recruitment,selection evaluation and factors influencing them,training,strategies for orienting new employees..

1. HUMA N RESOURCE
PLANNING:-
M.HIMA BINDU

2. Contents:
• Unit-3:
1. Recruitment
2. Sources
3. Evaluation and selection procedures, techniques
4. Factors influencing recruitment & selection
5. Placement
6. Induction
7. Training
8. Strategies for orienting new employees

3. RECRUITMENT PROCESS
DEFINATION
• The process of discovering
potential job candidates.

4. Recruitment goals
• To communicate the position in such a way that job
seekers respond.
• To provide enough information about the job that
unqualified applicants can select themselves out of
the job candidacy.

5. RECRUITMENT SOURCES
• The Internal Sources
• The External Sources

6. INTERNAL SOURCES
• Employees Referrals/Recommendations
A recommendation from a current employee
regarding a job applicant

7. WHY PREFER INTERNAL SOURCES
• It builds good public relations.
• It builds morale.
• It encourages good individuals who are ambitious.
• It is less costly.

8. WHY PREFER INTERNAL SOURCES
• Those chosen internally already know the
organization.
• It improves the probability of a good selection, since
information on the individual‟s performance is readily
available.

9. THE EXTERNAL SOURCES
– Advertising
– Employment Agencies
– School, Colleges and Universities
– Professional Organizations
– Unsolicited Applicants

10. RECRUITMENT ALTERNATIVES
• Temporary Help Services
• Employee Leasing
• Independent Contractors

11. THE SELECTION PROCESS
Initial screening Application form Employment Tests
Background Short listing
Interviewing
Investigations
Permanent Job
Conditional Job Medical Fitness Offer
offer
Consideration for
Disables

12. EMPLOYMENT TESTS
• Performance Simulation Tests
– Focus on actual job activities
• Work Sampling
– To actually perform a small segment of the job

13. EMPLOYMENT TESTS
• Presentations
– to assess the qualities of candidates applying for
posts which require a complex set of
skills, together with specific professional/academic
knowledge.

14. EMPLOYMENT TESTS
• Case Studies
– used for candidates for managerial posts, or for
posts requiring knowledge of specific
procedures, regulations or legislation.

15. EMPLOYMENT TESTS
• Group Selection Methods
– Leaderless group discussions;
– Command or executive exercises (e.g. outward
bound);
– Group problem solving.

16. EMPLOYMENT TESTS
• Assessment Centers
– An assessment centre may also require candidates
to engage in a group exercise during which
assessors observe their interpersonal skills.

17. EMPLOYMENT TESTS
• Psychometric Tests
– Tests of ability, aptitude or intelligence;
– Questionnaires to measure "personality";
– Questionnaires to establish interests and
preferences.

18. INTERVIEWING
The purpose of a selection interview is to:
• Collect evidence against the person specification in
order to predict how successfully the candidate would
perform in the job.
• Help promote a positive image of the University.
• Enable the panel to make the best use of available time
in reaching a decision.

19. INTERVIEWING
• Give candidates information about the job to facilitate
their decision making.
• Research shows that structured interviews are
significantly more likely to serve this dual purpose
and lead to successful appointments. A structured
interview will also:
• Ensure consistency throughout the interviews

20. INTERWIEING FAULTS
Do remember that the interview has limitations and risks.
Here are some common ways by which it can be flawed.
● Inadequate preparation.

21. INTERWIEING FAULTS
● A subjective process where judgement may be base
on first impression.
● The panel may not be consistent in their treatment of
different applicants

22. INTERWIEING FAULTS
• The skills tested may be only those of self-
presentation, which may be irrelevant or form
only a minor part of the skills needed for the job.

23. HOW TO IMPROVE
Once these shortcomings are clear, steps can be taken to
overcome them:
• consistent, well-understood recruitment procedures.
• the interview may be backed up by a practical exercise
or test.

24. HOW TO IMPROVE
• Interviewers can also improve their own effectiveness
by careful planning.
• Interviewers and those involved in short-listing can
being completely familiar with the job description
and selection criteria

25. HOW TO IMPROVE
• Interviewers can reflect on the good and bad aspects
of interviews they have attended.
• Interviewers can themselves more aware of factors
that cloud their own perceptions and judgement so
that they can overcome them.

26. HOW TO IMPROVE
• Interviewers can ignore irrelevancies and ask
themselves repeatedly whether something they‟ve
observed about a particular candidate is directly
relevant to the person specification and selection
criteria.

27. INDUCTION:
• INTRODUCTION:-
After an new employee is hired in
the organization, it is necessary he
or she be familiar to organization
philosophies, goals & objectives,
policies, procedures, rules &
regulations
& practices. This orientation is called employee
induction.

28. Induction:-
• Definition:-
Induction can be defined as, “the HRM
function that systematically
& formally introduces new
employees to organization, jobs
, the work groups to which they
will belong & work environment
where they will work”.

29. Induction:-
• Objectives:-
 To introduce new employees with the organizational
environment.
 To create positive attitude in the minds of the new
employees.
 Help the new employee overcome shyness & nervousness in
meeting new people in new environment.

