Professional Documents
Culture Documents
MEANING OF RECRUITMENT
RECRUITMENT - PLACING THE RIGHT PERSON IN RIGHT PLACE AT RIGHT TIME
Hiring Goals
Difficult Questions
Illegal questions – discriminate against applicant based on sex, race, etc.
How to handle:
Confront interviewer – may cost you any career with that organization
Answer question but feel bad you were forced to answer for sake of your career
Read intention behind question and respond to the intention of the question
More Questions
Behavioral Questions
Your response to this type of question should refer to a
specific incident. Use this format when answering these
types of questions:
Situation: Describe situation, include who was involved
Task: Explain task or problem
Action: Describe specific action you took
Result: Give specific consequences of your action
Difficult Questions/
Possible Responses
Difficult Questions/
Possible Responses
Interview Styles
Directed
Non-Directive
Stress
Directed Interview
Interviewer has an outline
Asks specific questions and notes your responses on checklist
Im tyle, but challenging to interviewee
Non-Directive Interview
Very unstructured style
Allows you to choose topic
Questions broad and general
You take control of interview
Stress strengths, avoid weaknesses
Stress Interview
Interviewer may:
lapse into long silence or have unfriendly, brusque attitude
stare at you without saying anything
take notes, ignore you
Purpose – to find out:
How far can you be pushed before you assert yourself?
How do you assert yourself?
Testing
Ever hired someone who turned out to be incompetent?
It’s okay to ask candidates to prove that they can perform the job-related technical skills that they
claim to possess
Reference Checking
The more the merrier
Document them
Best to go to the immediate supervisor
“If you had the chance, would you rehire this employee?”
Validity in Selection
Definition: the extent to which a selection procedure accurately predicts that applicants who do
well on the test or other procedure would perform the job as well as expected.
Validity is based on application of selection procedure to job requirements and qualifications
Specific based on KSA’s from job analysis
General based on qualities considered important for any job in a given organization
Reliability
Refers to the consistency of a measurement
Reliable evaluations are consistent across both people and time
Reliability is maximized when:
Two people evaluating the same candidate provide the same ratings
The ratings of candidates taken at two different times are the same
When selection scores are unreliable, their validity is diminished
Possible qualities evaluated
Assessing & Documenting Validity
Three strategies
Content-Oriented Strategy
Criterion-Related Strategy
Validity Generalization Strategy
Content-Oriented Strategy
The selection devices were properly designed and were measures of the needed worker
requirements
The selection devices were chosen on the basis of an acceptable job analysis
The selection devices measured the principal Knowledge, Skills and Abilities required for
performance on the job.
Employee Referrals
Applicant-Initiated Recruitment
Help-Wanted Advertisements
Employment Agencies
Public Employment Agencies
Private Employment Agencies
Executive Search Firms
Campus Recruiting
On-Line Recruiting
Recruiters tend to “oversell” the job, which results in turnover of new employees
RJPs give applicant more realistic information about the job
Favorable as well as unfavorable
Candidates can make a more informed decision
Alternative opportunities
Attractiveness of company
Attractiveness of job
Impression given by recruiter
Information
Manner of giving information
How well recruiter treats applicants
Timeliness of reponses
Personality of the recruiter as “model”
Core Versus Contingency Personnel
Core Personnel
Employees hired in the “traditional” manner
Considered permanent employees
Included in the organization’s payroll
Contingency Personnel
Employed by a supplier agency, and are “loaned” to the organization
Not included in the organization’s payroll
Workers’ salaries and benefits are paid by the supplier
Contingency personnel may need a considerable amount of orientation and training regarding
company procedures and policies
This raises questions of the cost effectiveness of this approach
Contingency workers might be less loyal or committed to the “host organization”
Contingency workers may receive better wages than core workers, leading to resentment among
employees
Recruitment of employees for internal needs of the company for software development, project
development, software testing services and other company internal services.
EXTERNAL RECRUITMENT
Recruitment of employees for out side companies on signing agreement for supplying manpower
for their needs.
Types of Situations to Use External Recruitment
An outsider is needed to expose the organization to new ideas and innovations.
No qualified internal candidates apply.
The organization is experiencing high turnover.
The organization is expanding and needs a larger workforce.
HR OUTSOURCING
Hiring the employees on company payrolls and placing them on different projects with other
organizations in large no.
Temp and Contract Staffing
Hiring the people on company payrolls and shifting them on projects with clients at different
places.
IT RECRUITMENT PROCESS
MODE’S OF RECRUITMENT
Background Investigations
Reference Checks
Employment Interviews
Provides an opportunity for applicants to describe their previous work experience, educational
history, career interests, likes and dislikes, etc.
Four types of valuable information sought during an interview:
Technical knowledge
Self-evaluative knowledge
Situational information
Behavior description information
TYPES OF IT RECRUITMENT
INTERNAL RECRUITMENT
EXTERNAL RECRUITMENT
HR OUTSOURCING
TEMP STAFFING
CONTRACT STAFFING
TYPES OF RECRUITMENT
IT INDUSTRY
INDUSTRY SPECIFICATION
IT INDUSTRY SERVICES
IT TECHNOLOGY
MICROSOFT TECHNOLOGIES
C, C++, VC ++, MFC, Com, DCOM, Visual Basic, Visual C++, VB.net, ASP.net, VB Script,
SQL Server, IIS,MTS, crystal Reports, Access 2000, windows C/C++, C#,
SUN TECHNOLOGIES
Core java, JavaScript, jsp, servlets, Ejb, HTML,XML and XSL, swings, jfc,
CORBA/Orbix/VisiBroker, XML, UML, MQ Series, Web sphere, Net Dynamics, Web logic,
Netscape enterprise server, sun one, OOAD, Struts, Junit Iplanet, ATG Dynamo, ZSL, Vitria,
IBM MAINFRAMES
Cobol, MF cobol, PL/1, CICS, DB2, Adabas, IMS, JCL,VSAM, PL I/IBM mainframe
assembler/IMS, DB/DC, IDMS, ADABAS, IBM MQ Series, REXX, sembler, CLIST, QMF,
MVS, OS390, OS/2, QSAM, TELON,
IBM AS/400
RPG/400, Cobol/400, DB/400, COOLplex, Cool2E
SAP
SAP-ABAP/4, ALE, IDOCS,EDI,Workflow, ITS, BC, WAS
SAP- FI/CO/MM/WM/SD/PP/PM/PS/HR/OM/SM
IS Oil – OLM/JVA
SAP – CRM/SRM/BW/SEM/Portals,
Basis Consultants.
EMBEDDED TECHNOLOGIES
ADA, Assembler, Device drivers, LDRA, Ada Test, Cantata, RTRT, RTOS, Micro controller,
ADA, C++, Mixed Signal Hardware design,FPGA, Kernal Programming, multitasking &
synchronization, board level bring up, boot code, loader, BSP, GCC,GDB, Infenion
microcontroller, Motorola miHIrocontroller, 16 bit,32 bit, ETAS, Vector Tools, Lint,Tessy,
MKS
PROTOCOLOS
IPv6, SIP, H.323, MGCP, VoIP, SS7, SNMP
WIRELESS GSM/GPRS
NETWORK
NETWORKING PROTOCOLS
TESTING TOOLS
Win runner, Load runner, Silk test, Test Director, Regression testing, Integration testing,
Performance Testing, Block box testing, QTP,White box testing, Mercury interactive,
Symbian testing
AUDIO/VIDEO/IMAGE
WMA, AAC, AACplus, MPEG-2/4, AC3, MP3, H.264, WMV, PNG, GIF, TIFF, JPEG2000