MM Bagali ........ HRM Recruitment HR HRM HRD

1. dr m m bagali
dr.mmbagali@gmail.com
Recruitment and Selection

5. % of work of HR
• Training
• R / S
• Performance Management
• Others
• Training 20
• R / S 40
• Performance Management 20
• Others 20
Nature of work of HR
• HRD
• HRM
• IR/PM
• Legislation
• Welfare
• Public Relations and
corporate affairs

6. As HR students / CHRO
• importance of recruitment
• calculate costs associated
• understand all steps followed in an effective
recruitment
• process and procedure
• various methodology
• selection, Interview, et al
• challenges and oppournities
• Types of Recruitment and Selection tools

7. • analyze requirements and create competence map formats
• screen and shortlist application using motivational and image
checkpoints
• conduct behavioral & functional Interviews efficiently & effectively
• create positive perceptions among candidates
• effectively evaluate the candidate on behavior, skill and knowledge
• understand the role of non interview techniques in evaluating
candidates

8. Rationale
• Acquiring and retaining high-quality talent is critical
• Job market becomes increasingly competitive
• Poor recruiting decisions can produce long-term negative effects
• High training and development costs to minimize
• Best to come in organisation
• ROI
Why is Recruitment considered critical !!!
“You need to have the right person at the right place and
right time to get the work right and in the right fashion”

9. Recruitment
Recruitment is described as “the set of activities and processes
used to legally obtain a sufficient number of qualified people at
the right place and time”
The process of attracting individuals in sufficient numbers with the
right skills and at appropriate times to apply for open positions
within the organization.
Identifying, Acquiring, Developing, Engaging and Retaining, …….

10. Determining requirements
Sourcing & Shortlisting
Interview Methods
Selection & Reference Check
Non Interview
Methods
Assessment Techniques
OVERVIEW OF HIRING PROCESS

11. Designations of HR
•HR officer
•HR Executive
•CHRO
•Peoples Officer
•Deployment Officer
•HR Strategist
•Leadership Solutions
•HR and Admin / HR and Law- Legal
•HR and Corporate initiatives
•HR, IR and Admin.
•HR- Land D

12. Recruitment
HRP
Estimating HRP
Labor Market
HRP
Estimating HRP
Labor Market
• When & how extensively to recruit
– When do recruiting efforts need to begin?
– How large an applicant pool needed?
– Data from past recruiting efforts utilized
• Yield ratios
– Offer information on how many applicants eliminated/
step in recruitment process
– Can determine proper or necessary size of applicant p
Labour Market
Estimating
Data
Forecasting

13. Determining
requirements
Do you require …..
Technical skills? Communication skills?
Creative Skills? Public Speaking Skills?
Law Skills? ………
Marketing / HR / Finance / Consultancy / Research ………

14. Recruiting Pyramid

15. We say bad recruitment occurs in three situations
• Can not do: The person lacks the skills required
• Will not do: The person lacks the attitude
• Does Not Know what to do: The person lacks the Knowledge
WHAT FORMS BAD RECRUITMENT

16. Bad Recruitment Costs
Normally costs of bad recruitment vary between 1-2 years of salary
for executives and 1-4 years of salary in case of managers

17. Direct Recruitment Costs (3-6 months)
• Advertising
• Travel and stay
• Time costs of people concerned

19. Induction Costs (1-2 months)
• Administrative costs
• Relocation costs
• T and D

20. Stabilization costs (2-6 months)
• Learning time
• Mentoring and Team time
De-motivation Costs (1-2 years)
• Unproductive time
• Other People leaving
• Team Loss

21. Client Related (1-2 years)
• Internal / External Client loss
• Future business loss
Leaving Costs (1 month)
• Other people leaving
• Redundancy costs
• Handover costs

22. Estimating future HR requirements !!!

23. Estimating future HR requirements !!!
Supply forecasting can be done through :
Existing human resources
Internal sources
External sources
Analyze your work operations
Conduct a series of online surveys using the Delphi technique--asking several experts
Matrix model
Look at Downsizing
Look at Trends in market
Look at Employee Turnover
Skills inventory
Competency required

