HIRING

‘getting the right people on-board’

Getting started…
 Job Analysis
• Should precede the hiring process.

• …a process of obtaining all pertinent

job facts.
 Hiring
Recruitment Selection
(Process of searching (Process of picking-up
prospective employees Individuals out of the
& stimulating them Pool of applicants with
to apply for the job Requisite qualification and
in the organization) competence for the job
 Recruitment Objectives
• Determine present
& future
requirements in
conjunction with
personnel planning
& job analysis
activities.
• Increase pool of
candidates at
minimum cost.
 Recruitment Objectives…
• Help increase
success rate of
selection by
reducing the visibly
under-qualified and
over-qualified
candidates.
• Reduce probability
that job applicants
once recruited &
selected will leave
the organization.
 Recruitment Objectives…
• Meet organization’s
legal & social
obligations.
• Begin identifying &
preparing job
applicants who will
be appropriate
candidates.
Recruitment Process
Recruitment Process
1. Planning
Number of applicants to be contacted
Type of applicants to be contacted
2. Strategy Development
‘Make’ or ‘buy’
Method to be used (technology)
Where to look
How to look
When to look
3. Searching
Source activation
Selling
4. Screening
5. Evaluation & Control
 Sources of Recruitment
• Advertisements
• Employment Exchanges
• Placement Agencies
• Educational Inst.
• Employee Referrals
• Labour Unions
• Nepotism
• Leasing
 Recruiting Staff Online
Seamus Byrne, Recruitment Manager Oracle
Ireland says Internet is the cornerstone of
Oracle’s recruitment strategy.
The reasons Oracle uses Monster for recruitment are:
Ease of processing CVs
It’s a part of Oracle’s strategy to drive business via internet.
Cost-effective.
Attract large number of candidates in a wide variety of countries,
with key language skills, easily and quickly.
Flexible and adaptive nature of the internet.
Ease of communication with candidates.
Speed of recruitment process.
Pan European Presence.
Where to look beyond the
obvious when recruiting?
 Target Your Audience!*
• There a variety of target audiences
to recruit from.
• We look at some of whom we have
not considered…

* Excerpts from Recruiting for the “New Workplace” a

work of Laura Benjamin, Past President of the Colarado
Springs Society for Human Resource Management.
Boomerangers

These are the folks who

worked for you in the past,
but left and are now
interested in returning or
who may be interested if
only you ask them

See why they

left in the
first place!
Recent Retirees

Those who still have

something left after their
retirement may seek some
kind of employment to
supplement their income and
remain actively engaged.

Look only for

serious chaps &
not time-pass
posers!
Re-entry workers

With tough economic times

those who had hoped to
remain in the home with
their young children are
now facing the reality that
they have to go back to
paid employment.

It should not
be a stop-gap
arrangement
alone.
High School brights

They may be very useful in

some industries in which
jobs may not require a very
high skill level.

Verify
background to
avoid
embarrassment
Factors Governing
Recruitment
Internal Factors
SBI has 3
lakh
employees,
• Recruiting Policy of has largest
number of
the company branches in
• HRP or not. India
• Size
• Cost
• Growth
Stage
External Factors

• Supply & Demand

• Unemployment rate
• Labour market conditions
• Political & legal considerations
• Company Image
Selection
 Selection

Process of picking individuals

(out of pool of applicants)
with requisite qualification
and competence for the job.
7-4

The Process

The Process of Selection

 Reception
 Screening Interview
 Application blank
 Selection Tests
 Selection Interview
 Medical Examination
 Reference Checks
 Hiring Decision

Selection is usually a series of hurdles or steps. Each one must be

successfully cleared before the applicant proceeds to the next

Selection
7-11

SELECTION TESTING

A. Intelligence tests: They measure a candidate’s learning ability

and also the ability to understand instructions and make
judgements. They do not measure any single trait but several
mental abilities (memory, vocabulary, fluency, numerical ability,
perception etc)
B. Aptitude tests: They measure a candidate’s potential to learn
clerical, mechanical and mathematical skills. Since they do not
measure a candidate’s on the job motivation, they are generally
administered in combination with other tests.
C. Personality tests: They measure basic aspects of a candidate’s
personality such as motivation, emotional balance, self
confidence, interpersonal behaviour, introversion etc.
 Projective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)

Selection
7-12

SELECTION TESTING

 Interest tests: These are meant to find how a person in tests

compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
 Preference tests: These tests try to compare employee preferences
with the job and organisational requirements.
D. Achievement tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E. Simulation tests: Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while at
work.
F. Assessment centre: It is a standardised form of employee
appraisal that uses multiple assessment exercises such as in
basket, games, role play etc and multiple raters.

