RECRUITING AND

SELECTING

THE EMPLOYEES

Sahinur Hassan MozumderSubject- OB and HR

Guide- Keshao Ghulane

MBA Healthcae , Term II

Human Resource Supply and Demand

A simplified explanation of forecasting labor demand and supply

Labor Supply – The availability of workers with the required

skills to meet the firm’s labor demand.

Labor Demand – How many workers the organization will need

in the future.

Human resource planning – The process an organization uses to

ensure that it has the right amount and the right kind of

people to deliver a particular level of output or services in the

future.

HUMAN RESOURCE PLANNING

The Hiring Process

Recruitment

Selection

Socialization

Challenges in the Hiring Process

Determining the characteristics most important to performance

Measuring the characteristics that determine performance

Evaluating applicants motivation levels

The motivation factor --- performance = ability x motivation

Who should make the selection decision?

Meeting the Challenges of Effective Staffing

Recruitment

Sources of recruiting:

Current employees

Referrals from current employees

Former employees

Print and radio advertisements

Internet advertising and career sites

Employment agencies

Temporary workers

College recruiting

Customers

Nontraditional Recruiting

External vs. internal candidates

Recruiting protected classes

Planning the recruitment effort

Planning your job search

Selection

Reliability and validity

Selection tools as predictors of job performance

Combining predictors

Selection and the person/organization fit

Reactions to selection devices

Reliability – Consistency of measurement, usually across time but also across judges.

Validity – The extent to which the technique measures the intended knowledge, skill, or ability. In the selection context, it is the extent to which scores on a test or interview correspond to actual job performance.

Selection tools as predictors of job performance – Letters of recommendation

Application forms

Ability tests

Personality tests

Psychology tests

Honesty tests

Interviews – structured

Assessment centers

Drug tests

Reference checks

Background checks

Handwriting analysis

Personality Tests

Extroversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience

Structured Job Interview

Situational Interview

Job Knowledge

Worker Requirements

Questions

Unstructured Does not Mean Unprepared: Making the Most of the Hiring Interview

Six Simple Tasks

Be prepared

Put applicants at ease in the first few minutes

Don’t be ruled by snap judgments or stereotypes

Ask results-oriented questions

Don’t underestimate the power of silence

Close the interview with care

Reactions to Selection Devices

1. Applicant reactions to selection devices

2. Manager reaction to selection systems

Legal Issues in Staffing

Discrimination Laws

Affirmative Action

Negligent Hiring

Develop clear policies on hiring as well as on disciplining and dismissing employees

Check state laws regarding hiring applicants with criminal records

Learn as much as possible about applicants’ past work-related behavior

CASE STUDY:

RECRUITMENT AND SELECTION

IN LOB CORPORATE BANKING

BANK DANAMON

BACKGROUND

Established in 1956, PT Bank Danamon Indonesia, Tbk. is the third largest private national bank and the sixth largest commercial bank in Indonesia, with a 5% share of domestic loans and deposits

Asia Financial Indonesia Pte. Ltd. (AFI) owns 67.87% of

Danamon. AFI is a consortium of Asia Financial Holding 85%

(wholly owned by Temasek group) and Deutsche Bank AG

15%.

Temasek Holdings is a Singapore-based investment company

which owns by Government of Singapore with AAA rating.

The remaining of Danamon’s shares are publicly owned.

HR Organization Chart

HUMAN RESOURCES HEAD

Human Capital

Head

Sourcing,

Assessment &

Talent

Management

Remuneration

Organization &

Performance

Management

Learning Group

Head

HR Planning &

Measurement

Head

HR Service

Delivery Head

HR Strategic

Partner Head

HRIS & Services

Employee

Relation

HR Region

HR Policy on Recruitment and Selection

Established in BOD decision letter (SK) for bank wide as well as LOB, reviewed annually to follow business development.

The objective is to fulfill company needs align with the business plan of respective units with transparent, objective, and professional selection processes based on Man Power Planning (MPP).

Employee status to be hired: Permanent staff

Contractual staff

Trainee

Outsourcing staff

General Policy, there are 2 reasons for recruitment and selection:

Staff additional for business development or man power deficiency

Staff replacement due to staff rotation, resign, pension, etc.

Take consideration on budget system established by Financial Control Department

No discrimination against applicant based on sex, race, etc.

Source or recruitment and selection:

Internal, trough job posting

External, with channel: advertising, referral, job fair, walk in

applicant, agent (head hunter), or outsourcing/vendor (if needed)

Supply and Demand Condition

3 periods of condition:

Up to September 2008: Mass recruitment

Mainly to support rapid growth of LOB SEMM (micro banking)

Consolidation period, October 2008 – mid 2009: Stop/freeze recruitment from external

Internal sourcing (zero growth)

No contract extension

After consolidation period, mid 2009 onward: Selective recruitment from external sourcing only for key position, that has to align with specific business plan and subject to special approval from BOD

Hiring/Selection Process

Refer to HR budget system, the respective unit establish Man Power Form (Formulir Kebutuhan Pegawai). Any deviation should get approval from respective PIC in HR Head Office, and for certain level should get approval from BOD.

Recruitment and selection has to consider hard competency and soft competency supported by educational background, work experience, reference, and medical check-up.

Recruitment with direct familial relationship or marital relationship should be avoided. Any deviation should get approval from BOD.

Hiring/Selection Process

Responsibility in recruitment and selection: Sourcing, Assessment & Talent Management for Head Office

staff

HR Region for Regional and Branch staff

Selection process and PIC: For Middle Line and Senior Management, mainly interviewed

with 2-3 members incorporated with reference check and medical check-up. PIC is Sourcing, Assessment & Talent Management

For Clerical up to First Line Management, plus psycho test to measure attitude and personality (web based), also ability test if needed, with HR Region as PIC

Special tools (Gallup) for MT staff

Recruitment and Selection Evaluation

In annual basis

Performed by HR Head Office in coordination with respective LOB’s

Conveyed to HR Committee and respective LOB’s for process improvement

Recommendation

Performing recruitment and selection evaluation in comparing:

Citizenship: Foreign vs local staff

Staff’s original company: Foreign vs local bank

In favor effectiveness, efficiency, Corporate culture building, and turnover, align with bank and policy.

Evaluation on staff sourcing, especially for internal, former staff, and referral with certain employment period, compare to existing staff (with longer employment period).

References-Mr Keshao GhulaneYouTube.in

Thank You