Click to edit Master subtitle styleInduction, Module on Recruitment,

Placement,

and Development

Personnel Law & Management

8/4/12

Session Structure
1.

2.

3.

Business context and importance of recruitment. What determines the need for recruitment? 1. Workforce planning The recruitment Process 1. Defining requirements- Job Analysis, Job Description 2. and Person Specifications. 3. Attracting candidates-Internal or external hiring decisions. 4. Selecting Candidates-selection methods and strategies

8/4/12

Business Context and importance of recruitment

Organizations are only able to provide goods and services because of the efforts of the people employed by them. Without good people, working effectively together, the organization is much less likely to be able to provide what is needed by its customers. Having the right person in the right job at the right time is therefore critical to business success. Recruitment is also strategically linked with other processes within the organization. If the recruitment process is weak, it is possible that a person recruited will not perform particularly well which will have a domino effect on other processes in the organization.

8/4/12

Workforce Planning

Forecasting Demand : Four Techniques. 1. Trend Analysis. 2. Ratio Analysis 3. Scatter Plot. 4. Computer Analysis Forecasting Supply : Two models 1. Markov Analysis 2. Conventional framework
8/4/12

Trend Analysis

Implies studying variations in the companys employment levels over the last few years. For example, you might compute the number of employees at the end of each of the last five years, or perhaps the number in each subgroup (like sales, production, secretarial and administrative).The purpose is to identify trends that might continue into the future.
8/4/12

Ratio Analysis

8/4/12

Means making forecasts based on the historical ratio between some causal factors and the number of employees required. For example suppose a sales person traditionally generates Rs.500,000 in sales per week. If the sales revenue to sales people ratio remains the same, you would require six new salespeople next year(each of whom produces an extra Rs,.500000) to produce a hoped for extra Rs. 30 lakhs.

Scatter Plot

A scatter plot shows graphically how two variables such as a measure of business activity like sales, and your firms staffing levels are related. If they are, then if you can forecast the level of business activity, you should also be able to estimate your personal requirements.

8/4/12

Size of Hospital (number of beds)

Number of Registered Nurses

200 300 400 500 600 700 800 900

240 260 470 500 620 660 820 860

8/4/12

How many nurses does a hospital require in future?

12 10 8 6 4 2 0 0 2 4 6 8 10 12

8/4/12

Markov Analysis for a Hypothetical Retail Company

2003-2004

Stores Managers

Asst Stores Section Managers Heads

Departmental Sales Heads Executives

Exit

Stores Managers 15 Asst Stores Managers 36 Section Heads 94 Departmental Heads 288 Sales Executives 1440 Forecasted supply

(80%) 12 (11%) 4 (83%) 30 (11%) 11 (66%) 63 (10%) 29 (8%) 8 (72%) 207 (2%) 6

(20%) 3 (6%) 2 (15%) 14 (16%) 46

(6%) 86 16 41 92 301

(74%) 1066 1072

(20%) 288 353

8/4/12

Job Analysis

It is a systematic investigation of the tasks, duties and responsibilities necessary to do a job. A task is an identifiable work activity carried out for a specific purpose( typing a letter).

A duty is a larger work segment consisting of several tasks ( which are related by some sequence of events) that are performed by an individual ( for example pick up , sort out and deliver incoming mail)

8/4/12

Job Analysis

Method for Collecting JA data:

1. 2. 3. 4. 5. 6. 7.

Job Performance. Personal observation. Critical incidents. Interview. Panel of experts. Diary Method. Questionnaires.

8/4/12

Job Description

8/4/12

A Job Description is a written statement of what the job holder does, how it is done, under what condition it is done and why it is done. The main purpose of writing a job description is to differentiate the job from other jobs and state its outer limits, sets out the basic details of the job, reporting relationships, the overall objectives of the job, the main activities or the tasks carried out and any other special features.

Person Specification

A person specification can be set out under the following headings: Competencies. Qualifications and training. Experience. Specific demands. Organizational fit. Special requirements. Meeting candidates expectations.

1. 2. 3. 4. 5. 6. 7.

8/4/12

Example: PD of a Compensation Manager

Education: MBA with specialization in HR /MA in Social work/ MA in Industrial Psychology. A degree or diploma in labour laws is desirable. 1. Experience: At least three years experience in a similar position in a large manufacturing company. 1. Skill, Knowledge, ability: Knowledge of compensation practices in competing companies, of job analysis procedures, of compensation survey techniques, of performance appraisal systems. Ability to conduct meetings, to plan and prioritize 8/4/12
1.