Selection
7-14

SELECTION TESTING

 The in-basket: From out of reports, memos, letters etc placed in the
in-basket, a candidate is supposed to initiate relevant actions within a
limited period of time.
 The leaderless group discussion: This exercise involves groups of
managerial candidates working together on a job related problem so
as to measure skills such as oral communication, tolerance, self-
confidence, adaptability, etc.
 Business games: Here participants try to solve a problem, usually as
members of two or more simulated companies that are competing in
the market place
 Individual presentations: In this case the participants are given a
limited amount of time to plan, organise and prepare a presentation on
a given topic.

Selection
 SELECTION TESTING

G. Graphology tests: Here a trained evaluator tries to examine the

lines, loops, hooks, strokes, curves etc in a person's handwriting
to assess the person's personality and emotional make-up.
H. Polygraph : It is a lie detection test. During the test, the operator
records the respiration, blood pressure and perspiration of the
subject as he or she responds to s series of questions posed to
elicit the truth.
I. Integrity tests: these are designed to measure employee's
honesty to predict those who are more likely to indulge in
unacceptable behaviour

Selection
Innovation
Play & win games to join
BPOs
“…The company also initiated a novel process
of seeking video resumes, where one-minute
files of candidates were created, giving
details of his/her academic profile, work
experience, knowledge of BPOs and so on.”
The idea was to see their presence,
presentation and check their voice &
communication.

Excerpts from article in The Times of India

on Feb. 6, 2007
Selection INTERVIEWS
Hiring Effectiveness
SMART Hiring?

Consider these two

news items!
IT companies face problem of wrong
hires
(Source:The Times of India)

‘Apart from attrition and non-

availability of Skilled manpower, one of
the major problems the IT and ITES
companies are facing is the presence
of wrong hires on the rolls.’

‘Wrong hires are those who creep into the

company by either using a fake qualification
certificate or a fabricated experience certificate
and go on to handle a process in which they
pretend to have enough skill.’
IT companies face problem of wrong
hires
(Source:The Times of India)

‘According to Dr. S.
Chandrasekhar, CapGemini
Consulting India V-C (people
relationship management), the cost
of hiring a wrong candidate is
almost 24 times higher than that
of a normal candidate’
Getting Right People for the Job
(Source:The Times of India)

‘…The phrase talent management is used to

describe literally everything that happens
under the broad umbrella of human
resources. It does have a core meaning,
however: anticipating human capital needs
and setting about meeting them… (contd..)

‘The author of this article is Peter Cappelli,

George W Taylor Professor of Management &
Director of the Centre of Human Resources @
Wharton School of Business.’
Getting Right People for the Job
(Source:The Times of India)

‘…“Getting the right people with right

skills into the right jobs at the right
time” is a common description of a good
talent management outcome…’ (contd..)

‘Peter Cappelli, book on Talent Demand: Managing

Talent in an Age of Uncertainty is coming
shortly…
Getting Right People for the Job
(Source:The Times of India)

…The problem we are hoping to avoid with

good talent management is to avoid talent
crunches, where business growth suffers
because we can’t find employees with the
right competencies to get the work done …

‘For this book, Peter Cappelli has completed the

interview of CEOs of 100 of the most important
companies in India.
 Scientific Hiring

Determining Predictive Validity i.e. the

ability of a technique to predict the
future performance of an applicant, is
recommended!

Excerpts from article on Scientific Hiring by

Madan Nagaldinne, VP (HR) Tavant
Technologies
 Scientific Hiring
“Many hiring techniques like interviewing,
group discussions, analysing the bio-data,
references etc. have varying degrees of
Predictive Validity… while interviewing,
psychometric testing, situational interviews,
peer interviews have been found to score
high on predictive validity.”

Excerpts from article on Scientific Hiring by

Madan Nagaldinne, VP (HR) Tavant
Technologies
 Standards For Selection Tests

Reliability: the ability of a selection tool to measure an attribute consistently;

When a test is administered to the same individual repeatedly, he should get
Approximately identical scores.
Validity: the extent to which an instrument measures what it intends to measure;
In a typing test, validity measures a typist’s speed and accuracy.
Suitability: a test must fit the nature of the group on which it is applied
Usefulness: exclusive reliance on any single test should be avoided
Standardisation: norms for finalising test scores should be established Qualified
people: tests demand a high level of professional skills

Selection
Reliability-consistency in
measurement
• Test-re-test : Coefficient of
stability

• Inter-rater Reliability : low is not (+)ve.

• Internal Consistency : Coefficient Alpha

 Validity
• Process of providing evidence to support
the adequacy of our measurement and
the inferences and actions we take
based on the test scores.
Validity Validity
Content Concurrent
Validity Validation

Criterion
Predictive
relation
Validation
Validation
Content Criterion Concurrent Predictive
Validation Relation Validation Validation
• Whether or not Validation • Involves use of • Involves use of
a test is • Whether test current actual job
representative scores are employees applicants
of a construct statistically
domain (eg. related to some
PMM) criterion
variable.