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Developed by
Prof. Chinmay N. Kamat
On behalf of
Prin. L.N. Welingkar Institute of Management Development & Research
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CONTENTS
Contents
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INTRODUCTION TO THE RECRUITMENT PROCESS
Chapter 1
INTRODUCTION TO THE RECRUITMENT
PROCESS
Objectives
Structure:
1.1 Introduction
1.2 Objectives of Recruitment
1.3 The Recruitment Process in a Nutshell
1.4 Approaches to Recruitment
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1.1 Introduction
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INTRODUCTION TO THE RECRUITMENT PROCESS
Recruitment acts as a link between the employers and the job seekers and
ensures the placement of right candidate at the right place at the right
time. Using and following the right recruitment processes can facilitate the
selection of the best candidates for the organization.
1. Support the organizations ability to acquire, retain and develop the best
talent and skills.
3. Obtain the right number and quality of employees that can be selected
in order to help the organization to achieve its goals and objectives.
4. Create a pool of candidates so that the management can select the right
candidate for the right job from this pool.
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INTRODUCTION TO THE RECRUITMENT PROCESS
11.It reviews the list of objectives of the company and tries to achieve
them by promoting the company in the minds of public.
13.It enables the company to advertise itself and attract talented people.
Figure 1.1
The workforce plan provides for the overall estimate of workforce for a
year. However, it is necessary to take specific approval to fill vacancies. The
Manager in whose team the vacancies have arisen initiates the process
through Workforce Requisition Form. The concerned Department Head
as well as the HR Head must approve the same. The CEO must approve the
request for any unbudgeted positions.
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Picture 1.3: Extensive Workforce Requisition Form (Source:
www.docstoc.com)
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INTRODUCTION TO THE RECRUITMENT PROCESS
Employee morale will rise as they will see opportunities for job
enhancement and growth.
There, however, are some risks which one should keep in mind:
Internal candidates who dont get the job may get demotivated.
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INTRODUCTION TO THE RECRUITMENT PROCESS
There could be a lot of candidates who apply for the position and
interviewing all of them could be a time-consuming exercise.
The person who moves into the new role may find it difficult to gain
acceptance from a group of erstwhile peers.
External Methods: It is not always possible to get all the employees from
the current staff and a search for candidates has to be done externally.
There are various sources of hiring candidates from the external market.
The factors that would impact the choice of the source of recruitment are:
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Recruitment Selection
Recruitment is the process of Selection involves the series of
searching the candidates for steps by which the candidates are
employment and stimulating them screened for choosing the most
to apply for jobs in the suitable persons for vacant posts.
organization.
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INTRODUCTION TO THE RECRUITMENT PROCESS
A Flexible Approach
Its a demand market at present so we have our pick of the best. Were
always on the lookout for talented people. We keep our ears to the
ground and like to know whos disgruntled, whos looking for a move. We
see nothing wrong in luring good people from our competitors.
More often than not well approach the person first. If we have to use a
public advertisement, we use an open advert and see what response we
get. We are quite prepared to adjust the job to suit that is available.
Everyone needs to be flexible.
In this case scenario, we can clearly see the demand for high-end
technological employees and the approach followed by Versatile Solutions
to facilitate the recruitment of such employees.
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INTRODUCTION TO THE RECRUITMENT PROCESS
A Rigid Approach
Our recruitment procedures are all laid down in our selection and equal
opportunities policies. There is a procedure for the authority to recruit,
for writing job descriptions, for interviewing and for making selections.
Nobody is authorized to recruit unless they have been fully trained in the
procedure.
A committee oversees the process. Every step, every action, even what
is said at interview is open to public scrutiny.
In this case scenario, we can clearly see the rigid nature of the
recruitment practices of public organizations employees.
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Following diagram shows the list of external and internal factors that affect
the recruitment process.
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The external forces are the forces which cannot be controlled by the
organization. The major external forces are:
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The internal forces, i.e., the factors which can be controlled by the
organization are:
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INTRODUCTION TO THE RECRUITMENT PROCESS
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization.
Recruitment costs and financial implications.
1. Internal sources
2. External sources
The sources can be further explained with the help of the following Table:
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Sources of Recruitment
Internal sources External sources
Promotion Management consultant
Departmental Exam Employment agency
Transfer Newspaper advertisement
Internal advertisement Internet advertisement
Employee recommendation Walk-in interview
Internal sources of recruitment refer to obtaining people for job from inside
the company. There are different methods of internal recruitment.
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INTRODUCTION TO THE RECRUITMENT PROCESS
Selection can be defined as process of choosing the right person for the
right job. It is a process concerned with selecting the most suitable
candidate through various interviews and tests. The basic purpose of
selection process is to choose the right candidate to fill the various
positions in the organization. It involves the series of steps by which the
candidates are screened for choosing the most suitable persons for vacant
posts.
Process of Selection
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1. Job analysis: The very first step in the selection procedure is the job
analysis. The HR department prepares the job description and
specification for the jobs which are vacant. This gives details for the
jobs which are vacant. This gives details about the name of the job,
qualification, qualities required and work conditions etc.
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Personal details, (ii) Educational details, (iii) Work experience, and (iv)
Family background.
4. Written test: The applications which have been received are screened
by the HR department and those applications which are incomplete are
rejected. The other candidates are called for the written test.
Arrangement for the written test is looked after the HR department, i.e.,
question papers, answer papers, examination centers and hall tickets
etc.
7. Initial job offer: Candidates who successfully clear the medical exam
are given an initial job offer by the company stating the details
regarding salary, terms of employment, employment bond, if any etc.
The candidate is given some time to think over the offer and to accept
or reject.
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1. Aptitude test: Aptitude tests are test which assess the potential and
ability of a candidate. It enables to find out whether the candidate is
suitable for the job. The job may be managerial, technical or clerical.
The different types of aptitude test are:
(b)Mechanical aptitude test: This test deals with the ability of the
candidate to do mechanical work. It is used to judge and measure
the specialized knowledge and problem solving ability. It is used for
technical and maintenance staff.
(c)Psychomotor test: This test judges the motor skills, the hand and eye
co-ordination and evaluates the ability to do jobs lie packing, quality
testing, quality inspection etc.
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1.8 Activities
1. Visit the websites of two Indian Public Limited Companies and obtain
information on the Recruitment methods employed by them.
(a)Intelligence Tests
(b)Performance Tests
(c)Personality Tests
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1.9 Summary
We have had a brief discussion about the internal and external factors that
affect the recruitment process. External Factors are Supply and Demand,
Labor Market, Image/ Goodwill, Political-Social-Legal Environment,
Unemployment Rate, Competitors. Internal Factors are Recruitment Policy,
Human Resource Planning, and Size of the Firm, Cost of Recruitment,
Growth and Expansion.
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While discussing about types of selection test, we have seen that, different
selection tests are adopted by different organizations depending upon their
requirements. These tests are specialized tests which have been
scientifically tested and hence they are also known as scientific tests.
Different types of test are: Aptitude Test, Intelligence Test, Personality Test
and Performance Test.
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2. What are Employee selection tests? Enlist and discuss any two of them
in detail.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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RECRUITMENT:AN INDIAN PERSPECTIVE
Chapter 2
RECRUITMENT:AN INDIAN PERSPECTIVE
Objectives
Structure:
2.1 Introduction
2.2 Current Scenario: Major Recruitment Trends
2.3 India on the Path of Innovative Recruitment
2.6 Activities
2.7Summary
2.8Self Assessment Questions
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2.1 Introduction
Coupled with a budget growth increase of 50 per cent, in line with hiring,
Indian companies are clearly still looking to hire, but are searching for the
right talent. However, recruiters still have concerns and when asked what
the biggest barriers to attracting talent were, 38 percent said it was
competitors, while another 38 per cent pointed to compensation packages
being a concern a result of the economy's movement. However, what is
fascinating is how employers have evolved to ensure that talent is being
tapped and this is where the real shift is occurring. Employers are moving
towards online social and professional networks to not only look for talent
but also to build their employer brand among passive candidates.
Employers want a presence on these networks to build and maintain a
more robust brand so that the right talent is attracted. With 35 per cent of
recruiters are utilizing social networks to source new employees, we can
see Indian employers reorganizing themselves more efficiently. With
professional and social networks, recruiters are able to prepare and line up
new talent as and when it is required.
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The depth of employer brand activity online will deepen and expectations
are to see more employees recruited via social networks in 2013 and
beyond. More discussions and examining online will happen than ever
before as the trend for social networking as a recruitment tool continues to
evolve. This trend will refine even more over the coming year and with
increases in social and professional network populations, the competition to
recruit will heat up further, requiring stronger shifts in employer and
employee behavior.
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Recruitment acts as a link between the employers and the job seekers and
ensures the placement of right candidate at the right place at the right
time. Using and following the right recruitment processes can facilitate the
selection of the best candidates for the organization.
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Like any other industry, the recruitment "industry" is cyclical. It follows the
cycles of other industries to a large extent. But the recruitment industry
has a significant advantage because of the "products" it promotes skilled
manpower. For any organization, in any kind of economy, skilled manpower
is absolutely essential.
Now that the economy, at least in India, seems to have stabilized and
started clawing back to what is was in 2008, some striking trends are being
observed in the recruitment industry. These trends have their roots in the
recession and its effects on job seekers and recruiters. Some of the key
trends have been discussed below.
Contract Hiring: Many companies that cut back to bare bones staff
during the worst of the recession are now beginning to hire contract
workers. Contract hiring makes sense when the economic situation is still
volatile and a company does not want to commit its financial resources to
a full-time permanent hire. Also, contract employees are usually brought
on board with the idea of handling one set project or providing a select
skill set. So, the process of hiring a contract employee is usually a little
more streamlined as well.
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But it is seen as an unethical practice and not openly talked about. Indian
software and the retail sector are the sectors facing the most severe brunt
of poaching today. It has become a challenge for human resource
managers to face and tackle poaching, as it weakens the competitive
strength of the firm.
Low cost
No intermediaries
Reduction in time for recruitment
Recruitment of right type of people
Efficiency of recruitment process.
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First, the good news: hiring in India remains healthy. According to our
study of 255 India-based corporate recruiting leaders, three quarters of
companies have seen their hiring volume either increase (53 per cent) or
stay the same (22 per cent) in 2012. This puts India well ahead of many
other markets. On average, 38 per cent of 3,000+ recruiting leaders
surveyed globally said their hiring volume was up this year.
LinkedIn research also illustrates that the Indian market and recruiting
mindset vary significantly from what you might observe in other countries.
Here are four key differences:
4. Referral programs are an emerging hot trend: When asked for the
three most essential long-lasting trends in recruitment, 35 per cent
cited referral programs, compared to the global average of 24 per cent.
(The only answer that was more popular in India: utilizing social and
professional networks for recruiting).This may be because Indian
recruiting leaders are experiencing so much success with this channel:
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57 per cent said referral programs are one of the most important
sources of quality hires, over 10 per cent more than the next answer.
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While the conventional models like Job Portals and placement vendors have
proven to be effective, the Recruitment industry in India has matured over
the years. There is always a constant need for small, medium and large
corporates to continuously improvise on their talent acquisition sources
since the conventional ones become more redundant, off-the-track and
expensive.
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Bridging this gap, many new-age Web 2.0 interfaces cropped up in the
last year or so. These models claimed to combine the power of career
networking (social networking portals like MySpace, Twitter and Facebook)
and portals that allowed groups and forums based a large plethora of
subjects ranging from J2EE to Project Management (like Yahoo groups,
Google and MSN groups etc.) These sources did manage to generate
passive candidates at certain quarters such as skills, and professional
experience, but hardly replaced the conventional sources of recruitment.
The industry saw the advent of referral recruitment models. Again, these
models have largely been unsuccessful in catching the pulse of the Indian
recruitment industry. Many have failed to live up to the ideology and hype
of referral recruitment. Some of them have actually been glorified RPO
units in guise of Referral recruitment.
By far, the most popular career networking source for passive candidates
is LinkedIn which essentially is a US based model but has managed to
catch a relatively small portion of the passive candidate market in India
and other globally labor-oriented markets outside USA.
From the recruiters perspective, one of the reasons why social media has
emerged as an important tool for recruitment is its power to offer them a
broad perspective about the candidate. It tends to bring forth certain traits
and personalities of a candidate which may not be reflected in their
resume.
Secondly, social media recruitment widens the choice pool for the
employers and also fastens the recruitment process. While on one hand the
recruiters get access to a wide range of candidates from various geographic
locations, it also makes the process quick and more effective by increasing
the accuracy of profile searches. This function is of great advantage,
especially given the fact that a vast majority of social media users are the
youth who would be the prime working force in companies.
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Thirdly, it is a low cost tool with a good return on investment, thus saving
both time and money costs. Additionally, social media increases the brand
visibility of the recruiter.
From the applicants perspective, social media helps applicants gain deeper
insight into the company about certain facts and information which may
not be readily available on the companys website. They also get to know
the openings available in various companies and apply accordingly,
provided the companies are active on these social mediums.
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hiring purposes. The world of recruiting is changing. More and more the
online focus rests on professional networking sites and smaller, specialized
job boards.
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The Challenges:
CMCs Solution:
1. Pre-test Automation: Online web portal, which enables applications
to register online. Applicants can browse through the eligibility/
reservation and availability of posts and apply accordingly.They are
immediately intimated on their application status as to whether they are
eligible for the written test and thereby save the manual scrutiny and
postal reply delays. The hall ticket availability is intimated via e-mail and
the applicant is allowed to download the same. Various statistical details
(number of applicants under each post/category) are available online for
the management to take decisions on the fly for any extension of
application dates/announcement of test dates at various locations etc.
Although e-recruitment can help to widen access to vacancies to under
represented groups,it can exclude people who have no access to Internet
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This enables CMC to capture the applicants data using high speed
scanners and applying ICR technology with minimum manual intervention
(to the tune of 5% in the case of numeric fields) and apply the various
criteria for processing the same for a written test. The images of the
application forms are also archived in this process. Scanning also enables
the applicants photograph, signature and his personnel data to be
printed in his admit card in exactly the way he had filled it up.
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Post-test Automation: The test results are hosted on the web so that
each applicant can view his results and his relative ranking. Depending
on the overall results, the management can easily fix the various cut-offs
for the next phase interviews/medical tests/group discussions etc.
depending on the departments recruitment criteria. The interview call
letters are also downloadable via the web by the applicant. He is
intimated the venue so that he can plan his travel. The final merit list of
selected candidates depending on various recruitment criteria is derived
and the place of posting is an option, which the applicant is allowed to
choose depending on his order of merit. Thus, the entire system is fully
transparent and merit based.
Benefits of e-recruitment: The main focus of the efficiency agenda is
better use of resources rather than expense reductions alone. The
introduction of e-recruitment may be an opportunity to use the saved
recruitment resources to create a higher impact.
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24/7 access via the Internet with support available through local
libraries at no cost to the applicant
Application packs and job details are available online and job
applications can be submitted online, thereby enabling a process that is
not dependent on postal systems.
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to search for jobs and vacancies, the benefit being that the same is
delivered to your doorstep (feed reader, mobile devices).
Job Portals: Several job portals serve the purpose of uniting the
employers and the prospective candidates by bridging the existing gap of
reach. With the job portal industry getting huge and crowded with several
of them plunging into this e-market, the future business delivery shall
focus on quality of resumes and employers rather than quantity of resumes
that lie idle and undated. These portals shall soon conceptualize a business
model of free posting of job listings and charging the E-Recruiting is rapidly
becoming a foundation for workforce design, follow-up and execution.
However, this tool also has its own pitfalls in the areas of public concern
over privacy details of applicants and job seekers. This has to be firmly
stated by e-recruitment tools that the information shall only remain with
the company without it being utilized for other purposes. The e-recruitment
era has opened the doors job seekers have greater and flexible access
for jobs while the employers have greater access to talent and employee
resources for their organization.
1. Naukri.com:
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Naukri.com has been the pioneer in the Online Recruitment Solutions in the
country. Naukri provides recruitment professionals with easy to use,
innovative and efficient tools to manage their requirements, based on
feedback. This blog aims at apprising recruiters with the innovations in the
Naukris Recruitment Solutions that helps them manage their Recruitment
requirements, and is also a platform to talk to people in Naukri.
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Picture 2.6: 3 Simple Steps to Recruit (Source: naukri.com)
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Picture 2.7: Job Posting Referral Process (Source: Naukri.com)
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Recruiters can seek Referrals from their employees for jobs posted on
Naukri.
Contact lists can be created and safely stored by each sub-user (10 lists
with 1,000 contracts each possible for each sub-user; All lists completely
customizable at sub-user level).
You can now easily refine your search results based on Salary, Industry,
Functional Area, Role, UG Qualification, PG Qualification and Current
Location.
You can make multiple selections when refining. This reduces the number
of clicks, and your time required, to find the most relevant resume.
We have also taken this opportunity to change the structure of the page
based on feedback from users. We have shifted the Refine Results panel
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to the left of the page in order to improve usability and readability of the
page for you.
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Picture 2.8: Source: naukri.com
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2. Monster India:
Today, Monster is the largest job search engine in the world. Monster has
over a million job postings at any time and over 1 million resumes, in the
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database (2008) and over 63 million job seekers per month. The company
employs approximately 5,000 employees in 36 countries. Its headquarters
are in New York, NY, United States. In October, 2010, Indeed.com slipped
past Monster.com to become the largest job site in USA. Monster also
maintains the Monster Employment Index. Jeff Taylor founded The Monster
Board and served as CEO and "Chief Monster" for many years.
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2. Monster Power Resume Search: Power Resume Search will help you
pinpoint the best qualified candidates in less time. Fueled by Monster's
6Sense search technology, Power Resume Search:
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!
