3. Reasons for Recruitment
Business expansion
1. Increasing sales of existing products
2. Developing new products
3. Entering new markets
• Employee exit
1. To work with competitors or other local
employers
2. Due to retirement, sick leave, maternity leave
• Business needs employees with new skills
• Business is relocating – and not all of existing
workforce want to move to new location
4. Meaning of Recruitment
OR
The process of generating a pool of
qualified candidates for a particular job
The process of attracting individuals on a
timely basis, in sufficient numbers and with
appropriate qualifications, to apply for jobs
within an organization.
7. Recruitment is a two way
phenomenon
RECRUITMENT
Organization is
looking for a
qualified
applicants
Applicants are
looking for the
potential
employment
opportunities
8. Recruitment is a strategic decision
The cost of replacing a supervisory,
technical or a managerial employees
run over 50% of employee salaries.
10. Recruitment strategy
Promotion from within
Promotion from within is a motivation tool and
reward for good work and longevity with the
organization.
Problem with promoting within – It leaves a staffing
gap and there is still a position to be filled.
Advantage of promotion is that the promoted
employee speedily transitions into the new role.
Disadvantage is the organization loses on the
chance of creativity and new ideas that come from a
new person.
Higher level jobs are more likely to be filled by
promotion than lower-level jobs.
12. Stages of Recruitment Process
1. Preparation
a) Identifying what jobs need filling
b) Identifying what is the role and job specification
2. Finding suitable candidates – through
advertising encouraging employees to apply for
job
a) External sources
b) Internal sources
3. Selection – Processes to choose best person
for job
a) Job offer
b) Introducing selected candidate to business
14. Sources of Recruitment
A INTERNAL SOURCES
1 Internal Job Postings
2 Promotions and Transfers
3 Employee Referral
4 Re-recruiting former employees
5 Internal recruiting database
15. Sources of Recruitment - Internal
Advantages Disadvantages
1.Increases the morale of
promotee
1. Inbreeding
2. Lower recruitment cost 2.“Political” infighting for
promotions
3. Causes a succession of
promotions
3. Need for management
development program
4. Have to hire only at
entry level
16. 1. Internal job posting
Job posting is the procedure to inform employees
that job openings exist.
Posting jobs
- Intranet
- Notice Boards
- E-mail
- Newsletter
17. 2. Employee Referral
Encourage existing employees to refer new
employees.
Win-win situation for the organization who gets a
successful new hire, the new employee who gets
a new job and for the referring employee who
earns a referral bonus.
Downside of employee referral – It may
generate applicant pool but does not bring
Diversity.
18. Sources of Recruitment
B EXTERNAL SOURCES
1 Campus hiring – Colleges, B-School,
Universities
2 Media Sources, internet recruitment
3 Recruitment consultants
19. Sources of Recruitment - External
Advantages Disadvantages
New “blood” brings new
perspectives
May not select someone who
will “fit” the job or organization
It is faster than training the in-
house employee for higher role
May cause morale problems for
internal employees
Recruitment through consultants
is a time saving deal
Longer “adjustment” or
orientation time
20. Campus Internships
An internship is an arrangement in which the
student is placed temporarily in a position with no
obligation to the student or the organization to
make position permanent.
Enables the student to learn about the
organization and try out the job before settling
into a career.
Also enables the organization to try out a possible
future employee before making a job offer.
21. Recruitment consultants
A recruitment consultant works to provide a
link between the employer and employee.
Executive search firms specialize in recruitment
of associate, middle to senior level jobs
Staffing companies recruit entry level jobs
Consultants generate a pool of applicants and
screen the qualified viz unqualified candidates
Consultants charge recruitment fee( % of the
position’s annual CTC)
Consultants specialize in particular industries –
E.g. IT, financial services, Retail, Real estate,
Healthcare
22. Internal Recruitment team
Large organizations hire dedicated in-house
Recruiters
Talent Acquisition team generate qualified
candidates for open positions.
In-house recruiters represent the organization’s
image when interacting with the applicant.