Recruitment Strategies
1) Utilize job fairs; 2) Offer positions as tele-commuting, job sharing or part-time work to tap into a more diverse candidate selection. 3) Employee, customer referrals; provide incentives and contests for the referral of productive new hires. 4) Utilize web-based resources offered; job boards and distribution services, as well as internet newspaper listings. These days people are far more apt to relocate for the right opportunity. 5) Spice up the website; highlight your need for new talent with an "Our Team" page and advertise your company. 6) Publicity .Create interest in your company with press coverage and project your company in a unique format to attract the types of professionals you seek. 7) Allow employees to participate in high profile activities even if means giving them some time off work. 8) Use headhunters and recruitment agencies. . This can save 300-400% on the cost of an intensive search for a high-level position. 9) Employ temporary agencies and firms. Quite often employers can find just the right combination of skills and expertise in a prospective employee, and it allows a type of "try before you buy" approach to staffing. 10) Cultivate your own talent. Offer scholarships in exchange for a number of years of service to remarkable high school and college students

8/4/12

 Merits/Demerits of Internal sourcing

Merits

Demerits

Economical: Cost minimal. No expenses incurred Limited Choice: Organization forced to select on advertising. from a limited pool. Suitable: Right candidates for right jobs. Inbreeding: Discourages entry of talented people.

Reliable: Known devils better than unknown ones. Inefficiency: Seniority based promotions can encourage inefficiency and indifferent performance.

Satisfying: Motivates employees.

Bone of contention: Infighting. Premium positions may end up on a bitter note.

8/4/12

Merits/Demerits of External sourcing

Merits Wide Choice: Candidates with required qualifications can be picked up.

Demerits Expensive: Hiring costs could go up.

Injection of fresh blood: People with special Time consuming: Time to advertise, skills and knowledge could be hired. screen, test and select suitable candidate.

Motivational force: Fires up internal Demotivating: Discourages existing candidate to work harder and leads to positive employees. competition.

Long Term benefits: Organization would gain Uncertainty: No guarantee that suitable momentum and change. candidates will be found

8/4/12

Unit of measure Recruitment Yield Pyramid

Offer ratio
-1:2

ratio -3:2 Invitees to Interview ratio- 4:3 Leads to Interview Ratio - 5:1

Interview to Offer

1 0 2 0 3 0 4 0 2 0 0

Offe rs mad e Trainee s needed Candidates Interviewed Candidates Interviewed Candidates Contacted

8/4/12

19

Recruitment Metrics Characteristics Metrics must be predictive and actionable. Statistics need to provide information that can be acted upon by providing data to indicate trends. Metrics must be tracked over time in order to generate internal benchmarks and analyze internal performance.

1.

2.

3. Recruitment metrics should include both quantitative and qualitative aspects. Yes, these factors are still included in the 8/4/12 typical framework of recruitment

Recruitment Metrics

Traditional: 1. Cost per hire 2. Time to fill Strategic: 1. Performance/Qual ity of hire. 2. Manager Satisfaction 3. Source of hire 4. Referral Rates 5. Candidate

8/4/12

Unit of measure Interview Errors

Creating consistent Role Models

Similar to me Effect Leniency and Harshness effect Expectancy Effect

First impressions Contrast effect

Intervi ew
Stereotyping

Halo and Horns Effect

Negative Information Bias

8/4/12

Interview effectiveness

Interviews are more likely to accurately predict job performance when Interview format is structured ,and standardized . There are two formats Which are more effective than others based on research:
1. 2.

Situational Interviewing Behaviour based Interviewing.

Situational Interviewing is where candidates are 8/4/12 asked situation specific

Behavioural Event Interviews

Behaviour Event Interview focuses on the candidates actual behaviour on the assumption that past behaviour is the best predictor of future behaviour. is a competency based assessment method that uses customized questions to assess leadership competencies. Candidates will be asked to recall events when they demonstrated a particular competency.
8/4/12

Behavioural Event Interviews

Basic Structure of the Interview An Interviewer asks the lead question for the competency, and then proceeds to obtain an overview of the event. Stage One: Obtaining the events overview: The event overview is the road map that the interviewers need to structure how the candidate (the interviewee) will provide 8/4/12the information. It provides a high level

Behavioural Event Interviews

Here is a list of 8 standard questions designed to obtain the overview in the most effective manner. These questions are applicable for all of the competencies: Begin with a caption or heading that describes the candidates role in the event. 2. In two sentences, what is this event about? (This is the 40,000 feet overview). 3. Who else was involved? What was their role? 4. What was your job function, position, title? 5. Why is this event a good example of a time when you? 8/4/12
1.

