/65
SELECTION
Selection is the process of picking individuals who haverelevant qualifications to fill jobs in an organization.
The purpose of selection is to pick up the most suitable
candidate who would best meet the requirements of the joband the organization.
To meet this goal, the company obtains and assesses
information about the applicants in terms of age
Qualifications
skills
experiences
-
7/29/2019 HRM Compiled Ppt
19/65
RECRUITMENT VS SELECTION
RECRUITMENT SELECTIONRecruitment is the process of searching the
candidates for employment and stimulating
them to apply for jobs in the organisation
Selection involves the series of steps by which
the candidates are screened for choosing the
most suitable persons for vacant posts.
The basic purpose of recruitments is to create a
talent pool of candidates
The basic purpose of selection process is to
choose the right candidate to
fill the various positions in the organisation.
Recruitment is a positive process i.e.
encouraging more and more candidates toapply
Selection is a negative process as it involves
rejection of the unsuitable candidates.
Recruitment is concerned with tapping the
sources of human resources
Selection is concerned with selecting the most
suitable candidate through various interviews
and tests.
-
7/29/2019 HRM Compiled Ppt
20/65
SELECTION PROCESS
RECEPTIONSCREENINGINTERVIEW
APPLICATIONBLANK
SELECTIONTEST
SELECTIONINTERVIEW
MEDICALEXAMINATION
REFERENCECHECKS
HIRINGDECISION
-
7/29/2019 HRM Compiled Ppt
21/65
RECEPTIONIn order to attract people with talent, skills and experience, a
company has to create a favorable impression on the applicantsright from this stage.
SCREENING INTERVIEWIt is used by the employer to quickly gauge whether the
candidate is fit for the position or organization. It may be
conducted on the phone or in person. This interview is brief.
-
7/29/2019 HRM Compiled Ppt
22/65
APPLICATION BLANKApplication blank or form is one of the most common
methods used to collect information on various aspects of theapplicant.
SELECTION TESTINGAnother important decision involves applicant testing and the
kinds of tests to use.
A test is a standardized, objective measure of a persons behavior,
Performance or attitude, and it tries toMeasure individual differences in a
Scientific way, giving very little room for
Individual bias and interpretation.
-
7/29/2019 HRM Compiled Ppt
23/65
SELECTION INTERVIEWInterview is the oral examination of candidates for employment.This is the most crucial step in the selection process, as here, theinterviewer tries to obtain and synthesize information about theabilities of the interviewee and the requirements of the job.
Unstructured interview
Structured interview
Situational interview
Behavioral interview
Stress interview
MEDICAL EXAMINATIONSome jobs require certain physical abilities like clear vision, acutehearing, unusually high stamina, clear tone of voice, etc. medicalexamination reveals whether or not a candidate possesses thesequalities.
-
7/29/2019 HRM Compiled Ppt
24/65
REFERENCE CHECKCandidates are required to give the names of
two or three references in their application form.
These references may be from individuals who are familiar
with the candidates academic achievements, or from candidates
previous employer.
HIRING DECISIONThe line manager concerned has to make the final decision now-
whether to select or reject a candidate after soliciting the
required information through different techniques. After takingthe final decision, the organization has to convey this decision to
the successful as well as unsuccessful candidates.
-
7/29/2019 HRM Compiled Ppt
25/65
SELECTION INTERVIEW
A selection interview gives the recruiter an opportunity to:-
Ask questions that are not covered in tests
Obtain as much pertinent information as possible
Assess subjective aspects of the candidate
Make judgments on interviewees enthusiasm and intelligence
Give facts to the candidate regarding the company policies,
programs, etc.