23. Media sources
Classified in news papers
Online application on company’s website -
Careers section
Job portals
24. Sources of Recruitment – Internet
Recruitment
Advantages Disadvantages
Cost savings More unqualified
applicants
It is easy and quick to
post an Ad
Additional work for HR
staff
members
Expanded pool of
applicants
Many applicants are
not
seriously seeking
employment
25. Recruiting evaluation
1.Quantity of
applicants
As the goal of a good
recruitment program is
to generate large pool
of applicants from
which to choose,
quantity is a natural
place to begin
evaluation
2.Quality of applicants
The issue arises
whether or not the
qualifications of the
applicant pool are
sufficient to fill the job
openings. Do the
applicants meet job
specification and do
they perform the jobs
well after hire?
26. Recruiting evaluation
3. Yield ratio
A comparison of the
number of applicants at
one stage of the recruiting
process to the number at
the next stage.
4. Evaluating
recruitment cost
benefit
In a cost/benefit analysis
to evaluate recruiting
efforts, costs may include
both direct costs
(advertising, recruiters’
salaries, travel, consultant
fees, telephone) and the
indirect costs (involvement
of operating managers)
27. Using yield ratio to determine needed
applicants
e.g. 300 applicants
100 Final Interviews
50 offer letters
25 hires
Initial Contacts/Final Interview
(Yield ratio = 3:1)
Final Interview/Offers
(Yield ratio = 2:1)
Offers/Hires
(Yield ratio = 2:1)
28. What to consider when Advertising
Job category
– Senior mgmt. jobs merit advertisement in the national
newspapers and/or specialist management magazines
- Semi-skilled jobs need only be advertised locally to attract
sufficient good quality candidates
Cost of advertising
- National newspapers and television cost significantly more than
local newspapers
Readership and circulation
– How many relevant people does the medium reach?
Frequency
– How often does the business want to advertise the post?
29. Contents of a Job Advertisement
Details of the business
(name, brand, location, business activities)
Job details (title, main duties)
Job conditions (special factors like travel)
Experience / qualifications required
Rewards (financial and non- financial)
Application process (how to apply, submission date)
31. Advantages of a Job application viz a
viz a CV
An application form forces candidates to answer
same questions and provide information in a
consistent format
CV’s often come in many different formats, with
key information either missing or presented in
different ways
Encourages the applicant to consider the specific
needs of the employer – e.g. respond to
questions relevant to the employer
More likely to get up-to-date information from the
applicant
32. Gender Diversity Recruitment
Workplace diversity has become a hot button issue
and top priority for recruitment departments.
Two main categories of Diversity
1. Inherent diversity – characteristics like age, race,
sex
2. Acquired diversity - factors such as education,
experience, values, skills and knowledge.
For a diverse workforce the recruitment team must
ensure they use recruiting methods that generate
applications from a variety of individuals.
Gender diversity – Female Talent
34. Meaning of Selection
OR
The Process of making a “Hire” or
“No Hire”
decision regarding each applicant for
a job.
SELECTION is the process of
choosing from a group of applicants
the individual best suited for a
particular position and for the
organization
39. Selection test
Any instrument used to make a decision about a
potential employee.
Selection tests are used to identify applicant skills
that cannot be determined in an interview
process.
A variety of testing methods applicants are rated
on their aptitude, personality, abilities, integrity
and motivation.
40. Step 1. Testing
Testing
measures
Knowledge,
skills, abilities
and personality
traits
1.Cognitiv
e ability
Testing
2.
Physical
ability
Testing
3.
Personali
ty Testing
4.
Integrity
Testing
5. Work
sample
testing
6. Drug
testing
41. Step 2: Information gathering
• All information is
presented in resume
• Name, number, e-mail,
expected CTC, location,
education, work
experience
Application
forms and
Resume’
• Involves contacting an
applicant’s previous
employers, reporting bosses
to learn about the applicant.
Find out reasons for past
exits from organization
Reference
check
42. Contents of a job application form
Personal details
Education qualifications
Employment history
Reason for applying for job
Names of referees
43. Resume’
A written document
1-2 pages
Designed by the job applicant
Covers similar ground as job application
44. Step 3: Interviewing
The most frequently used selection method.
