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RECRUITMENT PROCESS

MEANING OF RECRUITMENT
RECRUITMENT - PLACING THE RIGHT PERSON IN RIGHT PLACE AT RIGHT TIME

Hiring Goals

Hire the best “available” candidate for the job.


Stay out of court
.
Research the Organization
Products/services
Goals/structure
Problems
Entry-level positions
Job responsibilities
Promotion policies/opportunities
How selective can you be?
Depends on many factors
Type of job, location, extent of advertising and recruitment, local economy, availability of
training schools/colleges.

Be as picky as the market conditions allow you to be….

Difficult Questions
Illegal questions – discriminate against applicant based on sex, race, etc.
How to handle:
Confront interviewer – may cost you any career with that organization
Answer question but feel bad you were forced to answer for sake of your career
Read intention behind question and respond to the intention of the question

The Staffing Process


Key Recruitment Steps
Advertising
Interviewing
Testing
Check References
Conditional Offer of Employment
Background Check
Drug Screen

Uses of Application Forms


Serve three primary purposes:
To determine whether candidates meet the minimum qualifications for the job
Applications help employers judge the presence (or absence) of certain job-related attributes
Information contained on the application form can be used to “red flag” any potential
problem areas concerning the applicant
Questions You May Be Asked

What are your future vocational plans?


In what school activities have you participated?
In what type of position are you most interested?
Why do you think you’d like to work for our company?
What jobs have you held? How were they obtained and why did you leave?
What percentage of college expenses did you earn? How?
How did you spend your vacations while in school?
What do you know about our company?
What qualifications do you have that make you feel you will be successful in your field?
What extracurricular offices have you held?
If you were starting college again, what courses would you take?
How much money do you hope to earn at age 30? Age 35?
What do you think determines a person’s progress within a company?
Do you prefer working by yourself or with others?
What kind of boss do you prefer?

More Questions

Are you primarily interested in money or is service your prime concern?


Can you take instructions without feeling upset?
How did previous employers treat you?
What did you learn from previous jobs?
Can you get recommendations from former employers?
What interests you about our product/service?
Did you change your major in college? Why?
When did you select your major?
Do you feel you did the best scholastic work of which you were capable?
What do you know about opportunities in this field?
Do you like routine work? Regular hours?
What is your major weakness?
(For a complete list of questions, go to Interview Questions.)

Behavioral Questions
Your response to this type of question should refer to a
specific incident. Use this format when answering these
types of questions:
Situation: Describe situation, include who was involved
Task: Explain task or problem
Action: Describe specific action you took
Result: Give specific consequences of your action

Difficult Questions/
Possible Responses

Do you know how to type (when applying for managerial position)?


I wasn’t aware typing was required for this position. I assumed support services would be
provided to assist me in a managerial role. I am able to type well enough to successfully
use a computer.
What will be your marital status in the future?
I do not anticipate any change in my marital status in the near future. I do not believe it is
related to my job performance.
Are you married?
If yes, do you plan to go where your spouse located employment after graduation? I am
looking for a career opportunity which I feel your organization can provide. We have
already discussed this thoroughly. If I am hired, my spouse will locate a position near my
job.

Difficult Questions/
Possible Responses

Are you planning to have a family?


I have no present plans for having children. If I do, I would expect to take a short maternity
leave and return to my position with the company. I am very committed to having a
career.

As a member of a minority group, do you think you would have


problems living in a conservative community?
I have been a member of a minority group all my life and feel able to cope with any
difficulties or problems I might encounter.

Do you think people have difficulty working for a woman/minority?


If employees perform their jobs and relate to others on a professional basis, I feel there
should be no more problems than those associated with any group of peers. Today,
companies are striving for a more diversified work force to create better work
environments.

Questions You Should Ask

Prepare 3 – 5 questions to take with you to your interview


Ask questions about salary, fringe benefits, time off only at later interviews
Opportunity to find out more about organization, position
Communicates your interest, preparedness

Questions to Ask Interviewer

Why is this position open?


What exactly are the responsibilities?
What are the general working conditions?
What would you like done differently by the next person who fills this position?
What are some longer-term objectives you would like completed?
What freedom will I have in determining my own work objectives?
Where could a person go who is successful in this position and in what time frame?
How much turnover generally occurs?
How is one evaluated? How often?

For a complete list of questions, visit Questions to Ask the Interviewer

Interview Styles
Directed
Non-Directive
Stress

Directed Interview
Interviewer has an outline
Asks specific questions and notes your responses on checklist
Im tyle, but challenging to interviewee

Non-Directive Interview
Very unstructured style
Allows you to choose topic
Questions broad and general
You take control of interview
Stress strengths, avoid weaknesses

Stress Interview
Interviewer may:
lapse into long silence or have unfriendly, brusque attitude
stare at you without saying anything
take notes, ignore you
Purpose – to find out:
How far can you be pushed before you assert yourself?
How do you assert yourself?
Testing
Ever hired someone who turned out to be incompetent?