Picture 2.13: Source: monster.com
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Picture 2.14: Source: monster.com
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Picture 2.15: Source: monster.com
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3. Times Jobs
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Education, etc. in May 2004, at the Pragati Maidan, which saw over 60
clients and 1-lakh job seekers. Jumbo is a bi-annual event at Pragati
Maidan, and draws crowds, similar to the IITF, and Auto Expo. We are also
encouraging the 'Reverse Brain Drain' and have conducted Job Fairs in the
US.
As part of our CSR activities, TimesJobs.com also forged alliances with The
Indian Army TimesJobs.com was the only website with the wherewithals
and credentials to tie up with their placement agencies. TimesJobs.com
collaborated with the Indian Army Placement Agency (APA), to leverage the
skills of the retiring army personnel in facilitating their entry into the
corporate world, and successfully established the website solution
www.apa.co.in in 2005.
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1. iSearch 3.0: The Sharper, Smarter, Faster iSearch 3.0 is here to hire
the best candidates for your organization-. TimesJobs empowers you by
taking Resume search a whole paradigm ahead. iSearch 3.0 ensures
More Relevance and More Convenience powered by Enhanced Search
Algorithm. The smart search provided by iSearch 3.0 enables you to
search for the right talent quickly and effortlessly. It produces the most
optimal results in a fraction of time taken by other search engines. A
truly adroit search engine, iSearch 3.0 gives results that are a
conglomeration of Relevance + Freshness + Institute Boosting.
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Agile Methodology: Dont waste your time waiting for the slow server
to compile results. You get an accelerated search process which returns
query results in seconds. Faster than all of its competitors.
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Account Users can view snapshot of their own usage along with the
overall account usage.
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!
Picture 2.19: Source: timesjobs.com
In the last few years, the job market has undergone some fundamental
changes in terms of technologies, sources of recruitment, competition in
the market etc. In an already saturated job market, where the practices
like poaching and raiding are gaining momentum, HR professionals are
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The Armed Forces was the first known recruitment agency. And then, the
industrial revolution happened. Factories and machines came up. They
brought with them a requirement for a huge number of people to run
them, operate them and maintain and manage them. Schools were born to
train people in these skills.
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This in India is probably the first ever known period, where professionals
called recruiters came into the scene, to help organizations go about their
talent needs in an organized structured manner. It is really not too far to
assume that these first recruiters were smart space selling media
executives, who sold space using this extremely smart angle of reaching
out to better skills, larger talent pool and greater experience than what
reference and referrals got the organizations.
People who managed this over a while got smarter. They caught on to the
challenge that a continued and growing need threw at them, and started
building people databases. The recruiters in those days had only one
single mission; to get into an organization, to meet as many people there
as possible, and to collect as many CVs as one could. Post this would begin
the tedious job of classifying, ordering, indexing and updating. Every single
campaign these people ran for an organization would lead to a huge rush
of CVs. Relevant, irrelevant, didnt matter. Every CV that came in was an
asset, to be filed, indexed and retrieved when opportunity so came up, and
then, before one blinked, came along the internet. And with it, came along
the concept of a single point where job seekers could meet people who had
to offer jobs and vice versa.
2.5.1 Major Players in the Indian Industry
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Figure 2.1: Types of Recruitment Companies
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Recruitment Consulting
If you search in any metro city in India, you find thousands of small
consultancies who work on lateral requirements. In most of the cases, they
operate in small offices with employee strength of 5-15. Such consultancies
are generally dependent on some specific big MNCs, who dont care where
the resumes are coming from. Whoever closes the position gets the
commission. Now, the sources of resumes are same for all, i.e., Job boards
and service is also similar which increases the competition further. And
due to too much of competition, consultancies agree to work for very less
commission in some cases 4-5% also. As they are playing in very less
margin, they can't hire good recruiters and neither can they afford to pay
recruiters well. Recruiters dont get proper training, which affects
performance and their service to candidates. No surprises that many
candidates complain of bad service from consultants.
Apart from these, there are few 100+ strength professionally managed
recruitment firms, who maintain quality in terms of service to clients and
candidates and create a brand for them. Even they manage to get
premium commission due to their service.
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Information Technology
IT Enabled Services
Agriculture and Agro-based Organizations
Telecom, Media and Entertainment
Engineering, Process and Infrastructure
Consumer Services and Retail
Banking, Financial Services & Insurance
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The lists of top recruitment consultants provided above are also the top
staffing companies in India.
In Bangalore, especially, you will find many companies where they have
their software division where they work on client projects. At the same
time, they send employees to client place as contract employee. There are
many small and big companies in this field.
RPO companies:
There are not many companies in India which works exclusively on RPOs.
Mostly big consultancies take it up as another practice only. RPO is also
another sector which is picking up fast in India.
The lists of top recruitment consultants provided above are also the top
staffing companies in India.
Many placement consultants also offer the online service so that a recruiter
can advertise about a particular job opening and in turn tap the right
candidate from the resumes already posted on the agency sites. Most of
the recruitment consultants discussed in the previous section fall under this
category.
Similarly, you can now easily select from the job profiles on the site or post
your resume free of cost so that you can be spotted by a recruiter fast.
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2.6 Activities
1. Visit the Recruiter Zone, the blog from Naukri.com to guide recruitment
professionals. Apart from the tools already covered in this chapter,
research and write notes on two other important recruitment tools.
2.7 Summary
Now that the economy, at least in India, seems to have stabilized and
started clawing back to what is was in 2008, some striking trends are being
observed in the recruitment industry. These trends have their roots in the
recession and its effects on job seekers and recruiters. Some of the key
trends are enlisted below:
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Contract Hiring
Just-in-time Hiring
Consulting/Freelancing
Outsourcing
Poaching/Raiding
E-recruitment
From the recruiters perspective, one of the reasons why social media has
emerged as an important tool for recruitment is its power to offer them a
broad perspective about the candidate. It tends to bring forth certain traits
and personalities of a candidate which may not be reflected in their
resume. With the ever increasing potential employees profiling themselves
on business-oriented and professional networking sites (PNS), ever more
recruiting managers and the HR departments are employing these tools for
hiring purposes. The world of recruiting is changing. More and more the
online focus rests on professional networking sites and smaller, specialized
job boards.
Ma foi Randstad
Adecco
Kelly services
Manpower
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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SOURCES OF RECRUITMENT
Chapter 3
SOURCES OF RECRUITMENT
Objectives:
Structure:
3.1 Introduction
3.2 Need-based choice of Sources of Recruitment
3.3 Sources of Recruitment
3.3.1 Internal
3.3.1.1 Promotions
3.3.1.2 Transfers
3.3.1.3 Referrals
3.3.2 External
3.3.2.1 Conventional Sources: Campus, Advertisements, Job
Portals, Recruitment consultants
3.3.2.2 Innovative Sources: Social Media Sites, Business
Networking Sites, Road-shows
3.4 Activities
3.5 Summary
3.6 Self Assessment Questions
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3.1 Introduction
Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organization itself (like transfer of
employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the
external sources of recruitment.
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There are several different ways and thousands of different places where
you can advertise a job opening. You must evaluate your options. Once you
have identified the best places to advertise in order to fill your available
position, you need to evaluate the different options available to you.
Whatever the option you choose, you need to grab the attention of the best
candidates and motivate them to spring into action. You want them to
respond now, not set the ad aside.
Watch your wording. The skill requirements in your ad must reflect bona
fide job requirements. The ad itself should highlight the qualifications
applicants must have as well as the essential responsibilities of the job.
This forces the applicants to submit customized rsums that indicate how
they meet each of the position's requirements. In turn, it makes the
screening process easier for employers, because it promotes self-screening
that leads under-qualified and overqualified applicants to weed themselves
out. Although the grounds vary depending on the human rights legislation
in your jurisdiction, employers are not permitted to place ads that declare
preferences on the basis of age, sex, sexual orientation, race, religion,
national origin, physical disability, mental disability, or marital status.
Ensure equal opportunity.
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family status, place of origin, religion, sexual identity, race, gender, and so
forth, violate human rights legislation because they are irrelevant to the
candidate's ability to do the work. However, it is appropriate (and
advisable) to ask a candidate about his or her educational background and
past employment, as long as the questions are directly related to his or her
potential job performance.
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Profile talent needs: Chalk out profiles from job descriptions that
identify responsibilities and required key skills, abilities, knowledge and
experience.
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Talent is a prime driver for the organization to achieve its objectives and be
successful. Given the impact talent acquisition has on organizational
success, it is critical to track certain metrics to assess the same. HR
executives know they can't simply hand talent sourcing activities to an
outsourcing partner and forget about them also. The challenge is finding
the most effective and appropriate ways to measure and evaluate the
performance of the talent sourcing process.
Efficiency and effectiveness of the sourcing process can come from tracking
the following elements of the process.
Costs incurred
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Introduction: Tesco is the biggest private sector employer in the UK. The
company has more than 360,000 employees worldwide. In the UK, Tesco
stores range from small local Tesco Express sites to large Tesco Extras and
superstores. Around 86% of all sales are from the UK.
Tesco also operates in 12 countries outside the UK, including China, Japan
and Turkey. The company has recently opened stores in the United States.
This international expansion is part of Tescos strategy to diversify and
grow the business. In its non-UK operations, Tesco builds on the strengths
it has developed as market leader in the UK supermarket sector. However,
it also caters for local needs. In Thailand, for example, customers are used
to shopping in 'wet markets' where the produce is not packaged. Tesco
uses this approach in its Bangkok store rather than offering pre-packaged
goods as it would in UK stores.
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The planning process: This planning process runs each year from the last
week in February. There are quarterly reviews in May, August and
November, so Tesco can adjust staffing levels and recruit where necessary.
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This allows Tesco sufficient time and flexibility to meet its demands for staff
and allows the company to meet its strategic objectives, for example, to
open new stores and maintain customer service standards.
Tesco seeks to fill many vacancies from within the company. It recognizes
the importance of motivating its staff to progress their careers with the
company. Tesco practices what it calls 'talent planning'. This encourages
people to work their way through and up the organization. Through an
annual appraisal scheme, individuals can apply for 'bigger' jobs. Employees
identify roles in which they would like to develop their careers with Tesco.
Their manager sets out the technical skills, competencies and behaviors
necessary for these roles, what training this will require and how long it will
take the person to be ready to do the job. This helps Tesco to achieve its
business objectives and employees to achieve their personal and career
objectives.
A person specification sets out the skills, characteristics and attributes that
a person needs to do a particular job. Together, job descriptions and person
specifications provide the basis for job advertisements. They help job
applicants and post-holders to know what is expected of them. At Tesco,
these documents are combined. As they are sent to anyone applying for
jobs, they should contain enough information to attract suitable people act
as a checking device to make sure that applicants with the right skills are
chosen for interview set the targets and standards for job performance.
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Tesco will seek the most cost-effective way of attracting the right
applicants. It is expensive to advertise on television and radio, and in some
magazines, but sometimes this is necessary to ensure the right type of
people get to learn about the vacancies.
Tesco makes it easy for applicants to find out about available jobs and has
a simple application process. By accessing the Tesco website, an applicant
can find out about local jobs, management posts and head office positions.
The website has an online application form for people to submit directly.
The company also provides a 'job type match' tool on its careers web
page. People interested in working for Tesco can see where they might fit
in before applying. The process Tesco uses to select external management
candidates has several stages.
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The sources of employees can be classified into two types, internal and
external. Filling a job opening from within the firm has the advantages of
stimulating preparation for possible transfer of promotion, increasing the
general level of morale, and providing more information about job
candidates through analysis of work histories within the organization. A job
posting has a number of advantages. From the viewpoint of the employee,
it provides flexibility and greater control over career progress. For the
employer, it should result in better matches of employee and job.
In most instances, the jobs are posted on notice boards, though some
carry listings in the company newspapers. The posting period is commonly
one week, with the final decision for hiring being completed within four
weeks. Internal applications are often restricted to certain employees, the
guidelines for one company including:
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3.3.1 Internal
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There are pros and cons to both hiring external candidates and promoting
from within your existing talent pool. External recruitment often drives
innovation, while internal recruitment is often the less-risky option. Before
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you place your next job board ad, consider the benefits of offering a
promotion to one of your current employees.
It prevents new blood from entering the organization. New blood brings
innovative ideas, fresh thinking and dynamism into the organization.
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3.3.2 External
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The Act requires all the industrial establishments to notify the vacancies
before they are filled. The major functions of the exchanges are to
increase the pool of possible applicants and to do the preliminary
screening. Thus, employment exchanges act as a link between the
employers and the prospective employees. These offices are particularly
useful to in recruiting blue-collar, white collar and technical workers.
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Radio, Television and Internet: Radio and television are used to reach
certain types of job applicants such as skilled workers. Radio and television
are used but sparingly, and that too, by government departments only.
Companies in the private sector are hesitant to use the media because of
high costs and also because they fear that such advertising will make the
companies look desperate and damage their conservative image. However,
there is nothing inherently desperate about using radio and television. It
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The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
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3.4 Activities
2. Browse the internet and research for information on the pros and cons
of internal sources of recruitment which are primarily Transfers,
Promotions and Re-employment of ex-employees.
3.5 Summary
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candidates from all the other sources are known as the external sources of
recruitment
There are several different ways and thousands of different places where
you can advertise a job opening. You must evaluate your options. Once you
have identified the best places to advertise in order to fill your available
position, you need to evaluate the different options available to you.
Whatever the option you choose, you need to grab the attention of the best
candidates and motivate them to spring into action. You want them to
respond now, not set the ad aside.
Talent is a prime driver for the organization to achieve its objectives and be
successful. Given the impact talent acquisition has on organizational
success, it is critical to track certain metrics to assess the same. HR
executives know they can't simply hand talent sourcing activities to an
outsourcing partner and forget about them also. The challenge is finding
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SOURCES OF RECRUITMENT
the most effective and appropriate ways to measure and evaluate the
performance of the talent sourcing process.
The sources of employees can be classified into two types, internal and
external. Filling a job opening from within the firm has the advantages of
stimulating preparation for possible transfer of promotion, increasing the
general level of morale, and providing more information about job
candidates through analysis of work histories within the organization. A job
posting has a number of advantages. From the view point of the employee,
it provides flexibility and greater control over career progress. For the
employer, it should result in better matches of employee and job.
Promotions
Transfers
Former Employees
Recalls
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1. What are the key elements of a sourcing plan, enlist and explain?
2. Write a short note on the sources of recruitment and enlist its types.
4. Discuss about the internal recruitment in detail and enlist any five of its
sources.
6. Enlist all the external recruitment sources discussed in this chapter and
discuss any five of them.
9. Draw the diagram of Head Hunting Process and also write short note
on the head hunters.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
! !106
RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
Chapter 4
RECRUITMENT PROCESS: FROM POSTING
ADVERTISEMENTS TO SHORTLISTING
Objectives:
Structure:
4.1 Introduction
4.2 Need Determination
4.3 Guidelines for Designing and Writing Job Advertisements
4.4 The Pre-selection Process
4.5 Design and Content of the Application Form
4.6 Shortlisting Applications
4.7 Activities
4.8 Summary
4.9 Self Assessment Questions
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4.1 Introduction
5. The recruitment process also includes the making and finalizing of job
offers and the induction and onboarding of new employees.
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
Understanding any expense that may occur may shape the way the
recruitment exercise will be run, or if it will be run at all.
Needs Analysis
How this job might be adapted to provide visible and appealing future
development prospects.
The sort of person who would find that adapted job attractive and
whether there are potential internal candidates.
In addition to these intangible costs, there are the actual monetary costs of
external suppliers which could include marketing and advertising,
assessment centers, test materials as well as many other possible costs.
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Tools
Job analysis form: A proforma that outlines the key components of a job
analysis.
!
Picture 4.1: Job Analysis Form
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
Job title: Make sure you include the professional job title at the top of the
ad. Potential applicants will search for certain keywords in relation to the
position, so its a make-or-break maneuver. Make it simple, honest and to-
the-point. You may choose to add extra information if it makes the job title
more specific for example, Project Manager Financial Services is more
informative than simply Project Manager.
The company: After knowing what the job is, the applicant wants to know
exactly who they will be working for. Show how desirable your company is,
the opportunities it presents and why a talented worker should uproot from
a current job to come and work for you. You could include some points
about the organizations position in the industry, the central location of the
office and opportunities to travel or be promoted within the company.
Job description: Now you need to tell your future employees exactly what
the job entails. Top performers respond to challenges more than money, so
you want to make the job sound rewarding and stimulating. Tell potential
applicants what they will be responsible for; give an outline of their day-to-
day tasks and who they will be answering to. This will give job seekers an
idea of the expectations for the role. Also mention when the position will
commence and whether its full-time, part-time or contractual.
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Many companies make the mistake of using lots of buzzwords that dont
necessarily translate into anything practical. Use criteria that mean
something, like how much experience is desirable and what level of
education is expected. Also outline what skills are required for example,
customer service or specific computer programs.
If there is a clear outline of the ideal candidate for the job, it will mean
stronger applications as well as applicants who will fit into the dynamics of
the company. You may choose to use bullet points to cover characteristics
such as:
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Layout: A simple job ad is an effective one. Ads that are plainly written
and clearly formatted are easier to read and will enable job seekers to
quickly assess their suitability for the job. Bullet points work well.
In general, all jobs must be open to all people on the basis of merit, and
only merit. That means the job ad cant discriminate against age, gender,
sexual orientation, disability, transgender status, industrial activity, marital
status, family responsibilities, breastfeeding, physical features, political
belief or activity, pregnancy, race, or religious belief or activity.
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These days, jobs are most often posted online. The largest Indian job
boards are on the Naukri.com, monsterindia.com, timesjobs.com. You
could also choose to publish your ad in your local newspaper. Government
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j o b s a r e a l s o p o s t e d o n t h e w e b s i t e w w w. g o v t j o b s . c o. i n o r
www.indiangovernmentjobs.in.Make sure you publish your advertisement
in a place that will reach the right demographic for the job. Advertisements
can also be published on Social Media Networking sites like: Facebook,
Myspace and Twitter and Business Networking sites like LinkedIn.
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!