30. Objectives:-
 Helps in reducing labour turnover.
 Develop among new employees a sense of
belongingness & loyalty to organization.

31. Induction program:-
• Steps in induction program:-
An induction program essentially involves the
following steps;
A. General orientation
B. Specific orientation
C. Follow-up orientation

32. Induction program:-
• General orientation:-
1. It includes guidance tours in different departments of
an organization.
2. Some organizations have their printed manuals.
3. The purpose of general orientation program is to build
a sense of pride, and also create interest in them about
the organization.

33. Induction program:-
• Specific orientation:-
1. The purpose of specific orientation is to help new
employees to get acclimatized with their new work
environment.
2. For executives and managerial employees, targets
and key result areas for each of them are given to
make them aware of what organization expects from
them,

34. Induction program:-
• Follow-up orientation:-
1. The follow-up orientation is conducted sometime
after the initial induction of an
employee, i.e., preferably within a period of 6
months.
2. The purpose of such orientation is to give guidance
and counsel to employees to ensure that they are
reasonably satisfied.

35. Employee socialization:-
• Employee orientation and induction is also called
employee socialization.
• Robbins identified that socialization process involves
three distinct stages;
1. Pre-arrival stage
2. Encounter stage
3. Metamorphosis stage

36. Stages in employee socialization
Socialization is a continuous process, today's
organizations being dynamic.
• Pre-arrival stage:-
At this stage individual employees come to an
organization with certain values , attitudes and
expectations.

37. Stages in employee socialization
• Encounter stage:-
At this stage , perceptions earlier generated
by an individual, are reaffirmed
through a well planned induction program

38. Stages in employee socialization
• Metamorphosis stage:-
At this final stage of socialization, employees
understand the organizations and identify then with the
organizations.
TO keep pace with the changing environment, the
organizations are following socialization process which is
continuous process.

39. Advantages:-
• Builds two way communication channel.
• Improves relations and
team work among employees.
• To integrate new employees
into organization & to develop
a sense of belongingness.
• Reduces employee grievances,
labour turnover.

40. PLACEMENT:-
• INTRODUCTION:-
• Placement is a process of assigning a specific job to
each of the selected candidates.
• It involves assigning a specific job and responsibility to
an individual.
• It involves matching the requirements of a job with
qualifications of candidates.

41. Placement:-
• After an induction program is over an employee is
put to a specific job for which he has been selected.
• Most of the organizations put new employees on
probation for a specific period.

42. Placement:-
• Some organizations also have a system to extend the
probationary period, if the employees fail to match to
organization expectations. Such placement is known
as „differential placement.”

43. Placement:-
• Significance:
1. It improves employee morale.
2. It helps in reducing employee turnover.
3. It helps in reducing absenteeism.
4. It helps the candidates to work as per predetermined
objectives of organization.

44. Training:
• Increasing knowledge and skills for doing a particular
job; it bridges the gap between job needs and
employee skills, knowledge and behavior.
• Focuses attention on the current job; it is job specific
and address particular performance deficits/
problems.

45. Training:
• Concentrates on individual employees; changing what
employees know, how they work, their attitudes
toward their work or their interactions.
• Tends to be more narrowly focused and oriented
towards short term performance concerns.

46. Types of training:
• Skill training
• Reference training
• Cross-functional training
• Team training
• Creativity training
• Diversity training
• Literacy training

47. The Training Process
• Training
– The process of teaching new employees the basic
skills they need to perform their jobs.
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48. The Training Process
• The strategic context of training
– Performance management: the process employers use
to make sure employees are working toward
organizational goals.
• Web-based training
• Distance learning-based training
• Cross-cultural diversity training

49. The Training and Development
Process
• Needs analysis
– Identify job performance skills needed, assess
prospective trainees skills, and develop objectives.
• Instructional design
– Produce the training program content, including
workbooks, exercises, and activities.
© 2005 Prentice Hall Inc. All
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rights reserved.

50. The Training and Development
Process
• Needs analysis
– Identify job performance skills needed, assess
prospective trainees skills, and develop objectives.
• Instructional design
– Produce the training program content, including
workbooks, exercises, and activities.

51. Training Methods
• On-the-job training (OJT)
– Having a person learn a job by actually doing the job.
• OJT methods
– Coaching or understudy
– Job rotation
– Special assignments
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rights reserved.

52. Training Methods
• Advantages
– Inexpensive
– Immediate feedback

53. Strategies for Orienting Employees
• Employee orientation
– A procedure for providing new employees with
basic background information about the firm.
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rights reserved.

54. Strategies for Orienting Employees
• Orientation content
– Information on employee benefits
– Personnel policies
– The daily routine
– Company organization and operations
– Safety measures and regulations
– Facilities tour

55. Orienting Employees (cont’d)
• A successful orientation should accomplish
four things for new employees:
– Make them feel welcome and at ease.
– Help them understand the organization in a broad
sense.
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rights reserved.

56. Orienting Employees (cont’d)
– Help them begin the process of becoming
socialized into the firm‟s ways of acting and doing
things.
– Make clear to them what is expected in terms of
work and behavior.