RECRUITMENT, SELECTION, PROCESS, METHODS AND STEPS, ROLE OF RECRUITMENT CONSULTANT, ADVERTISMENT AND INDUCTION

RECRUITMENT  Organizational activities that provide a pool of applicants for the purpose of filling job openings.  It is a process of searching for prospective employees.  Stimulating & Encouraging them to apply for jobs in the org.

FACTORS GOVERNING RECRUITMENT INTERNAL FACTORS 1. Recruitment Policy of the Org 2. Size of the org & the Number of Employees Employed 3. Cost Involved in Recruitment 4. Growth & Expansion Plans of the Org. EXTERNAL FACTORS 1. Supply & Demand of Specific Skills in the Market 2. Political & Legal considerations such as Reservations of jobs for reserved Categories 3. Company s Image Perception by the Job Seekers. RECRUITMENT PROCESS FOR FRESHER y y y y y Written /aptitude. Group discussion. Psychometric test (conditional). Technical interviews (conditional). Hr interviews.

RECRUITMENT PROCESS FOR HIGHER POST y y y Psychometric test. Business game. HR interviews.

SOURCES OF RECRUITMENT  Present Employees  Unsolicited Applicants  Educational and Professional Institutions  Public Employment Offices  Private employment Agencies  Employee Referrals  Help wanted Advertising  Walk-Ins DIFFICULTIES IN RECRUITMENT PROCESS  Talent Acquisition.  Expensive.  Time Constraint.  Retention of employees.  Managing low attrition rate.  Budget. CHALLENGES IN RECRUITMENT & SELECTION y y y y y Talent Shortage Attrition Rate Reservations and other Gov. Policies Remoteness of Job Scrutiny of employee s credentials

SELECTION  Is the process of discovering the qualifications & characteristics of the job applicant in order to establish their likely suitability for the job position.  A good selection requires a methodical approach to the problem of finding the best matched person for the job

SELECTION PROCESS 1. Preliminary Interview 2. Selection Tests 3. Employment Interview 4. Reference and Background Analysis 5. Physical Examination 6. Job Offer 7. Employment Contract SELECTION PROCEDURE/STEPS 1. Preliminary screening 2. Sending application forms 3. Trade test 4. Written test 5. Psychological test 6. Interview 7. Physical test 8. On the job test 9. Reference 10. Orientation 11. Final selection 12. Intimation to salary dept.

BASIC DIFFERENCE BETWEEN RECRUITMENT AND SELECTION RECRUITMENT Searching for and attracting applicants qualified to fill vacant positions SELECTION Analyzing the qualifications of applicants and deciding upon those who show the most potential

WHY CHOOSE TESTING  Objectivity good psychological tests are standardized on a large sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident.  Validity psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilized in combination (for example in an assessment centre) is highly predictive of future job performance.  Cost the cost of selection errors is large for both the employer and the employee. Psychometric tests help to minimize costs while maximizing potential fit between the candidate and the job. BRIEF HISTORY OF TESTS Comparisons of human attributes and differences have a very long history. y Hippocrates (400BC) attempted to theoretically define four basic temperament types: sanguine (optimistic), melancholic (depressed), choleric (irritable) and phlegmatic (listless and sluggish). Galton - (19th century) measured human individual differences in terms of ability to discriminate between stimuli. Binet - devised tests to measure differenced in specific human abilities. Now numerous tests measure specific abilities, strengths and competencies. Army Alpha and Beta tests (WW1) developed out of an urgent need to select personnel with specific aptitudes for training in specialist and strategic roles. Today Psychological tests widely used in selection practices.

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PSYCHOLOGICAL TESTS (DEFINITION AND DIMENSIONS) A selection procedure measures the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: y y y y y Extroversion, Emotional stability, Agreeableness, Conscientiousness and Openness to experience.

