Recruitment Selection and Career Management

Presented by: Neharika (06) Reenum chander(18) Megha kumar (21) Onimaa (50) Juvaria Khan (53) Vasundhara Pahuja(55)

RECRUITMENT
Recruitment is the process of locating potential individuals who might join an organization and encouraging them to apply for existing or anticipated job openings.

Process of recruitment

Identify the vacancy

Job description

Advertising

Managing response

Shortlisting & Interview

Decision making

Identifying the vacancy: These contain Posts to be filled, Number of persons, Duties to be performed, Qualifications required. Job description: This includes the details about the job say the duties and responsibilities involved, how the job is to be done, the working conditions etc. Advertising : the purpose of advertising is to reach the largest qualified audience. This involves Locating and developing the sources of required number and type of employees Managing Response: Short-listing and identifying the prospective employee with required characteristics.

Cont
Short-listing and interviews :Short-listing and identifying the prospective employee with required characteristics. Decision making: Who all meet the eligibility criteria and qualify for further interviews and selection tests.

Trends in recruitment
Outsourcing: Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. Poaching/raiding: Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry.

Cont.
E-Recruitment: The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Social Media : Eg. Facebook, twitter etc..

Recruitment in PepsiCo.
Pepsi is a flat organization. There are maximum of four reporting levels. Executives here emphasize achievement , motivation. As the personnel manager of Pepsi foods remarked we hire people who are capable of growing the business rather than just growing with the business.Recruitees must be capable of thinking outside the box , cutting the cake of conventional barriers whenever and wherever necessary. They must have a winners mindset and passion for creating a dynamic change. They must have the ability to deal with ambiguity and informality.

EXTERNAL SOURCES FOR RECRUITMENT

ADVERTISMENTS UNSOLICITED APPLICATIONS AND RESUMES INTERNET RECRUITING EMPLOYEE REFERRALS

Cont
Executive search firms Educational institutions Professional associations Public employment agencies Employee leasing

INTERNET RECRUITING
TOP INTERNET RECRUITING SITES
SITE Monsters.com Yahoo! Hot Jobs CareerBuilder VISITORS PER MONTH 10,774,000 3,545,000 3,342,000

USA Jobs
AOL Career

1,270,000
1,120,000

MARIOTTS RECRUITMENT PRINCIPLES

1. Get it right the first time. Its better to hire people with the spirit to serve and train them to work, than hire people who know business . 2. Money is a big thing but Some other factors matter much more than pay.

3. A caring workplace is a bottom-line issue. Every day, associates participate in a 15minute meeting to review basic values such as honesty. 4. Promote from within. More than 50% of current managers have been promoted from within. 5. Build the employment brand. According to CEO J. W. Marriott, For more than 50 years, weve lived by a simple motto: If we take care of our associates, theyll take care of our guests.

ADVANTAGES AND DISADVANTAGES OF EXTERNAL RECRUITEMENT

Provide the company with new and fresh ideas. Reduce training expenses by hiring an employee experienced with working at your required level. Allows for swift growth. Can increase diversity within a company Can make the company more popular on the job market ,esp in the current economic conditions.

Takes longer and can cost the company more. It can be difficuilt to tell by the candidates information weather they will fit in well with the company and its employees. Destroys incentive for current employees to aim for promotion therefore damaging productivity. Candidate can take time to become familiar with current systems. Current employees may produce conflict over new ideas brought in by the outsiders.

INTERNAL SOURCES OF RECRUITMENT

Transfers Promotions Upgrading Demotion Retired employees Retrenched employees Dependents and relatives

ADVANTAGES AND DISADVANTAGES OF INTERNAL RECRUITEMENT

Rewards good work of current employees. Is cost effective Improves morale Can assess known past performance. Can result in succession of promotions.

can produce organizational inbreeding ; candidate may have limited perspective. Places heavy burdern on training and development. May cause political infighting for promotions

SELECTION

SELECTION
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The purpose of selection is to pick up the most suitable candidate who would best meet the requirements of the job and the organization. To meet this goal, the company obtains and assesses information about the applicants in terms of
age Qualifications skills experiences

RECRUITMENT VS SELECTION
RECRUITMENT
Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation

SELECTION
Selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

The basic purpose of recruitments is to create a The basic purpose of selection process is to talent pool of candidates choose the right candidate to fill the various positions in the organisation.