It’s okay to ask candidates to prove that they can perform the job-related technical skills that they
claim to possess

Reference Checking
The more the merrier
Document them
Best to go to the immediate supervisor
“If you had the chance, would you rehire this employee?”

Validity in Selection

Definition: the extent to which a selection procedure accurately predicts that applicants who do
well on the test or other procedure would perform the job as well as expected.
Validity is based on application of selection procedure to job requirements and qualifications
Specific based on KSA’s from job analysis
General based on qualities considered important for any job in a given organization

Reliability
Refers to the consistency of a measurement
Reliable evaluations are consistent across both people and time
Reliability is maximized when:
Two people evaluating the same candidate provide the same ratings
The ratings of candidates taken at two different times are the same
When selection scores are unreliable, their validity is diminished
Possible qualities evaluated
Assessing & Documenting Validity
Three strategies
Content-Oriented Strategy
Criterion-Related Strategy
Validity Generalization Strategy

Content-Oriented Strategy
The selection devices were properly designed and were measures of the needed worker
requirements
The selection devices were chosen on the basis of an acceptable job analysis
The selection devices measured the principal Knowledge, Skills and Abilities required for
performance on the job.

The Uniform Selection Guidelines


A single set of principles which are designed to assist employers, labor organizations,
employment agencies, and licensing and certification boards to comply with requirements of
Federal law prohibiting employment practices which discriminate on grounds of race, color,
religion, sex, and national origin.

The Uniform Selection Guidelines …


Designed to provide a framework for determining the proper use of tests and other selection
procedures…
Do not require a user to conduct validity studies of selection procedures where no adverse
impact results. …
All users are encouraged to use selection procedures which are valid, especially users
operating under merit principles.

Methods of External Recruitment

Employee Referrals
Applicant-Initiated Recruitment
Help-Wanted Advertisements
Employment Agencies
Public Employment Agencies
Private Employment Agencies
Executive Search Firms
Campus Recruiting
On-Line Recruiting

Choosing the Right Method

The following factors are the most relevant:


The type of job being filled
How quickly the job needs to be filled
The geographic region of recruitment
The cost of implementing the recruitment method
Whether the method will attract the right mix of candidates from an EEO perspective
The effectiveness of the source in yielding viable candidates
Realistic Job Previews

Recruiters tend to “oversell” the job, which results in turnover of new employees
RJPs give applicant more realistic information about the job
Favorable as well as unfavorable
Candidates can make a more informed decision

Factors Influencing Acceptance

Alternative opportunities
Attractiveness of company
Attractiveness of job
Impression given by recruiter
Information
Manner of giving information
How well recruiter treats applicants
Timeliness of reponses
Personality of the recruiter as “model”
Core Versus Contingency Personnel
Core Personnel
Employees hired in the “traditional” manner
Considered permanent employees
Included in the organization’s payroll
Contingency Personnel
Employed by a supplier agency, and are “loaned” to the organization
Not included in the organization’s payroll
Workers’ salaries and benefits are paid by the supplier

Advantages of Contingency Personnel

Provides management with the flexibility to control fixed employee costs


Relieves a company of many of its HRM burdens
Cost savings
Contingency workers who excel at their jobs can be offered core positions

Disadvantages of Contingency Personnel

Contingency personnel may need a considerable amount of orientation and training regarding
company procedures and policies
This raises questions of the cost effectiveness of this approach
Contingency workers might be less loyal or committed to the “host organization”
Contingency workers may receive better wages than core workers, leading to resentment among
employees

Types of Situations to Use Contingency Personnel

Certain types of hard-to-find expertise are required


Companies are trying to staff new offices in geographic areas far from main headquarters
Companies want to keep headcount down
Companies are trying to staff positions to work on high risk projects
INTERNAL RECRUITMENT

Recruitment of employees for internal needs of the company for software development, project
development, software testing services and other company internal services.

Advantages of Internal Recruiting

Promotion possibilities often enhance morale and motivation


Qualifications of internal candidates are already well known
Less expensive
Internal candidates are more familiar with organizational policies and practices

Methods of Internal Recruitment

Computerized Career Progression Systems


Supervisor Recommendations
Job Posting
Career Development Systems

EXTERNAL RECRUITMENT

Recruitment of employees for out side companies on signing agreement for supplying manpower
for their needs.
Types of Situations to Use External Recruitment
An outsider is needed to expose the organization to new ideas and innovations.
No qualified internal candidates apply.
The organization is experiencing high turnover.
The organization is expanding and needs a larger workforce.