TYPES OF PSYCHOLOGICAL TESTS Psychological tests fall into several categories y y y Aptitude tests: It refers to potentiality that a person has to profit from certain kind of training. Achievement tests: It helps to measure the proficiency that a person has been able to achieve. Intelligence tests: It attempts to measure the intelligence that is, basic ability to understand the world around you, assimilate its functioning, and apply this knowledge to enhance the quality of your life. Or, as Alfred Whitehead said about intelligence, it enables the individual to profit by error without being slaughtered by it. [1] Intelligence, therefore, is a measure of a potential, not a measure of what you ve learned (as in an achievement test), and so it is supposed to be independent of culture. IQ=Mental Age/Actual Age*100 For example, a six year old child with a mental age of 6 would have an IQ of 100 (the average IQ scores); a six year old child with a mental age of 9 would have an IQ of 150. Today, intelligence is measured according to individual deviation from standardized norms, with 100 being the average. y Neuropsychological tests: It attempts to measure deficits in cognitive functioning (i.e., your ability to think, speak, reason, etc.) that may result from some sort of brain damage, such as a stroke or a brain injury. Occupational tests: It attempts to match your interests with the interests of persons in known careers. The logic here is that if the things that interest you in life match up with, say, the things that interest most school teachers, then you might make a good school teacher yourself. Personality tests: It attempts to measure your basic personality style and are most used in research or forensic settings to help with clinical diagnoses. Two of the most well-known personality tests are 1. Minnesota Multiphase Personality Inventory (MMPI), or the revised MMPI-2, composed of several hundred yes or no questions, and 2. Rorschach (the inkblot test ), composed of several cards of inkblots you simply give a description of the images and feelings you experience in looking at the blots. y Specific clinical tests: It attempts to measure specific clinical matters, such as your current level of anxiety or depression.

USES OF TESTS 1. Evaluation of right candidate 2. Proper selection of candidate 3. Identifying the candidates personality PLACES WHERE PSYCHOLOGICAL TESTING IS USED y y y y y y y Colleges or Educational Institutes Army, Navy etc. Bank Airlines Companies Schools So, now a day in most of the places candidates are evaluated on the basis of the psychological test.

ADVANTAGES y y y can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization can reveal more information about applicant's abilities and interests can identify interpersonal traits that may be needed for certain jobs

DISADVANTAGES y y y y y y difficult to measure personality traits that may not be well defined applicant's training and experience may have greater impact on job performance than applicant's personality responses by applicant may may be altered by applicant's desire to respond in a way they feel would result in their selection lack of diversity if all selected applicants have same personality traits cost may be prohibitive for both the test and interpretation of results lack of evidence to support validity of use of personality tests

TIPS y Select traits carefully : An employer that selects applicants with high degree of 'assertiveness', 'independence', and 'self-confidence' may end up excluding females significantly more than males which would result in adverse impact. y Select tests carefully: Any tests should have been analyzed for (high) reliability and (low) adverse impact. y Not used exclusively: Personality tests should not be the sole instrument used for selecting applicants. Rather, they should be used in conjunction with other procedures as one element of the selection process. Applicants should not be selected on the basis of personality tests alone.

TYPES OF INTERVIEWS 1. Structured 2. Unstructured 3. Mixed 4. Behavioral 5. Stressful

BARRIERS TO EFFECTIVE SELECTION  Perception  Fairness  Validity  Reliability  Pressure

STAGES IN SELECTION PROCESS: Stage 1: Screening Of Application Forms. Stage 2: Tests--Intelligence, Aptitude, Technical, Psychometric, Ability, Interest. Stage 3: Selection Interview. Stage 4: Selection Decision.

WHAT IS INDUCTION? y y y y y y y y y Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people, the surroundings, the job, the firm and the industry. Induction is the process of acquainting the new employees with the existing culture and practices of the new organization. To sort out all anxiety of recruited person. To ensure the effective integration of staff. History and introduction of founders. Understand the standards and rules (written and unwritten) of the organisation. Introduction to the company/department and its personnel structure. Relevant personnel policies, such as training, promotion and health and safety. To clear doubtful situation between new employee and existing one.