Recruitment is a positive process i.e. encouraging more and more candidates to apply

Selection is a negative process as it involves rejection of the unsuitable candidates.

Recruitment is concerned with tapping the sources of human resources

Selection is concerned with selecting the most suitable candidate through various interviews and tests.

SELECTION PROCESS
RECEPTION

SCREENING INTERVIEW

APPLICATION BLANK

SELECTION TEST

SELECTION INTERVIEW

MEDICAL EXAMINATION

REFERENCE CHECKS

HIRING DECISION

 RECEPTION
In order to attract people with talent, skills and experience, a company has to create a favorable impression on the applicants right from this stage.

SCREENING INTERVIEW
It is used by the employer to quickly gauge whether the candidate is fit for the position or organization. It may be conducted on the phone or in person. This interview is brief.

 APPLICATION BLANK
Application blank or form is one of the most common methods used to collect information on various aspects of the applicant.

SELECTION TESTING
Another important decision involves applicant testing and the kinds of tests to use. A test is a standardized, objective measure of a persons behavior, Performance or attitude, and it tries to Measure individual differences in a Scientific way, giving very little room for Individual bias and interpretation.

 SELECTION INTERVIEW
Interview is the oral examination of candidates for employment. This is the most crucial step in the selection process, as here, the interviewer tries to obtain and synthesize information about the abilities of the interviewee and the requirements of the job.
Unstructured interview Structured interview Situational interview Behavioral interview Stress interview

MEDICAL EXAMINATION
Some jobs require certain physical abilities like clear vision, acute hearing, unusually high stamina, clear tone of voice, etc. medical examination reveals whether or not a candidate possesses these qualities.

 REFERENCE CHECK
Candidates are required to give the names of two or three references in their application form. These references may be from individuals who are familiar with the candidates academic achievements, or from candidates previous employer.

HIRING DECISION
The line manager concerned has to make the final decision nowwhether to select or reject a candidate after soliciting the required information through different techniques. After taking the final decision, the organization has to convey this decision to the successful as well as unsuccessful candidates.

SELECTION INTERVIEW
A selection interview gives the recruiter an opportunity to: Ask questions that are not covered in tests Obtain as much pertinent information as possible Assess subjective aspects of the candidate Make judgments on interviewees enthusiasm and intelligence Give facts to the candidate regarding the company policies, programs, etc.

TYPES OF INTERVIEWS
UNSTRUCTURED INTERVIEW STRUCTURED INTERVIEW SITUATIONAL INTERVIEW BEHAVIORAL INTERVIEW
There is no specific format to follow Broad, open-ended questions are asked Predetermined set of questions Clearly job related questions Applicant is confronted with a hypothetical situation It focuses on actual work incidents in the applicants past
It is meant to see whether the applicant can cope with highly stressful, anxious and demanding situations while at work The applicant meets with three to five interviewers who take turns asking questions

STRESS INTERVIEW
PANEL INTERVIEW

INTERVIEW PROCESS
HR experts have identified certain steps to be followed while conducting interviews:-

EVALUATION TERMINATION INFORMATION EXCHANGE RECEPTION

PREPARATION

PREPARATION
Effective interviews need to be planned, and thus involves: Establishing the objectives of the interview and determining the areas and specific questions to be covered Reviewing the candidates application and resume Selecting the interview method to be followed Choosing the panel of experts who would interview the candidates

RECEPTION

The candidate should be properly received.

Tell briefly about yourself and try to put the applicant at ease. Ask the applicant his/her interests and activities or some other topics to break the ice.

INFORMATION EXCHANGE
The information exchange between the interviewer and the interviewee may proceed as follows:-

State the purpose of the interview. Give information about the job for which the interviewee is applying
Begin with open-ended questions Listen to the applicants answers attentively and patiently To increase reliability and avoid discrimination, ask similar questions of all applicants for a particular job.

