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Recruitment refers to the process of attracting, screening, and selecting qualified people for a job.

The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and niche agencies which specialize in a particular area of staffing. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

Difference Between Recruitment And Selection


Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply or motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. Recruitment precedes selection in staffing process 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

Employee selection process:


Employee Selection is the process of putting right men on right job. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.

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Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

What is 360 Degree Feedback?


360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. Feedback is provided by subordinates, peers, and supervisors 360 Feedback can also be a useful development tool for people who are not in a management role.

What a 360 Feedback Survey Measures


o o o o 360 feedback measures behaviors and competencies 360 assessments provide feedback on how others perceive an employee 360 feedback addresses skills such as listening, planning, and goal-setting A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness

What 360 Feedback Surveys do not assess:


o o o o 360 feedback is not a way to measure employee performance objectives (MBOs) 360 feedback is not a way to determine whether an employee is meeting basic job requirements 360 feedback is not focused on basic technical or job-specific skills 360 feedback should not be used to measure strictly objective things such as attendance, sales quotas, etc

How is 360 Degree Feedback Used?


360 Feedback as a Development Tool to help employees recognize strengths and weaknesses and become more effective. 360 Feedback as a Performance Appraisal Tool to measure employee performance.

Weave Change into Your HR Processes


Recruiting. "We tell recruits that this is an organization that's going through change. We value new perspectives, fresh eyes, and different experiences. We want to engage them in this process. Everyone participates regardless of rank." Onboarding. "As part of new employee orientation and training, we describe Care Improvement and our expectations." Training. "We've created our own certification program. The green level is a one-hour online program that

introduces concepts. The bronze level requires three days of training, and participants must also be involved in two "Rapid Improvement Events'" (of 3-5 days each). We encourage executives to go to the silver level to be leaders and teachers, and to be able to coach others in improvement. The expectation is that all senior management will attain bronze this year." Rotating people. "We have a fairly good-sized Care Improvement department. We would like to have a care improvement leader at each site eventually." Recognizing success: "We do not have monetary rewards for improvement results, but we do recognize successes." Communicating. "We use our intranet for sharing stories about successes. At every Rapid Improvement Event there is a report-out, to which everyone is invited." Redeploying people who are freed up by process improvements. "We retrain or redeploy people who are freed up by more efficient processes. We have a policy on layoffs: no-one will be laid off as a result of process improvements." What do business leaders who are leading change need from HR? Talent flow. Leaders need help defining new positions and competencies, assessing individuals' competencies, and matching the two. Rewards. Business change leaders must be sure that rewards are consistent with the new ways of working. A manager in charge of reengineering the way a health insurer interacted with health care providers redesigned the firm's service organization by physician specialties, such as obstetrics and gynecology, so that the people handling inquiries would be knowledgeable about the specialty and could coordinate resolution of issues. She needed help in negotiating a dashboard of shared goals across affected departments. She then needed flexibility to tie performance to shared rewards and to implement non-financial recognition for the multiple departments that affected service. Training and Development. Leaders must develop other managers' skills at leading changes in the way work is executed. At CSX, the $11 billion railroad, the operations process excellence group develops process improvement and change skills for selected managers. Assistant Vice President John Murphy told me that "high potentials" are appointed to development slots in an 18-month program with more than 250 hours of skills training, including a formal peer assessment that looks at their skills, leadership, and personal style. Sustaining improvement activities is all about people managing the social side of change. HR processes can either accelerate or slow progress, so the HR function has a critical role to play. In future posts, I'll look further at how HR can help operational improvement professionals enable change, and how to reinvent HR to provide these services. Question: How have you seen organizations weave change into their people processes?

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