Need for Recruitment

The human resources are the most important

assets of an organisation.
The success or failure of an organisation is largely
dependent on the caliber of the people working
therein
Without positive and creative contributions from
people, organisations cannot progress and
prosper.
In order to achieve the goals or perform activities
of an organisation we need to recruit people with
requisite skills, qualifications and experience.
Definition
Recruitment is the process of locating and
encouraging potential applicants to apply for
existing or anticipated job openings.
It is actually a linking function, joining
together those with jobs to fill and those
seeking jobs.
The process of generating a pool of
qualified applicants for organizational jobs.
Personnel planning
This the first step of recruiting.
- forecasting and planning to determine the duties
and positions to be filled.
- building a pool of candidates for these jobs.
- making the applicants to fill out and undergo a
initial screening interview
- utilizing various selection techniques
- send one or more viable candidates to the
supervisor
- final selection of which candidate should be hired
Aids for recruiting
Labor market the external supply pool
from which organization attract employees
Labor force population all individuals who
are available for selection if all possible
recruitment strategies are used
Applicant population a subset of labor
force population that is available for
selecting and using a particular recruiting
approach
All persons who are actually evaluated for
selection.
Recruiting issues
Geographic labor market on the basis of the
work and market this issue should be considered.

Local and area labor markets vary significantly in
terms of workforce availability and quality

For eg. A senior merchandiser cannot be
appointed regionally or locally, in the same way a
administrative person neednt be applied from a
national level

Recruiting issues
Industry and occupational labor markets
- it can be classified by industries as demand for
truck drivers, hotel workers, teachers and others
has been strong creating tight labor markets in
those industries.
Occupational labor markets are based on the KSAs
(knowledge, skill and abilities) required for the
jobs. Egs include therapists, welders, and bank
tellers.
One extreme volatility in the past several years is
composed of information technology jobs.
Recruiting issues
Educational and technical qualifications
- considering education and technical
qualifications.
- employers may need individuals with specific
licenses, certifications or educational level
attainment.
- for eg., shortages of certified auto mechanics,
heating and air conditioning technicians, and
network certified computer specialists.
Strategic recruiting stages
Human resource
planning
Organisational
responsibilities
Strategic recruiting
decisions
Recruiting decisions
Strategic recruiting stages
Human resource planning
- how many employees needed?
- when will employees be needed?
- what specific KSAs needed?
- diversity goals to be met
Organisational Responsibilities
- HR staff and operating managers
- Recruiting presence and image
- Training of recruiters

Strategic recruiting stages
Strategic Recruiting Decisions
- organisational based versus outsourcing
- regular vs flexible staffing
- EEO/diversity considerations
- recruiting source choices
Recruiting Methods
- Internal methods
- Internet/Web based
- External methods

Situational audit for recruitment
The economic environment
Social environment
Technological environment
Political environment
Legal environment
- factories act 1948
- employment exchanges act 1959
- the apprentices act 1961
- the contract labor act 1970
- bonded labor system 1976
- the child labor act 1986
Divisions of HR Responsibilities in
Recruiting

HR unit
- forecasts recruiting needs
- prepares copy for recruiting ads and
campaigns
- plans and conducts recruiting efforts
- audits and evaluates all recruiting activities
Divisions of HR Responsibilities in
Recruiting
Managers
- anticipated needs for employees to fill
vacancies
- determine KSAs neede from application
- assists in recruiting effort with information
about job requirement
- review success/failure of recruiting
activities
Organisational Recruiting Activities
Recruiting Image portraying positive
image
Recruiting Presence should be a
continuous and intensive one
Training of Recruiters in addition to
training recruiters on interviewing
techniques and communication, the
awareness about various EEO regulations
should also be given
Strategic recruiting decisions
Organisational-based vs Outsourcing
- professional employer organisations (PEO) and
employee leasing
Regular vs. Flexible Staffing
- flexible staffing
- temporary workers
-independent contractors
Recruiting and EEO/Diversity Considerations
- employment advertising
- recruiting diverse workers
Recruiting Source Choices: Internal vs external
Internal Recruiting
Organisational Databases
- here increased use of human resource
information systems allows HR staff
members to maintain background and KSA
information
- as the need arises the HR employment
specialists can access databases by entering
job requirements
Internal Recruiting
Job Posting
a system in which the employer provides
notices of job openings and employees
respond to apply.
eg. Notice boards
bulletin boards
using employee newsletters
sending e-mails to managers and
employees