TERMINATION
End the interview as pleasantly as it began and inform the applicant about the next step in the interview process, which may be to wait for a call or letter

EVALUATION
Summarize and record the observations carefully Construct a report based on responses given by applicant, his behavior, opinions of other experts present during the interview.

SELECTION TESTS

BASIC TESTING CONCEPTS

Test Reliability Consistency of scores obtained by the same person when retested with identical or equivalent tests. Are tests results stable over time? Retest estimates and equivalent test estimate. Test validity Does the test actually measure what it is intended to measure? Valid test should provide correct estimates of what is being assessed & its appropriateness to predict & draw inferences.

FORMS OF RELIABILITY

RELIABILITY

INTERNAL CONSISTENCY

TEST-RETEST

EQUIVALENTFORM

TYPES OF VALIDITY

VALIDITY

CRITERION

CONTENT

CONSTRUCT

How To Validate a Test???

1. Analyze the job: predictors & criteria 2. Choose the test: test battery or single test 3. Administer the test: concurrent or predictive validation 4. Relate your test scores & criteria: scores versus actual performance 5. Cross-validate the test: repeat step 3 & 4 with different sample

CLASSIFICATION OF EMPLOYMENT TESTS

Test of cognitive ability General mental ability test: Measures a range of abilities including memory, vocabulary, verbal fluency & numerical ability. Aptitude tests: Measures an individuals potential to learn certain skills-clerical, mechanical, mathematical etc. Achievement test: Measures what a person has learned; measure Job Knowledge in areas like economics, marketing, or personnel. Specific cognitive abilities tests:

Personality Tests: Measure basic aspects of an applicants personality such as motivation, emotional balance, self-confidence, inter-personal behavior, introversion etc. Projective Tests: These tests expect the candidate to interpret problems or situations based on their own motives, attitudes, values etc. E.g.. Thematic Appreciation Test

Interest Tests: Compares a persons current interests with those of others now in various occupation so as to find out his/her preferred occupation. The BIG FIVE: extraversion, emotional stability, neuroticism, agreeableness, conscientiousness, & openness to experience.

Tests of Sensory/Motor and Physical abilities Sensory abilities e.g. Snellen Eye chart test Motor abilities e.g. Stromberg Dexterity test Physical abilities

Other selection techniques

 Work Sampling Technique: measures how a candidate actually performs some of the jobs basic tests. Management Assessment Centers: A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations & are scored on their performance. Typical simulated exercise include:
The in-basket Leaderless GD Objective Tests Management Games Individual Presentations

The Interview

Video-Based Situational Testing:

(A manager is upset about the condition of the department and takes it out on one of the departments employees.) Manager: Well, Im glad Ur here. Associate: Oh? Why is that? Manager: Look at this place, thats why! I take a day off and come back to find the department in a mess. You should know better. Associate: But I didnt work Late last night. Manager: Maybe not. But there have been plenty of times before when uve left the department in a mess. If you were this associate, what would you do? a. Let the other associates responsible for the mess know that you had to take the heat. b. Straighten up the department, and try to reason with the manager later. c. Suggest to the manager that he talk to other associates who made the mess. d. Take it up with managers boss.

 The Miniature Job training & Evaluation Approach: The idea is to train candidates to perform a of the jobs tasks, and then to evaluate their performance. Background Investigation & Reference Checks Using Pre-employment Information Services: It uses databases to accumulate information about matters such as workers compensation & credit histories, & conviction & driving records. The Polygraph & Honesty Testing Paper-and-Pencil Honesty Tests: designed to predict applicants proneness to dishonesty & other forms of counter productivity.

 Graphology: refers to the use of Handwriting analysis to determine the writers basic personality traits.

Physical Examination
Employee meets the physical requirements of the position. Discover any medical limitations which need to be considered before placing the aplicant.

