Introduction to Recruitment and employees management.pptx

this cause is meant to introduce to learners the various recruitment strategies needed to obtain a competent and profitable staff in a company. it also helps the HR manager to manage employees effectively and efficiently in a way to boost a company's and market share. It helps to manage employees wadges properly to boost the level of motivation in them.

1. Introduction to Recruitment

2. INTRODUCTION Recruitment is the process of having the right person, in the right place, at the right time and it is crucial to organizational performance. You’ll find here information on the recruitment process, recruitment law, policy and methods, online recruitment, costs of recruitment, recruitment advertising, recruitment agencies, consultants and executive search, graduate recruitment, competencybased recruitment, application forms, curriculum vitae, and internal recruitment.

3. DEFINITION “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation”. The process of finding and hiring the bestqualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization. A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.

4. DEFINITION management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

5. RECRUITMENT NEEDS ARE OF THREE TYPES PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.

6. Changing Role of HR: Modified Recruitment Structure Currently organisations use one or more of the following staffing structures: Decentralized Staffing Model — Allows individual business units to develop and fill their own staffing plans . Hybrid Staffing Model — Combines decentralized approach with certain centralized (or shared services) components . Outsourced Staffing Model — Promotes efficiency, consistency and potential cost saving HR Business Partner Structure —HR business partners work with designated business units. Currently organisations use one or more of the following staffing structures: Decentralized Staffing Model — Allows individual business units to develop and fill their own staffing plans. Hybrid Staffing Model — Combines decentralized approach with certain centralized (or shared services) components. Outsourced Staffing Model — Promotes efficiency, consistency and potential cost saving HR Business Partner Structure —HR business partners work with designated business units.

7. Pros and Cons of Recruiting Department Structures

8. Three Main Functions of Recruitment Process are: Attract a pool of suitable candidates Deter unsuitable candidates from applying Create a positive image of the organization

9. Internal Recruitment External Recruitment Vs.

10. Recruitment from Inside Advantages Career plan for existing workers & morale Motivator for good performance Relatively easier assessment of applicants as information is available Reduced recruitment costs (travel expenses) Causes succession of promotions Have to hire only at entry level. Disadvantages Existing employees may not bring-in new ideas to their new job (inbreeding). Lower level employees may not have capacities required at higher jobs. High-powered employees might not be able to wait long enough for their turn (“political” infighting for promotions). Internal strife for the post might impact negatively on possibilities for team work among existing employees. Need for management development program

11. Recruitment from Outside Disadvantages Relatively higher costs. Risky of getting the wrong person. May cause morale problems for internal candidates not selected. Advantages Larger pool of talent. Objectivity and extensive effort put into the process likely to lead to a better candidate selection. New industry insights, ideas, way of thinking & approaches might challenge existing norms and act as catalyst in continuous improvement/ innovation. Cheaper and faster than training professionals. No group of political supporters in organization already.

12. Sourcing Channels Recruitment methods Internal Job Posting Skills Data Base Employee Referrals by Other Departments External Advertisement Placement Agencies Internships Job Sites E-Recruiting Campus Data Base Alumni Associations/Interest Groups/ Networks Temporary Leasing Employee Referrals Passive Recruiting (Unsolicited application) Career Fairs

13. Despite the importance of strategic workforce planning, most HR departments have not yet developed a formal plan to participate in their companies’ business cycles. Ninety percent of HR departments have no independent planning and forecasting function, and many HR departments have no formal staffing strategy of any kind. Rather, they tend to operate independently of the business cycle, developing reactive staffing solutions instead of proactive strategies that anticipate movements in the business cycle.

14. Recruitment Process Recruitment Process is a function of human resource management for the current opening position. Recruitment or hiring process includes overall process of attracting, selecting and appointing suitable candidates for the opening position within an organization either temporary or permanent.

15. Work Plan of Recruitment Process Identify Job Opening Plan to Fill the Position Identify the Target Candidate Notify to Target Candidate Meet to Candidate to Finalize Fill by New Hire Fill by No New Hire Increase Working Hour Permanent Position Temporary Position All Qualified Candidate Segment of Candidate Contact Via Phone or Email Judge based on Skill, Work behaviour, Prior history

16. Identify Job Opening The first step involved in the recruitment process is identifying job position. Here, identifying position involves to draft a comprehensive job specification for the empty position, specifying its major and minor responsibili­ties in the base of skills, experience and qualifications needed, grade and level of pay; starting date; whether temporary or permanent; and mention of special conditions, if any, attached to the job to be filled

17. Plan to Fill the Position There is two way hiring as one is temporary staffing and another one is permanent staff. In this way staffing solution you will have to plan which is well suitable such as temporary or permanent staffing. The first question to ask after determining that an opening exists is "Do we need to find a new person to fill the vacant position?" Sometimes it is unnecessary to staff a vacant position because the firm can rely on other alternatives. For instance, it may be more prudent to provide overtime opportunities to current workers to complete the needed work.  If the company wants to fill the vacancy either as temporary or as permanent , it must address two points: one is whether to outsource, or wants in the absence of outsourcing, like with in the organisation through the in-house human resource team.