Internal Recruiting
Promotions and Job transfers
Many organizations choose to fill
vacancies through promotions or transfers
from within whenever the possible.
As employees transfer to or are
promoted to other jobs, individuals must be
recruited to fill their vacated jobs. Planning
on how to fill those openings should occur
prior to job transfers or promotions not
afterwards
Employee focused recruiting
Current Employee Referrals
Re-recruiting former employees and
applicants

E-Recruiting Methods
Job boards
Professional/career web sites
Employer web sites
External Recruiting
College and University recruiting
School Recruiting
Advertisements
Private employment search firms
Employment exchanges
Gate hiring and contractors
Unsolicited applicants/walk ins
Selection
It is the process of picking individuals who
have relevant qualifications to fill jobs in an
organisation.
The basic purpose is to choose individual
who can most successfully perform the job
from the pool of qualified candidates.
This process is effectively done by various
screening tools and tests
Why careful selection is important
Your own performance always depends in
part on your subordinates
Employees with right skills and attributes
will do a better job for you and the
company
If the employees selected not with this
expected qualities you and your own firms
performance will suffer.
Legal implication and negligent
hiring

Should go with EEO concerns
Carefully scrutinizing the application about the
information
Obtain applicants written authorization for
reference checks
Save all records and information you obtain the
applicant during each stage
Reject applicants who make false statements of
material facts in the application
Keep in mind the employees privacy rights
Take immediate disciplinary action if problems
develop
Basic testing concepts
Validity
1.Test validity answers the question does this
test measure what its supposed to measure?
2.Criterion validity a type of validity based on
showing that scores on the test are related to the
job performance
3.Content validity this test contains a fair sample
of the tasks and skills actually needed for the job
in question
Basic testing concepts
Reliability it is the tests second important
characteristic and refers to its consistency. It is
the consistency of the scores obtained by the
same when retested with the identical tests or
with an equivalent form of a test.
Sources of unreliability
- questions may do a poor job sampling
material
- there may be errors due to chance response
tendencies
- due to changes in the testing environment
conditions
- changes in the mood may also a factor in
changing reliability
Validation Process
Analyze the job (job description and job
specification)
Choose your tests (EEO requirements and ethical
related issues)
Administer test (Concurrent validation for the
current workers and predictive validation for the
expected workers)
Relate your test scores and criteria (scores on the
test and correlation analysis)
Cross validate and revalidate (may be done by
again performing step 3 and 4)
Testing Guidelines
Use test as supplements
Validate the test
Analyze all your current hiring and
promotion standard
Keep accurate records
Begin your validation program
Use a certified psychologist
Test conditions are important
Equal employment opportunity
aspects of testing
No discrimination with regard to
- color
- age
- sex
- religion
- disability
- national origin
Equal employment opportunity
aspects of testing
Prove that your tests were related to
success or failure on the job.
Your tests unfairly discriminate against
either minority or nonlinearity subgroups.
You should prove, that your screening or
selection tool that has been shown will not
have an adverse impact on a protected
group
Equal employment opportunity
aspects of testing

Additional aspects of test unfairness
- individual rights of test takers and test
security
- research insight
- the issue of privacy
Types of tests
Tests of cognitive abilities
- intelligence tests (IQ)
tests are test of general intellectual abilities.
They measure not a single intelligence but a
rather a range of abilities including memory,
vocabulary, verbal fluency, and numerical ability.
- specific cognitive abilities like
there are also measures for specific mental
abilities such as inductive and deductive
reasoning, verbal comprehension, memory, and
numerical ability. This category is often called as
aptitude tests,

Types of tests
Motor and physical abilities
finger dexterity
manual dexterity
speed of arm movement and reaction time

Physical abilities like
static strength (such as lifting weights),
dynamic strength (like pull-ups),
body co-ordination (as jumping ropes), and
stamina.