-
7/29/2019 HRM Compiled Ppt
26/65
TYPES OF INTERVIEWS
There is no specific format to follow
Broad, open-ended questions are asked
UNSTRUCTUREDINTERVIEW
Predetermined set of questions
Clearly job related questions
STRUCTUREDINTERVIEW
Applicant is confronted with a hypotheticalsituation
SITUATIONALINTERVIEW
It focuses on actual work incidents in theapplicants past
BEHAVIORALINTERVIEW
It is meant to see whether the applicant cancope with highly stressful, anxious anddemanding situations while at work
STRESS INTERVIEW
The applicant meets with three to five
interviewers who take turns asking questions
PANEL INTERVIEW
-
7/29/2019 HRM Compiled Ppt
27/65
INTERVIEW PROCESS
PREPARATION
RECEPTION
INFORMATIONEXCHANGE
TERMINATION
EVALUATION
HR experts have identified certain steps to be followed whileconducting interviews:-
PREPARATION
-
7/29/2019 HRM Compiled Ppt
28/65
PREPARATION
Effective interviews need to be planned, and thus involves:
Establishing the objectives of the interview and
determining the areas and specific questions to be covered
Reviewing the candidates application and resume
Selecting the interview method to be followed
Choosing the panel of experts who would interview the candidates
RECEPTION
The candidate should be properly received.
Tell briefly about yourself and try to put the applicant at ease.
Ask the applicant his/her interests and activities or some other topics to break the ice.
-
7/29/2019 HRM Compiled Ppt
29/65
INFORMATION EXCHANGE
The information exchange between the interviewer and theinterviewee may proceed as follows:-
State the purpose of the interview. Give information aboutthe job for which the interviewee is applying
Begin with open-ended questions
Listen to the applicants answers attentively and
patiently
To increase reliability and avoid
discrimination, ask similar questions of all
applicants for a particular job.
-
7/29/2019 HRM Compiled Ppt
30/65
TERMINATION
End the interview as pleasantly as it began and inform theapplicant about the next step in the interview process, which
may be to wait for a call or letter
EVALUATION
Summarize and record the observations carefully
Construct a report based on responses given byapplicant, his behavior, opinions of other experts
present during the interview.
-
7/29/2019 HRM Compiled Ppt
31/65
SELECTION TESTS
-
7/29/2019 HRM Compiled Ppt
32/65
BASIC TESTING CONCEPTS
Test Reliability
Consistency of scores obtained by the same personwhen retested with identical or equivalent tests.
Are tests results stable over time?
Retest estimates and equivalent test estimate.
Test validity
Does the test actually measure what it is intended to
measure? Valid test should provide correct estimates of what is
being assessed & its appropriateness to predict & drawinferences.
-
7/29/2019 HRM Compiled Ppt
33/65
FORMS OF RELIABILITY
RELIABILITY
INTERNAL
CONSISTENCY TEST-RETEST
EQUIVALENT-
FORM
-
7/29/2019 HRM Compiled Ppt
34/65
TYPES OF VALIDITY
VALIDITY
CRITERION CONTENT CONSTRUCT
-
7/29/2019 HRM Compiled Ppt
35/65
How To Validate a Test???
1. Analyze the job: predictors & criteria
2. Choose the test: test battery or single test
3. Administer the test: concurrent or predictivevalidation
4. Relate your test scores & criteria: scores
versus actual performance5. Cross-validate the test: repeat step 3 & 4
with different sample
-
7/29/2019 HRM Compiled Ppt
36/65
CLASSIFICATION OF EMPLOYMENT
TESTS
Test of cognitive ability General mental ability test: Measures a range of
abilities including memory, vocabulary, verbalfluency & numerical ability.
Aptitude tests: Measures an individuals potentialto learn certain skills-clerical, mechanical,mathematical etc.
Achievement test: Measures what a person haslearned; measure Job Knowledge in areas likeeconomics, marketing, or personnel.
Specific cognitive abilities tests:
Personality Tests: Measure basic aspects of an applicants
-
7/29/2019 HRM Compiled Ppt
37/65
Personality Tests: Measure basic aspects of an applicantspersonality such as motivation, emotional balance,self-confidence, inter-personal behavior, introversionetc.
Projective Tests: These tests expect the candidate tointerpret problems or situations based on their ownmotives, attitudes, values etc. E.g.. ThematicAppreciation Test
Interest Tests: Compares a persons current interestswith those of others now in various occupation so as tofind out his/her preferred occupation.
The BIG FIVE: extraversion, emotional stability,neuroticism, agreeableness, conscientiousness, &openness to experience.