24. How Bad Recruitment happens

25. How Bad Recruitment happens

26. Why Microsoft is the best: Talent Acquisition Strategy
That “worth 300 times more than average”
Detect talents in its infancy
• Their recruitment methodology used
• Contests and mathematical problems placed in technology magazines universities
• Answers along with their resumes
Challenging interviews and selection process
• Several weeks
• Technical questions are alternated with “brain teasers” as curious as how many golf
balls fit in a school bus? Or how much would you charge for cleaning all windows in
Seattle?
Speed up the on boarding process
• Culture transfer
• With Seniors very close
• 20% on own projects

27. Case
• The resignation of a project leader in an organization has created a vacancy in
the organization, which has to be filled up immediately. The HR Manager
sought the help of the placement consultants who were not able to help him find
the candidate. The HR manager advertised in the appointment columns of the
leading news paper across the country which resulted in many applications
pouring in from different cities.
• After a thorough scrutiny of the applications the HR Manager had to interview
many candidates at different locations. After three days of intensive interviewing
they were able to finalize a candidate by name A paying him a salary of 50,000
USD per annum.
• The Technical Manager spent three weeks inducting Amit into the organization
and handed over the project to him. After taking up the job Amit was a habitual
latecomer and also a regular absentee. He started showing negative impact on
the team he was leading. The relationship he maintained with his subordinates
was poor, which forced two senior software engineers to look out for a better
opening with a competitor. The project eventually got delayed which frustrated
Amit and he resigned without handing over the project to a competent person
this further delayed the project.

28. • Total Cost for Head 1 :
• Total Cost for Head 2 :
• Total Cost for Head 3 :
• Total Cost for Head 4 :
• Total Cost for Head 5 :
• Total Cost for Head 6 :
• Total Cost for Bad Recruitment :

29. Poor analysis of job function- / Job description
A through JD of each job
An Ideal JD
Poor analysis of necessary personality-skill profile
Inadequate initial screening- skills required to screen
Inadequate interviewing techniques- methodology
Inadequate questioning techniques-skills
Poor utilization of second opinions-any other ways

30. Competency

31. Competency
What is Competency
1. Is the ability of an individual to do a job properly
2. A competency is a set of defined behaviors that provide a structured guide
enabling the identification, evaluation and development of the behaviors in individual
employees
Core Competency
Company’s competitive advantage
Company's core selling / business development point
Which brings more business / more results

32. Competency, Performance & PCMS
What is Competency
– Right Fit
– What Fits
– Output
– Productivity
– Results
– Impact

33. Competency Iceberg Model

34. Competency, Performance & PCMS
Why Competency
– Right results
– Best Results
– Timely Results
– Wastage prevents
– High Impact

35. Identify Roles ….. How [Work activity]
Clarity…. (Job Characteristics)
Expectations- Fitment
Outcome- Capacity
Work overload
Role clarity
Risks
Hard ship
Team / Individual
Maturity required
Skills
Competency
Identify Roles and Recruitment

36. Sourcing and Short listing
Mode of getting the CV
Checklist for shortlist

37. CV Getting
– On line / portal
– Hard copy
– Paper advt
– Campus
– Network
– Referrals
– Past data base
– Consultancy
– Employment Bureau
– Community Centers
– Research centers
– IJT….. Internal job transfer / bring your own buddy
Employment agencies
Executive search firms
In-house recruiters
Local advertising:
Newspaper.
Multimedia.
Internships
Job fairs
College recruiting
Walk-in candidates

38. CV Getting
– On line / portal Increases Job Visibility
Increases the Quality of Hire
Raises Brand Awareness
Improves Referrals
Inspires Employees
Reduces the Cost to Hire
Wide Reach

39. Checklist in CV / Shortlisting
Academic achievements
Experience
Skills / Competency
Leadership
Failures /Success stories
Proven track record
Significant achievements
Projects and Invitations
Other achievements
Consistency / Diversity workplace worked

40. Applications must include:
– Applicant information
– Applicant signature certifying validity of information
– Statement of employment at will, if permitted
– Permission from the applicant for reference check
Avoid the following:
– Discriminatory information
– Citizenship and Social Security data
– Information on past Workers’ Compensation
– Disability information
– Past salary levels
– Birth date or education dates
– Driver’s license information, unless driving is a job requirement