Types of tests
Measuring personality and interests
introversion
stability
motivation
eg., are ink blot tests and thematic
apperception test and sentence completion
test etc.,
Achievement tests
Work samples and simulation
Work sampling
Actual job tasks used in testing
applicants performance
Work sampling technique
A testing method based on measuring
performance on actual job tasks.

Work sampling for employee
selection
Rationale for work sampling
the work sample itself is more relevant to the
job you are recruiting for, so in terms of fair
employment you may be on safer grounds
work sampling doesnt delve into the
applicants personality or psyche
well designed work samples also exhibit better
validity than do tests designed to predict
performance.
Work sampling for employee
selection
Develop a work sampling procedure
the basic procedure is to choose several tasks
crucial to performing the job in question and test
applicants on each. Their performance on each
task is monitored by an observer who indicates on
a checklist how well the applicant performs.
the work sampling test is validated by
determining the relationship between the
applicants scores on the work sample and their
actual performance on the job. Once it is shown
that the work sample is a valid predictor of job
success, the employer uses it for selection.
Work sampling for employee
selection
Management Assessment centers
A situation in which management candidates
are asked to make decisions in hypothetical
situations and are scored on their performance. It
usually also involves testing and the use of
management games.
the exercises followed are
in basket
the leaderless group discussion
management games
individual presentations
the interview
Work sampling for employee
selection
Assessment centers in practice
A recent survey provides a perspective
on assessment center practices in the
United States.
it was found that assessment centers are
usually used for selection, promotion and
development purpose.

Work sampling for employee
selection
Video based situational testing
the use of video based tests is one
situational testing alternative gaining more
attention today.
in the typical video based test several
video scenarios are presented, each
followed by a multiple choice question.
Work sampling for employee
selection
Miniature job training and evaluation
approach
here the candidate is trained to perform
a sample of jobs tasks
in this his or her ability to perform these
task is then measured.
the approach assumes that a person who
can demonstrate the ability to learn and
perform the sample of tasks will be able to
learn and the job itself.
Other selection techniques
Background investigations and reference checks
(the advantages are)
1. Effectiveness
2. Giving employment references
3. Making background and reference checks more
useful
4. Pre employment information services
5. Polygraph and Honesty Testing
6. Graphology
7. Physical examination
8. Drug Screening
Types of interview
An interview is a procedure designed to obtain
information from a persons oral responses to oral
inquiries
There are seven types of interviews used at work
- structured
- non structured
- situational
- sequential
- panel
- stress
- appraisal
Types of interview
Structured vs. nonstructured
An unstructured conversational style of
interview. The interviewer pursues points of
interest as they come up in response to the
questions
An structured or directive style interview
follows a set of sequence of questions
Types of interview
Stress interview
An interview in which the applicant is made
uncomfortable by a series of often rude questions.
This technique helps identify hypersensitive
applicants and those with low or high stress
tolerance
Appraisal interview
A discussion following a performance appraisal
in which supervisor and employee discuss the
employees rating and possible remedial action
Types of interview
Situational interview
A series of job related questions which
focuses on how the candidate would behave
in a given situation
Job related interview
A series of job related questions which
focuses on relevant past job related
behaviours

Types of interview
Structured sequential interview
An interview in which the applicant is
interviewed sequentially by several persons
and each rates the applicant on a standard
form
Panel interview
An interview in which a group of
interviewers questions the applicant
Effective interviewing
Suggestions to develop an effective interviewing
are
1. Planning the interview
2. Controlling the interview
3. The questioning techniques
4. Yes/no questions
5. Obvious questions
6. Questions that rarely product a true answer
7. Leading questions
8. Illegal questions
9. Questions that are not job related

Avoiding listening responses
Effective interviewers avoid listening
responses such as nodding, pausing,
making causal remarks, echoing, and
mirroring
Interviewers should make a neutral
comment, acknowledge the response, or
use a reply, such as that is interesting and
useful interesting
Problems in the interview
Snap judgments
Negative emphasis
Halo effect
Biases and stereotyping
Cultural noise
Negative emphasis
Misunderstanding the job
Pressure to hire
Background investigation
Falsification of background information
Reference checking methods
Legal constraints on background
investigations
Fair credit reporting act
Giving references on former employees
Risks of negligent hiring
Guidelines for conducting an
interview

