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Need for Recruitment

The human resources are the most importantassets of an organisation.

The success or failure of an organisation is largelydependent on the caliber of the people working

thereinWithout positive and creative contributions from

people, organisations cannot progress andprosper.

In order to achieve the goals or perform activitiesof an organisation we need to recruit people withrequisite skills, qualifications and experience.

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Definition

Recruitment is the process of locating andencouraging potential applicants to apply forexisting or anticipated job openings.

It is actually a linking function, joiningtogether those with jobs to fill and thoseseeking jobs.

The process of generating a pool ofqualified applicants for organizational jobs.

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Personnel planning

This the first step of recruiting.- forecasting and planning to determine the dutiesand positions to be filled.

- building a pool of candidates for these jobs.- making the applicants to fill out and undergo ainitial screening interview

- utilizing various selection techniques

- send one or more viable candidates to thesupervisor

- final selection of which candidate should be hired

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Aids for recruiting

Labor marketthe external supply poolfrom which organization attract employees

Labor force populationall individuals whoare available for selection if all possiblerecruitment strategies are used

Applicant populationa subset of laborforce population that is available for

selecting and using a particular recruitingapproach

All persons who are actually evaluated for

selection.

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Recruiting issues

Geographic labor marketon the basis of thework and market this issue should be considered.

Local and area labor markets vary significantly in

terms of workforce availability and quality

For eg. A senior merchandiser cannot beappointed regionally or locally, in the same way aadministrative person neednt be applied from anational level

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Recruiting issues

Industry and occupational labor markets- it can be classified by industries as demand fortruck drivers, hotel workers, teachers and othershas been strong creating tight labor markets inthose industries.

Occupational labor markets are based on the KSAs(knowledge, skill and abilities) required for the

jobs. Egs include therapists, welders, and banktellers.

One extreme volatility in the past several years iscomposed of information technology jobs.

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Recruiting issues

Educational and technical qualifications- considering education and technicalqualifications.

- employers may need individuals with specificlicenses, certifications or educational levelattainment.

- for eg., shortages of certified auto mechanics,heating and air conditioning technicians, andnetwork certified computer specialists.

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Strategic recruiting stages

Human resourceplanning

Organisationalresponsibilities

Strategic recruitingdecisions

Recruiting decisions

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Human resource planning

- how many employees needed?

- when will employees be needed?

- what specific KSAs needed?- diversity goals to be met

Organisational Responsibilities

- HR staff and operating managers- Recruiting presence and image

- Training of recruiters

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Strategic Recruiting Decisions- organisational based versus outsourcing

- regular vs flexible staffing

- EEO/diversity considerations- recruiting source choices

Recruiting Methods

- Internal methods- Internet/Web based

- External methods

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Situational audit for recruitment

The economic environment Social environmentTechnological environment Political environment

Legal environment- factories act 1948- employment exchanges act 1959- the apprentices act 1961- the contract labor act 1970- bonded labor system 1976- the child labor act 1986

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Divisions of HR Responsibilities inRecruiting

HR unit

- forecasts recruiting needs- prepares copy for recruiting ads andcampaigns

- plans and conducts recruiting efforts- audits and evaluates all recruiting activities

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Divisions of HR Responsibilities inRecruiting

Managers

- anticipated needs for employees to fillvacancies

- determine KSAs neede from application

- assists in recruiting effort with information

about job requirement- review success/failure of recruitingactivities

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Organisational Recruiting Activities

Recruiting Imageportraying positiveimage

Recruiting Presenceshould be a

continuous and intensive one

Training of Recruitersin addition totraining recruiters on interviewing

techniques and communication, theawareness about various EEO regulationsshould also be given

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Strategic recruiting decisions

Organisational-based vs Outsourcing- professional employer organisations (PEO) andemployee leasing

Regular vs. Flexible Staffing

- flexible staffing- temporary workers

-independent contractors

Recruiting and EEO/Diversity Considerations- employment advertising

- recruiting diverse workers

Recruiting Source Choices: Internal vs external

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Internal Recruiting

Organisational Databases

- here increased use of human resourceinformation systems allows HR staffmembers to maintain background and KSAinformation

- as the need arises the HR employmentspecialists can access databases by entering

job requirements

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Internal Recruiting

Job Postinga system in which the employer provides

notices of job openings and employees

respond to apply.eg. Notice boards

bulletin boards

using employee newsletterssending e-mails to managers and

employees

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Internal Recruiting

Promotions and Job transfersMany organizations choose to fill

vacancies through promotions or transfersfrom within whenever the possible.