Interviewing occurs when applicants respond to
questions posed by an interviewer
Chance for the interviewer to meet applicant face
to face (except web conferencing)
Can obtain much more information on: – What
person is like – Whether they are suitable for job
– Whether they will fit into the organization
Interview is also an important for the candidate –
Obtain information about job – Assess the
working culture of a possible new employer
45. Information to obtain during a
Recruitment Interview
By the employer:
1. Information that cannot be obtained on paper from a
CV or application form
2. Conversational ability- often known as people skills
3. Natural enthusiasm or manner of applicant
4. See how applicant reacts under pressure
• By the employee
1. Whether job or business is right for them
2. What is culture of company like
3. What are exact details of job that may be omitted
from job description
46. Types of Interviews
Types of
Interviews
Structured
interviews
Situational
interview
Behavioral
interview
Unstructured
interviews
47. Structured interviews
Structured
Interview
Situational interview Behavioral interview
A list of
predetermined
questions. All
applicants are asked
the same set
questions. There are
two types of
structured interviews.
In which the interviewer
asks
questions about what the
applicant would do in a
particular job problem.
In which the
questions focus on the
applicant’s behavior in past
situations.
48. Unstructured interviews
Here the interviewer asks questions that are not
planned in advance.
It involves open ended questions , “tell me
about the work you do in the field”
More of casual conversations and have little
predictive ability in the hiring process.
49. Team Interviewing
Multiple interviewers represent collaborative
selection decision.
Helps the new hire to be quickly accepted by the
team who participated in choosing the new team
member.
Downside is the logistics of conducting the team
interviewing.
50. Ways how Startups are changing the
Interview process
Startup Interview
process
Description
Urban
Ladder
Online furniture
curator
‘Cumbersome’
Interview
Process
+
Airport test
-45 min. screening phone call (assessing
communication skills, career plan, basic
fit, past experiences)
- ‘Airport test’ To gauge if the
candidates can hold an conversation if
they are stranded on an airport for 2
hours.
-The interviewer asks people to talk
about their hobbies and say what they
are passionate about.
Rajiv
Srivastava
COO, co-
founder
-In Urban ladder we are trying to do
something that was not done before,
selling furniture online. So the
fundamental process of hiring is potential
over performance and we need a
51. Ways how Startups are changing the
Interview process
Startup Interview
process
Description
Ibibo
Online travel
organization
Multi level
Interviews
+ Interview
feedback
+ Interview
with the CEO
Ibibo has 400 employees, group founder
approves every single hiring.
For middle level positions – there are
three interview rounds and for senior
level positions – there are five interview
rounds.
The interviewer shares a feedback, i.e.
rates the candidates and has to write a
short essay
Group founder
Ashish
Kashyap
- The close involvement in Ibibo is to
maintain that we hire people that
culturally the company philosophy.
52. Ways how Startups are changing the
Interview process
Startup Interview
process
Description
Paytm
E-commerce
platform
Online
coding
competition
for engineers
+
Mgmt. Direct
experience
To recruit engineering graduates from
remote areas coding competitions are
held online eliminating place for test
centers.
The shortlisted candidates work from
office for a few days. The seniors get to
test the working conditions of the
employee and ensure right candidate is
selected.
Vijay Shekhar
Sharnma,
CEO, Founder
“Students get to crack the code sitting in
Shillong and Guwahati and they save on
the hiring cost incurred for travelling. “
53. Reference check
References are written character statements
from people who know the applicant well
- A chance to learn more about the strengths
and weaknesses of an applicant
- Get to know candidate’s past traits that may have
been missed
e.g. Criminal background checks, credit checks
and Internet searches
54. Making the Job Offer
A job offer may be extended by phone, letter or in
person
The job offer is handled by the HR department
where salary and benefits are discussed
55. EVALUATING RECRUITMENT AND
SELECTION PROCESS
Some meaningful questions,
Statistical information on recruitment and hiring
processes
Were your methods cost-effective?
Did your recruitment generate a large enough
applicant pool to make a good selection decision?
How long did it take to fill the position?
What about turnover? Do your new employees
stay with the organization?
When the manpower planning indicates the need for additional manpower for the organization the first step is the full scale recruitment and selection process.