Picture 4.9: Government Jobs Site (Source: www.governmentjobs.com)
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
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The pre-screening is not the same as the phone job interview. The phone
interview is the next step, which helps to reduce the number of job
interviews to be scheduled. The pre-screening is about finding the
fundamental requirements in job resumes.
Currently, the people can apply for a new job by one single click in most
cases. The pre-screening is the essential recruitment process step to
handle all applicants with the required care and not to overload HR
Recruiters and managers.
The pre-screening matches the skills mentioned in the job resume and the
job cover letter with the real requirements of the hiring manager. The pre-
screening is not about the pure administration of job resumes.
Pre-screening Requirements
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The HR Recruiter has to collect all job resumes for the job vacancy. It is
essential to set the goal of the number of job resumes to be passed to the
phase of the phone interview. It is always beneficial to select up to 20-30
job resumes to be phone interviewed at maximum.
The HR Recruiter should match the skills and competencies to the required
level in the next step with the rest of job resumes. It is always beneficial to
evaluate resumes in percentages. The job resumes can be ranked later
when it is needed.
The successful job resumes should be taken to the next step the phone
interview. The rest of job resumes should be rejected immediately.
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Picture 4.12
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Picture 4.13
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Picture 4.14
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
!
Picture 4.15
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Picture 4.16
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Picture 4.17
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Picture 4.18
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
Picture 4.19
Resumes
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RECRUITMENT PROCESS: FROM POSTING ADVERTISEMENTS TO SHORTLISTING
polish every couple of months. You never know when you will be asked for
it.
People return to the same agencies that had previously refused them, this
time with a great application that gets them noticed. The difference
between managing your career and just letting it happen can be more than
the cost of your home over the course of a lifetime. You need to take this
task seriously right from the start. You do not need to be headlining the
trivial details of your life like your address and what primary school you
went to. You do not need to tell someone that the document is a CV.
For each occupation and each level of each occupation and for changes of
career and country, there are key things you need to be saying that
recruiters want to hear. If you already know enough, then spend some time
listing these key things before you ever start writing your application. If
you need more information, then start collecting it, start finding out what
buzzwords, concepts and competencies that will carry conviction. If you
follow a boring format or copy out your job definition, it will be dull as
ditchwater to recruiters who have to read lots of applications every day.
You need to reach these people where they get interested. The story of
your career needs to build up expectations that you are worth meeting.
You need to tell them the context in which your achievements have taken
place and let them know what value you offer for the future. Enter the
page content here.
Do not pepper your CV with titles like PROFILE, CAREER OBJECTIVE and
SKILLS unless you want to appear like someone who has slavishly followed
a template. You can have an introduction to your CV but there's no need to
label it. All you really need is a few sensible headings such as
PROFESSIONAL, CAREER and PERSONAL under which you can group
your skills/qualifications, narrative of achievements and necessary details.
Bulleted paragraphs are a great way to save space and add impact but
they need to be congruent. They need to relate to the one before and the
one after in an intelligent way. Lists of superlative claims with no
substantiating evidence cannot be understood in context and cut no ice
with anyone.
The medium is in the message. If they have reached the third paragraph of
your letter and glanced at your CV, you have already shown them that you
can communicate. There is no need to tell them you are a GOOD
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Your letter needs to sing, summarise, promise, capture the spirit of what's
best about you. Safe, boring, over-length, repetitive letters that
regurgitate your CV or try to match every single minor point in the job
definition will have one damaging effect on the reader they will think you
are not very bright. Professional writers throw away more stuff than they
publish; put it all down and then reduce it until you fit two pages. If
necessary group your entire EARLY CAREER under a separate heading and
just give each job a line or two. Place the focus on the last 5-10 years and
the highest levels of activity and achievement. Cut the minor roles and
competencies which are already implied by the big stuff you do. Write your
brief and powerful introduction last; when you know what you need to say
to summarise your offering, and don't bother giving it a heading anyone
can see what it is.
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Picture 4.20
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Picture 4.21
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Application/Resume Screening
There are six main factors the evaluator should keep in mind
during the review process
Picture the position and try to see how well each candidate might fit in
that position in terms of what that person would be doing, the culture of
the organization, and the general work setting.
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Watch for vagueness. For example, a candidate who does not list dates of
employment may be trying to conceal a period of unemployment.
Likewise, an applicant who focuses too much on hobbies and not enough
on job responsibilities may be trying to compensate for an insufficient
amount of work experience or lack of professional preparation.
Screening Practices
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Reviewers need to design and utilize a rating method in which points are
assigned to relative levels of education, experience, and/or skills based on
the requirements of the position. Education, experience, and skills most
related to the position requirements are weighted more heavily (assigned a
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greater number of points) than education, experience, and skills that are
somewhat related. Processing each qualified applicant through this process
results in a ranking of applicants based on the job requirements. Those
applicants whose qualifications most closely match the job requirements
will rank the highest.
Analysis of Applications/Resumes
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Overlaps in Dates: Dates for a job and school or for two or more jobs
may overlap. This, of course, is possible, but examine the dates for
accuracy. Verify, if necessary.
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Job Duties: Most likely previous job duties will be discussed in the
interview. However, if duties are unclear or vague, definitely make a note
to probe for further detail in the interview.
"Red-flag" Items: Review the application or resume for any items that
dont make sense or leave you with an uneasy feeling. An example: If
you ask on your application form the reasons for leaving a job, watch for
the answer "personal." Often times, which can be a red flag maybe the
individual was fired. Or maybe there were personality conflicts, not
necessarily the fault of the applicant, with which the applicant had to
deal. Youll want to probe during the interview for the reason for leaving.
Phone Screening
Phone screening may be done after the application screening process and
before the formal final interviews. An initial interview including a telephone
interview can be used as part of the merit-based ranking or scoring
process.
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Picture 4.22
The criteria that you look for will depend on the nature of the job but it's
important to define exactly what you really want from your ideal candidate
before you start the shortlisting process. Before you start, you need to
have two lists, the absolutely essential criteria and the desirable criteria.
Try to avoid the temptation to put all your desirable criteria in the essential
category; you should have approximately double the essential criteria in
your list of desirables. Try to be flexible and remember that if you take too
many people out initially you may miss the best candidate for the role.
Some of the common qualities that you can check are as follows:
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To keep things fair, it is a good idea to come up with a rating system and
rank candidates according to each defined criteria. It's a good idea to set
up a single spreadsheet to make things easier for you to keep track, or you
can also utilize an applicant tracking system like the one within
www.simplifiedrecruitment.com.
Start with an idea about the number of candidates that you want
to interview This will tell you how much you need to deviate from
your ideal criteria within your available applicant pool.
Last stage filtering If there are still too many interview candidates in
your shortlist after stages one and two, you can begin to filter them
through the 'desirable' non-essential qualities for the job. These can be
things like sector exposure (have they worked in the same environment
before), recent highly relevant training, experience with the company's
main systems, directly applicable technical knowledge, etc.
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By following these points, you will be able to shortlist applicants for your
positions in a highly effective way, making sure to eliminate personal bias
and keep the process as fair as possible.
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After screening the CV, candidates tend to fall into one of three
categories:
Their reason for looking for a new job and reasons for leaving current
or last job.
Salary expectation.
Location/Travel/Relocation requirements.
Career aspirations and type of role they are looking for
Their technical skills.
Their communication/soft skills
!
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If at this stage they are a potential match, we will discuss the opportunity
further and let them know who our client is to establish if the candidate is
interested in taking the opportunity further. This is where quite a lot of
candidates tend to drop out from the process, either because the job is
not what they are looking for, or is not meeting their salary or location
requirements. We will also make a decision about if we believe the
candidate is a good match with our clients requirements in all of the
areas mentioned above. If so, at this stage, we contact the client to
update them on our progress.
Candidates will be prepared to take the time out of their day to speak
to us. If they cant make time now, how will they attend an interview?
Open and honest about current package details and realistic salary
expectations.
Able to give us real life examples of where, when and how they have
used their skills.
They will make themselves available for interviews and take the time to
properly prepare themselves.
!
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Salary: up to 40K
For this job, we screened 209 responses to the ad, and also hundreds of
candidates from other sources. This led to us sending six shortlisted and
prepared candidates to our client. They went on to interview one of them
and then offered them the job. In the pie chart, we have shown how many
of the ad responses we lost at each part of the process, demonstrating how
much time the process takes behind the scenes.
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4.7 Activities
4.8 Summary
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These days, jobs are most often posted online. The largest Indian job
boards are on the Naukri.com, monsterindia.com, timesjobs.com. You
could also choose to publish your ad in your local newspaper. Government
j o b s a r e a l s o p o s t e d o n t h e w e b s i t e w w w. g o v t j o b s . c o. i n o r
www.indiangovernmentjobs.in. Make sure you publish your advertisement
in a place that will reach the right demographic for the job. Advertisements
can also be published on Social Media Networking sites like: Facebook,
Myspace and Twitter and Business Networking sites like LinkedIn. The pre-
screening is about the matching of the job resumes to the advertised
required skills and competencies of the new hire. Efficiently done
background checks often clear out the worst of these applicants, enabling
companies to avoid many of the worst hiring mistakes. The most difficult of
unsuitable applicants to avoid hiring arent the drug addicts or those with
criminal backgrounds. Often sneaking by even the most astute hiring
managers are applicants that lack the skills necessary to complete the
tasks associated with their job titles.
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Picture the position and try to see how well each candidate might fit in
that position.
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1. What are the stages of the recruitment process? Explain each stage in
detail with its relevance in the recruitment process?
4. What are the key elements of a Job analysis form, explain with the help
of a diagram?
6. From the recruitment perspective, what are the factors that contribute
towards an ideal candidate description?
9. What are the specific aspects of writing an application that you need to
take care of when creating a job application and writing a job resume?
10.There are six main factors the evaluator should keep in mind during the
review process of a resume. Enlist and explain them in detail.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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Chapter 5
RECRUITMENT PROCESS: CRITICAL
ESSENTIALS OF RECRUITMENT
Objectives:
Structure:
5.1 Introduction
5.2 Recruitment Process and its Importance
5.3 The Recruitment Team Dynamics
5.3.1 Structure
5.6 Activities
5.7 Summary
5.8 Self Assessment Questions
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5.1 Introduction
The recruitment process is designed to staff the organization with the new
employees, and it uses many different recruitment sources to attract the
right talent in the defined quality and within a defined time.
Finding the best talents on the job market: It is the most important
goal of the recruitment process. The HR Recruiters are paid for delivering
the candidates to managers, who make the final decision about hiring a
new employee. The organizations are fighting for the best talents in the job
market. HR Recruiters have to develop the competitive approaches to
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make the attractive job offers. The candidates select the organization,
which is recognized for being modern and competitive. The job adverts and
job offers have to reflect this.
The managers love to hire the best employees available on the job market.
They love to interview motivated job candidates. The role of HR is to
describe the real need to the manager. Many times, the best job candidate
is not the appropriate job candidate.
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Research says that more than 14% of the people tend to lose their
patience and become uneasy during the waiting period of a job interview.
The recruitment of an individual into an organization plays a very
important role as it determines the selection of the right candidate for the
job. Read on to understand about the process and its importance.
Recruitment Process
The recruitment process at any point of time is based on the present and
the future requirements of a company. The HR department analyzes the
human resource requirements available in a company from time to time
and recruits the best candidate for the job. It is also possible at times that
the recruitment might happen internally in the organization from other
departments or from the available talent pool.
In this process, the employers are linked with the employees and the
employer has the ability to choose one he thinks fits as per his present or
future project needs. Most of the times, project managers and leaders
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How heavily should team dynamics affect your decision when hiring an
applicant and even writing the selection criteria for the position?
Whether you are hiring an entire new team or recruiting one position within
an already established team, it is crucial to consider team dynamics and
subsequent team fit. The term team dynamic refers to the ongoing
interactions between team members and how this affects the team. These
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dynamics, both positive and negative will ultimately (and even sometimes
immediately) affect the performance of the team.
Picture 5.1
This is due to the fact that these dynamics have a direct effect on each
individuals effort, attitude, interest, performance and job satisfaction. This
then has implications on employee retention and team success.
Skills: Every job has a specific set of required skills. Suitable candidates
must possess these skills (or at least have the capacity to possess these
if on-the-job training is a possibility). However, it is important to
recognize which skills are actually their strengths and weaknesses. This
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Interests: Similar interests within a team can help with team bonding,
communication and team efficiency. Similarly, colleagues who genuinely
like each other and/or respect each other will work more closely, support
each other and will be more effective in achieving team targets and
goals. This is as long as clear expectations are in place and individual still
demonstrate professionalism and discipline.
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Picture 5.2
1. Analyze and record what strengths and weaknesses already exist within
the team. Seek an individual that possesses these weaknesses as their
strengths.
2. Identify and record what type of individual would be most suitable for
the team in terms of:
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(d)Talker or listener?
(e)Leader or follower?
(f) Assertive or submissive?
3. Identify and record what type of personalities already exist in the team
in terms of:
Use this to evaluate whether colleagues will genuinely get along and/or
respect each other.
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!
Figure 5.1: A Recruitment Agency's Organizational Structure
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1. What are your primary goals? (Why hire?) The first element of
recruiting strategy is to determine why you are hiring outside people.
First, you must determine your firms business goals and then what
recruiting can do to contribute to each of them. Some of the more
common business reasons for hiring include:
Upsizing the caliber of talent because top talent has become available
A Contrarian View of Mobility: Bring the Job to the Talent, Not the
Talent to the Job
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Unemployed candidates
Currently employed but frustrated in their current job
Diverse candidates:
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Geographic focus:
8. Who does the recruiting? There are two sub-categories under this
element. They include:
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Selecting the best athlete available at the time (hire and then find
the best job for them)
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Interviews
Personality tests
Skills tests
References (business, personal or educational)
Grades or academic performance (primarily for college hires)
Drug screening
Job simulations
On-the-job assessment(primarily for temp-to-permanent
conversions)
Hire more than you need and intentionally wash out the poor
performers
Compensation
Opportunities for promotion
Benefits
A great team and manager
An excellent culture and values
Bonus and stock option opportunities
Challenge, growth, and learning opportunities
The firms employment brand and image
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Picture 5.3
Contingency Hiring
Retained Search
Exclusive Requirements
Recruitment Process Outsourcing (RPO)
Outplacement
Executive Search
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Executive Search: Executive search teams only focus on senior level, i.e.,
CEO, CTO, Sales head and similar kind of requirements. Method of sourcing
for such positions are quite different from junior level requirements. Here,
number of potential candidates are less and they don't prefer to show their
resume on the portals. So, head hunting, searching in networking sites and
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Other than the above models, recruitment can be divided in other two
types.
Permanent recruitment
Contract or temporary staffing
Both permanent and temporary staffing can be applied to all the above
recruitment models.
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Cost per hire tells how much is being spent on each new hire. This number
is critical for both planning and tracking purposes. Once the cost is known,
you can plan budgets for future hires. And, by tracking actual numbers for
each hire, you can measure how effective each of your employee recruiting
efforts have been. You will know which employee recruiting sources are
working the best. Here is a list of just the major expenditures you should
track to determine your cost per hire:
Advertising Fees
Job Posting Fees
Recruiting Agency Fees (Head hunters and Search)
Employee Referrals
Travel Expenses
Relocation Fees
Internal Recruiter Costs
Administrative Costs
You can add all of these costs together to determine how much you have
spent on a single hire. Or you can add the total spent over a year and then
divide by the number of people you hire to get your average cost per hire.
This might seem intimidating but is actually pretty easy. Most of these
numbers are already being tracked. Every time a check is written for an ad
or posting, it is recorded as part of the accounting system. Create a
specific account for recruiting to track employee recruiting metrics. With
the hard data in hand, it is possible to see which employee recruiting
activities and sources deliver the best return. Use the data to help refine
the employee recruiting strategy.
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Time to Fill
The next key employee recruiting metric is time to fill. It is critical to
understand how long it is taking to fill open positions. Every day a position
is open, the company is either losing money or not addressing a key
business issue. (That is why you hire people after all). The faster positions
are filled, the better the business is served. Track how long each job takes
to fill. The good news is that this is a very easy employee recruiting metric
to determine. Record the date the position comes open. Next record the
date the position is filled. The difference is the time to fill.
!
Type to enter textAs published in the Winnipeg Sun, one of the most
frequent comments in todays workplace is that people are our most
important resource. With that in mind, it is easy to understand why
organizational recruiters, external executive search and recruitment
professionals and the recruitment process itself are all very important
elements of ensuring an organization has the right people in the right
place at the right time doing the right things.
Therefore, much attention should be paid to ensuring that the
recruitment strategies of an organization are effective. The challenge
however, is developing measurements that can assess the success of the
recruitment strategies and, for that matter, the recruitment team.
Thankfully, over the years, researchers and practitioners alike have
created several metrics that can assist in the assessment of the
recruitment process and function. Some of these include:
!
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Quality of hire This metric allows for the assessment of the quality of
the candidate. Is the successful candidate fully qualified and/or will the
organization be required to invest immediately in order to increase their
skills.
Retention rates Assess the retention rates of new hires. How long
does a candidate stay in the position? What happens to them, are they
promoted or do they leave? If they leave the role and the organization,
then it is time to reanalyze the job to ensure the skills required are
accurate and that an incumbent can experience job satisfaction for a
longer period of time.
Recruitment Cost Ratio Total costs include costs for advertising, job
fairs, recruiter salaries and travel costs, signing bonuses, candidate
compensation and any other expenses incurred during the recruitment
process. This provides an organization with the total sum of money spent
on recruiting for each new employee. This assessment will assist
recruiters to justify costs and/or to seek new opportunities to cut costs.
Many companies retain in-house recruiting specialists that are charged with
posting jobs, finding candidates, and assisting to hire qualified individuals.
The trend toward developing more in-house recruitment talent is more fully
developed in the US than in most other countries.
