HR Department

Definition of Recruitment and Selection Recruitment and selection are conceived as the process by which organisation solicit, contact and interest potential appointees and then establish whether it would be appropriate to appoint any of them (Sisson 1994). Recruitment and selection are a vital process for a successful organisation having the right staff can improve and sustain organisational performance (Pelts 1997) Recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements. (Bratton and Gold 2007)

Process of Recruitment
Internal Recruitment: Be clear about the skills and experience an applicant must possess. Post an open position internally first to assess whether there are qualified candidates within the organization. Consider interns, volunteers, temporary workers or consultants who may have been working in a similar capacity to the open position. Finding internal candidates Hiring from within ideally relies on job posting and firms skill inventories. Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards) these postings list the jobs attributes like qualifications supervisor work schedule and pay rate.

Succession planning
The on-going process of systematically identifying assessing and developing organisational leadership to enhance performance

This involves 3 steps Identifying key needs Creating and assessing candidates Selecting the best candidate

Employee Referrals This is a cheap technique of recruiting those having specialized skills. Since such people are difficult to locate, therefore existing employees are the most appropriate means to let people know that the company really does want people having specific skills/experience to apply.

External Recruitment: Develop relationships with guidance and career counsellors at colleges and universities and ask for help in recruiting for open positions. Reach out to professional organizations that are in line with the organization's mission, and ask to them to list open positions in their newsletters and emails to members. Organizations with financial resources should consider working with a recruitment firm, especially if the position is at a higher level or requires a specific skill or type of experience. RECRUITING VIA INTERNET Online options Placing ads on job boards, social networking sites like monster.com ,LinkedIn Virtual job fairs Online visitors see a very similar setup to a regular job fair. They can listen to presentation visit booths, leave resumes and business cards, participate in live in chats and get contact information from recruiters human resource managers and even hiring managers ADVERTISING: Media Local paper and web Writing ads-AIDA(attention interest desire action)

EMPLOYMENT AGENCIES Public Agencies Operated by federal state or local governments. Government around the world runs employment exchange for the benefit of job seekers Privately Owned Agencies Private employment agencies are important sources of clerical white collar and managerial personal Screening could block potentially success applicants Temp Agencies Employer increasingly supplement their permanent workforce by hiring contingent or temporary workforce part time or just in time workers Direct hiring involves simply hiring workers and placing them on jobs. The employer usually pay these people directly like all employees but classifies them separately as casual seasonal or temp employees Other is agencies handles all like recruiting selection and payroll administration of temporary employees. Campus recruiting: Sending an employer representatives to college campuses to pre-screen applicants and creating an applicant pool from the graduating class Executive search firms: Executive search firms are retained by the employees to seek out top-management talent for their clients There are two types of executive recruiters Retained: They are paid regardless of whether the employer hires the executive through the search firm efforts Contingent:

They tend to handle the junior- to middle level management job searches Walk Ins: Direct applications made at the office

Selection Methods
Selection can be defined as process of choosing the right person for the right job from a pool of different candidates who applied for a certain job. Finding good employees is very difficult. Employment and discrimination laws can make it even tougher. Ultimately, a company's best bet is to rely upon resumes, an initial phone interview, and a face-to-face interview to determine a potential employee's suitability.

Interview Features
Interview structure Interview content Interview administration

Interview Content
Situational: A series of job related questions that focus on how the candida would behave in a given situation Behavioural: A series of job related questions that focus on how the candidate reacted to actual situations in the past.

Job related: A series of job related questions that focus on relevant past job related behaviors

Stress:
An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. ADMINISTERING THE INTERVIEW Unstructured Sequential Interview: An interview in which each interviewer forms an independent opinion after asking different questions Structured Sequential Interview: An interview in which the applicant is interviewed sequentially by several persons, each rates the applicant on a standard form. Panel Interview An interview in which a group of interviewers question the applicant Mass Interview: A panel interviews several candidates simultaneously. Phone Interview: Employers do some interviews entirely by telephone. These can actually be more accurate than face-to-face interviews for judging an applicants conscientiousness, intelligence, and interpersonal skills.

Video Web Assisted Interview: Firms have long used the web to do selection interviews with wide spread use of skype type products. Video interviews are done to reduce travel and recruiting expenses. PROCESS RECRUITMENT AND SELECTION:

Identify Vacancy And Evaluate Needs

Develop Position Description

Develop Recruitment Plan

Select Search Committee

Post Position And Implement Recruitment Plan

Review Applicants And Develop Short List

Conduct Interviews

Select Hire

Finalize Recruitment and selection

Step 1: Identify Vacancy and Evaluate Need Recruitments provide opportunities to departments such as aligning staff skill sets to initiatives and goals and planning for departmental and individual growth. Although there is

work involved in the hiring process, proper planning and evaluation of the need will lead to hiring the right person for the role and team.

