HRM Module 5

7/31/2019 HRM Module 5

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RECRUITMENT

AND SELECTIONMODULE-5


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RECRUITMENT

DEFINITION:-

According to Flippo,Recruitment is theprocess of searching for prospective employees

and stimulating and encouraging them toapply for jobs in an organization.

According to Dale S.Beach, Recruitment is

the development and maintenance of adequatemanpower resources. It involves the creationof a pool of available labor upon whom theorganization can depend when it needsadditional employees.


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RECRUITMENTPOLICY It specifies the objectives of recruitment and provides a framework for the

implementation of the recruitment programme.

ELEMENTS OF GOOD RECRUITMENT POLICY:

1. Organizational Objective

2. Identification of the Recruitment Needs

3. Preferred Sources of Recruitment

4. Criteria of Selection and Preferences5. Monetary Aspects

PRE-REQUISITES OF A GOOD RECRUITMENT POLICY:

It should be in conformity with the general personnel policies.

It should provide employees with job security and changing needs of anorganization

It should provide employees with job security and continuousemployment.

It should integrate organizational needs and employee needs.

It should match the qualities of the employees with the requirements ofthe work for which they are employed.

It should highlight the necessity of establishing job analysis.

It should provide suitable jobs to handicapped, women and minoritygroups.


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RECRUITMENT ORGANIZATION

MERITS OF CENTRALIZATION RECRUITMENT:-

The cost of recruitment per candidate is lowbecause of large number of persons recruited.

It has the benefit of centralized promotion andtransfer procedure.

The services of experts will be available forrecruitment.

Since there is uniformity among persons, itbecomes easy to transfer persons from one plantarea to another.

The line managers of various plants or zonesconcentrate on their work, they are relieved of thebotheration of recruitment.

It ensures effective and suitable placement tocandidate.


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MERITS OF DECENTRALISED RECRUITMENT:

THERE MAY BE CERTAIN AREA WHERE SUITABLE

CANDIDATES ARE AVAILABLE .

THE RECRUITMENT CAN BE DONE AS AND WHEN

THERE IS NEED.

THE UNITS WILL BE FREE TO USE METHODS TO

STIMULATE PROSPECTIVE CANDIDATES SO THAT

PROPER PERSONS ARE RECRUITED.

THE UNITS CAN EXERCISE BETTER CONTROLOVER PERSONS WHO ARE RECRUITED BY THEM

AS COMPARED TO THOSE RECRUITED BY

CENTRAL AGENCY.


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OBJECTIVES OF RECRUITMENT

1. To attract people with multi-dimensional skillsand experiences that suit the present and futureorganizational strategies.

2. To induct outsiders with a new perspective tolead the company.

3. To infuse fresh blood at all levels of theorganization.

4. To develop an organizational culture that attractscompetent people to the company.

5. To search or head hunt/head pouch people

whose skills fit the companys values.6. To search for talent globally and not just within

the company.

7. To design the entry pay that competes on qualitybut not on quantum.


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SOURCESOFRECRUITMENT


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TECHNIQUES OF RECRUITMENT

TRADITIONAL TECHNIQUES

a. Promotions

b. Transfers

c. Advertising MODERN TECHNIQES

a. Scouting

b.Salary and Perks

c.ESOPs(Employee Stock Ownership programme)


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FACTORS AFFECTING

RECRUITMENT

Internal factors

External factors

Internal factors

i. Companys pay package

ii. Quality of work life

iii. Organization Culture

iv. Career planning and Growth

v. Companys products/servicesvi. Companys Growth rate

vii. Cost of recruitment

viii. Companys name and fame


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External Factors

i. Socio-economic factors

ii. Supply and demand factors

iii. Employment Rateiv. Labor market conditions

v. Information system like employment

exchange/tele-recruitment like internet.


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RECRUITMENT PRACTICES IN

INDIA

1) Internal Sources

2) Public Employment exchanges

3) Labor Contractors

4) Candidates introduced by friends andrelatives

5) Candidates bought by present employees

6) Casual laborers

7) Sons of soil8) Reservations


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SELECTION

To select means to choose

Selection is the process of picking up

individuals (out of the pool of job applicants)with requisite qualifications and competence

to fill jobs in the organization.

Selection is the process in which candidates foremployment are divided into two classes-those

who are to be offered employment and those

who are not


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SELECTIONPROCEDURE

Essentials of a Selection procedure

There should be sufficient number of applicant

from whom the required number of candidates

may be selected. The selection will not be proper if

number of candidate is less. There should be some person who is assigned the

authority to select. The authority is given on the

basis of type of persons to be selected and the

nature of work they will take up.

There should be some standard of personnel withwhich a prospective employee may be compared i.e

there should be available before hand a

comprehensive job specification as developed by

job analysis.


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SIGNIFICANCEOF SELECTIONPROCEDURE

Procurement of skilled workers-In this process only

desirable candidates are hired and others are denied

the opportunities.

Reduction in the cost of training-Proper selection of

candidates reduces the cost of training

because(i)qualified personnel have better grasping

power, they can understand the techniques of workbetter and in no time ;(ii) The organization can develop

different training programmes for different persons on

the basis of their individual differences.

Solution to Personnel problems-Proper selection of

personnel reduces personnel problems in the

organization. like labor turnover, absenteeism etc.