41. Assessment Techniques :

42. ………. of what people perceive of others comes
from body language and facial expressions
………… comes from tone of voice
……. is based on the actual words people use
FACTOID
55%
38 %
7 %

43. why Interview

44. Interview and Non Interview
Screening
Formal
Structured
Open ended
Interviews
Explorative
Domain
Stress
Personality
GK / GA
Assessment Techniques
Nature
Individual
Panel / Group
Behavioral
Phone
Lunch

45. Interview: Pre-Screen Interview Questions
• What prompted you to apply to our company?
• What are some of the things that you value in an employer?
• How would you describe your work style and your work ethic?
• How do you continue to stay current with trends in your field?
• What have you done in the last year to continue your learning/education?
• If you had only on word to describe yourself, what would it be? Why?

46. • Describe a situation where multi-tasking was necessary to complete a
specific goal. How did you feel about that situation?
• Do you have any specific salary requirements?
• What resources do you use to manage your time? May we see it in a follow-
up interview?
• What is your motivation to succeed?
• What do you need your next employer to provide for you to succeed?

47. Sample Behavioral Interview Questions
What to analyze
Self-image: - A person's view of him or herself, identity,
personality and worth. For example, seeing oneself as a leader,
or as a developer of people
Trait: - A typical aspect of a person's behavior. For example,
being a good listener.
Motive: - What drives someone's behavior in a particular area
(an underlying need for achievement, affiliation or power).

48. Sample Behavioral Interview Questions
Behavioral-event interviewing (BEI) techniques involve asking questions that evaluate
how past behaviors could reflect upon an employee's future success.
Types:
Stress Interview
Unstructured format
Situational
Analysis exercise
– Describe the perfect job
– Name your 5 major strengths as a professional
– If you are successful in 12 months. How will you know?
– Please provide 3 reasons you are an opportunity for the new employer
– Why are you looking to change now?
– What do you find the least challenging?

49. Sample Behavioral Interview Questions
In-tray exercise
to gauge how well suited a person is to a managerial role in a real-
world working situation
Examples of management activities that
a candidate may simulate during the In Tray exercise
•Assign priorities
•Identify issues
•Delegate actions
•Handle HR issues
•Resolve conflicts
•Make decision based on information given
•Answer questions
•Draft letters / memos

50. Sample Behavioral Interview Questions
• Describe a situation in which you were able to use persuasion to successfully convince someone
to see things your way.
• Describe a time when you were faced with a stressful situation that demonstrated your coping
skills.
• Give me a specific example of a time when you used good judgment and logic in solving a
problem.
• Give me an example of a time when you set a goal and were able to meet or achieve it.
• Give me a specific example of a time when you had to conform to a policy with which you did
not agree.
• Tell me about a time when you had to go above and beyond the call of duty in order to get a
job done.
• Tell me about a time when you had too many things to do and you were required to prioritize
your tasks.

51. •Give me an example of a time when you had to make a split second decision
•What is your typical way of dealing with conflict? Give me an example.
•Tell me about a time you were able to successfully deal with another person even
when that individual may not have personally liked you (or vice versa).
•Tell me about a difficult decision you've made.
•Give me an example of a time when something you tried to accomplish and failed.
•Give me an example of when you showed initiative and took the lead.
•Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.
•Give me an example of a time when you motivated others.
•Tell me about a time when you delegated a project effectively.
•Tell me about a time when you missed an obvious solution to a problem.
•Describe a time when you anticipated potential problems and developed preventive measures.
•Tell me about a time when you were forced to make an unpopular decision.
•Please tell me about a time you had to fire a friend.
•Describe a time when you set your sights too high (or too low)

52. Other methodology
• Case study
• Role play
• GD
• Presentation
• Critical Incidence situation
• Games

53. • Team or individual interviewer?
• Structured or patterned interview:
– Pre-set questions asked of all candidates
• Nondirective interview:
– Minimum of questions, not planned in advance
– Open-ended questions; interviewer follows the candidate’s lead
• Situational and problem-solving interview:
– Candidate describes how he or she would solve a problem
• Behavioral interview:
– Candidate describes how he or she responded to a specific situation.
Interviewing Candidates