CAREER MANAGEMENT
DEVELOPING TALENT OVER TIME

1. THE GOAL: MATCHING

Encourage employee ownership of career Create a supportive context Communicate direction of company Establish mutual goal setting and planning

THE GOAL: MATCH INDIVIDUAL AND ORGANIZATIONAL NEEDS

Managers should encourage employees to take responsibility for their own plans Organizational mission, policies, and plans should be communicated Complete support of top management

ORGANIZATIONS NEEDS
Strategic Innovation Growth Mergers Joint Ventures Operational Absenteeism Turnover Talent pool Productivity

INDIVIDUALS NEEDS
Personal Family concerns Mobility Spouse employment Outside interests Professional Career stage Training Potential Performance

CAREER MANAGEMENT

1. THE GOAL: MATCHING

Encourage employee ownership of career Create a supportive context Communicate direction of company Establish mutual goal setting and planning

2. OPPORTUNITIES AND REQUIREMENTS

Identify future competency needs Establish career paths Balance promotions, transfers, exits etc Establish dual career paths

IDENTIFYING CAREER OPPORTUNITIES AND REQUIREMENTS

Career Paths- Lines of advancement in an occupational field within an organization Promotion- A change of assignment to a job at a higher level in the organization Transfer- Placement of an individual in another job for which the duties, responsibilities, status and remuneration are approximately equal to those of the previous job Outplacement Services- Services provided by organizations to help terminated employees find a new job

 Relocation Services- Services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language
Promotion

Exit

Career Moves

Transfer

Demotion

Career Path of Jeffrey Immelt, CEO, General Electric

1982 1983 1984 1986 1987 1989 1991 1992 1993 1997 2000 2001 Enters GEs Commercial Leadership Program Manager of Business Development/GTX Product Management, GE Plastics Manager of Dallas District Sales, GE Plastics General Manager of Western Region Sales, GE Plastics General Manager of New Business Development and Marketing Development, GE Plastics Vice President of Consumer Service, GE Appliances Vice President of Worldwide Marketing and Product Management, GE Appliances Vice President of Commercial Division, GE Plastics Americas Vice President and General Manager, GE Plastics Americas President and CEO, GE Medical Systems President, GE CEO, GE

1. THE GOAL: MATCHING

Encourage employee ownership of career Create a supportive context Communicate direction of company Establish mutual goal setting and planning

2. OPPORTUNITIES AND REQUIREMENTS

Identify future competency needs Establish career paths Balance promotions, transfers, exits etc Establish dual career paths

3. GAUGE EMPLOYEE POTENTIAL

Measure competencies Establish talent inventories Establish succession plans Use assessment centers

CAREER STAGES

AVOID PLATEAU TRAP

CAREER PLATEAU- A situation in which for either organizational or personal reasons the probability of moving up the career ladder is low Types
Structural Plateau Content Plateau Life Plateau

CAREER DEVELOPMENT INITIATIVES

CAREER-PLANNING WORKBOOKS
To guide the employees individually through systematic self-assessment of values, interests, abilities, goals, and personal development plans. General Motors Career Development Guide contains a section called What Do You Want Your Future To Be? in which employees make a personal evaluation.

 CAREER-PLANNING WORKSHOPS- Advantage of providing a chance to compare and discuss attitudes, concerns, and have plans with others in similar situations.
A career workshop can encourage employees to assume responsibility for their own careers.

CAREER COUNSELING- The process of discussing with employees their current job activities and performance, their personal and career interests and goals, their personal skills, and suitable career development objectives.

CAREER SELF-MANAGEMENT TRAINING

Employees should assume greater responsibility for their own career management. 2 Major ObjectivesHelping employees learn to continuously gather feedback and information about their careers Encouraging them to prepare for mobility

CAREER SELF-MANAGEMENT TRAINING

Characteristics of the program Long-term personal effectiveness Employees undertake self-assessments Encouraged to widen their viewpoint Career networking

MENTORING
Mentors- Executives who coach, advise, and encourage individuals of lesser rank. Example- GE selects the top 20% of its performers and allows these people to choose their own mentors from a list of top executives

MENTORING FUNCTIONS

NETWORKING
The process of establishing mutually beneficial relationships with other business people including potential clients and customers. Through networking, individuals often find about new jobs, professional trends and other opportunities. 61% of surveyed executives had found new positions through networking -Survey by HR firm Drake Beam Morin

CAREER NETWORKING CONTACTS

Your college alumni association or career office networking lists Your own extended family Your friends parents and other family members

Your professors, advisors, coaches, tutors, clergy

Your former bosses and your friends and family members bosses Members of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or work/study

THANK YOU!