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The external recruiting firms differ in scope, type, and volume of positions
in which they specialize. The various categories of recruitment agencies are
as follows:
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The recruiting agencies will charge fee to the employer when the candidate
is hired from their recruiting agency. The recruiting agencies will do the
initial screening and send the pool of candidates to the company. The
companies pay to the recruiting agencies based on the number of filling
positions. There are four main types of recruitment agencies.
Head hunters: The head hunter is a recruiter who actively seeks out the
best talent for a particular job. The head hunters uses advanced sales
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In-house recruitment: Most of the large firms will go for the in-house
recruitment. Human resource department, front-line hiring managers, and
recruitment personnel in the organization can handle the in-house
recruitment. The employers will advertise their vacancies in their own
websites, and coordinate employee referrals, work with external
association.
Metrics and Goals: Before you define your requirements, define your
main goals and exactly how you will measure those goals, i.e., if you are
looking for a reduced time-to-hire, how exactly do you measure that today
and what would you consider a reasonable goal?
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current services that RPO vendors have TODAY, you dont want to waste
time with a vendor who doesnt have experience with one of your
requirements but is willing to add that service just to get your business,
that methodology will drastically reduce your implementation time, and
could damage your results.
Experience Matters: When youre looking for an RPO vendor the number
one factor that will determine the success is the experience of the vendor
that you are working with. Look for vendors that have worked in your
industry and have overcome the same recruitment challenges that you
have which may have led you to outsource in the first place. Dont waste
time with vendors who cant prove their experience. Scrutinize case
studies, and get unbiased references.
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Step 3: Youve got your shortlist now which hopefully isnt more than
3-5 companies. Decide on your evaluation process. Will you do an RFP?
An auction? Will you start with in person interviews? Can you leverage
technology for the bidding process?
At the end of the day: If you get down to the last couple of companies
and you still have 2-3 that are the front runners, make sure your final
selection comes down which vendor you can see yourself working
successfully with. It may be outsourcing, but its still a people business and
relationship matters.
Lastly, when you award the contract, never give RPO vendors the
impression that the contract will be bigger than it is. If the vendor isnt
getting rewarded the way they were led to believe during the evaluation
process, the results they produce for you will be lower. Setting incorrect
expectations for both sides cause most of the problems associated with
recruitment process outsourcing. Your talent is the most vitally important
aspect of your company outsourcing the procurement of that talent is not
a step to be taken lightly. Ensure that you follow a rigorous procurement
method and that you intend to develop a highly personal, strategic
relationship with the vendor that you pick.
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5.6 Activities
5.7 Summary
In this chapter, we have discussed about the critical and essential factors of
recruitment process. The recruitment process is one of the most
fundamental value added HR Processes. Recruitment is especially critical
for managers in the organization. The managers use the recruitment
process intensively, and satisfaction with Human Resources is mostly about
the satisfaction with the recruitment process. Some of the goals of the
recruitment process are:
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analysis of his social skills most of the times. Recruitment can be internal
or external of an organization and is mostly handled by the HR department
but, at times, can be outsourced to a third-party agency. Recruitment
process of any organization is normally targeted towards attracting more
talent towards their job application. The process is oriented in such a way
so as to encourage maximum number of people to apply for the job. The
recruitment process at any point of time is based on the present and the
future requirements of a company. The HR department analyzes the human
resource requirements available in a company from time to time and
recruits the best candidate for the job. It is also possible at times that the
recruitment might happen internally in the organization from other
departments or from the available talent pool. When recruitment happens,
it provides access for an organization to avail to a pool of talent at a single
place in a single time. With a high number of candidates, the organization
is provided ample skills so as to choose the best one for present or future
use. Recruitment process helps eliminate the fear of employees leaving the
organization in between projects as it helps recruit resources as a backup
for key positions. Thus, the probability of distress when an employee
leaves an organization is largely reduced due to the process.
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Contingency Hiring
Retained Search
Exclusive Requirements
Recruitment Process Outsourcing (RPO)
Outplacement
Executive Search
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5. Discuss about the concept of Team dynamics and the various factors
around which it revolves.
6. Comment on how the factors of Testing and Analysis affect the process
of Team dynamics.
9. Enlist and discuss about the different recruitment models. Which model
would you choose if your organization wants to externally recruit a CFO?
10.Enlist the major expenditures one should track to determine the cost
per hire in recruitment process.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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Chapter 6
IMPROVING THE RECRUITMENT PROCESS
THROUGH USE OF TECHNOLOGY
Objectives:
Structure:
6.1 Introduction
6.2 Benefits of Using Software Applications in Recruitment
6.3 Types of Software Applications in Recruitment
6.4 Application Tracking Software
6.4.1 Working
6.4.2 Features
6.4.3 Benefits
6.5.1 Working
6.5.2 Features
6.5.3 Benefits
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6.1 Introduction
Picture 6.1
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Job portals, i.e., posting the position with the job description and the
job specification on the job portal and also searching for the suitable
resumes posted on the site corresponding to the opening in the
organization.
Creating a complete online recruitment/application section in the
companys own website, companies have added an application system to
its website, where the passive job seekers can submit their resumes
into the database of the organisation for consideration in future, as and
when the roles become available.
Job sites provide a 24*7 access to the database of the resumes to the
employees facilitating the just-in-time hiring by the organizations. Also, the
jobs can be posted on the site almost immediately and is also cheaper than
advertising in the employment newspapers. Sometimes companies can get
valuable references through the passers-by applicants. Online
recruitment helps the organizations to automate the recruitment process,
save their time and costs on recruitments.
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6. Use of social media: Post your job on all the job portals as well as
social media sites like Facebook, MySpace, LinkedIn, Twitter etc. Young
professionals are more active on these sites and use it for job purposes.
7. Maintain candidate database for future use: Save all the resumes
that you receive for any job application even if they are not relevant to
the particular job. This will help maintain a database that can be surfed
later for any other future job requirement.
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E-recruitment has gained popularity over the last few years and more
percentage of recruitment firms are now using technology to provide
quality resumes to the client. The optimum utilization of technology in
recruitment can be achieved by learning how best to use this technology.
Gone are the days when recruitment processes used to be relatively simple
and easy. In older days, there were limited number of educated people
with similar qualifications, very few corporate companies and limited
positions. Moreover, there were very few employment agencies or
companies. With the passage of time, the scenario has completely
changed. Nowadays, there are large number of employers and job
aspirants with numerous domains and job positions.
!
Picture 6.2
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The very first requirement from any recruitment software is that it should
be easy to use and implement. Therefore, selective programming
languages were chosen so that the software is user-friendly and easily
manageable. These software applications are thus capable of integrating
into any system or website easily and save a lot of money that would have
been otherwise wasted in implementing new changes. It helps to locate
and store information that is useful depending upon the filters set by the
user.
If you wish to develop your own recruitment software, then you should be
aware of the scenario of development, financial considerations, legal
issues, communication methodology, designing, maintenance issues and
many more. This software also provides human resource managers with a
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Such big companies integrate this software in their website which helps
them in accumulating their own database of job applicants that may be
used currently or in future, whenever they require. Tailor-made recruitment
software are available in which the software is available for use by making
a few changes in the settings.
Recruitment software also comes in various versions and types such as,
recruitment software for medical use, staffing purposes, direct hiring
software and many more. It is suggested that you search for specialized
software if you are into a unique domain.
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speedier, and even more productive than ever before. The utilization of
staffing industry is a remedy which has entirely modified exactly how
things operate in staffing businesses around the world. So right here we
will have a short look at what this software program can do.
The centralized database in staffing software is created for the storing and
uncomplicated access of thousands of resumes. It could be easily used to
get rid of the resumes that should have further review and appraisal for
future use. The best part is that you don't have to store your search results
in heavy-duty spreadsheets or print out noteworthy resumes for recording
any further. You are able to star-mark your favorite resumes for future
reference. The search can be duplicated in a matter of seconds whenever
you need to take a glance at them again.
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The main component of the software is the database. This stores all of the
information that your business holds on its clients, candidates and
vacancies. The fields of the database need to be well organized and
relevant to your particular business so that you can make the most of the
information that you hold and categories it in a way that is useful to you.
The most important thing is to make the information that you have useful
to you and recruitment software will help make this possible by helping you
organize the information into manageable fields. If you organize this
properly, it should make finding the relevant information such as a
candidate or company take only seconds.
This type of software can also enable the user to scan in and store a
candidate profile as well as CVs and other relevant documents that might
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The Back office software is that which helps you handle the payroll and the
invoicing functions of your business so that you can make life easier. This
type of software tends to be used primarily by temporary agencies that pay
their own temporary staff on a regular basis. It is also very useful for the
larger agencies that have a large number of employees. The software lets
you input data on a time sheet based system so that you can make the
process easier. You can import all of the information you have on other
office systems so that you can use it in your software with little effort and
make the most of the benefits it brings. Thus, making it easier to work out
the correct pay for a wide number of employees that work a wide variety of
different hours.
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6.4.1 Working
The older recruitment softwares are typically installed within the company
premises and have a one-time installation cost. In recent years, the ATS is
expanding into small and medium enterprises through software as a
service offerings (SaaS). With SaaS, companies can now pay for
recruitment software on a pay-as-you-go basis. This has been instrumental
in increasing the penetration of ATS in smaller companies.
6.4.2 Features
Core Functionality
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Allow applicants to share job openings easily through social and business
networking sites
Automated job posting direct to your website, free job sites, and paid job
boards
Standard and ad hoc reporting links get you the information you need,
on demand
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6.4.3 Benefits
A good ATS provider will provide the entire package, from installation and
implementation to training and ongoing management of data and
information. Recruitment software allows a business to find out exactly
what their employees are thinking, what their core needs are and how they
respond to certain types of HR management. Changes based on the
information gathered through using a recruitment software system will
then be used to drive the business growth and to develop better sales
practices. Applicant tracking software is the technological answer to human
resources and staffing in the 21st century. It allows for more effective and
better targeted HR functions within a business.
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5. One stop for candidates from all sources: Collect all job applicants
at one place, whether they come via e-mail, job boards, your careers
page or even folders.
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Picture 6.7
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MS Word format resumes are still the format of choice for people all over
the world to describe the skills, qualifications and experience that they
have that make them a suitable candidate for a particular job. These are
easy for a human to read and understand, but to a computer they are just
a long sequence of letters, numbers and punctuation. A parser is a
computer program that tries to analyze this sequence and extract from it
elements of what the person who wrote it actually meant to say.
Picture 6.9:
Part of the reason for this is that language can be almost infinitely varied.
There are tens if not hundreds of ways to write down a date, for example,
and countless millions of ways to write down what you did at your last job.
All these different ways of writing the same thing have to be captured by
the complex rules and statistical algorithms that make up a parser, and this
requires lots of effort and persistence to encode.
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But although the sheer variety of ways of saying the same thing is a
challenge for the parser-writer, an even bigger problem is ambiguity, where
the same word or phrase can mean different things in different contexts.
For example, Director can be a job title in some contexts, or a software
package in others. A four digit number can be part of a telephone number,
a Swiss zip code, a year, a version of a software package, or many other
things depending on the words around it. Seeing Project Manager in a
resume may indicate that the person was indeed a project manager, but
not in the context I reported to the Project Manager. Meryll Lynch may
be someone's name, but is more likely to refer to a company. All of these
ambiguities have to be resolved by the parser by looking at the context in
which they are used.
Keyword-based parsers are the simplest and the least accurate. They
work by identifying words, phrases and simple patterns in the text of the
resume and then applying simple heuristic algorithms to the text they find
around these words. For example, they may look for something that looks
like a postal code in the resume and then try to interpret the surrounding
words as an address. Or they may look for patterns that look like date
ranges and assume that the surrounding text is an employment timeline.
These parsers are the least accurate because they can't extract information
that is not surrounding one of their keywords, and if their keywords are
ambiguous (e.g., the skill Director) then they will frequently make the
wrong guess about its interpretation. In general, it is hard to get beyond
70% accuracy with a keyword-based parser.
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Different parsers make different claims as to how good they are, and what
they are good for. The two key measurements you should look for in a
parser are: (a) coverage and (b) accuracy.
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6.5.3 Benefits
The candidate:
The recruiter:
The employer:
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can produce clear analyses and generate optimum search results due to
structured data storage in a qualitative CV database
is more likely to achieve the best match between jobs and candidates
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Picture 6.14
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Proponents claim that the SaaS allows a business the potential to reduce IT
operational costs by outsourcing hardware and software maintenance and
support to the cloud provider. This enables the business to reallocate IT
operations costs away from hardware/software spending and personnel
expenses, towards meeting other IT goals. In addition, with applications
hosted centrally, updates can be released without the need for users to
install new software. One drawback of SaaS is that the users' data are
stored on the cloud provider's server. As a result, there could be
unauthorized access to the data. Cloud computing relies on sharing of
resources to achieve coherence and economies of scale similar to a utility
(like the electricity grid) over a network. At the foundation of cloud
computing is the broader concept of converged infrastructure and shared
services.
Chances are youve heard of the cloud by now, or even used the term
yourself, but havent really stopped to give it a lot of thought. If youve
logged into Google, bought a book on Amazon, liked an article on
Facebook or updated your resume on Monster, youve seen cloud
computing in action yet probably werent even aware of it.
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Here are five of the reasons why cloud computing matters most for HR and
recruiting professionals, and why theyre important to the tools, and
technologies, of the talent management trade.
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Picture 6.16
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Picture 6.17
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Clearly, for cloud computing, the costs of getting it wrong are too steep a
price to pay when it comes to acquiring and managing top talent. For HR
practitioners who want to get it right and prevent obsolescence, any
forecast for successful recruitment strategies in 2012 requires a 100%
chance of clouds.
!
As a late entrant, how do you compete in a market that is already
dominated by giants? As a small player with limited ability to capital, how
do you scale up without any limits? Startup WinHire Technologies was
grappling with these questions, as it rapidly scouted for solutions that
could help the firm take advantage of technology and level the playing
field with the giants.
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The cloud gives WinHire the capability to plan and scale for the future.
When you have higher volumes of video resumes, we can quickly scale
up without worrying about infrastructure related issues, states Devanur.
The cloud capability also gives the firm the ability to test out its portal on
new mobile platforms.
WinHire is a perfect example of a company that owes its existence and its
business model to the cloud. Without the cloud, the firm would have
never been able to launch such a business model especially when it had
limited resources as a startup company. Devanur sums this up perfectly,
when he says, We are a 100 per cent cloud company. We live in the
cloud and without the cloud we will be out of oxygen.
!
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!
If WinHire does succeed in disrupting the marketplace with its innovative
approach, it can inspire many entrepreneurs who have a fantastic
business model, but lack the resources to invest in the technology
infrastructure. The cloud can level the playing field, and allow startups to
compete in a much more effective manner, as it is already doing for a
number of companies.
!
6.7 Activities
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6.8 Summary
Low cost.
No intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
Efficiency of recruitment process.
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The very first requirement from any recruitment software is that it should
be easy to use and implement. Therefore, selective programming
languages were chosen so that the software is user-friendly and easily
manageable. These software applications are, thus, capable of integrating
into any system or website easily and save a lot of money that would have
been otherwise wasted in implementing new changes. It helps to locate
and store information that is useful depending upon the filters set by the
user. Some of the common features of recruitment software are resume
parsing, powerful search mechanism, staffing and application stats, data
management, integration with Microsoft Outlook and websites. Recruitment
software also comes in various versions and types such as, recruitment
software for medical use, staffing purposes, direct hiring software and
many more. It is suggested that you search for specialized software if you
are into a unique domain. Recruiting software is an innovative brand new
breakthrough inside the staffing industry. It's got computerized the entire
recruiting for both small and big companies likewise. This has made hiring
new workers easier, speedier, and even more productive than ever before.
Some of the functions of the recruiting software programs are enlisted
below:
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The candidate can apply for a job quickly and easily and has a positive
candidate experience.
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1. Access on Demand
2. Multiple Sources for Candidates
3. Increased Speed of Implementation and Updates
4. Improved Candidates and Analytics
5. Increased Innovation and Customization
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9. What are the three types of parsers used by recruiters? Write a detailed
note on the working of each of these.
12.What are five of the reasons why cloud computing matters most for HR
and recruiting professionals?
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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Chapter 7
INNOVATIVE RECRUITMENT PRACTICES
Objectives:
Structure:
7.1 Introduction
7.2 The Use of Social Media Sites
7.2.1 Facebook
7.2.2 Twitter
7.2.3 MySpace
7.3.1 LinkedIn
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7.1 Introduction
Social media is media for social interaction, using highly accessible and
scalable communication techniques. It is the use of Web-based and mobile
technologies to turn communication into interactive dialogue.
Picture 7.1
Social networking sites such as Facebook, Twitter and LinkedIn are some of
the most powerful tools available to recruiters today. Facebook has more
than 500 million members and regularly surpasses Google in site visits per
day. LinkedIn has increased its number of registered users from roughly 40
million in 2009 to more than 100 million in 2011. Your company may
recognize the potential for social recruiting or may already be using the
tools, but a social recruiting strategy needs to be part of the companys
overall goals and objectives to deliver true return on investment (ROI). As
usage continues to skyrocket, more businesses are recognizing the fact
that high-quality candidates can be reached faster and at lower cost using
social networks than traditional recruiting methods. Social networks can
give recruiters a competitive edge in locating and engaging the best
candidates available to reach your companys recruiting objectives.
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With the advance in technology and increase in the number and diversity of
the social media sites, we now have what is called as a Social Media
Recruiting Starfish. As seen in the image below, this consists of use of
different types of Social Media for the purpose of recruitment.
The above image illustrates the fact that Social Media sites are not just
restricted to Facebook, Twitter, MySpace and LinkedIn but also diverse
mediums like YouTube, Flickr, Ning, Meebo and Blogtalkradio. So, as a
recruiter, there are unlimited options to choose from when using Social
Media sites as an option for recruitment.
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Sharon Dsouza, 28, was planning a job change when she stumbled across
a Facebook post inviting resumes matching her profile at a multinational
firm.