Sometimes, the organization may consider alternates to recruitment such as outsourcing instead of hiring the regular employees.
If there is a short term surge in work volume then part-time employees can be engaged or overtime can be discussed with existing employees.
The cost of recruitment and selection is higher so it should be only done if hiring people is the long term business objective of the organization. The cost of replacing a supervisory, technical or a managerial employees run over 50% of employee salaries. Therefore, recruitment is a strategic decision.
The organization’s promotion policy will have a significant effect on the recruitment process. If the open position is above entry level, it may be appropriate to promote someone from within the organization. Many organizations use promotion from within as a motivation tool and a reward for good work or longevity with the organization.
Also when employees see their co-workers being promoted, they become more aware of their career goals. The problem with promotion from within is that the promoted person leaves a staffing gap so there is still a position to be filled. The gap is at a lower, less-skilled position, and therefore it may be an easier position to fill. The advantage of promotion from within is that your promoted employee is already comfortable with the corporate culture, knows organization policies and will likely get up to speed much faster than a person new to the organization. The disadvantage of promotion from within is that the organization loses out on the chance for new ideas and the creativity that can come from a new person entering the organization for the first time. Higher-level jobs are more likely to be filled by promotion than are lower-level jobs.
The most common method used to find qualified applicants from inside the organization is job posting.
Job posting is the procedure to inform employees that job openings exist. The traditional method to announce a job opening was to post notice of the job on the HR bulletin board; no doubt this is the origin of the term job posting. Today, many organizations post jobs electronically through organization-wide intranets or send e-mails to all employees about the job vacancy. The job announcement should include information about the position, the required qualifications and instructions on how to apply. It is important that the job announcement is made available to all employees.
Current employees can play an important role in recruiting new employees, and some organizations pay a bonus to employees for successful referrals. Many organizations today run an employee referral program and encourage employees to refer the new employee.
It is a win—win situation for the organization who gets a successful new hire, the new employee has a job, and the referring employee has a bonus in his or her pocket. There is a downside to extensive use of employee referrals. The word-of-mouth recruiting may generate applicant pools that do not reflect the diversity. Therefore, employee referrals are one of the recruitment sources.
An internship is an arrangement in which a student is placed temporarily in a position with no obligation by either the student or the organization to make the position permanent. The internship enables the student to learn the organization and try out the job before settling into a career. It also enables the organization to try out a possible future employee before making a job offer.
The organization provides the job description and the consultant will generate a pool of applicants and do the preliminary interviews. They will screening out unqualified candidates and send only those who are actually qualified.
This can save a great deal of time; however, consultants fees are costly (often a percentage of the position’s annual salary).
Large organizations often hire in-house recruiters whose sole focus is to generate qualified candidates for open positions. Since in-house recruiters are employees of the organization, applicants generally base their perception of the organization on their interaction with the internal recruiter. Therefore, recruiters must be made aware of the image they present during the screening interview; it can significantly influence the applicant’s attitude toward the organization.
One can advertise the open position in classified section of the newspaper, internet and social media. Advertising can range from a simple help wanted ad in the classifieds to an extensive multimedia campaign saying “We are hiring”. Some organizations accept only online applications on their website. Historically, local newspaper advertising was the common recruitment method, particularly for entry-level positions, because it was low cost and could generate a good number of applicants.
There are advantages to online recruiting.
First, it costs less than traditional advertising.
Second, It’s easy and quick to post an ad; responses arrive faster and in greater quantity; and a wider range of applicants can be generated.
Online processes can also screen applications and administer some selection tests, thereby significantly reducing the HR time required to generate a pool of qualified candidates. The online format is immensely popular with job seekers as well because the ease of submission allows them to send out dozens of résumés with just a few mouse clicks. This can create a problem for HR, however. There must be processes in place to filter out those who do not meet minimum job qualifications. The ease of applying for a job online can generate a great number of applications, requiring HR staff to spend time sorting through applications and filtering actually who are qualified for the job.
Workplace diversity has become a hot button issue and top priority for recruitment departments.
For a diverse workforce the recruitment team must ensure they use recruiting methods that generate applications from a variety of individuals. The recruitment flyers can include pictures of disabled employees, advertisements can be bilingual.