HR OUTSOURCING
Hiring the employees on company payrolls and placing them on different projects with other
organizations in large no.
Temp and Contract Staffing
Hiring the people on company payrolls and shifting them on projects with clients at different
places.

IT RECRUITMENT PROCESS

KNOWLEDGE OF IT TECHNICAL TERMS


UNDERSTANDING OF REQUIREMENT
IT RECRUITMENT KNOWLEDGE
IDEA ABOUT IT INDUSTRY
IDEA ABOUT IT INDUSTRY LOCATION WISE
IDEA ABOUT IT COMPANIES
SHOULD HAVE KNOWLEDGE ABOUT COMPANIES, WHICH COMPANY IS WORKING
ON WHICH TECHNOLOGY
KNOWLEDGE OF HOW MANY TYPE OF TECHNOLOGIES ARE USING
SHOULD HAVE PEOPLE NETWORK
PERSONAL DATABASE
IDEA ABOUT PROJECTS (INTERNATIONAL, DOMESTIC)
KNOWLEDGE ON VALIDATION OF PROJECTS
IDENTIFYING ACCURACY OF THE RESUME
TECHNICAL KNOWLEDGE
RESUME SCREENING
ON TIME SUBMISSION OF RESUMES
ARRANGE TECHNICAL INTERVIEWS
PREPARATION OF MIS REPORTS
DATABASE MAINTENANCE
ARRANGE DATABASE ACCORDING TO TECHNOLOGY
MAINTAINING DATABASE FOLDERS ACCORNING TO POSITION
REFERRAL CHECKS
BACKGROUND VERIFICATION
CANDIDATE EXPERIENCE VERIFICATION
SHOULD MAINTAIN CONTACT’S WITH IT INDUSTRY PEOPLE
KNOWLEDGE OF IT TECHNICAL TERMS

MODE’S OF RECRUITMENT

Resumes from job portals (naukri.com, monster.com, jobs ahead.com)


Resumes through employee reference
Resumes through people network
Head Hunting
Mass recruitment events.
Campus recruitment

Process for Recruitment

Requisition from service delivery managers/project managers


Once request received from SDM/PL’s, process will start from recruitment desk.
Resource analyst should coordinate the SDM/PL’s and recruitment people daily basis and analyze
the manpower requirement and give the no of people required for projects
Based on resource analyst report, recruitment people will start the process of recruitment.
Request should submit before 45 days of the exact date which people required.
Recruitment people will start the process, which includes resume sourcing, screening, short
listing.
After short listing the profile talk to candidate for his interest to come for interview.
After discussion with candidate arrange for technical interview with technical managers/project
managers
Second round of interview include machine test for testing his coding knowledge on machine.
Third round of interview is again technical interview with technical team/ service delivery
managers/line manager.

Final round of interview is HR interview.


After HR interview referral checks and issuing offer letter.

Background Investigations

Traditionally used for two purposes:


To screen applicants for positions of trust in occupations such as law enforcement, private
security, and nuclear power
To screen candidates for “special duty of care” positions in order to satisfy requirements
imposed by negligent hiring law
Employers must avoid violating the legal rights of applicants
Fair Credit Reporting Act
Applicants must be notified if employment is denied because of information obtained during an
investigation

Reference Checks

Involves collecting information from applicants’ previous employers


Provides another potentially useful means of assessment
Serve two important purposes:
Verify information provided by applicants to ensure that they have not fabricated their
qualifications or work history
Provide additional information about applicants, which may be predictive of job performance

Employment Interviews

Provides an opportunity for applicants to describe their previous work experience, educational
history, career interests, likes and dislikes, etc.
Four types of valuable information sought during an interview:
Technical knowledge
Self-evaluative knowledge
Situational information
Behavior description information

Increase the Reliability of Selection Interviews

Establish a good rapport with candidates


Make them feel at ease
Ask questions that are clear
Ask questions that are moderately difficult
Use behaviorally based questions

TYPES OF IT RECRUITMENT

INTERNAL RECRUITMENT
EXTERNAL RECRUITMENT
HR OUTSOURCING
TEMP STAFFING
CONTRACT STAFFING

TYPES OF RECRUITMENT
IT INDUSTRY

It recruitment process is different from all other industry recruitment

INDUSTRY SPECIFICATION

AEROSPACE AND DEFENCE


AUTOMOTIVE
BANKING AND CAPITAL MARKETS
COMMUNICATION SERVICES
DISCRETE MANUFACTURING
ENERGY
HEALTH CARE
HIGH TECHNOLOGY
INSURANCE
LIFE SCIENCES
MEDIA AND ENTERTAINMENT
RETAIL AND CONSUMER PACKAGED GOODS
TRANSPORTATION SERVICES
FINANCIAL SERVICES
TELECOM