I was surfing social networks without knowing that it can offer me a job
with all queries sorted through comment and reply mode, said Dsouza,
who eventually was selected to the new job.
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Going beyond job portals, the Internet is changing the way recruitment is
happening with help from social media. While LinkedIn is a place to
showcase your skills, give and get references and network on topics of
career interest, Twitter and Facebook have their own charms.
Tweets are used by startups and even larger companies to put out
recruitment calls that earlier would have figured in advertisements.
Consider this: Six months ago, Mumbai based RPG Group was looking for a
Vice-president for its industrial relations department. The company's
human resources team posted the vacancy on a popular social networking
site and received 70 resumes and many more references in just three
days.
The trend is very effective and makes you reach your target candidate,
said Manoj Biswas, human resources, head, Accenture India. It gets you
immediate response, and available posts are filled quickly, lowering spend
on jobs classifieds.
The trend is not in the private sector alone. The government's staffing
body, Staff Selection Commission actively tweets about vacancies, cut-off
marks, results and clarifications.
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Candidates are worried about their online image and approach us for
guidance. Though the trend is not very aggressive, but while pasting
twitter handle or blog URL on resume they actually offer to display their
brand value, said Uday Sodhi, CEO, HeadHonchos.com, a job portal.
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The sheer size of the social networking crowd makes it the ideal platform
to find your ideal candidate. A few statistics from Facebook can make it
clear how you can reach millions of potential job seekers within a few
minutes using the social networking sites. Facebook Press Room claims to
have over 500 million active users. On any given day, 50% of the sites
active users log on to Facebook and an average user has 130 friends. With
millions of profiles listed on the site, you will be really spoilt for choice
when it comes to recruiting for the next vacant position. Even when a
candidate that you have approached is not interested to take up your offer,
he or she can always forward the same to his/her network. This way, you
can even tap into the extended network of a particular candidate to find if
someone suitable to fill up the vacant post is there. By 2014, social
networking services will replace e-mail as the primary vehicle for
interpersonal communications for 20% of business users.
Recruiting via social networking sites can also help you reach the best
talent which is often the most difficult to find and also the most difficult to
persuade to leave good positions. People having superior talent are usually
seen by recruiters as passive candidates who have a lot of employment
opportunities all around them but rarely need to send out their rsums to
land good positions. You are not likely to find them listed on stale rsum
banks of various job boards. However, many of these top rungs are active
on various social networking platforms. No wonder that social networking
sites are the most sought-after platforms to reach these passive candidates
who can fill up managerial level posts. Since most jobs these days require
increasingly specialized and sought-after skills, you can get access to a
wide talent pool starting from tech-savvy college graduates to experienced
employees if you opt for social networking sites for recruiting purposes.
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Picture 7.3
!
Picture 7.4
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Searching Candidates
Picture 7.5
Once you have decided to use social networking sites for recruiting, you
can employ two approaches to find some of the ideal candidates. You may
either use various search tools available on these social networking sites to
search candidates and contact them, or setup pages for passive recruiting.
If you want to use the former option, business networking sites like
LinkedIn and Ryze should figure at the top of the list as it is easy to
conduct searches there, mainly because of the reason for which these sites
were primarily built unlike other social networking sites where keeping in
touch with friends and family is the main objective.
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!
Picture 7.6
7.2.1 Facebook
Facebook has two sections that can be used for Recruitment Groups
and Events.
A Group of people, who are already in the company, can include past staff
too, like the Friends of Friends Group. Remember, if potential new hires
find these sites, it will really give them a sense of the culture.
If you search in Facebook, you will find people who work, or have worked
for your company. And this is the point. If you dont set something up, new
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hires can easily find a lone voice, in your company to contact. Try a search
on your company and see who comes up. It is better if there are a range of
views not just one voice? People can read through a list of comments and
make their own mind up.
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experience add those profiles in your friend list and you keep getting friend
request in similar line. It is not one-time effort, every day you have to keep
adding targeted profiles.
After this, it is like this you will be sitting on gold mine and post your
requirement as posting on your wall which will be circulated to all your
members plus their friends home page. As a rough example, if you have
500 friends in your Facebook profile and each of them has around 300
each, just see the mathematics.... 500 * 300 = 150000 just see the reach
of your postings. This will be an amazing tool for recruiters/HR
professionals to get needed profiles in time at free of cost.
The images given below are some examples of job postings on Facebook.
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Picture 7.8
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Despite concerns in some quarters about its suitability as a hiring tool for
certain specialisms, Facebook, the worlds largest social network, should be
seen as having an opportunity for everyone in recruitment terms.
But she acknowledges that there are different sectors that require a
different focus for example, consulting, technology and B2B specialist
firms that didnt typically have the consumer branding youd expect on
Facebook when compared to retail.
Some such companies had also expressed concerns that, in particular for
more senior roles, Facebook might not actually be the place to find the
candidates required but as Work4 strategic account director Paul Connolly
comments to Recruiter: One of the great misconceptions about Facebook
is that it has a much broader demographic than people give is credit for,
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with around two-third of users being 35 or older, and nearly half being 45
or older.
Facebook Recruiting
You probably use Facebook to share photos and witty anecdotes on a daily
basis. Did you know that Facebook is quickly becoming the largest
employee recruitment website as well?
Just remember to keep your Facebook profile clean and share interesting
information with your followers. Those are the best ways to build your
brand.
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As you would know personal Facebook profiles are meant for individual
people and Facebook provides pages for businesses and organizations.
Pages offer more robust features for organizations and are more suitable to
meet your business needs.
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When you convert your profile to a business page only your profile photo
and friends (converted to likes) will be moved to your new page. No other
data is moved to your page. So if you need any information on your new
page from your existing account, you should first download your profile
data which include posts, photos, bios and anything associated with the
account.
You can download your information from the Account Settings page.
1. Click at the top right of any Facebook page and select Account Settings
2. Click General in the left-hand column
3. Click on Download a copy of your Facebook data
4. Click Start My Archive
The business page which will be created after migration will have the same
name as your profile name. Also if you have more than 200 friends, you
will not be able to change the name of your page after the conversion.
Make sure your profile name reflects your business page name before
going to the next step.
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If you already have an active business page you probably would want to
merge these pages. In this case, you need to provide same name and
address as your active page or you might not be able to merge them.
1. Click in the upper-right corner of any Facebook page and select Account
Settings
1. Click on the Update Info button under your cover photo on your
timeline.
2. To edit the info in these sections, click the Edit link that appears in the
top-right corner.
To convert your profile to a page go here. Below is how the next steps look
like
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Choose a category most appropriate for your business and proceed to next
step.
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If you have duplicate pages for your business, you should merge them. In
order to merge duplicate pages, they need to have the same name and
address. Merging Pages combines all your likes and check-ins, but all other
content from the Page with fewer likes, such as wall posts, photos and its
username, will be permanently deleted.
Content on the Page with more likes will remain unchanged, except for the
addition of likes and check-ins added from the Page with fewer likes.
Facebook removes the Page with fewer likes and you will not be able to
unmerge it.
1. Go to the Page with more likes. This will be the one youll keep.
2. From the top of your Page, click Edit Page.
3. Select Update Info.
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7.2.2 Twitter
Twitter was created in March 2006 by Jack Dorsey and by July, the social
networking site was launched. The service rapidly gained worldwide
popularity, with over 500 million registered users as of 2012, generating
over 340 million tweets daily and handling over 1.6 billion search queries
per day. Since its launch, Twitter has become one of the ten most visited
websites on the Internet, and has been described as "the SMS of the
Internet." Unregistered users can read tweets, while registered users can
post tweets through the website interface, SMS, or a range of apps for
mobile devices.
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Picture 7.9
Yes, you can use Twitter to promote job opportunities, and to complement
your e-recruitment sourcing channels pool. However, Twitter can do much
more for your business.
Here's how to get the most out of Twitter when it comes to recruiting:
As a recruiter, you can use your own Twitter account or use your
company's, but it should be clear that the purpose of your account is to
share available jobs and information about the companies that are hiring.
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Since Twitter gives you just 140 characters to get your message across,
don't beat around the bush. Tweets should be along the lines of: "Looking
for a Sales Rep in NYC, Very competitive salary, apply at (include a
shortened URL)." To make your job postings stand out, you can also use
hashtags, which are formed simply by prefixing a word with a hash symbol
(#). Hashtags are used as a way to filter and find information on Twitter.
By including a hashtag with a keyword in your tweet, it becomes instantly
searchable. Here are a few examples of hashtags you might consider
using: #job, #jobpost, #employment, #recruiting, #hiring, #career,
#staffing, #salesjob, #NAJ (that's Twitter lingo for 'Need A Job?'). You can
use more than one hashtag in your tweet, but remember that your
characters are limited, so be strategic in which hashtag or tags you use.
If your company has a Twitter account but not a lot of followers, there are
tricks for expanding your network and building relationships with clients
and job candidates. Run a quick search on Twitter (search.twitter.com) for
anybody discussing a specific keyword and you can get hundreds of
contacts. You can search for people you know, by location, by industry or
interest, by hashtag, by popularity, by time and more. "I've enjoyed
building a community on Twitter and follow job seekers and career search
experts," says Stephanie Valadez, a human resources generalist at North
Texas Leaders and Executives Advocating Diversity. "I think Twitter has
helped us gain exposure, redirecting job applicants to our website and
people who may be interested in our free services."
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You should also follow associates and other recruiters that might be
sources for candidates. Tim Heard, president of eSearch Associates in
Louisville, Kentucky adds, "If a recruiter has established a network of
followers who tend to fall within the recruiter's area of specialization, then
the tweet about a job might not be an invitation to apply, instead, it might
be a request for referrals.
There is also the opportunity to market events you will be attending, such
as a tweet saying, "Stop by our career booth at the Sales Tech Expo." More
importantly, your Twitter account is a place to inform potential hires about
your business. Your tweets say a lot about your company and what's
important to it.
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For job posting related tweets or any tweets for that matter, make sure
you use relevant hashtags. Hashtags, that is the use of the symbol #
before a relevant keyword or phrase (no spaces) in a Tweet, are used to
categorise those Tweets and help to find them more easily in Twitter
Search. Clicking on a hashtagged word in any message shows you all
other Tweets marked with that keyword. Hence by using popular job
seeking or recruitment hashtags such as #jobs, #employment, #career,
you will position your tweets in the right context.
Six important tips are provided for using Twitter as a part of recruitment
plan:
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!
Picture 7.10
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If youre new to Twitter or been on it for a while and wonder what will kill
your twitter recruiting strategy, think about this: It may be that youre
committing one of the following mistakes.
If you are looking to maximize results on Twitter, you must diligently avoid
the following 5 mistakes:
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Picture 7.11
Recruiting on Facebook, Twitter and other social media websites is an
increasingly trendy practice. Social networking sites are free, easy to set
up and allow recruiters to communicate quickly and easily. Very large
companies may have so many job openings that a single Twitter liaison is
insufficient to post them all. Recruiters at these firms may find automated
posting services like HireRabbit quite valuable. These programs save time
by automatically posting available jobs. In this case, recruiters must be
exceedingly careful to not run their Twitter profile on proverbial autopilot.
Automated links lists dont pose a problem, provided that the human
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recruiter is actively involved with the Twitter profile as well. The importance
of this human element cannot be underestimated and is an absolutely
crucial aspect of hiring on social media.
Picture 7.12
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Hashtags open up your Twitter content to the masses not just your
followers. Anyone can search for the hashtag and find your tweet, even if
they arent specifically following you (yet). Being found by job seekers
within Twitters search can increase the number of followers you have.
By making your posts more accessible, hashtags can also increase your
likelihood of being retweeted which expands your tweets exposure
exponentially.
Conversely, you can also take action to seek out potential followers. By
following specific industry- or business-related hashtags, you can find
potential business partners, job candidates, or interesting people to follow
and build an online community with.
Utilizing the right hashtags within your tweets can broaden your influence
on Twitter, increase your retweets, and ultimately help you connect with
potential job candidates. Hashtags expand your reach to get the attention
and involvement of people in your industry, people looking for jobs, and
people who are connected to people who are looking for jobs.
Again by adding a hashtag, your tweets are visible to more than just
your followers or those viewing your specific Twitter feed but anyone
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1. Limit yourself to one or two hashtags within each tweet. Any more than
that looks like spam, and leaves you with fewer characters to get your
actual message across.
2. Always check the history and meaning of a trending tag before you use
it. It may have unknown negative connotations that will throw your
business in the middle of a conversation with which it plays no part. To
prevent a social faux pas, make sure the tag means what you think it
means.
3. If you make up a new hashtag for your business, make sure that it is
intuitive for your followers and easy to understand. Since your posts are
limited to 140 characters, the shorter the tag is, the better.
Making Hashtags
You can make tags with your business name, your industry keywords, or
your city name. Be sure to use hashtag standards when applicable; Popular
tags for recruitment include: #job, #jobpost, #employment, #recruiting,
#hiring, #career, #interview, #resume, and #staffing.
The average tweet has a half-life of less than 3 hours the amount of time
that it will receive half the clicks it will ever get. Create multiple versions of
your job post tweet, with different, related recruitment hashtags, and send
them out regularly to make sure that youre reaching the most people in
the right audience.
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Potential applicants who find your job posting through hashtag search will
consider your Twitter presence in their decision whether to apply. A
disingenuous presence could drive them away no matter how compelling
the job offer.
Picture 7.13
7.2.3 MySpace
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You do need to be careful, but it's also important to consider the flip side to
job searching and MySpace the companies who use it to find candidates
for employment.
Companies don't just put up a MySpace page and expect you to find it,
though, of course, they will be thrilled if you do. They also use MySpace
and similar sites to look for potential new hires.
Passive Recruiting
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Companies like these also understand the assertive side of the younger
generation. They know that communications (instant message, cell phone,
email, social networking) are much more instantaneous than they were in
the past. This population doesn't want to mail in paper resumes and wait
weeks for a response. So, employers communicate on the same level by
using video, blogs and blog comments, and instant messaging, as well as
email and phone.
Active Recruiting
Picture 7.14
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MySpace Jobs
There's another way you can use MySpace to find jobs. The Jobs section
(powered by SimplyHired) has over 5 million job postings. You can search
full-time jobs, part-time jobs, and internships, by keyword and location.
MySpace members can also post a resume using SimplyHired's resume
posting service.
Figure 7.1
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The only problem with the approach outlined here is that while nearly
every recruiter on the planet says that they want to try outside-the-box
tools, most recruiters are mundane, lack the courage to try new things,
and are unwilling to invest the time it takes to master a new approach.
Im not sure why; maybe its their fear of failure or their thin skin when it
comes to criticism, but you can tell which recruiters are open to new
approaches by looking in their eyes as a new approach is described. For
those who will never succeed in using a new tool or approach, the
reaction is always the same. At first theyre excited, then they begin to
express doubt, then the excuses start flowing, and it becomes clear to
those around that no experimentation is going to occur. I predict most
will respond this way to the concept of recruiting on MySpace. To add a
users perspective and some youthful credibility to this article, I have
asked Matt Millunchick, my research assistant at the University and the
next Michael Jordan of hiring to share his views and research on the
subject in this article. He is an enthusiastic supporter of recruiting on
these types of sites and cannot understand the resistance from old
school recruiters.
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What Is MySpace?
Simply put, MySpace and its competitors are online communities that allow
members to meet and make friends by posting information and pictures
about themselves. Although MySpace is the focus of this article, other
communities include Facebook (#2 in market share), Tagged, Bebo, Bolt,
and Friendster. If you have a minute, visit MySpace; its a fascinating look
into the minds of Generations X and Y. MySpace has taken the world by
storm, registering more than 65 million digital inhabitants. Its impact has
been so strong that some media analysts have relabeled Generation Y the
MySpace Generation.
To almost anyone under 30, MySpace and its competitors is the hottest
thing in networking. The medium is such a powerful communication
channel that last year media magnet Rupert Murdoch bought MySpace, a
firm barely three years old, for more than half a billion dollars!
!
Picture 7.15
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Online traffic reports show that in January of this year, MySpace had the
second-highest number of page views, coming in just behind Yahoo. Five
out of the top 10 search terms entered into search engines for the four
weeks ending March 4, 2006, were some variation of myspace. Compared
to other more famous job-specific networking sites like Jobster and
LinkedIn, MySpace is huge and growing, registering more than 150,000
new users each day.
Although MySpace and its peers are designed to be social networking sites,
a smart recruiter will see the potential value right away. Not only does
MySpace offer a huge number of participants, but statistics show that the
average time a user stays on the site is approaching 30 minutes each day,
an unheard of visit time for a website. At first glance you might think
MySpace is just for kids, but dont let the home page and your own
preconceived stereotypes cloud your vision. More than 80 per cent of the
sites registered members fall into the core demographic of 16-to-34-year-
olds. Note that this demographic includes a large quantity of college-
educated professionals with as much as 13 years of work experience. It
has a phenomenal number of features and interest groups that represent
potential hires, including business-related groups for Best Buy employees,
mortgage professionals, realtors, and Web designers, to name a few.
Quicken Loans is already using the site for recruiting sales and finance
professionals. Obviously youre not going to use MySpace to recruit the
next CEO of a Fortune 100 company, but its a superior source for finding
hourly employees, entry-level employees, military people leaving the
service, college students, and mid-level management. The site is a great
source for college students at campuses that you cant afford to visit. It is
one of the variety of tools that I recommend to smart firms that adopt a
remote college recruiting strategy.
Although MySpace is a very broad site, you can easily target specific
groups by using networking sites that also target these individuals. Some
of these other targets include:
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If you already use MySpace, you are aware of its many features and the
power of being able to read about and make friends instantly with people
around the world. If you have yet to make your mark on MySpace and
youre not sure how it can help you recruit, below is a list of some of the
most useful features on MySpace. Oh, and btw, u should also be familiar
w/MySpace lingo. (Thats computer shorthand for Oh, and by the way, you
should also be familiar with the special language used on these websites.)