54. Facing the D- Day !!!!!
I n t e r v i e w

55. the introduction
Opening relate to Central
Theme / Meaningful/ brief
No Negative start/
Purpose
Decide what to say at what time
Visualize its possible
consequences
Arrange your ideas or talk in
sequence
Should build goodwill
Too many technical words / jargon avoid
Too long sentence
Give background
Don’t prejudice…….. have an open mind
Avoid Halo Effect
Be Clear

56. Before the Interview
size of organization
location of facilities and offices
Structure of organization - by
product line, function,
past, current & potential growth
types of clients
service

57. potential markets, products,
services
price of products or services
present value and structure of
assets
Recent items in the news
Who the competition is
training provisions
Vision of the CEO
Others you know in the
organization

58. Strategies for recruiting great candidates
Need Anticipation
Enhance your connectivity in the market
Clarity on job profile
Scan all the resumes properly
Background check
One-to-one interactive round
Give a sharp eye on referrals
Re-appraisal of shortlisted candidates
Respect confidentiality
Use some apt tests
Use your gut feelings.

59. Kinds of Selection Tests

61. Kinds of Selection Tests
• Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric skills
• Job knowledge tests measure knowledge regarding a particular job
• Work sample tests allow candidates to demonstrate how they would work on the job
• Psychomotor abilities tests assess the skill level of tasks required on the job
• Personality tests assess traits and personal characteristics. They are used to
determine if the applicant is the right fit for the organization
• Vocational interests tests identify occupations in which the candidate is most
interested
• Honesty and integrity tests try to measure a candidate’s truthfulness

62. Kinds of Selection Tests
myers briggs type indicator (MBTI)
•understanding and developing yourself
•understanding and developing others
•understanding what motivates others
•understanding others' strengths and weaknesses
Understandin
g
Oneself
Others

63. The identification and description of the 16 distinctive personality types
that result from the interactions among the
Extraversion (E) – Introversion (I)
Where you prefer to get or focus your energy
Sensing (S) – iNtuition (N)
The kind of information you prefer to gather and trust
Thinking (T) – Feeling (F)
The process you prefer to use in coming to decisions
Judging (J) – Perceiving (P)
How you prefer to deal with the world around you

66. ISTJ ISFJ INFJ INTJ ENTJ
Quiet, serious,
earn success
Quiet,
friendly,
responsible,
and
conscientious
Develop a
clear vision
about how
best to serve
the common
good.
Skeptical and
independent,
have high
standards of
competence
and
performance
Frank,
decisive,
assume
leadership
readily
Take pleasure
in making
everything
orderly and
organized -
their work,
their home,
their life.
Value
traditions and
loyalty
Strive to
create an
orderly and
harmonious
environment
at work and at
home
Seek meaning
and
connection in
ideas,
relationships,
Great drive for
implementing
their ideas and
achieving their
goals
Forceful in
presenting
their ideas

67. firo-b
FIRO-B® stands for Fundamental Interpersonal Relations Orientation-Behaviour.
•Developed by William Schutz in 1958, Schutz, used at the US Navy.
•The FIRO-B is an assessment tool used to help individuals and teams better understand
their preferences in satisfying three basic social needs:
– Inclusion (the degree to which one belongs to a group, team or community)
– Control (the extent to which one prefers to have structure, hierarchy and influence)
– Affection (one's preference for warmth, disclosure and intimacy)
•For each of these factors, FIRO-B assesses individuals as to:
– how much they express the needs
– how much they want to have the needs expressed to them from others.

68. big five and 6pf
Big Five Factors Cattell's 16PF descriptive equivalents
Extraversion Assertive (E)
Happy-go-lucky (F)
Venturesome (H)
Shrewd (N), negatively
Experimenting (Q1)
Controlled (Q3), negatively
Confidence Emotional (C)
Assertive (E)
Happy-go-lucky (F)
Conscientious (G), negatively
Apprehensive (O), negatively
Experimenting (Q1), negatively
Tense (Q4)
Detail-conscious Happy-go-lucky (F), negatively
Conscientious (G)
Controlled (Q3)
Tough-minded Assertive (E)
Happy-go-lucky (F)
Conscientious (G), negatively
Suspicious (L)
Experimenting (Q1)
Controlled (Q3), negatively
Conforming Assertive (E), negatively
Happy-go-lucky (F), negatively
Conscientious (G)
Venturesome (H), negatively
Shrewd (N)
Controlled (Q3)

69. Behavioral Based Interview Questions

70. Behavioral Based Interview Questions
• Goal: Find out what the candidate has done in the past in order to best
predict what the candidate would do in the future
• Ask about specific experiences that the candidate has had where that
candidate exhibited the competencies that are needed for the job
Examples:
• Tell me about a time when you resolved a problem for an angry client.
• Can you give me an example of how you have persuaded executives to
see your point of view in the past?
• Describe an innovation that you proposed for a previous employer
• In your position as _________, how did you determine which duties to
delegate to subordinates?