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SELECTION PROCEDURE

Steps in Scientific selection process

1. Reception

2. Screening Interview

3. Application BlankWeighted Application Blanks(WAB)

1. Selection Testing

5. Selection Interview

6. Medical Examination

7. References Checks

8. Hiring Decision


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TESTS AND INTERVIEWS

PURPOSE OF TESTS:-

For the selection and placement of new

employees.

For appraising employees for employmentpotentials,

For Counseling employees.


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CLASSIFICATION OR TYPES OF

TESTS

Intelligence tests

Aptitude test

i. Mechanical Aptitude test

ii. Psycho-Motor or Skill test

Personality test

Interest tests

Achievement test Simulation test

Assessment centers

i. The in basket test

ii. Leaderless group discussion

iii. Management games

iv. Individual presentationv. Objective tests

vi. Interviews

Video based Situational testing

Graphology tests

Polygraph testss


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DEVELOPINGATESTPROGRAMME

Deciding the objectives of the testing

programme

Analyzing the job

Choosing the test Administering the test

Relating the test scores and criteria

Cross-Validating and Revalidating

Analyzing the results of the tests


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TESTING GUIDELINES

Use tests as supplements

Validate the tests

Analyze all current hiring and promotion standards

Keep accurate records Begin the validation programme

Use a certified Psychologist

Test Conditions important


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INTERVIEW

DEFINITION:

According to Scott An Interview is a

purposeful exchange of ideas ,the answering of

questions and communication between two or

more persons.

According to Walter and Others Interview is a

Conversation with a purpose and the purpose

may be to get information, to give information

and to make a friend.


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OBJECTIVES OF INTERVIEW

Judgment of Applicant

Give information to applicant

Promote Goodwill

To establish a Rapport

In valuation tool

Solve problems

Exit


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TYPES OF INTERVIEW

Classification According to Structure

i. Unstructured or Non-directive interview

ii. Structured or Direct interview

Classification according to Purpose

i. Stress interview

ii.

Appraisal interviewiii. Exit interview

Classification according to the interviews Content

i. Situational interview

ii. Job-related interview

iii. Behavioral interview

iv. Psychological interview Classification according to Administering the interview

i. One on one interview

ii. Sequential interview

iii. Group interview

iv. Panel interview


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STEPS IN INTERVIEW PROCESS

Preparation for the interview

The physical setting

Conducting the interview

Closing the interview Evaluation of results


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LIMITATIONS OF INTERVIEW

Personal bias

The Halo effect

Constant error

Leniency

Projection Stereotyping

Snap judgment

Lack of integration

Negative emphasis Pressure to hire

Telegraphing

Too much/too little talking


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GUIDELINESFOREFFECTIVEINTERVIEW

Interview should never be hurried A description of the job should be prepared in

advance

Interview questions should be based on listing ofjob duties with more interview questions developed

for more important duties. Competent ,trained and experienced person should

be chosen as interviewers.

The interview should be conducted in a quiet,comfortable and nonstressfull atmosphere.

The interviewer should listen carefully to what theapplicant says and the information collectedshould be carefully recorded.

The interviewer should try to minimize hispersonal bias.


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PLACEMENT AND INDUCTION

Placement is the determination of the job to which an

accepted candidate is to be assigned and his assignment to

that job.

Employee placement process:

Collect details about employee

Construct the employees profile

Match between sub-group profile and individuals profile

Compare sub-group profile to job family profile

Assign the individuals to the job family Assign the individual to specific job after further counseling

and assessment


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PROBLEMS IN PLACEMENT

Employee Expectations

Job expectations/description

Change in technology

Change in organization structure

Social and psychological factors

How to make placement effective

Job rotation

Team workTraining and development

Job enrichment

Empowerment


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INDUCTION

Induction is the process of receiving and

welcoming an employee when he first joins a

company and giving him basic information he

needs to settle down quickly and happily and

start work


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CONTENTSOFINDUCTIONPROGRAMME

Companys history, philosophy and operations.

Products and services of the company

Companys organization structure

Location of departments and employee services

Personnel policies and practices Employees activities

Rules and regulations

Grievance procedure

Safety measuresTerms and conditions of service

Benefits and services for employees

Opportunities for training,promotions,transfers etc


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ELEMENTSOFGOODINDUCTION

PROGRAMME

Introductory information On the job information

Follow up interview

PROBLEMS IN INDUCTION:

Busy or untrained supervisors may fail in carrying outthe programme

The new employee may not cope up if too muchinformation is provided to the employee during theinduction programme

The induction programme fails, if employee is misplaced

The gap between the wider orientation by the hrd andnarrow orientation by the department concerned

Some organization resort to trail by fire orientation

The employee may be required to fill too many formsduring the orientation/induction programme


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SUGGESTIONSTOMAKEINDUCTION

PROGRAMMEMOREEFFECTIVE

Feed forward of the possible problems and

solutions therefore.

A warm and friendly welcome will reduce the

possible problems.

A phased induction programme would place thenew employee at ease and learn slowly

Periodical follow up and filling the gaps in the

information would reduce the problems.

Attaching a colleague to the new employee for amonth would reduce the new employees anxiety.

Providing written documented information through

video cassettes and computer floppies would make

the induction programmed less loaded.


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THANK YOU

HRM Module 5

Documents

Transcript of HRM Module 5