Behavioural Event Interviews

Stage Two: Probing for details Once the overview is obtained, the interviewers can go back and probe specific milestones or steps undertaken by the candidate to explore behaviours in more detail. Typical probing questions: What event led up to the situation? 2. What did you actually do? Say? 3. What was your intent in doing so, saying that, etc? 4. What were you thinking? Feeling? (explain your 8/4/12
1.

Behavioural Event Interviews

Competency: Results Orientation Definition: Drives for quality results, paving the way to success, while maintaining a focus on the organizations strategic goals. Brings issues to closure in a timely manner. Strives to continuously move the organization forward while effectively and efficiently maximizing the use of resources. Persists in advancing initiatives despite adversity, creating and negotiating alternate solutions as appropriate. Interview Question 1. Tell me about a time when you had to face a challenge such as tight resources during a project 8/4/12

Behavioural Event Interviews

Competency : Strategic Thinking Definition: Understands the strategic direction of the organization. Anticipates and plans for future events, trends, problems and opportunities and exercises sound judgment. Makes timely quality decisions, taking a broad range of issues or factors into consideration. Evaluates reasonable risk taking opportunities. Develops creative solutions, stimulating new ways of thinking and solving problems. Interview Questions 1. Tell me about a time when you had to anticipate 8/4/12

Behavioural Event Interviews

Competency : Relationship Building Definition: Builds effective working relationships, networks of contacts and partnerships with internal and external individuals at all levels. Actively listens to what others have to say and responds in a clear, concise and diplomatic manner, adapts communication style as appropriate. Self aware, perceptive and sensitive to the attitudes, feelings and concerns of others. Interview Questions 1. Tell me about a time when you had to truly listen and understand another persons point of view in 8/4/12

Other Selection methods

1.

2.

3.

4.

Assessment Centers. Psychological Testing Personality Questionnaires. Ability and aptitude tests.

8/4/12

Assessment Centers

1. 2. 3.

4. 5. 6.

7.

In Basket Exercise. Role Play. Vision Presentation. Treasure Hunt. Case Discussion. Selection Discussions. BEI/Critical Incident Interviews.

8/4/12

Induction: Psychological Contract

What is a psychological Contract? It is a unique combination of beliefs held by an individual and his or her employer about what they expect of each other. It consists of six parts:

8/4/12

What constitutes psychological contract?

1. 2. 3.

4.

5. 6.

Fairness, equity and consistency. Security of employment. Scope to demonstrate competence. Opportunities for improved career or job improvements. Involvement and influence. Trust in the organization to keep its promise.

8/4/12

General Organisational Induction Training checklist

1.

2. 3. 4. 5. 6.

7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

Essential 'visitor level' safety and emergency procedures Washrooms Food and drink Smoking areas and policy Timings and induction training overview Organizational history and background overview Ethics and philosophy Mission statement(s) Organization overview and structure Local structure if applicable Departmental structure and interfaces Who's who (names, roles, responsibilities) Site layout Other sites and locations Dress codes Basic communications overview Facilities and amenities

8/4/12

General Organizational Induction Training checklist

1. 2. 3. 4. 5. 6. 7. 8. 9.

10. 11. 12. 13. 14. 15. 16. 17.

Pay Absenteeism and lateness Holidays Sickness Health insurance Pension Trades Unions Rights and legal issues Personnel systems and records overview Access to personal data Time and attendance system Security Transport and parking Crche and childcare Grievance procedures Discipline procedures Career paths

8/4/12

General Organizational Induction Training checklist

1. 2. 3.

4. 5. 6. 7.

8. 9.

10. 11. 12.

13. 14. 15. 16.

Training and development Learning Styles Self-Assessment Multiple Intelligences SelfAssessment Appraisals Mentoring Awards and Incentives Health and Safety, and hazard reporting Physical examinations, eye test etc. Emergency procedures, fire drill, first aid Accident reporting Personal Protective Equipment Use, care, and issue of tools and equipment Other housekeeping issues General administration Restricted areas, access, passes

8/4/12