-
7/29/2019 HRM Compiled Ppt
38/65
-
7/29/2019 HRM Compiled Ppt
39/65
Tests of Sensory/Motor and Physical abilities Sensory abilities e.g. Snellen Eye chart test
Motor abilities e.g. Stromberg Dexterity test
Physical abilities
-
7/29/2019 HRM Compiled Ppt
40/65
Other selection techniques
-
7/29/2019 HRM Compiled Ppt
41/65
The in-basket LeaderlessGD ManagementGames IndividualPresentations
ObjectiveTests
The Interview
Work Sampling Technique: measures how acandidate actually performs some of the jobs
basic tests. Management Assessment Centers: A
simulation in which management candidatesare asked to perform realistic tasks in
hypothetical situations & are scored on theirperformance. Typical simulated exerciseinclude:
-
7/29/2019 HRM Compiled Ppt
42/65
Video-Based Situational Testing:(A manager is upset about the condition of the department and takes it out on one of the
departments employees.)
Manager: Well, Im glad Ur here.Associate: Oh? Why is that?
Manager: Look at this place, thats why! I take a day off and come back
to find the department in a mess. You should know better.
Associate: But I didnt work Late last night.
Manager: Maybe not. But there have been plenty of times beforewhen uve left the department in a mess.
If you were this associate, what would you do?
a. Let the other associates responsible for the mess know that you had to
take the heat.b. Straighten up the department, and try to reason with the manager later.
c. Suggest to the manager that he talk to other associates who made themess.
d. Take it up with managers boss.
-
7/29/2019 HRM Compiled Ppt
43/65
The Miniature Job training & EvaluationApproach: The idea is to train candidates toperform a of the jobs tasks, and then to evaluate
their performance.
Background Investigation & Reference Checks
Using Pre-employment Information Services: It
uses databases to accumulate information aboutmatters such as workers compensation & credithistories, & conviction & driving records.
The Polygraph & Honesty Testing
Paper-and-Pencil Honesty Tests: designed topredict applicants proneness to dishonesty &other forms of counter productivity.
-
7/29/2019 HRM Compiled Ppt
44/65
Graphology: refers to the use of Handwritinganalysis to determine the writers basic
personality traits.
Physical Examination
Employee meets the physical requirements of the
position.Discover any medical limitations which need to be
considered before placing the aplicant.
-
7/29/2019 HRM Compiled Ppt
45/65
CAREER MANAGEMENTDEVELOPING TALENT OVER TIME
-
7/29/2019 HRM Compiled Ppt
46/65
1. THE GOAL: MATCHINGEncourage employee ownership
of career
Create a supportive context
Communicate direction ofcompany
Establish mutual goal setting and
planning
-
7/29/2019 HRM Compiled Ppt
47/65
THE GOAL: MATCH INDIVIDUAL AND
ORGANIZATIONAL NEEDS
Managers should encourage employees to
take responsibility for their own plans
Organizational mission, policies, and plans
should be communicated
Complete support of top management
-
7/29/2019 HRM Compiled Ppt
48/65
ORGANIZATIONS NEEDS
Strategic
Innovation
Growth
MergersJoint Ventures
Operational
Absenteeism
Turnover
Talent poolProductivity
INDIVIDUALS NEEDS
Personal
Family concerns
Mobility
Spouse employmentOutside interests
Professional
Career stage
Training
PotentialPerformance
CAREER MANAGEMENT
-
7/29/2019 HRM Compiled Ppt
49/65
2. OPPORTUNITIES AND
REQUIREMENTS
Identify future competency needsEstablish career paths
Balance promotions, transfers, exits
etc
Establish dual career paths
1. THE GOAL: MATCHINGEncourage employee ownership
of career
Create a supportive contextCommunicate direction of
company
Establish mutual goal setting and
planning
-
7/29/2019 HRM Compiled Ppt
50/65
Relocation Services Services provided to an
-
7/29/2019 HRM Compiled Ppt
51/65
Relocation Services- Services provided to an
employee who is transferred to a new location,
which might include help in moving, selling a home,
orienting to a new culture, and/or learning a newlanguage
Exit
Demotion
TransferCareer
Moves
Promotion
-
7/29/2019 HRM Compiled Ppt
52/65
Career Path of Jeffrey Immelt, CEO, General Electric