As employees transfer to or arepromoted to other jobs, individuals must berecruited to fill their vacated jobs. Planning

on how to fill those openings should occurprior to job transfers or promotions notafterwards

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Employee focused recruiting

Current Employee Referrals

Re-recruiting former employees andapplicants

E-Recruiting Methods

Job boards

Professional/career web sites

Employer web sites

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External Recruiting

College and University recruiting

School Recruiting

AdvertisementsPrivate employment search firms

Employment exchanges

Gate hiring and contractorsUnsolicited applicants/walk ins

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Selection

It is the process of picking individuals whohave relevant qualifications to fill jobs in anorganisation.

The basic purpose is to choose individualwho can most successfully perform the jobfrom the pool of qualified candidates.

This process is effectively done by variousscreening tools and tests

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Why careful selection is important

Your own performance always depends inpart on your subordinates

Employees with right skills and attributeswill do a better job for you and thecompany

If the employees selected not with thisexpected qualities you and your own firmsperformance will suffer.

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Legal implication and negligenthiring

Should go with EEO concernsCarefully scrutinizing the application about the

information

Obtain applicants written authorization forreference checksSave all records and information you obtain the

applicant during each stage

Reject applicants who make false statements ofmaterial facts in the applicationKeep in mind the employees privacy rightsTake immediate disciplinary action if problems

develop

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Basic testing concepts

Validity

1.Test validityanswers the question does thistest measure what its supposed to measure?

2.Criterion validitya type of validity based onshowing that scores on the test are related to the

job performance

3.Content validitythis test contains a fair sampleof the tasks and skills actually needed for the jobin question

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Basic testing concepts

Reliabilityit is the tests second importantcharacteristic and refers to its consistency. It isthe consistency of the scores obtained by thesame when retested with the identical tests orwith an equivalent form of a test.

Sources of unreliability- questions may do a poor job sampling

material- there may be errors due to chance response

tendencies- due to changes in the testing environment

conditions- changes in the mood may also a factor in

changing reliability

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Validation Process

Analyze the job (job description and jobspecification)

Choose your tests (EEO requirements and ethicalrelated issues)

Administer test (Concurrent validation for thecurrent workers and predictive validation for theexpected workers)

Relate your test scores and criteria (scores on thetest and correlation analysis)

Cross validate and revalidate (may be done byagain performing step 3 and 4)

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Testing Guidelines

Use test as supplements

Validate the test

Analyze all your current hiring and

promotion standardKeep accurate records

Begin your validation program

Use a certified psychologistTest conditions are important

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Equal employment opportunityaspects of testing

No discrimination with regard to

- color

- age- sex

- religion

- disability- national origin

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Prove that your tests were related tosuccess or failure on the job.

Your tests unfairly discriminate againsteither minority or nonlinearity subgroups.

You should prove, that your screening orselection tool that has been shown will not

have an adverse impact on a protectedgroup

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Additional aspects of test unfairness

- individual rights of test takers and testsecurity

- research insight

- the issue of privacy

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Types of tests

Tests of cognitive abilities- intelligence tests (IQ)

tests are test of general intellectual abilities.They measure not a single intelligence but a

rather a range of abilities including memory,vocabulary, verbal fluency, and numerical ability.- specific cognitive abilities like

there are also measures for specific mentalabilities such as inductive and deductivereasoning, verbal comprehension, memory, andnumerical ability. This category is often called asaptitude tests,

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Types of tests

Motor and physical abilitiesfinger dexterity

manual dexterity

speed of arm movement and reaction time

Physical abilities like

static strength (such as lifting weights),

dynamic strength (like pull-ups),body co-ordination (as jumping ropes), and

stamina.