71. Interviewing -- Guidance on Appropriate Questions
Laws that affect the interview process

72. Ask:
Are you old enough to do this type of work?
Can you supply transcripts of your education?
What to ask and not ask
Age
– Instead of:
• When did you graduate?
• When do you intend to retire?

73. Sex/marital status
– Instead of:
• Are you married?
• When do you plan to start a family?
• Do you have children?
Ask:
Are you available to travel frequently?
Can you work overtime with no notice?
Can you work evenings and weekends?
When we check references/do a background check, are there other
names we should look under?

74. Financial Status
– Instead of:
• Do you own a home/car?
• Have you ever filed for bankruptcy?
Ask:
Will you sign a form authorizing us to perform a credit
check?

75. Realistic job previews (RJP)
An overview of the job demands
with questions to confirm interest

76. Job Demands
Job related: Emotional Intelligence, Education, Experience,
Excellence, Effectiveness, Communication, Creativity, ,,,,,,,,,,
Person related: Age, Sex, Martial Status, socio-Economic status, …….
Organisational Fit related: [Next slide]

77. Organizational fit questionnaires
Questions that evaluate company relevant
factors such as team based, entrepreneurial,
traditional, ROI, KPA, KRA……etc.

78. Skills testing questionnaires
K-S-A needed
Aptitude testing (problem solving, critical reasoning, etc.)

79. Work-style or occupational personality
profiling
(e.g., persuasiveness, detail orientation, rule following,
optimism, goal orientation, data rational, boredom
proneness, etc.)

80. Situational jugement questionnaires
Simulations
Given a scenario - choose a response
Virtual job tryouts

81. 81
Employer Attractiveness Dimensions
• Interest Value: The extent to which an individual is attracted to an
employer because of the excitement and creativity of the work
environment.
• Social Value: Attraction based on a collegial work environment
with good team atmosphere.
• Economic Value: Attraction based on salary and benefits.
• Development Value: Based on recognition of work and career-
enhancing opportunities.
• Application Value: The employee’s ability to apply what they have
learned to teach others and interact with customers in a way that
is positive and humanitarian.
:

82. RECRUITMENT METRICS

83. Efficiency Metric
The extent to which time or effort is well used for the intended
task or purpose
Ratio of output to input, terms of:
Time
Cost
Speed

84. The formula
• Cost per Job filled
• Time Per job filled
• Actual time spent in interviews and the selected process
– CV screening
– Committee
– Logistic
– Outscored, if any

85. Effectiveness Metric
whether the process is successful in producing suitable candidates
for the desired positions
effectiveness metrics are more goal oriented

86. The formula
Retention Rate in the first 6 months
Number of jobs filled
No of candidates applying
No of candidates shortlist versus selection
Job satisfaction – 3 months later
Satisfaction of hiring manager with person recruited

87. Cost Heads……
• Direct Recruitment Cost
• Reference/ Consultants/ Agencies
• Advertisement
• Training Costs
• Coaching / Mentoring
• Induction Cost….. Outside experts/ insider trainers
• Relocation costs/ Leaving costs
• Joining Bonus…. Dues from old company to fix
• Interview costs
• Process / Operational cost
• Clients related costs
• Infrastructure costs

88. • Stabilization costs
• Socialization process
• Finding feet in the process
• Comfort level efforts
• Demotivation cost's
• Brand lose
• Cost in/ for ……
– Clients not happy
– Project delay/work delay
– Oppournities costs

89. Perceptual Metrics
Candidates and new employees perceive about the
recruitment process

90. The Formula
• Perception of new joinees towards the system, organization and
environment
• Candidate perception about the process
• Referrals by candidates

91. thanks all, nice time with you !!!