1982 Enters GEs Commercial Leadership Program
1983 Manager of Business Development/GTX Product Management, GE Plastics
1984 Manager of Dallas District Sales, GE Plastics
1986 General Manager of Western Region Sales, GE Plastics
1987 General Manager of New Business Development and Marketing Development, GE Plastics
1989 Vice President of Consumer Service, GE Appliances
1991 Vice President of Worldwide Marketing and Product Management, GE Appliances
1992 Vice President of Commercial Division, GE Plastics Americas
1993 Vice President and General Manager, GE Plastics Americas
1997 President and CEO, GE Medical Systems
2000 President, GE
2001 CEO, GE
-
7/29/2019 HRM Compiled Ppt
53/65
2. OPPORTUNITIES AND
REQUIREMENTS
Identify future competency needsEstablish career paths
Balance promotions, transfers, exits
etc
Establish dual career paths
1. THE GOAL: MATCHINGEncourage employee ownership
of career
Create a supportive contextCommunicate direction of
company
Establish mutual goal setting and
planning
3. GAUGE EMPLOYEE
POTENTIAL
Measure competenciesEstablish talent inventories
Establish succession plans
Use assessment centers
CAREER STAGES
-
7/29/2019 HRM Compiled Ppt
54/65
CAREER STAGES
-
7/29/2019 HRM Compiled Ppt
55/65
AVOID PLATEAU TRAP
CAREERPLATEAU- A situation in which for
either organizational or personal reasons the
probability of moving up the career ladder is
low
Types
Structural Plateau
Content Plateau
Life Plateau
-
7/29/2019 HRM Compiled Ppt
56/65
-
7/29/2019 HRM Compiled Ppt
57/65
CAREER-PLANNING WORKBOOKS
To guide the employees individually through
systematic self-assessment of values,
interests, abilities, goals, and personal
development plans.
General Motors Career Development Guide
contains a section called What Do You Want
Your Future To Be?in which employees makea personal evaluation.
CAREER PLANNING WORKSHOPS Ad
-
7/29/2019 HRM Compiled Ppt
58/65
CAREER-PLANNING WORKSHOPS- Advantage
of providing a chance to compare and discuss
attitudes, concerns, and have plans withothers in similar situations.
A career workshop can encourage employees
to assume responsibility for their own careers.
CAREER COUNSELING- The process of
discussing with employees their current job
activities and performance, their personal andcareer interests and goals, their personal skills,
and suitable career development objectives.
CAREER SELF MANAGEMENT
-
7/29/2019 HRM Compiled Ppt
59/65
CAREER SELF-MANAGEMENT
TRAINING
Employees should assume greater responsibility
for their own career management.
2 Major Objectives-
Helping employees learn to continuously
gather feedback and information about
their careers
Encouraging them to prepare for mobility
CAREER SELF MANAGEMENT
-
7/29/2019 HRM Compiled Ppt
60/65
CAREER SELF-MANAGEMENT
TRAINING
Characteristics of the program
Long-term personal effectiveness
Employees undertake self-assessmentsEncouraged to widen their viewpoint
Career networking
-
7/29/2019 HRM Compiled Ppt
61/65
MENTORING
Mentors- Executives who coach, advise, and
encourage individuals of lesser rank.
Example- GE selects the top 20% of itsperformers and allows these people to choose
their own mentors from a list of top
executives
MENTORING FUNCTIONS
-
7/29/2019 HRM Compiled Ppt
62/65
MENTORING FUNCTIONS
-
7/29/2019 HRM Compiled Ppt
63/65
NETWORKING
The process of establishing mutually beneficialrelationships with other business people
including potential clients and customers.
Through networking, individuals often find about
new jobs, professional trends and other
opportunities.
61% of surveyed executives had found new
positions through networking
-Survey by HR firm Drake Beam Morin
-
7/29/2019 HRM Compiled Ppt
64/65
CAREER NETWORKING CONTACTS
Your college alumni association or career office networkinglists
Your own extended family
Your friends parents and other family members Your professors, advisors, coaches, tutors, clergy
Your former bosses and your friends and family members
bosses
Members of clubs, religious groups, and other organizationsto which you belong
All of the organizations near where you live or work/study
-
7/29/2019 HRM Compiled Ppt
65/65
THANK YOU!