Base interview questions on a job analysis
Use objective, specific, and behaviourally-oriented
questions and criterians
Train interviewers
Use the same questions with all candidates
Use rating scales to rate interviewees answers
Use multiple interviewers or panel interviewers
Use better questions
General guidelines
Plan the interview

Establish rapport

Ask questions

Close the interview

Review the interview
Toyotas hiring process
Phase I (Orientation / Application)
Fill out an application and view a video of the
Toyota work environment and selection system
process (1 hour)
objective : To explain the job and collect
information about work experience and skills
conducted : Kentucky Department of Employment
services
Toyotas hiring process
Phase II (Technical Skill Assessment)
Pencil paper tests
General Knowledge Test (2 hours)
Tool & die or general maintenance test
(6 hours)
objective : To assess Technical Knowledge and
Potential
Conducted : Kentucky Department of Employee
services
Toyotas hiring process
Phase III (Interpersonal skill Assessment)
Group and individual problem solving
activities (4 hours)
Production assembly simulation (5 hours)
Objective : To assess interpersonal and
decision making skills
Conducted : Toyota Motor Manufacturing

Toyotas hiring process
Phase IV (Toyota Assessment)

Group interview and evaluation (1 hour)
Objective : To assess interpersonal and
decision-making skills
Conducted : Toyota Motor Manufacturing

Toyotas hiring process
Phase V (Health Assessment)

Physical exam and drug/alcohol tests (2 and
half hours)
Objective : To determine Physical fitness
Conducted : Scott County General Hospital
and University of Kentucky Medical Center

Toyotas hiring process
Phase VI (On the Job Observation)

Observation and coaching on the job after
being hired (6 months)
Objective : To assess job performance and
develop skills
Conducted : Toyota Motor Manufacturing

Guidelines for interviewees

Appropriate Clothing
Good grooming
A firm handshake
The appearance of controlled energy
Pertinent humor and readiness to smile
A genuine interest in the employers operation
Pride in past performance
An understanding of employers needs and a
desire to serve them
The display of second ideas
Ability to take control when employer fall down on
the interviewing job

Job offer
Placement
Placement is the actual posting of an employee
to a specific job.
It involves assigning a specific rank and
responsibility to employee
The placement decisions are taken mostly by
line managers after matching his skill and
qualification
Most organisations put new recruiters on
probation period where they are closely monitored
Job offer
Placement is an important human resource
activity
If neglected this will create too many
adjustment problems which leads to
absenteeism, turnover, accidents, poor
performance etc.,
If the placement is not proper he may quit
the organisation in frustration, complaining
bitterly about everything
Job offer
Induction / Orientation
is the task of introducing the new employees
to the organisation and its policies, procedures
and rules.
he is provided with information about the
company history, its current position, the benefits
for which he is eligible, leave rules, rest periods
etc.,
routine things like the location of the rest
rooms, cafeteria, parking spaces, break rooms
etc.,
Job offer
Objective of induction
- remove fear in the job, its content, policies,
rules and regulations
- create good impression in adjusting and
adapting to the new demands of the job, getting
along with people, and specifically for a good start
- acts as a valuable source of information
through the handbooks, manuals, dress codes,
and identification processes.
Induction program topics
Organisational issues
1. History of the company
2. Names and titles of key executives
3. Employees title and department
4. Layout of physical facilities
5. Probationary period
6. Product/services offered
7. Overview of production processes
8. Company policies and rules
9. Disciplinary procedures
10. Employees handbook
11. Safety steps

Induction program topics
Employee benefits
1. Pay scales, pay days
2. Vacation and holidays
3. Rest pauses
4. Training avenues
5. Counseling
6. Insurance, medical, recreation,
recruitment benefuts

Induction program topics
Introductions

1. To supervisors
2. To co-workers
3. To trainers
4. To employee counselor
Induction program topics
Job duties
1. Job location
2. Job tasks
3. Job safety needs
4. Overview of jobs
5. Job objectives
6. Relationship with other jobs