IT INDUSTRY SERVICES

APPLICATION DEVELOPMENT AND MAINTANENCE


CORPORATE PERFORMANCE MANAGEMENT
INDEPENDENT VALIDATION SERVICES
INFRACTURE SERVICES
PACKAGED APPLICATION SERVICES
PRODUCT ENGINEERING
SYSTEMS INTEGRATION
IT CONSULTING SERVICES
PRODUCT BASED SOLUTIONS
BPO SERVICES

IT TECHNOLOGY

MICROSOFT TECHNOLOGIES

C, C++, VC ++, MFC, Com, DCOM, Visual Basic, Visual C++, VB.net, ASP.net, VB Script,
SQL Server, IIS,MTS, crystal Reports, Access 2000, windows C/C++, C#,

SUN TECHNOLOGIES
Core java, JavaScript, jsp, servlets, Ejb, HTML,XML and XSL, swings, jfc,
CORBA/Orbix/VisiBroker, XML, UML, MQ Series, Web sphere, Net Dynamics, Web logic,
Netscape enterprise server, sun one, OOAD, Struts, Junit Iplanet, ATG Dynamo, ZSL, Vitria,

IBM MAINFRAMES
Cobol, MF cobol, PL/1, CICS, DB2, Adabas, IMS, JCL,VSAM, PL I/IBM mainframe
assembler/IMS, DB/DC, IDMS, ADABAS, IBM MQ Series, REXX, sembler, CLIST, QMF,
MVS, OS390, OS/2, QSAM, TELON,

IBM AS/400
RPG/400, Cobol/400, DB/400, COOLplex, Cool2E
SAP
SAP-ABAP/4, ALE, IDOCS,EDI,Workflow, ITS, BC, WAS
SAP- FI/CO/MM/WM/SD/PP/PM/PS/HR/OM/SM
IS Oil – OLM/JVA
SAP – CRM/SRM/BW/SEM/Portals,
Basis Consultants.

EMBEDDED TECHNOLOGIES
ADA, Assembler, Device drivers, LDRA, Ada Test, Cantata, RTRT, RTOS, Micro controller,
ADA, C++, Mixed Signal Hardware design,FPGA, Kernal Programming, multitasking &
synchronization, board level bring up, boot code, loader, BSP, GCC,GDB, Infenion
microcontroller, Motorola miHIrocontroller, 16 bit,32 bit, ETAS, Vector Tools, Lint,Tessy,
MKS

PROTOCOLOS
IPv6, SIP, H.323, MGCP, VoIP, SS7, SNMP

WIRELESS GSM/GPRS

Protocols-LLC/SNDCP/MM, RLC/MAC/ LapDM,L1,SDL,ASN-1,SS7,BICC,IN,MAP,


TCAP,H.248,BSSMAP,DTAP,SM,GMM,SNDCP,LLC,BSSGP,GTP,RANAP

NETWORK

GSM/GPRS Protocols- Abis and A/Gb interfaces,call rocessing,VOIP,SIP,Magaco,


SIGTRAN,Softswitch,media and signaling gateway,callagent, MTS/EDGE/GPRS(3GPP),
CDMA2000(3GPP2), 802,11/802,16/802

NETWORKING PROTOCOLS

TCP/IP,HTTP,TP,SMTP,TELNET,ADIUS, AAA,DHCP,L2TP,PPP, RSVP,NAT,IKE,


SONET,DS3/E3, T1/E1,PPP/HDLC, PPP L2TP, GRE, DNS,WINS, BGP,IPSEC, PPTP,
IP,RIP,OSPF,ISIS,MBGP,PIM,DVMRP, MPLS, SVP, RIPng, VPN,LDP, VPLS,PIM,
DVMRP, VRRP,IGMP,OSPF,STP,RSTP, MSTP,LACP,GVRP/GARP, RIP v1/v2,

TESTING TOOLS

Win runner, Load runner, Silk test, Test Director, Regression testing, Integration testing,
Performance Testing, Block box testing, QTP,White box testing, Mercury interactive,
Symbian testing

AUDIO/VIDEO/IMAGE

WMA, AAC, AACplus, MPEG-2/4, AC3, MP3, H.264, WMV, PNG, GIF, TIFF, JPEG2000

SPEECH AND VOIP


Speech synthesis, speech codecs like G722.1, G.729, a/b, G723.1, G.728, GSM-AMR-NM,
GSM-AMR-WB, LEC, AEC

SCREEN OPERATING SYSTEMS


Ethernet, PPP, Frame Relay, ATM,ADSL, ISDN, and SNMP, Firewalls, VPN,Nat, IP Sec,
cryptography, network security