18. Notify to Target Candidate Now the organization must determine what types of individuals job seekers looking to fill the desired position. To address this question, a company has must define its target profile. Two points arise here: First specifying worker requirements and second deciding whether to target a certain segment of the applicant population. An organization must identify specific requirements of the job: the duties, reporting relationships, salary range for hiring, and competencies required of a new worker (e.g., education, experience, knowledge, skills, and abilities). Ideally, much of this information will have been gathered during a job analysis and thus be contained in the job description. If not, the recruiter should gather it from the hiring manager. An organization must also decide at this point whether to target all qualified applicants or to focus its recruitment efforts on certain segments of the qualified applicant population.

19. Meet to Candidate to Finalize At final stage of recruitment, the most qualified and perfect candidates are brought to be participate in interviews and other assessment procedures. From a selection perspective process, they give the firm a chance to further assess the candidates' qualifications. From a recruitment perspective, they provide the candidates with an opportunity to learn more about the employment opportunity. Candidates should be brief some information about the company and their job profile . Failure to provide a sufficient amount of information could be detrimental to the recruiting process. For example, it may be interpreted by the candidates as an attempt to evade discussion of unattractive job attributes, or it may be viewed as an indication of the recruiter's disinterest in them. Without specific information, applicants might be possible decline acceptance of job offer.

20. Recruitment Strategy: A Six Step Approach Recruitment strategy should answer the following questions related to their target populations: Who is being targeted through the recruitment? Where is the appropriate place to recruit clients? When should recruitment be done? What messages should be delivered during recruitment? How should the messages be delivered? Who is the most appropriate person to do recruitment?

21. Talent Forecasting 1. Business strategy —Integrates projected company growth in terms of activity, output and revenue. 2. Human capital need —Translates business strategy into staffing requirements. 3. Projection of future vacancies — Based on difference between staffing requirements and current capacity.

22. Strategic Recruiting Stages Human Resource Planning How many employees are needed? When employees will be needed? What specific KSA’s (Knowledge, Skills & Abilities) are needed? Organizational Responsibilities HR staff & operating managers Recruiting presence and image Training of recruiters

23. Strategic Recruiting Decisions Organizational-based Vs. outsourcing Regular Vs. flexible staffing Recruiting source choices Recruiting Methods Internal methods Internet/ web-based External methods

24. Class Activity Develop Job Description & Job Specification Marketing Executive Marketing Manager Finance Executive Account Executive Administrative Officer Administration Manager

25. Selection The process of assessing candidates and appointing a post holder Applicants short listed – most suitable candidates selected Selection process – varies according to organisation.

26. Selection Tools Interview – most common method Psychometric testing – assessing the personality of the applicants – Measures of personality Honesty test (substitute to polygraph) Aptitude testing – assessing the skills of applicants Measures of proficiency, achievement, or knowledge Measures of mental ability or intelligence In-tray exercise – activity based around what the applicant will be doing Presentation – looking for different skills as well as the ideas of the candidate Assessment Centres – battery of tests

27. Choice of Selection Methods Number of applicants Criticality of position Cost/effort involved Predictive validity Extent of preparation required

28. When using psychological tests.. Clearly identify the objectives Uses a battery of test that can give range of information Have trained psychologists conduct and interpret tests Use personality testing as an adjunct to the recruitment or career planning process and exploit its developmental power Adapt tests to Nepali situations

29. Determining Selection Standards Sources of Information about Applicants Application Forms Reference Checks Physical Examination Selection Tests (Reliability & Validity) The Selection Interview

30. Recruitment: Return on Investment (ROI) Recruitment return on investment (ROI) understands and compares the elements, costs and risks of a recruitment related project to the expected benefits

31. What to Measure: Hiring Recruiter Effectiveness RE = RT+TF+HR+C/H +QH N RE = Overall Recruiter effectiveness RT = Response Time TF = Time to Fill HR = Hire Rate C/H = Cost Per Hire QH= Quality of Hire N = Number of Indices Used. HR Accounting

32. Cost Per Hire SC = Sourcing costs (Advertising + Agency Fees + Employee Referrals) ST = Staff Time [Travel + Interview ] x [Recruiter Pay and Benefits] or External Agency Fee MT = Management Time x Managements Pay and Benefits PC = Processing Costs/ Operating Expenses TR = Travel Cost of Applicants RL = Relocations Costs MS = Miscellaneous H = Full Time or Part Time Employees Hired CPH = SC+ST+MC+PC+TR=RL+MS H HR Accounting