In the users profile, you can find out a great deal about a person, including
their location, ethnicity, occupation, income, educational background
(school, graduation date, degree level, major, clubs, and fraternity/sorority
affiliation), professional work experience (company, location, position,
department), and personal motivations. Once you find a person who meets
your hiring criteria or basic skill needs, you can contact that individual
either via an instant message if they are currently online, or by sending
them a message or post via the MySpace server. Even if a person doesnt
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qualify for your specific position, they might know somebody who does, so
you should always leverage candidates for referrals.
MySpace Groups
!
Picture 7.16
You can search by field, sub-field, role, and keywords, and then refine your
search and relevancy by specifying sex, age ranges, and location ranges
based upon mileage distance from postal codes. For example, you can set
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Possible Concerns
All recruiting sources have their limitations, and social networking sites are
no exception. Some of the potential issues include:
Some profiles contain TMI, or too much information about the potential
candidate. Recruiters need to know where a person works, their career
goals and interests, but might not want to see racy pictures, racial data,
odd hobbies, age, or that the persons favorite sport is computer hacking
or free-form rock-climbing. Recruiters can opt to ignore such information
or hire a third-party to mine such sources for them.
Since these sites are not job sites, you have to use some creativity to
track down the groups or the keywords that will identify your target
candidates.
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Before you dismiss a source that has such potential, I suggest you think
back to other sourcing tools like Google searches, professional chat rooms,
referral networks, and even wine festivals that initially seemed crazy but
proved effective. If youre not sure that the site will work, I recommend
that you do a test. Pick ten of your best-performing current employees in
hourly, entry, or mid-level jobs and search the sites to see if you cant find
them. Youll be amazed at the hit rate. We predict that you will find that
MySpace will be the meeting spot for people under 35 for at least the
next decade. Its not just a website; its a phenomena. Try it and add it to
your recruiting tool kit.
Are you looking for some new ideas to simplify your social media
recruiting? Do you wonder how to use social media to attract, engage and
hire candidates? We asked the pros for one social recruiting tip
businesses need to know today. Heres their advice to help you pump
up your social media recruiting -
Social media is an infinitely large place to try and recruit in. When starting
with social recruiting the first thing you need to do is to narrow this down,
with specific focus on the types of candidates (your audience) you recruit.
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Establish which social media platforms they are both present and active on,
and start with them. Once there, build your position as knowledge experts
first, recruiters second, by contributing and sharing great relevant content
and engaging with your audience. You will quickly establish yourself as the
go-to recruiter in your sector sooner than you think.
#2: Master and Balance 3 Interrelated components (John
Sumser, HR Examiner)
!
In order to do social recruiting, you need three things jobs, traffic and a
place to host the intersection of the two. The difference between social
recruiting and old-fashioned job board style sourcing is that you are
responsible for all of the pieces.
The way you get people to come back is by giving them something that
they value while they look at your jobs. Thats really hard to get right. The
thing you have to care about is what matters to the audience in order to
get what matters to you.
#3: Go Where Your Audience Is (Todd Raphael, Editor in
Chief at ERE Media)
!
Dont be sucked into a given tool just because you perceive everyone is
using it. Use social media where the audience you want to reach is
hanging out.
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In other words, whoever they say they are and whatever they say theyve
done and they do is close if not the same, on LinkedIn, Facebook, Twitter,
G+ and the many other industry and association niche networks and
communities they might belong to. Looking for consistency and accuracy is
the key.
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To get the most out of social recruiting, you should look at the potential of
social media in 3 ways:
Over 50% of all time spent online is on social media sites. If you want to
influence people these days, you need to have a strong brand presence
within your niche on social media sites.
There are more ways to communicate with people then just email and
the phone.Successfully using Twitter, for example, could be as simple as
tweeting someone to say hi, then taking it further offline.
Social Recruiting is interactive; you cant just post and pray on social
media. Building a recruiting strategy that will last when it comes to social
media is one that involves many moving parts. This means developing
content, conversation, and community in a number of different social
platforms, that suit your target candidate audience while driving job
seekers to either your talent community or careers page.
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#7: Get Your Basics Right (Jorgen Sundberg, Founder and Director
of Link Humans)
There are still a lot of recruiters and HR professionals out there who are
either hesitant for social recruiting or simply dont feel comfortable with the
new platforms. When beginning with social recruiting, its important to
understand the platform, have patience and get the basics right.
For example when recruiting with twitter, you need to make sure that your
job tweets contain a searchable, easy-to-recognize hashtag, an obvious
description of the position, and a link to an accompanying page which
describes the opening in more detail.
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7.3.1 LinkedIn
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Picture 7.17
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LinkedIn and other social networking sites are advantageous for employers
who use them for both networking and recruiting.
The potential for LinkedIn and other social networking sites to play a major
role in your employee recruiting strategy increases as millions of potential
employees profile themselves on these sites each year.
The world of recruiting is changing. More and more the online focus rests
on social networking sites and smaller, specialized job boards. Here's how
employers are using LinkedIn, a popular networking site, for recruiting.
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Picture 7.18
More honest profiles: In a world that was not networked, one could be
different things to different people. But in a networked world, you can
have only one avatar. Once upon a time, a candidate could create
multiple versions of his resume, and depending on the job opening,
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forward one of the many suitable versions. Once you are on LinkedIn,
you can have only one profile, only one avatar. And if one tries to fudge
your profile, someone in your network who knows you, will question the
fudging. Hence, profiles on LinkedIn are likely to be closer to the truth.
When you put all these things together, you start seeing that LinkedIn is a
far more effective recruitment tool and as more and more people get onto
LinkedIn, it will become the preferred recruitment platform.
LinkedIn Users
Stay in touch with former, valued, trusted colleagues for potential future
employment relationships. You don't want to lose touch with people who
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INNOVATIVE RECRUITMENT PRACTICES
have worked successfully for you or with you in the past. They could be
your best future employees or send you your best future employees.
Can ask your current employees to activate their networks to reach out
to potential passive candidates for jobs. (Not everyone is looking, but
most people are open to discussing the right opportunity.) Employee
referrals are valued because most employees will only refer to you people
with whom they want to work.
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that you seek in a potential employee. Group members may also know of
a potential employee with the profile you seek.
For a fee, can post jobs on LinkedIn and recruit and hire candidates.
According to LinkedIn, LinkedIn combines job listings, candidate search,
trusted referrals and the power of networks to give you results.
Following are the instructions given for using the LinkedIn for recruitment
process.
2. Click on the Jobs and Hiring tab found on LinkedIn's homepage. This is
the jumping off point for both job seekers and people posting jobs.
3. Select the Hiring and Recruiting tab from the Jobs and Hiring
homepage. Here, you will be presented with several options for posting
positions on LinkedIn.
4. Choose the Hiring Manager menu if you only wish to post one job. This
option is particularly useful for those businesses or companies that have
low turnover rates or rarely seek job candidates on a national scale.
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1. Notify your contacts on LinkedIn that you are looking to hire without
paying for a job posting. Select the Tell Your Network button on the
Hiring Manager homepage.
2. Click the Post a Job button if you wish to proceed with the fee-based
posting process.
3. Use LinkedIns job posting form to provide details about your company
and the job you are posting. You may choose to recruit exclusively
through LinkedIn when you select the Exclusively on LinkedIn box at
the end of the form. Hit the Next button when you have completed the
form.
5. Confirm your job posting information before you hit the Post this Job
button and pay for your posting.
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The LinkedIn profile for your company or business will be the starting
point for most of your job prospects through LinkedIn. Take the time to
adequately and accurately fill out the profile section.
You can also use LinkedIn to recruit employees by searching for those
actively looking for positions that match your job description.
Picture 7.19
To access the LinkedIn Recruitment Tool simply click on the icon installed
in the URL bar, after you have previously browsed a LinkedIn public
profile.
The LinkedIn Recruitment Tool will take you to the Options page where
you can enter the data you want to save.
Once you are done with your changes, click the save button.
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Offline access to your saved data. You can access your saved data
without internet connection.
Remember Search button is not the ultimate solution when you have
better tools available like this!
LinkedIn Groups
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Picture 7.20
You can find and join LinkedIn groups from the Groups Directory or the
Groups You May Like page. Please note that there may be multiple groups
on LinkedIn for each interest, organization, or affiliation.
Move your cursor over Groups at the top of your homepage, and select
Groups Directory from the dropdown menu.
Search for a group using the Search Groups box on the left.
Move your cursor over Groups at the top of your homepage and select
Groups You May Like from the dropdown menu.
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Picture 7.21
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The talent shortage is a topic for many blog posts and frequent discussions
among the recruitment professionals. Each organization suffers because it
is not able to hire talents for the new product development. It is not able
to hire talents, who drive innovations and sharply increase the market
share of the business. However, the talents do change; the recruitment
process does not. The recruitment professionals do not use the lean
recruitment process, and the hiring procedure stays the same for ages. HR
has to innovate the recruitment process.
Picture 7.22
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7.6 Activities
2. With reference to the social media starfish go online and find articles
and case studies which illustrate the use of Flickr and YouTube to attract
job seekers.
7.7 Summary
In this chapter we are going to discuss, how to use social media sites in
the recruitment? Social media is media for social interaction, using highly
accessible and scalable communication techniques. It is the use of web-
based and mobile technologies to turn communication into interactive
dialogue. Though popular online job boards like Naukri.com,
Timesjobs.com andMonster.com etc. are still used by a majority of
employers, many are also using social networking sites like LinkedIn,
Twitter, MySpace and Facebook to recruit qualified candidates in quick time.
Whether you are looking for a candidate to fill up a managerial post or
want to get a trainee for an entry-level position, these social networking
sites can help. Some of the reasons to incorporate social media in your
recruiting efforts are:
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The sheer size of the social networking crowd makes it the ideal platform
to find your ideal candidate. Recruiting via social networking sites can also
help you reach the best talent which is often the most difficult to find and
also the most difficult to persuade to leave good positions. Once you have
decided to use social networking sites for recruiting, you can employ two
approaches to find some of the ideal candidates. You may either use
various search tools available on these social networking sites to search
candidates and contact them, or setup pages for passive recruiting.
Facebook has two sections that can be used for Recruitment Groups and
Events. Maintaining a personal account for anything other than an
individual person is a violation of Facebooks Statement of Rights and
Responsibilities. If you dont convert your noncompliant account to a Page,
you risk permanently losing access to the account and all of its content.
Following are the steps needed to perform to convert a personal Facebook
profile to a page:
Step 2 Change your profile name and address to reflect your business
page
You can use Twitter to promote job opportunities, and to complement your
e-recruitment sourcing channels pool. However, Twitter can do much more
for your business. As a recruiter, you can use your own Twitter account or
use your company's, but it should be clear that the purpose of your
account is to share available jobs and information about the companies
that are hiring. Twitter has the power to create and participate in public
conversations in real time. Six important tips are provided for using Twitter
as a part of recruitment plan:
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Realize that there is a difference between what you and a recruiter might
think is appropriate.
Be thoughtful about what you post, and, most importantly, think about
whether you need to post it.
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2. Shorter Time-to-Hire
4. Competitive Advantage
The talent shortage is a topic for many blog posts and frequent discussions
among the recruitment professionals. Each organization suffers because it
is not able to hire talents for the new product development. It is not able
to hire talents, who drive innovations and sharply increase the market
share of the business. However, the talents do change; the recruitment
process does not. The recruitment professionals do not use the lean
recruitment process, and the hiring procedure stays the same for ages. HR
has to innovate the recruitment process. The recruitment process has to be
quick and uncomplicated. We introduce many additional steps to make sure
that we hire the best talent. However, we usually hire the most patient
candidate. It takes weeks to return to the candidate. The talent does not
want to wait for our decision. The hiring process has to produce clear
decisions quickly.
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1. What are Social Media Sites and what is its role in helping recruitment
professional hire talent for organizations?
2. Enlist and describe at least five different kinds of social media site type
which are included in the Social Media Recruiting Starfish?
3. Explain with the help of examples the statement Tweets are used by
startups and even larger companies to put out recruitment calls that
earlier would have figured in advertisements.
4. What are the four prime reasons to Incorporate Social Media in your
Recruiting Efforts?
5. Cite the advantages of recruiting via social networking sites and why
they are gaining preference over online job portals?
6. Facebook has two sections that can be used for Recruitment Groups
and Events. Explain the working of each in brief?
8. Enlist and explain any four important tips that are provided in this
chapter for using Twitter as a part of recruitment plan?
11.How can LinkedIn help in recruitment? What are the steps necessary to
post a job on LinkedIn?
12.Enlist and explain any six key features of LinkedIn Recruitment Tool?
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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THE SELECTION PROCESS
Chapter 8
THE SELECTION PROCESS
Objectives:
Structure:
8.1 Introduction
8.2 Methods of Selection
8.2.1 Tests
8.2.2 Ability Tests
8.2.3 Personality Tests
8.2.4 Projective Tests
8.2.5 Some Other Tests
8.2.6 Personal Interviews
8.2.7 Assessment Centers
8.4 Activities
8.5 Summary
8.6 Self Assessment Questions
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8.1 Introduction
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choosing the best candidate with best abilities, skills and knowledge for the
required job.
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THE SELECTION PROCESS
Following table shows the difference between the recruitment and selection
process:
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THE SELECTION PROCESS
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THE SELECTION PROCESS
Often HR department takes the responsibility for the first few hurdles of
assessing application blanks, conducting brief screening interviews, and
administering ability tests. Then one or more managers/supervisors
interview the survivors of these hurdles. Finally, pending satisfactory
reference checks, offers are made, medical examinations are completed
and hiring is finalized.
Application blank and/or resume is the first selection hurdle for most jobs.
Application blanks request information about education, history and skills,
as well as names and addresses of the applicant and several references.
Most of the information requested is factual and can be verified, such as
degrees earned or dates of employment. Application blank or resume fraud
is not uncommon. Some studies indicate that 20 to 50 per cent of the
candidates falsify or slightly inflate some of their credentials. Thus, seeking
confirmation of important credentials is a wise practice.
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about the past work experience with each task or with each type of
equipment used.
8.2.1 Tests
Intelligence Tests
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Aptitude Tests
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THE SELECTION PROCESS
Achievement Tests
PIP Tests
PIP tests are those which measure ones personality, interests and
preferences. These tests are designed to understand the relationship
between any one of these and certain jobs.
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(c)Norms have to be developed for each test, their validity and reliability
for a given purpose is to be established before they are used.
Thematic Apperception Test and Rorschach Ink Blot Test are examples of
projective tests. In Thematic Apperception Test, a photograph is shown to
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THE SELECTION PROCESS
the candidate who is then asked to interpret it. The test administrator will
draw inferences about the candidates values, beliefs and motives from an
analysis of such interpretation. The main criticisms against such tests are
that they could be unscientific and reveal the personality of the test
designer/ administrator more than the applicant.
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4. Introduction
Introduction stage is a two-way process. It is important to start by
giving the applicants an introduction to the company, the department,
the positions and what will be happening during the assessment phase.
An opportunity to ask any questions should be given to the candidates
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THE SELECTION PROCESS
whom they may have. To help make everybody comfortable, ask the
candidates to briefly introduce themselves. Panel members should also
introduce themselves.
5. Selection of Tools
The format of assessment center exercise varies depending on the
nature of the job for which candidates are being assessed, as with job
competencies that are required differs.
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Picture 8.3
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Traits Rated and Halo Error: Halo error occurs when either the
interviewers overall impression or strong impression of a single
dimension spreads to influence his or her rating of other characteristics.
For instance, if a candidate impresses the interviewer as being very
enthusiastic, the interviewer might tend to rate the candidate high on
other characteristics, such as job knowledge, loyalty and dependability.
This is especially likely to happen when the interviewer is asked to rate
many traits.
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Picture 8.4
The panel or committee members may include some one from the Human
Resources Department, the head of the department where you may work,
and possibly co-workers. Remember to treat everyone with respect and
answer all of their questions as clearly as possible.
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Unstructured
Semi-structured
Structured
Unstructured Interviews
The method to gather information using this technique is fairly limited, for
example, most surveys that are carried out via telephone or even in person
tend to follow a structured method. Outside of sociology the use of such
interviews is very limited.
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Here, questions are not planned in advance, and interviews with different
candidates may cover quite different areas of past history, attitudes, or
future plans. They have low inter-rator reliability and lowest validity.
Because questions are not planned, important job-related areas may
remain unexplored, and illegal questions may be asked on the spur of the
moment.
Semi-structured Interviews
Involves some planning on the part of the interviewer but also allows
flexibility in precisely what the interviewer asks the candidates. Semi-
structured interviews are likely to be more valid than unstructured ones,
but not as valid as highly structured interviews.
Themes: While wholly structured interviews emphasize the same flow and
questions asked of each candidate, semi-structured interviews place more
emphasis on themed questions. Requirements of the position are used to
establish question categories, which will be covered with each candidate.
Some questions are prepared. However, flexibility is given to allow the
interviewer to ask follow-ups based on a candidate's original responses.
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questions that may contribute to a lack of fairness, while opening the door
for possible discrimination lawsuits. On the other hand, front line managers
who often prefer unstructured interviews suggest semi-structured
interviews don't go far enough in allowing for assessment of each
candidate's personal qualities and soft skills. They don't allow for the
natural getting-to-know-you process that occurs in unstructured
interviews.
Structured Interviews
Research shows conclusively that the highest reliability and validity are
realized in the structured interview. In a structured interview, questions
are planned in advance and are asked of each candidate in the same way.
The only difference between interviews with different candidates might be
in the probes, or follow-up questions, if a given candidate has not
answered the question fully. Interviews that feature structured questions
usually also provide structured rating scales on which to evaluate the
applicants after the interview.
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Other uses
Hiring: Structured interviews have been advocated for use in the hiring
process as well, though the practice has not been widely adopted. The
United States Postal Service uses structured interviews for at least some of
its hiring, and has printed a guide to structured interviews that is publicly
available online.
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1. Study all the available information the application forms or CVs, the
job description and specification, the person specification.