Identify vacancy and evaluate needs

Newly created position

Replacement

Step 2: Develop Position Description A position description also referred to as a job description is the core of a successful recruitment process. From the job description, interview questions, interview evaluations and reference checks questions are developed. Identify Duties and Responsibilities Prior to developing the job description the hiring manager should identify the following: 1. General Information 2. Position Purpose 3. Essential Functions 4. Minimum Requirements 5. Preferred Qualifications Step 3: Develop Recruitment Plan Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.

Step 4: Select Search Committee To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimize the potential for personal bias, a selection committee is formed. . The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff. Under-represented groups and women are to have equal opportunity to serve on search committees and special efforts should be made to encourage participation. Departments that lack diversity in their own staff should consider appointing staff outside the department to search committees or develop other alternatives to broaden the perspective of the committee. Step 5: Post Position and Implement Recruitment Plan Once the position description has been completed, the position can then be posted to the UCR career site via the ATS. Every effort should be made to ensure the accuracy of the job description and posting text. It is not advisable and in some instances, not possible to change elements of a posted position. The reason for this has to do with the impact a given change may have on the applicant pool Step 6: Review Applicants and Develop Short List Once the position has been posted, candidates will apply via UCRs job board. Candidates will complete an electronic applicant for each position (resume and cover letter are optional). Candidates will be considered Applicants. It is recommended that all search committee members review all Applicants to ensure more than one person assesses their qualifications and that individual opinion or biases are avoided. Each committee member may provide comments to each Applicants qualifications as they relate to the minimum requirements of the position. Upon the search committees review of each Applicant, the Chair or Chairs Associate will review all search committee comments and develop the short list.

If the short list is deemed to represent a sufficiently diverse applicant pool, the short list will be approved. Once approved, the applicants can then be contacted for interviews. Step 7: Conduct Interview The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both.

Interview

Phone Interview Step 8: Select Hire

Panel Interview

Virtual Interview

Once the interviews have been completed, the committee will meet to discuss the interviewees. Committee members will need to assess the extent to which each one met their selection criteria. The search committee rating sheet will be helpful in justifying decisions and making them as objective as possible. The most important thing to remember is that you will need to be able to justify your decision Step 9: Finalize Recruitment and selection Upon completion of the recruitment process the offer to the selected finalist is made. The salary to be offered is to be equitable and lead to the retention and motivation of employees.

Recruitment Model & Selection:

SYSTEMATIC MODEL: Systematic models of recruitment and selection based on a resourcing cycle should not necessarily imply that this process is underpinned by scientific reasoning and method. The most valid methods fall some way short of complete predictive validity.

COMPETENCY-BASED MODEL: Competency-based models are becoming increasingly popular in graduate recruitment where organisations are making decisions on future potential. It is suggested that the competency-based model may be a more meaningful way of Underpinning recruitment and selection in the current fast-moving world of Work and can accordingly contribute more effectively to securing high performance. One factor shared by both traditional and competence models of recruitment and selection is that both are framed by an imperative to take on the most appropriate person in terms of their contribution to organisational performance. This is, of course, unsurprising given the preoccupation of organisations in all sectors with meeting

objectives and targets. However, when we consider what is meant by making appropriate selection decisions, other factors, including fairness, can also be seen to be important.

BENEFITS OF RECRUITMENT AND SELECTION

Good employees have a higher retention rate. High performing employees provide superior client service generating higher client satisfaction.

More capable employees are confident and able to cope with multiple tasks and adapt more quickly to new roles.

Capable employees work well in a team and need less attention from management. Once they commence work they will require fewer hours of hands-on supervision.

High performing employees will be interested in ongoing learning and selfdevelopment.

Good employees will most likely have more and better ideas that improve productivity and work practices.

Good employees can inspire and develop other staff.

Morale When an employee is recruited or selected for a job, either internally or externally, he may feel pride at having been picked. He may feel more confident, which may lead to increased productivity, efficiency and yield for the company. Recruitment and selection also has the potential to motivate employees to do their best to be recruited or compete with those who are chosen. Speed of Hire The normal process of hiring -- that is, advertising, reviewing applications, interviewing and offering the job -- can take a long time. With recruitment, a company can very quickly fill a vacancy. As a result, disruption in production or services remains controlled or is eliminated altogether.