WHO NEEDS SPECIAL ATTENTION? y y y y y Institute leavers. People returning to work after a break. Disabled employees. Management trainees. Employees with language difficulties.

INDUCTION PROGRAMME Before designing induction programme firm need to decide four strategic choice.

WHO IS RESPONSIBLE FOR THE INDUCTION PROCESS? y y y y y y HR manager Health and safety advisor Training officer Department or line manager Supervisor Trade union or employee representative

POINTS WHILE IMPLEMENTING INDUCTION y y y y y y y y Identify the business objectives and desired benefits. Secure early commitment Agree roles and responsibilities of different players in the process Think of induction as a journey Engage staff prior to joining Have clear learning objectives for training sessions Respect the induction needs of different audiences Keep induction material up to date

EVALUATION y y y y Feedback from whom who completed induction Retention rates Exit interviews Monitoring queries

TRENDS IN INDUCTION y y y y y Chalk and talk session Questionnaire From practicalities to discussion about culture Using technologies like e-learning Team building exercise

PROBLEM IN INDUCTION y y y y y y To keep it simple Supervisor is not trained enough Employee get so much of information in short span of time Large no. of forms Employee is thrown into action too soon Wrong perception develop in short span

ADVANTAGES OF GOOD INDUCTION y y y y y y y y Employee retention. Create good impression It creates good adhesion It take less time to familiarise Less turnover ratio Increase productivity No chaos Cost reduction

IN ABSENCE OF INDUCTION y y y y y y Uneasiness of new employee in the environment of the org. Poor integration in team Low morale Loss of productivity Failure to work with their highest potential Company image goes down

Leads to early leaving. It leads many problems like 1. High employee turnover 2. Lowering the morale of remaining staff 3. Additional cost for re-recruiting 4. Damage the company reputation 5. Affect new recruitment 6. Leaver s record is affected WHAT IS CONSULTANT y A consultant (from the Latin consultare means "to discuss" ) is a professional who provides advice in a particular area of expertise such as accountancy, the environment, technology, law, human resources, marketing, medicine, finance, public affairs, communication, engineering, graphic design, or waste management.

A consultant is self-employed or works for a consultancy firm, usually with multiple and changing clients.

TYPES OF CONSULTANT y y y y y y y Environmental consultants. Technology Consultant. Human Resource Consultant Marketing Consultant Law Consultant Medicine Consultant Finance Consultant And many more . WHAT IS RECRUITMENT CONSULTANT "Recruitment consultants work with companies to help them find the right people for their positions. They also work for candidates to find a role that is suitable for them. The key skill of a recruitment consultant is to meet the needs of both the client and the candidate to ensure the best mutual fit; this is not simply a case of skills matching but of truly understanding the business and its culture, as well as the aspirations of the candidate." RECRUITMENT CONSULTANT ACTIVITIES y y A recruitment consultant is responsible for helping employer clients to recruit staff for job vacancies. These vacancies can be permanent or temporary roles. Recruitment consultants develop an understanding of their client's requirements, and then identify potential staff (candidates) through existing contacts or by advertising roles / headhunting (executive search). They assess candidates' skills through interviews, tests and background checks, and then make recommendations to their client. Consultants also provide advice to both clients and candidates on salary levels, training requirements and career opportunities. Developing solid relationships with clients is integral to the role.

Typical work activities y y y y A recruitment consultant's role is demanding and diverse. Using marketing and business knowledge to extend company contacts. Identifying and evaluating employers' recruitment needs. Negotiating terms of employment.

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Interviewing potential candidates Clarifying and negotiating salary and benefits relating to the role. Headhunting - identifying and approaching suitable candidates. Monitoring candidates once placed. Collecting feedback from employers on the performance of candidates who have previously been placed with them. Maintaining current records and personal statistics for review against performance targets. Documenting clients' details and vacancy requirements in a brief.