2. Determine acceptable entry levels for new staff vis-a-vis the job
requirement for fully effective performance.
3. Ensure that all written tests/assessment center etc. results are available
and analyzed before the interview.
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The Interview
4. Stick to the agreed coverage plan and interview in turn. Ensure that
there is no cross-questioning. This confuses both the interviewer (who
may be pursuing a particular line of questioning) and the candidate
(who may get distracted from the point of discussion). Ensure that the
situation does not become a free for all with each interviewer butting in
as and when she pleases.
(i) The questions should elicit adequate response and evidence on the
potential ability to do the required job, based on the facts of past
behavior and requirement.
(iii)Use a simple, open question form which does not imply answers,
make unwarranted assumptions or influence candidates in any way.
(i) Maintain eye contact and give appropriate positive feedback (verbally
and non-verbally), to show your interest in the candidate and to
encourage them to open up
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(ii)Take your time, and use silence effectively. The candidates body
language will reveal whether they are reflecting on the question or
flummoxed. If it is the latter, you may clarify the question, if it is the
former, restrain yourself from speech.
7. Listen! This is the central to the art of good interviewing, as you elicit
enough factual information to enable you to make an informed decision.
Be alert to non-verbal cues.
8. Towards the end of the session, ensure that the candidate has time to
clear any doubts regarding the scope of the job/organization/growth
plans etc. Invite the candidate to ask questions. As mentioned earlier,
this will provide you with a further insight into her thought process.
(However, share data on a need-to-know basis. A talkative interviewer
has been known to reveal information on a yet to be announced
manager to the candidate who worked with a competitor leading to the
deal falling through).
9. Thank the candidate for coming and sharing information, and advise
them on the next stage and the time-frame of the selection process.
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this behavior and the likely behavior in the actual environment and
conditions of work.
3. Incorporate evidence from all other selection methods used. Apart from
tests conducted by you, also seek testimonials/references from other
sources.
8.4 Activities
2. Go online and find articles and case studies which elaborate on the
methods used to prevent the First Impression Error and the Halo
Errorwhile conducting interviews.
8.5 Summary
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Preliminary Interviews
Application Blanks
Written Tests
Employment Interviews
Medical Examination
Appointment Letter
Most organizations use more than one selection device to gather
information about applicants. Often, these devices are used sequentially, in
a multiple-hurdle decision-making scheme (candidates must do well on an
earlier selection device to remain in the running and to be assessed by
later devices).
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1. Pre-interview preparatory
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3. Write a note describing the use of Application Blanks and Biodata in the
Employee Selection Process.
5. Enlist and describe the forms of aptitude test which are used in the
Employee Selection Process.
6. What are Personality tests and how are they used in the Employee
Selection Process?
7. What are Projective tests and how are they used in the Employee
Selection Process?
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THE SELECTION PROCESS
REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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TECHNIQUES FOR EFFECTIVE INTERVIEWING
Chapter 9
TECHNIQUES FOR EFFECTIVE
INTERVIEWING
Objectives:
Structure:
9.1 Introduction
9.2 Guidelines for Interviewing
9.3 Key Characteristics of an Interviewer
9.4 Improving Interviewing Skills
9.8 Summary
9.9 Activities
9.10 Self Assessment Questions
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9.1 Introduction
The selection committee will help you pick the candidate best suited for the
position and for the unit overall. Select committee members and a
chairperson based on the following criteria, keeping diversity within the
panel in mind.
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3. Escort the candidate into the room, introduce the panel, put the
applicant at ease, explain the interview process, and ask the first
question.
5. Inform the candidate of the timeline for selecting a finalist and filling the
position.
Have a Plan
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Screen Carefully
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!
Figure 9.1: Steps in Interviewing
"Essential Functions" are defined as the basic job duties that an employee
must be able to perform satisfactorily. Carefully examine each job to
determine which functions are essential to satisfactory performance.
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After you have established the position's essential functions, determine the
specific skills, knowledge, ability, experience, etc. needed by the applicant
to fulfill each function.
Try assessing each of the position's essential functions in light of four basic
questions:
What skills are not negotiable, meaning what is needed on day one?
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"Critical" requirements are those you absolutely must have those critical
factors that will eliminate some applicants. "Desirable" requirements,
secondary selection criteria, are attributes you would like an applicant to
possess in addition to the critical requirements. Desirable requirements can
generally be learned on the job.
Before the interview, take a few minutes to study the job application and
supplemental materials. Never write on the original application or resume;
your comments, "scribbles," highlighting, etc., could be used in legal
proceedings if a summons is issued for the application materials. The
application can be your interview map keep it visible during the
interview to keep you on track.
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the rest of the committee and invite him or her to be seated. Provide
information regarding the expected timeframe for filling the position and
what the interview is meant to accomplish. You can briefly define the
job responsibilities.
Direct questions are easy to understand, and are more likely to yield
concise answers and specific information. Example: "Why did you apply
for this position?"
Probing questions, such as "Could you explain what you mean by ...?"
can further clarify the candidate's views.
Allow silence after asking a question so that you don't interrupt the
candidate's thinking process. Encourage candidate with: "Take your time,
we want you to be specific.
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Avoid:
Questions that are illegal and dealing with areas that are not factors for
job performance, such as gender (if you would not ask a question of a
man, do not ask it of a woman, and vice versa), age, race, religion,
veteran status, marital status, medical conditions (do not make medical
judgments or disqualify a candidate on factors that are purely medical
in nature), and disability (it is illegal to ask about the nature and/or
severity of the disability, the condition causing the disability, if the
applicant will need treatment or special leave because of the disability,
or about any prognosis or expectation regarding the condition or
disability). Contact your Employment Consultant/Recruiter if you have
questions.
5. Take Notes
Taking notes will help you remember details of the interview; however,
writing notes during the interview could be distracting and upsetting to
a candidate. If you plan to take notes, explain before the interview
starts that you will be taking notes or recording the candidate's
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7. Check References
References are checked for three basic reasons:
Verify employment
Verify what you have learned during the interview
Obtain employment recommendations
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9. Decide on a Salary
New hires: In general, a department can make an offer up to the mid-
point of the salary range for new hires. Any salary above these levels
will be by exception only and requires the approval of Employment
Services/HR before a hiring commitment can be made. You must always
check with internal protocol(s) established for funding issues.
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A candidate has the right to know the reason(s) for not being
selected; however, reason should be suggested by selection criteria
based on the position description
Consideration of the following will help to ensure that your interviews are
conducted effectively and that interviewers and candidates have confidence
in them.
Do interviewers have?
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sense, the candidate is also interviewing the company to ensure that its
the right place for them. So, the good interviewer must have following
characteristics.
1. Be Prepared
Essential to being a great interviewer is being prepared for the
interview. This means knowing what the candidate is interviewing for
and doing your research. Most companies will give you an interviewer a
packet that will contain the job description, resume and evaluation
forms. What companies normally dont give you is the insight into what
the hiring manager is really looking for. To understand that, you need to
talk to the hiring manager and get a feel for her ideal candidate. To
better understand her requirements, inquire about these topics:
Whats the job really about? This seems a little odd but chances
are, the job title or even the description does not really convey what
the hiring manager really wants. Digging a little deeper into the exact
requirements of the job will make it easier to evaluate the candidate.
The dynamics of the group: If you dont interact with the hiring
managers group much, make sure to get a sense of the group
dynamic.
What skills are really important for the position? Again, this may
be obvious but in some cases, the job description may not be a good
as talking directly to the hiring manager.
Preparing also encompasses looking beyond the resume and doing some
research of your own. In the Internet age, there are wonderful, public
tools that you can use to learn a lot about a candidate. This is especially
important for management positions since a manager sets the groups
tone and the wrong tone can crater a group.
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Start out with idle chit, chat: Resist the temptation to jump right in
to your detailed questions. Warm the candidate up a bit by giving them
some easy questions to answer.
Ask if they need anything again: Once your time is up, make sure
to offer them the use of the restroom or any kind of refreshment thats
appropriate. This is not only the courteous thing to do but also allows
you to see how the candidate reacts to normal social interactions.
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Have them describe a problem they solved: Most people will jump at
the chance to explain how they solved something tricky, especially
engineers and scientists.
Walk them through the lab or office space: Giving someone a tour is a
great way to put them at ease and see how they interact with staff. It
is critical to understand this people dynamic. If they are nervous,
condescending or uninterested, then thats a big red flag.
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Ease into the tough questions: Start the interview questioning off
with questions that are easy and not too open ended. Building up to
the tough questions allows the candidate to warm up their mind so that
they can put their best foot forward.
Ask questions that are open ended: Open ended questions are a
great way to see how a candidate thinks through a problem. It will also
show what solutions they tend to gravitate too.
Break it up: It is best to have peaks and valleys within the interview
where the candidate can catch their breath and not be on the spot.
This shows that you care about what they might have to say. Its best
to break up the interview by having others ask questions or giving the
candidate more details about the position.
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do have to amplify the positive while being honest about the negative.
Selling the company really starts out with the first impression you give
the candidate, the after interview follow up and their first day. All of
these interactions leave an imprint on the candidate that will sway them
one way or another. Another important aspect of selling the company is
to understand the needs of the candidate. Why are they leaving their
job? What excites them? Why do they want to work for your company?
What is their number one issue with their last company?
Of course, going over the benefits, compensation and other perks is
important but if your company is competitive, then those things are just
the minimum threshold to get past. What you really need to figure out
is what itch the candidate needs to scratch. For some, it might be as
simple as doing something different. While others, they may just want a
shorter commute.
Directly says what they want: Once you hear what they want, then
make sure you can provide that. It is vital to align expectations and
ensure that you can keep your promises.
Looking for Growth: Growth can be many things but usually it means
growing to more responsibility (e.g., Management). Make sure that
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Instructions
2. Do your homework: That is, learn as much as you can about the
interviewee before the interview. In a lot of cases, your interviews are
with people you've never met and about whom you know little. Contact
references or sources that may be familiar with the interviewee.
4. Ask and listen: Boiled down to its essence, this is what an interview is
all about. That may seem like an obvious point, but inexperienced
interviewers tend to give more attention to what they are going to ask
next than to what the interviewee is saying at any given moment.
5. Go with the flow of the interview: The first question you ask may
invalidate some of the other questions on your list. But, it may also
raise new questions. Don't just automatically go down the list.
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The interviewer must be thoroughly prepared for the questions that are
likely to be asked. He should be a good planner.
An important thing to be noted here is that body language applies not only
to the Interviewer but also to the Interviewee. Also, note that these
gestures may happen throughout the conversion or a discussion and they
change as the conversation progresses.
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TECHNIQUES FOR EFFECTIVE INTERVIEWING
Crossed arms and legs means that the person is feeling very reserved
and suspicious.
Open arms and hands means that the person is open and receptive.
Standing before you with hands inside the pockets means he is not sure
or feels suspicious.
Standing before you with hands on hips means he is receptive and ready
to help you out.
Rubbing the back of head or touching the back of neck means the
conversation is not really interesting.
Leaning back in chair with both hands clasped behind head means he is
in an analytical mood, but it is also a gesture of superiority.
Sitting in a chair shaking one of the legs means he feels nervous and
uncomfortable.
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If the eyes are downcast and face turned away, it means he is not
interested in what you are saying.
If he moves his body and sits with his feet and body pointing towards a
door means he wants to end the conversation and leave the room.
Don't play with your watch, clothes, bag etc. Try to maintain eye contact
with the interviewer.
Last but not the least, do not underestimate the importance of your
posture and subtle movements.
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Types of listening:
To obtain information from candidates, you frequently have to ask for it.
Whenever you make requests for information, you're using the skill of
Probing. Usually, probing takes the form of asking questions. But you are
also probing when you request a demonstration or explanation.
Picture 9.1
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There are two types of probes open and closed. A request for
information that allows the candidate to speak freely is an open probe.
Open probes generally begin with "what", "how", "why", "tell me", or "show
me". Such probes give candidates an opportunity to respond in whatever
way they wish. A request that limits the candidates response to a few
alternatives is a closed probe. Closed probes generally begin with "do",
"are", "is", or "which". They can be answered by yes or no or a choice
among limited alternatives. Use open probes in the beginning of a
conversation to gain information and when you want to expand on
something, especially if a new topic has been brought up.
Sometimes open probes fail to get the information you need, or they may
not be the most efficient way to find out what you want to know. When
that's true, you'll find closed probes will help you undercover the specific
information you need. Closed probes are also useful to check whether
you've understood something said or done. Confirming with closed probes
helps you avoid misunderstandings. Closed probes to confirm also
demonstrate that you're paying attention.
When you probe to confirm what has been said or done, youre simply
making sure that you have understood what's going on. You don't need to
agree to confirm your understanding. Nor should you indicate support for
negative statements about yourself or business.
Asking probing questions is another strategy for finding out more detail.
Sometimes it is as simple as asking your respondent for an example, to
help you understand a statement they have made. At other times, you
need additional information for clarification, "When do you need this report
by, and do you want to see a draft before I give you my final version?", or
to investigate whether there is proof for what has been said, "How do you
know that the new database can't be used by the sales force?
Gaining clarification to ensure you have the whole story and that you
understand it thoroughly;
Drawing information out of people who are trying to avoid telling you
something.
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Good advice is to try and be original. Dont tell the candidates what they
are expecting to hear. Confidence is the key. If you have total confidence
and self-assurance then you can take control of the interview. Integrity is
an extremely difficult quality to probe for in an interview yet it is highly
valued in our industry, so interviewers need to present questions like:
Have you ever been forced to break the rules/policies? Explain the
circumstances that led to this. Or lead the candidate into exposing
themselves a little by asking: We all tell a lie now and then, when was the
last time you lied to a work colleague? Explain what happened and what
the outcome was.
Know what you want in a candidate before you begin the interview.
Review the job specifications and requirements that have been
prepared.
Know the job and its responsibilities. Review the job description.
Since past behavior predicts future behavior, look for the candidate's
behavior patterns as you collect information. For example, has the
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TECHNIQUES FOR EFFECTIVE INTERVIEWING
Try not to offer too much detailed information up front so that the
candidate will be able to formulate answers that exactly fits your
company's needs. Don't put the right words in his/her mouth!
Remember, the candidate (hopefully) wants the job and will be looking
to say the right thing to impress you.
Notice how well the candidate listens and responds to the questions
asked.
Note the candidates choice of words and non-verbal behavior. Are they
answering your questions clearly?
Listen to the questions the candidate asks. Clarify the reasons why the
questions are being asked. Notice which questions he/she asks first as
they may be his/her primary concerns.
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Record information pertaining to the set criteria that will help in the
evaluation of candidates.
Dress appropriately.
Structure the interview and inform the candidate of the structure. Let
the candidate know you will be focusing on past results and that you
will be taking a lot of notes.
Use your list of standard questions during each interview so that you
treat the applicants equally and so you can compare apples to apples.
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Do not dominate the discussion by talking too much. Many experts use
an 80/20 rule you talk 20% of the time and the candidate talks 80%
of the time.
Ask structured questions that will require some thought on the part of
the candidate.
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The most commonly used tools for the selection process is the personal
interview. An interview is a conversation with a purpose between two
persons or groups of persons. They are done not only for the purpose of
recruitment or selection for a post, but also to gather information from
someone important.
There are several different types of job interviews, but all are designed so
that the interviewer can assess your skills and qualifications. Interviews
are also your chance to evaluate a company and decide if it is where you
want to work. It is important that you are comfortable with the different
types of interviews and are able to be relaxed during them.
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6. Stress Interviews: The purpose of this interview is to find out how the
candidate behaves in a stressful situation. That is, whether the
candidate gets angry or gets confused or gets frightened or gets
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Make Notes: A candidate's resume might not cover all the details and
there could be a lot of other details which could come up while
conducting an interview. Make sure notes are taken during the interview.
Finally, make sure the candidate is involved in the interview and it is not
just one way. There are three steps to follow while conducting an
Interview, as shown in the diagram below:
Figure 9.2
There are three steps you should complete when opening the interview:
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Build rapport
State the agenda
Ask for acceptance
The close of the interview is used to indicate to the candidate that the
information-gathering portion is complete and the interview is about to
wind down.
9.8 Summary
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Screen carefully
Contact the applicants
Before the interview, take a few minutes to study the job application and
supplemental materials. Never write on the original application or resume;
your comments, scribbles, highlighting, etc., could be used in legal
proceedings if a summons is issued for the application materials. The
application can be your interview map keep it visible during the
interview to keep you on track.
Be prepared
Be tough but fair
Sell the company
In the end, its still bad/wrong selection
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To obtain information from candidates, you frequently have to ask for it.
Whenever you make requests for information, you're using the skill of
Probing. Usually, probing takes the form of asking questions. But you are
also probing when you request a demonstration or explanation. There are
two types of probes open and closed.
While preparing for interview the interviewer must keep, the following
points in his/her mind: Prepare in Advance for the Interview, Collect
Pertinent Information during the Interview, Look and Act Professionally
During the Interview, Treat All Candidates Fairly, Be Courteous and
Respectful, and Facilitate Open Communication.
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9.9 Activities
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4. Enlist the Ten Step Interview Process and describe any three in detail.
7. Enlist and describe the forms of aptitude test which are used in the
Employee selection Process.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
Chapter 10
HIRING STRATEGIES FOR SENIOR
MANAGEMENT
Objectives:
Structure:
10.1 Introduction
10.2 Retained Executive Search
10.3 Executive Fit Planning an Effective Transition when Hiring Senior
Executives
10.5 Summary
10.6 Activities
10.7 Self Assessment Questions
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10.1 Introduction
Developed in the United States after the Second World War, retained
executive search is today employed by thousands of organizations around
the world in a wide range of industries and for many different functions. It
is not by chance that the profession has grown to almost US$8 billion in
worldwide revenues. It is a reflection of the increasingly important role that
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
it plays in economies and societies where merit and ability are the key
criteria for success.