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Types of tests

Measuring personality and interests

introversion

stabilitymotivation

eg., are ink blot tests and thematic

apperception test and sentence completiontest etc.,

Achievement tests

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Work samples and simulation

Work sampling

Actual job tasks used in testingapplicants performance

Work sampling technique

A testing method based on measuringperformance on actual job tasks.

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Work sampling for employeeselection

Rationale for work sampling

the work sample itself is more relevant to thejob you are recruiting for, so in terms of fair

employment you may be on safer groundswork sampling doesnt delve into the

applicants personality or psyche

well designed work samples also exhibit bettervalidity than do tests designed to predictperformance.

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Develop a work sampling procedure

the basic procedure is to choose several taskscrucial to performing the job in question and testapplicants on each. Their performance on eachtask is monitored by an observer who indicates ona checklist how well the applicant performs.

the work sampling test is validated by

determining the relationship between theapplicants scores on the work sample and theiractual performance on the job. Once it is shownthat the work sample is a valid predictor of jobsuccess, the employer uses it for selection.

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Management Assessment centersA situation in which management candidates

are asked to make decisions in hypotheticalsituations and are scored on their performance. It

usually also involves testing and the use ofmanagement games.the exercises followed are

in basket

the leaderless group discussionmanagement gamesindividual presentationsthe interview

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Assessment centers in practice

A recent survey provides a perspectiveon assessment center practices in theUnited States.

it was found that assessment centers areusually used for selection, promotion and

development purpose.

k l f l

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Video based situational testing

the use of video based tests is onesituational testing alternative gaining moreattention today.

in the typical video based test severalvideo scenarios are presented, each

followed by a multiple choice question.

k l f l

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Miniature job training and evaluationapproach

here the candidate is trained to perform

a sample of jobs tasksin this his or her ability to perform these

task is then measured.

the approach assumes that a person whocan demonstrate the ability to learn andperform the sample of tasks will be able tolearn and the job itself.

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Other selection techniques

Background investigations and reference checks(the advantages are)

1. Effectiveness

2. Giving employment references

3. Making background and reference checks moreuseful

4. Pre employment information services

5. Polygraph and Honesty Testing6. Graphology

7. Physical examination

8. Drug Screening

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Types of interview

An interview is a procedure designed to obtaininformation from a persons oral responses to oralinquiries

There are seven types of interviews used at work

- structured- non structured

- situational

- sequential

- panel

- stress

- appraisal

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Types of interview

Structured vs. nonstructured

An unstructured conversational style ofinterview. The interviewer pursues points ofinterest as they come up in response to thequestions

An structured or directive style interview

follows a set of sequence of questions

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Types of interview

Stress interview

An interview in which the applicant is madeuncomfortable by a series of often rude questions.

This technique helps identify hypersensitiveapplicants and those with low or high stresstolerance

Appraisal interview

A discussion following a performance appraisalin which supervisor and employee discuss theemployees rating and possible remedial action

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Types of interview

Situational interview

A series of job related questions whichfocuses on how the candidate would behavein a given situation

Job related interview

A series of job related questions whichfocuses on relevant past job relatedbehaviours

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Types of interview

Structured sequential interviewAn interview in which the applicant is

interviewed sequentially by several persons

and each rates the applicant on a standardform

Panel interview

An interview in which a group ofinterviewers questions the applicant

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Effective interviewing

Suggestions to develop an effective interviewingare

1. Planning the interview

2. Controlling the interview

3. The questioning techniques4. Yes/no questions

5. Obvious questions

6. Questions that rarely product a true answer7. Leading questions

8. Illegal questions

9. Questions that are not job related

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Avoiding listening responses