Gender diversity is another area that the recruitment looks into finding and retaining the female talent.
SELECTION is the process of choosing from a group of applicants the individual best suited for a particular position and for the organization
Selection tests are used to identify applicant skills that cannot be determined in an interview process. Using a variety of testing methods, applicants are rated on aptitude, personality, abilities, integrity and motivation.
1. Cognitive ability testing – These are psychological tests that measure the learning, understanding, and ability to solve problems. e.g. IQ tests
2. Physical ability testing - It assesses muscular strength, cardiovascular endurance, and coordination. E.g. defense and police recruitment, fitness instructors
3. Personality testing - It measures the patterns of thought, emotion, and behavior. e.g. Myers Briggs Type indicator (MBTI) 16 different type of personalities
4. Integrity testing - It is designed to assess the likelihood that applicants will be dishonest or engage in illegal activity or theft.
5. Work sample testing - Measures performance on some element of the job. E.g. Case study or presentation deck submitted by a fresh MBA, keyboarding skill test of Executive Assistant.
6. Drug testing - Normally requires applicants to provide required sample that is tested for illegal substances.
About Interviews
Interview is a crucial part of the selection. Interviewing occurs when applicants respond to questions posed by an interviewer. Questions may include about education, prior experience, job knowledge, personality, communication ability and social skills.
The interview is really a verbal test for the candidate. The results of the interview are subject to interpretation by the interviewer and thus can have a huge potential for error, depending on the questions asked, the answers given and the interviewer’s own personal bias. Think carefully about the kind of information you want to get from the candidate during the interview. Don’t waste time asking questions that give you the same information found on the application. Use the interview to find out how the person will conduct him or herself on the job.
The most widely used interview techniques is structured interviewing . Her the interviewer follows a pre-set list of questions asked of all candidates. This allows for consistency in the process, ensures that important questions are not left out and helps guarantee that all candidates will be assessed by the same standards.
Situational interviewing is characterized by questions like, “what would you do in this situation,” allowing the candidate to speculate on how he or she would handle a particular job problem. Behavioral interviewing asks the candidate to describe what he or she did in a particular situation. It requires the candidate to give real examples of past actions and results, and it is based on the theory that past behavior is a good predictor of future behavior. Generally, behavioral questions are more likely to give real-world information that may be relevant in making a good selection decision.
Unstructured interviews are conducted with a minimum of questions asked by the interviewer and questions are not always planned in advance. This technique involves open-ended questions such as “tell me about the work you do in your field,” allowing the candidate to express his or her thoughts and feelings that might be relevant to the job and allowing the interviewer to follow the direction set by the candidate. This technique can reveal information that may never arise in a structured interview. Sometimes interviews without structure can become nothing more than casual conversations, with the interviewer focusing solely on getting to know the candidate. This may be nice for social gatherings, but it has almost no predictive ability in the hiring process. You’ll have a more successful new hire if you stay away from the “casual conversation” trap and instead plan carefully for a structured interview that focuses on job-related information.
A recent trend now is to use an interview team consisting interviewers from the various areas of the organization that will interact with the new person. The advantage of this approach is that multiple interviewers represent broader areas of interest, and when interviewing is completed, there is more than one person to make the selection decision. This may also help the new hire to be more quickly accepted by the team, since those who participated in choosing the new team member. The downside to team interviews is simply logistics. The larger the team, the more difficult it is to find a time and a place in everyone’s busy schedules to make the interview happen. In addition, candidates are likely to find a panel interview more stressful than an interview by a single person.
Once you have made your selection decision, you must verify the information provided by the candidate and check the candidate’s references.
Many a times the information on application forms and résumés is inaccurate. Difficult as it may be to check references, you must get accurate information on your prospective new
References• What are references? – Written character statements from people who know the applicant well – An important “safety check” – A chance to learn more about the strengths and weaknesses of an applicant• Final check that all information given by candidate is correct• Good honest reference from an independent source can also reveal good or bad incidences from candidate’s past or particular traits that may have been missed. For e.g. criminal background checks, credit checks and Internet searches to find information on job candidates.