The client, thus, buys full commitment, focus and resources and can expect
regular feedback and consultation throughout the search. The commitment
to a mutual goal and to full collaboration between the consultant and the
client as expressed in the retainer agreement is the key to success.
Without it, the highly complex and sensitive task of recruiting a senior
executive into the organization can easily go away.
Picture 10.1
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
focus of senior professionals who can relate to client management and the
executive community as their equals and who can bring to their work
comparative judgment and the experience of meeting and assessing
thousands of executives.
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The AESC recently surveyed member consultants under 40 to get a feel for
the next generation of executive search consultants: who they are, how
they came into executive search, and where they see the industry headed.
The survey asked respondents to tick up to five skills/characteristics they
thought were the most important for an executive search consultant to
have from the list below. Each option shows the percentage of consultants
who voted it one of the most important.
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The new executive seemed perfect for the job. His resume was impeccable.
Having received an MBA from a well-respected business school, he had
moved quickly into the management ranks of a Fortune 50 company. When
the high-flying technology company hired him as Senior Vice-president of
Finance, they expected that his credentials would give him instant
credibility.
Soon after his hiring, however, there were signs that things would not play
out as planned. The executive's straitlaced approach clashed with the
freewheeling style and laid back attitude of most of the rest of
management. He was described by some as uptight, and by some others
as the book kind of guy who did not know how to relax; he always seemed
to be on one urgent mission or another. Some in senior management took
his hiring as a direct threat. They felt that this polished outsider suddenly
had the inside edge to the chairman's office. That, coupled with his abrupt
style, quickly created a wide chasm between him and the rest of the
executive team who questioned aloud the prudence of his hiring. It soon
became apparent to everyone that this was not working.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
the right person during the search process. But often, major problems can
be avoided by attending to important aspects of executive integration. This
requires attention by both the newly hired executive and the organization
as a whole. Proper conceptualization and implementation of an integration
process can greatly enhance the chances of a smooth and productive
relationship between the new executive and the organization.
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3. Build in a plan for two-way feedback early and often: Another set
of interesting dynamics typically involves the boss/new hire relationship.
The individual's boss does not want to be seen as lacking confidence in
the executive, and thus often manages in a hands off fashion. Likewise,
the new executive wants to demonstrate competence and seeks little
supervision. However, the first few months are the very time when the
new hire most needs help and guidance from the boss. It is important
for both to recognize these natural tendencies and schedule more time
with each other initially. The boss can help the new executive interpret
the culture and its implications. He or she can also collect data about
other people's reactions to the new executive and discuss any need for
fine tuning.
The CEO and the new international executive communicated extensively
with each other during the first six months to determine how the new
executive was fitting in. They both made sure that he did not go too far
too fast, potentially leaving the rest of the organization behind. The
CEO also made sure that the other executives had as one of their job
responsibilities the successful integration of the new head of the
international operation. After about a year, the new president of the
international operations had made significant progress in growing the
international business as well as educating the rest of the company
about how to be a global company.
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4. Forge effective alliances: One of the key tasks for new executives is
to establish effective networks of support throughout the organization.
The first step is identifying key individuals inside the organization who
will be crucial to continued success. Building effective cross relationships
increases the sphere of influence of the newcomer.
Executives should carefully explore others' mental models and actively
seek out common ground where multiple parties agree, leading to
subsequent focus of effort and resources. New executives should avoid
"quick wins" that sacrifice key long-term objectives and relationships. It
is important to look beyond the formal organizational chart and identify
informal ways of building support and coalition for change. Be
particularly careful to not come in with all the answers and not to
denigrate any existing systems or procedures. Begin the development of
these relationships by assuming he had something to learn from each of
his new colleagues. This respectful approach and careful listening to the
needs of his or her colleagues will allow the new executive to develop
the types of alliances necessary for success.
When a software development company brought in a new Senior Vice-
president of human resources, the CEO expected the new executive to
precipitate change in the company but not get too far ahead of the
culture. The Senior Vice-president of human resources established a
biweekly, hour-long meeting with department leaders in which feedback
about how things were unfolding was the main issue. Thus, the new
Senior Vice- president was able to engineer the needed change and
accomplish the progress for which he was hired.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
Figure 10.1
The process should begin even before recruitment and continue for a
lengthy period after the executive comes on board. This helps to eliminate
expensive hiring mistakes and false starts, ultimately ensuring that
business momentum are maintained.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
policies and procedures, and surveying the lay of the land. Executives often
describe their orientations to new organizations as "drinking from a fire
hose," as they rapidly try to assimilate as much information as possible in
a short time- frame.
As the economy has heated up once again, employers are hiring to build
their bench strength and talent assets. Those employees new to the
organization need to learn or recreate the culture. The new hires will
be different than the people who left during the economic downturn, and
different than the people who remain. Some may be more entrepreneurial.
Others will be accustomed to an incompatible reward structure or have
more expertise. They may be more comfortable with a "matrix
organization" or less hierarchy.
Picture 10.2
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Events during the past five years have resulted in a sea change which has
brought a new set of dynamics to senior level executive recruiting. In
short, it has become more challenging to recruit senior executives.
Successful employers today understand that the single most important key
to their success is the right people in the right jobs. They understand the
implications of shifting demographics and psychographics, and will respond
to them in the context of their own organizations in order to position
themselves for a successful future. Times are more competitive than ever
and smart companies have recognized the value of their top employees
and are investing in their retention. To do this requires more than just
money.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
the pressure of business, there isnt time to go out and look in the market.
Plus, it seems safer to go with the employee you know and trust and try to
develop him or her, rather than risk bringing in unknown and untested
talent in these fast paced, challenging times. The upside of the internal
route is it can be less disruptive, it gives employees more incentive, and
the risk of perceived failure is minimized. The downside is you miss out on
bringing in new talent with fresh ideas, new approaches, more advanced
skillsets, and deeper experience.
In a recent MetLife Benefits Study, more than half of the respondents rate
work-life balance as a key job selection criterion, with a roughly equal
percentage of men and women saying it was a critical factor for them.
Another indication of changing attitudes and priorities is that over half of
those polled said they will actively seek to work for an organization whose
purpose or mission they agree with.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
The role of the executive search firm and in-house corporate recruiters is
more important than ever as human capital partners in this war for talent
atmosphere. In fact, developing a close working relationship with a search
firm partner is an important element in a companys strategy to gain
access to the best available candidates. Search firms are best utilized in a
true partnership and consultative role where they have access and input to
their clients strategic plans. This allows them to make suggestions on
organizational structures, take a proactive approach to positions expected
to become available, and offer a viewpoint on competitive marketplace
events and information. Good search firms today want to foster committed
long-term and binding relationships with clients, and understand that both
parties have the responsibility to meet each others needs and
expectations. Clients expect a timely and high quality process with a
reasonable number of qualified candidates to choose from at a fair cost.
Search firms want to be on an exclusive shortlist of search providers who
can expect ongoing search projects at appropriate levels.
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HIRING STRATEGIES FOR SENIOR MANAGEMENT
www.diversifiedsearch.com.
With new dynamics in executive recruiting, will the issue of cultural fit be
seen as just an added bonus, or is it as important as the specific skills and
experience of the candidates? What do companies need to do to ensure
that new hires match the culture of the company?
TMO. Cultural fit has definitely become paramount because companies are
moving faster and have the need to build teams that work as a cohesive
group. They want to bring in people who are like-minded and goal-
oriented. In my field, Media Entertainment, it has become a critical
component. Working with an executive recruiter gives companies an
advantage because we only present candidates we feel strongly will be
successful in that culture. The position as described on paper is one aspect,
but the x factor, or the connection the individual has with the interview
team and the company, is also important.
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And with the tightening talent pool, cultural fit is even more important;
companies can ensure that new hires match the culture by partnering with
an executive search firm that understands how employees think and act
within the organization, in order to know what type of executive is going to
fit into that culture seamlessly.
JVS. To ensure that new hires match their culture, companies must first
understand and clearly define what their culture is. In order for companies
to fully understand what works for them, they need to articulate the five
top-line bullet points that answer the question what is our culture all
about? They can then determine how these points match up with the
skillsets and the qualities of the candidates being presented to them.
JVS. Its certainly a good idea to look outside the box when youre looking
for creativity, new thinking or new ideas. Perhaps, you have people whove
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been with the company for a long time and you would like to stimulate and
challenge their thinking. However, when a company is in a turnaround
situation, its probably not a good idea because you need people who can
hit the ground running with very specific expertise and minimum risk.
KG. I agree and I see time as a significant change factor. These days, not
only do you need to make time for board meetings and prepping, but you
also need to be a really effective board member and be accessible to the
CEO at times in-between the board meetings. The time commitment and
the regulatory commitments are now more significant than ever, and in
light of these commitments its important to partner with an executive
search firm to help you define the skillsets you need and find someone who
fits well and is willing to serve.
JVS. The ideal choice for corporate and public company boards, a sitting
CEO, has become extremely difficult to find. CEOs are now limited by their
companies in their ability to serve on boards, so the traditional pool for
board members has become less accessible. In addition, the demands that
are made on board members require that they truly understand business
issues, have expertise and contribute. More than ever, boards are
evaluating their members and replacing those who arent adding value.
And, with boards becoming smaller, it is vital that each member is effective
and fits in well with the culture of the board. Making a mistake in the
selection of even one member can impact the dynamic of the entire board.
At the end of the day, skillset, experience, credibility and credentials are
what make an effective board member.
Given your name, its no surprise that Diversified has been a champion of
diversity recruiting. What advice can you give to companies that want to
build a more diverse workforce?
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TMO. The most obvious strategy is working with a search firm that, as part
of its standard operating procedure, presents a diverse slate. That is
clearly something in which we excel.
JVS. The most important thing is that diversity has to start at the highest
levels of the company. The board of directors should issue a mandate to
management and include, as part of the CEOs objectives (and bonus) that
the company will meet specific diversity goals. This directive should trickle
down from the top to be effective, not come from the bottom up. I would
also caution clients to look at the composition of their search firms. At
Diversified, we have a very impressive blend of diversity in our firm and I
feel that it goes a long way to truly understanding the issues.
TMO. One of the changes we see is that globalization has created a longer
workday for us. Were talking to the UK at five in the morning and Tokyo
and Australia at eight at night. Were finding that clients are looking around
the globe for talent because with all the movement worldwide, there are no
boundaries. Your talent could be working in Ireland, but have US
citizenship and a desire to return there.
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JVS. I think a company needs to look at the search partners attributes and
ask themselves: Is this the person I want representing my company out in
the marketplace? Does he or she understand our company business
strategy and what were trying to do?
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10.5 Summary
In this chapter, we have discussed about the Hiring Strategies for Senior
Management. Here we have seen that, in todays highly competitive,
complex economy, the quality of an organizations senior executive team is
critical. It is the key factor that will determine an organizations success or
failure. The process of retained executive search is essentially
straightforward but it is the skill, judgment and experience of the
consultants and their research teams that qualifies executive search
consulting as a profession in its own right. Separating the exceptional from
the average performer and assessing them against the needs of the
position and the potential of the client organization requires more than just
pedestrian skills. It needs the focus of senior professionals who can relate
to client management and the executive community as their equals and
who can bring to their work comparative judgment and the experience of
meeting and assessing thousands of executives.
We have also discussed about the five point executive integration plan.
Those five points are:
Recruit realistically
Strategically plan entry into the company
Build in a plan for two way feedback early and often
Forge effective alliances
Honor tradition Pioneer change
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10.6 Activities
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8. Explain the role played by the CEO in the process of anticipating conflict
and managing change.
9. What are the different trends effecting Talent Recruitment? Discuss two
important trends that exist prominently in todays organizational
scenario.
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REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
Video Lecture
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
Chapter 11
ROLE OF INDUCTION PROCESS IN
RECRUITMENT AND SELECTION
Objectives:
Structure:
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Induction = orientation
Define Induction
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Picture 11.1
It is easy to forget that the selection process is only the beginning of the
employment relationship, and the future of that relationship depends to a
considerable extent on how the new employee is settled into the job. Most
labor turnover is among new employees, and work efficiency is reached
only after a period of learning and adjusting to the new environment.
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A good induction program makes business sense, whatever the size of the
organization, and whatever the job. It introduces the newcomer not only to
their immediate colleagues, but to other workers with whom they may
have less day-to-day contact, including trade union representatives (if they
are recognized in the organization) or employee representatives on any
staff committee or council.
Starting a new job is a daunting experience for most people. This is further
compounded when joining an organization in a dynamic, fast changing and
complicated industry such as the telecommunications industry.
Research has shown that employees who have been subjected to tailored
company orientation and induction processes tend to be retained much
longer in the organization. In return, organizations that apply best practice
orientation and induction programs tend to attract and retain high caliber
employees.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
Having a structured program with material, the employee can take away
alleviates the stress of starting a new job and leaves the employee with a
greater sense of comfort with their decision to join the organization.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
not have enough resources that can design and deliver such programs due
to the primary focus being on meeting the daily operational management
demands. Also, such programs need to be constantly updated and
maintained. Indian Atlantic has the telecommunications and organizational
design expertise to tailor, develop and maintain such programs for not only
startup organizations but for all kinds of developing and developed
organizations.
Should you require any further information on this or any other Indian
Atlantic product offering visit www.indianatlantic.com.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
To ensure that the new employees do not form a false impression and
negative attitude towards the organization or the job.
To give the employees the necessary information like facilities, rules etc.
about the organization.
This orientation programme should not be very lengthy and it need not
necessarily be given on the same day when the employees join the
organization. It may be given formally after some time. Also, in case of
small firms, the induction program is likely to be more informal and of
short duration. While, in big organizations, it is more of the formal types
and of longer duration which may extend up to two to four weeks.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
The Need
It can also help in motivating the existing employees who are included
in the process.
Can benefit from the insights, objectivity and fresh ideas of a new
employee. A new employee can also give insights onto how the
company is perceived externally.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
(B)Benefits to Employees:
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
11.5 Summary
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
11.6 Activities
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
2. Using online blogs and websites, elaborate the fact that induction
programs help in building up the new employee's confidence in the
organization.
2. Enlist the important sessions that form of key part of the introductory
session of the process of organizational induction.
3. Apart from the introductory session, enlist the important sessions that
form of key part of the process of organizational induction.
9. What are the specific benefits of the induction and orientation training
programs from the organizations perspective?
10.What are the specific benefits of the induction and orientation training
programs from the employees perspective?
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
REFERENCE MATERIAL
Click on the links below to view additional reference material for this
chapter
Summary
PPT
MCQ
Video Lecture
! !408
ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
The Legal View Apprentices Act, 1961; the Interstate Migrant Workmen
Regulation of Employment and Conditions of Service Act, 1979; the
Factories Act, 1948; and the Mines Act, 1952 are some other Acts dealing
with recruitment. Unlike UK and USA, India does not have comprehensive
legislations regarding equal employment opportunities. Indian employers
are expected to have a fair and non-discriminatory recruitment policy.
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
The Section 46 of the Act offers six social benefits: Medical benefit
Sickness benefit. - extended sickness benefit. - enhanced sickness benefit.
Maternity benefit. Disablement benefit. - temporary disablement benefit. -
permanent disablement benefit. Dependants benefits. Funeral Expenses.
8Chapter Eleven Indian Laws for Recruitment & Selection
In the ESI scheme, the contributions are related to the paying capacity as
a fixed % of the workers wages, whereas, the workers are provided social
security benefits according to individual needs without distinction. In
addition, the scheme also provides other need-based benefits like
rehabilitation allowance, vocational rehabilitation and unemployment
allowance under Rajiv Gandhi Shramik Kalyan Yojana.
Law and Indian MNC: More and more Indian Organizations are recruiting
a pool of talent. It is imperative that the recruiter is aware of the legal
issues surrounding recruitment in country of operation. USA, UK have very
stringent laws and what may be acceptable in India may be a case of
lawsuit in those countries. There are legal pitfalls in job ads, job application
forms, interview questions. It is essential that selection team is educated
of all these pitfalls to avoid expensive lawsuits.
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Here are some very important HR questions which are often asked during
Interviews:
If i tell you, you are an IDIOT, a FOOL, a RASCAL; can you think anything
positive about it?
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
Suppose you find yourself in a deserted island. What three things you will
need to survive?
5. What do you find most attractive about this position? What seems least
attractive about it?
8. Please give me your definition of [the position for which you are being
interviewed].
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13.Are you a good manager? Can you give me some examples? Do you
feel that you have top managerial potential?
15.Have you ever had to fire people? What were the reasons, and how did
you handle the situation?
16.What do you think is the most difficult thing about being a manager or
executive?
18.Why are you leaving (did you leave) your present (last) job?
19.How do you feel about leaving all your benefits to find a new job?
20.In your current (last) position, what features do (did) you like the
most? The least?
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Recruitment and Selection - Hiring the People You Want: Eric Garner
URLs:
www.era.org.in studytipsandtricks.blogspot.in
work.chron.com blog.hirerabbit.com
www.knowinfonow.com www.webpronews.com
www.daxtra.com www.employwise.com
www.allbestarticles.com www.articlesnatch.com
tips-opinions.com www.ere.net
www.exforsys.com www.simplehrguide.com
tranzition.com.au www.nd.gov
www.simplehrguide.com www.docstoc.com
thegfp.treasury.gov.uk www.careerfaqs.com.au
www.mbaknol.com recruitment.naukrihub.com
studyvalue.com www.mfihr.com
www.articlesbase.com hrlink.in
www.indiasocial.in recruitmentstrategy.wordpress.com
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ROLE OF INDUCTION PROCESS IN RECRUITMENT AND SELECTION
www.ehow.com humanresources.about.com
www.inc.com in.reuters.com
www.citeman.com www.sooperarticles.com
www.managementstudyguide.com www.yourbusiness.azcentral.com
www.managementone.in en.wikipedia.org
www.chrmglobal.com www.wisestep.com
www.accountlearning.blogspot.in www.simplifiedrecruitment.com
www.recruiter.com
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