Diversity Recruitment and selection give employers the opportunity to diversify their workforce if conducted externally. This means the company population more accurately represents the entire population, which may help the company understand and work with a larger client base. Diversity also challenges employees to think outside the box and be innovative, as they are exposed to multiple philosophies and problem solving methods. Decreased Costs Any time a company has to initiate a full-blown employee search, it has to spend money on advertising and interviewing. Recruitment and selection reduces or eliminates those costs. Additionally, companies often save money that would be necessary for training, because they can recruit only those employees already knowledgeable to begin independent work immediately. If the recruited employee truly is a good fit for the job or project, he may stay at the company longer, which means these benefits are extended over time. Opportunity Availability A major message of recruitment and selection is that there is an opportunity within the hiring organization. This lets people find out about new jobs even if they are not actively looking for a new job, exposing career options. It also shows employees what direction a company or industry seeks to take in the future. CHALLENGES IN RECRUITMENT AND SELECTION Recruitment and selection are critical human resource functions. Hiring the right employees for your business can positively affect your turnover rate, company culture, production and bottom line profit. Avoiding some of the common problems experienced by business as they recruit and select employees improves your chance of success JOB ANALYSIS One of the serious problems in recruitment does not know the nature of the position for which you are hiring. Company should routinely conduct a job analysis for each position and develop accurate description of the function and tasks. Updating the current requirements

MISALLIGNMENT Even with an awareness of jobs purpose there will be misalignment in selection tool used in recruitment and selection. The proper qualification has to be known NARROW FOCUS Hiring managers may be focussed on singular quality that a particular talent that is expected from a candidate. They may limit focus on looking at resumes and conducting interviews. POOR CULTURE FIT There are two strategies in poor culture fit they are To get the most talented people and possible to build a company around them. The person not only meets the talent needs of a position but fit well with organisation culture and poor attitude with talent may negatively affect the work. LABOUR MARKET CONDITIONS: The strong economy results in difficult to hire and the weak economy will result in too many applicants. COST: It is costly to recruit and hire employees . Hiring and training even a clerk can cost rs.30,000 or more in fees and supervisory time .The total cost of hiring a manager could easily be 10 times s high once you add search fees, interviewing time, reference checking, and travel and moving expenses. OTHER CHALLENGES ARE Candidates backing up at the time of joining Wrong references Replacement or key position Retention of employees Difficult to match up job description with bunch of resumes job description like interview questions and

OVERCOMING THE CHALLENGES: Advertise in multiple venues and recruit from a variety of sources doing so could end up costing the company significant money in long run. Learning which advertising venues provide the most return on investment can take trial and error. Recruiting professional need to be able to quickly identify the needs and limits. JOB DESCRIPTION AND PROFILE CREATION: Search professionals work with clients to ensure that job description and current status up-to-date. Many organisation focuses only on job duties and tasks while search professional describe the skills needed for these duties and what attitude and characteristics are essential in-order to fit in the organisation SEARCH PROCESS: Many organisation fails to consider the various elements of search including job profile actual fit, leadership style, advertisement strategy, interview strategy, salary, compensation and orientation strategy. Search professional has check list of search elements to be addressed. ADVERTISEMENT STRATEGIES: There are many applications on one medium. The company should focus on more than one medium to generate the pool of potential and high performance candidates. Examples Delhi Metro: Delhi Metro Rail Corporation Limited (DMRC) has been credited with changing the face of public transportation in Delhi. Delhi Metro Rail Corporation Limited has the unique distinction of completing projects ahead of schedule. The corporation has been extra careful in selecting the right employees to be part of its start-up team. The employees are mostly engineers drawn from Indian Railways and other public sector undertakings (PSUs) with commercial orientation. The critical qualities checked during the selection process were technical skills and personal credibility (integrity), which had to be highest. Extensive

reference checks and personal interview by the top leadership, including the Managing Director (MD), were part of the selection process. Saint Gobain Glass India Limited A subsidiary of the French MNC manufacturer of float glasses Saint Gobain Glass India Limited. Considers employee selection to be a critical component of an organisations success. The organisation has few hierarchical levels and the interviewing process is such that technical competent employees can be found who fit the company culture as well. The top management including the MD the HR head and the future supervisor of the candidate are involved in the selection process. Candidates invited for interviews travel to the manufacturing facility located at Sriperambudur near Chennai by the regular company transport, where they get to view the facilities and interact with employees. A meeting with the MD is necessary before the final decision is made.

FLOW CHARTFOR SELECTION OF PERSON TO THE EXIT OF THE PERSON:

Manpower planning

Recruitment plan

Job Analysis

Building a pool of candidates

Completed Application form from the applicants

Using selection tools to screen out applicants

Interviewing the candidates to make final choice

Undertake relevant reference checks

Candidate becomes employees

Employees are forwarded to their departments

Assigning roles and responsibilities

Performance evaluation

Training

Performance evaluation

Performance appraisal

Taking actions to increase the performance

Analysing the reason for lack in performance

If job dissatisfaction/Time of retirement

Exit of the employee