Effective interviewers avoid listeningresponses such as nodding, pausing,making causal remarks, echoing, and

mirroringInterviewers should make a neutral

comment, acknowledge the response, or

use a reply, such as that is interesting anduseful interesting

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Problems in the interview

Snap judgments

Negative emphasis

Halo effect

Biases and stereotyping

Cultural noise

Negative emphasis

Misunderstanding the job

Pressure to hire

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Background investigation

Falsification of background information

Reference checking methods

Legal constraints on backgroundinvestigations

Fair credit reporting act

Giving references on former employeesRisks of negligent hiring

G idelines fo cond cting an

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Guidelines for conducting aninterview

Base interview questions on a job analysis

Use objective, specific, and behaviourally-oriented

questions and criteriansTrain interviewers

Use the same questions with all candidates

Use rating scales to rate interviewees answersUse multiple interviewers or panel interviewers

Use better questions

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General guidelines

Plan the interview

Establish rapport

Ask questions

Close the interview

Review the interview

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Toyotas hiring process

PhaseI (Orientation / Application)

Fill out an application and view a video of the

Toyota work environment and selection system

process (1 hour)objective : To explain the job and collectinformation about work experience and skills

conducted : Kentucky Department of Employmentservices

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PhaseII (Technical Skill Assessment)

Pencil paper tests

General Knowledge Test (2 hours)

Tool & die or general maintenance test(6 hours)

objective : To assess Technical Knowledge and

PotentialConducted : Kentucky Department of Employeeservices

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PhaseIII (Interpersonal skill Assessment)

Group and individual problem solvingactivities (4 hours)

Production assembly simulation (5 hours)

Objective : To assess interpersonal anddecision making skills

Conducted : Toyota Motor Manufacturing

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PhaseIV (Toyota Assessment)

Group interview and evaluation (1 hour)

Objective : To assess interpersonal anddecision-making skills


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PhaseV (Health Assessment)

Physical exam and drug/alcohol tests (2 andhalf hours)

Objective : To determine Physical fitness

Conducted : Scott County General Hospitaland University of Kentucky Medical Center

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PhaseVI (On the Job Observation)

Observation and coaching on the job afterbeing hired (6 months)

Objective : To assess job performance anddevelop skills


Guidelines for interviewees

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Guidelines for interviewees

Appropriate ClothingGood groomingA firm handshakeThe appearance of controlled energy

Pertinent humor and readiness to smileA genuine interest in the employers operation Pride in past performanceAn understanding of employers needs and a

desire to serve themThe display of second ideasAbility to take control when employer fall down on

the interviewing job

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Job offer

Placement is an important human resourceactivity

If neglected this will create too many

adjustment problems which leads toabsenteeism, turnover, accidents, poorperformance etc.,

If the placement is not proper he may quitthe organisation in frustration, complainingbitterly about everything

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Job offer

Induction / Orientationis the task of introducing the new employees

to the organisation and its policies, proceduresand rules.

he is provided with information about thecompany history, its current position, the benefitsfor which he is eligible, leave rules, rest periodsetc.,

routine things like the location of the restrooms, cafeteria, parking spaces, break roomsetc.,

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Job offer

Objective of induction

- remove fear in the job, its content, policies,rules and regulations

- create good impression in adjusting andadapting to the new demands of the job, gettingalong with people, and specifically for a good start

- acts as a valuable source of informationthrough the handbooks, manuals, dress codes,and identification processes.

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Induction program topics Organisational issues1. History of the company2. Names and titles of key executives3. Employees title and department

4. Layout of physical facilities5. Probationary period6. Product/services offered7. Overview of production processes

8. Company policies and rules9. Disciplinary procedures10. Employees handbook11. Safety steps

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Induction program topics

Employee benefits

1. Pay scales, pay days

2. Vacation and holidays

3. Rest pauses

4. Training avenues

5. Counseling

6. Insurance, medical, recreation,recruitment benefuts

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Introductions

1. To supervisors

2. To co-workers

3. To trainers

4. To employee counselor

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Job duties

1. Job location

2. Job tasks

3. Job safety needs

4. Overview of jobs

5. Job objectives6. Relationship with other jobs

hrm-unit3

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