33. Quality of Hire (QH) PR= Average job performance ratings of new hires HP= Percent of new hires promoted within one year HS = Percent of new hires retained after one year N = Number of indicators used QH = PR + HP + HS N Satisfaction of new employees with hiring. Satisfaction of managers with new employees. HR Accounting

34. Number Hired (Hit Rate) HO = OA/OE TF =RR – OD RR = Date requisition is received OD = Date offer is accepted OA = Offer accepted OE = Offers extended HO = Percentage of offers that result in hire Time to Fill HR Accounting

35. Rewards Compensation Health Benefits Retirement Benefits Vacation Opportunity Development Opportunities Future Career Opportunities Organization Growth Rate Meritocracy Organizational Stability Organization Customer Prestige Diversity Empowerment Environmental Responsibility Ethics Great Employer Recognition Well know Brand Market Position Product/ Service Quality Organization Size Social Responsibility Technology Level Work Business Travel Innovation Job Impact Job-Interests Alignment Location Recognition Work Life Balance People Camaraderie Collegial Work Environment Coworker Quality Manager Quality People Management Senior Leadership Reputation The Employment Value Proposition The set of attributes that the labor market and employee perceive as the value they gain through employment in the organization. Rewards Compensation Health Benefits Retirement Benefits Vacation Opportunity Development Opportunities Future Career Opportunities Organization Growth Rate Meritocracy Organizational Stability Organization Customer Prestige Diversity Empowerment Environmental Responsibility Ethics Great Employer Recognition Well know Brand Market Position Product/ Service Quality Organization Size Social Responsibility Technology Level Work Business Travel Innovation Job Impact Job-Interests Alignment Location Recognition Work Life Balance People Camaraderie Collegial Work Environment Coworker Quality Manager Quality People Management Senior Leadership Reputation Corporate Leadership Council

36. IMPORTANCE It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the candidates as the main outcome from the recruitment process. HR has to use the other outcomes from the recruitment process as it is the source of valuable information.

37. PURPOSE The recruitment process is one of the most fundamental value added HR Processes. The recruitment is especially critical for managers in the organization. The managers use the recruitment process intensively, and satisfaction with Human Resources is mostly about the satisfaction with the recruitment process. The recruitment process is sensitive to the external and internal changes, and it can be used as the best indicator for the future HR trends. By careful analysis of HR Recruitment Measures , the HR Management team can predict the trends in the job market simply.

38. Finding the best talents on the job market This is the most important goal of the recruitment process. The HR Recruiters are paid for delivering the candidates to managers, who make the final decision about hiring a new employee. The organizations are fighting for the best talents in the job market. HR Recruiters have to develop the competitive approaches to make the attractive job offers. The candidates select the organization, which is recognized for being modern and competitive. The job adverts and job offers have to reflect this. The managers love to hire the best employees available on the job market. They love to interview motivated job candidates. The role of HR is to describe the real need to the manager. Many times, the best job candidate is not the appropriate job candidate.

39. Recruitment Sources Management The recruitment sources management is an extremely significant goal of the recruitment process. The recruitment sources deliver the candidates for the selection procedure in the organization. The better the candidates are; the higher quality job candidates can be hired. The proper management of the recruitment sources has a significant impact on the competitive advantage of the organization. The better employees do not have to be more expensive, but the organization has to manage the recruitment sources to attract the high quality job candidates.

40. Main Recruitment Process Goals   The recruitment process is designed to staff the organization with the new employees, and it uses many different recruitment sources to attract the right talent in the defined quality and within a defined time. The recruitment process has several goals: Find the best talents for the vacancies Manage the recruitment sources Manage the vacancies in the organization Run the internal recruitment process Building the strong HR Marketing platform Co-operation with local and international universities Provide feedback about the trends in the job market Most recruitment goals are not visible to managers directly, and they use just sourcing of the job and in supporting the managers in developing the successors.

41. Building the Strong Internal Recruitment Process The external recruitment is not the only goal of the recruitment process. Building the strong internal recruitment helps the organization to keep the best talents in the organization. The employees have a chance to apply for a new job position, and they can change their career path. The internal recruitment is a difficult HR topic as the managers have to allow their best employees to take a new role within the organization. The role of Human Resources is in allowing the best employees to rotate

42. HR Marketing The HR Marketing is essential for the large organization, which need to attract many job candidates. The large organization cannot hire just the experts; they have to attract many university graduates. The graduates do select the employer by the strength of the brand name on the job market and offered opportunities in the organization. The HR has to design the recruitment activities, which support the name of the employer on the job market. The organization has to build a positive brand name, and it has to promote the job opportunities and excellent career paths.

43. Questionnaire Guidelines You should apply the basic rules of user centered design to the design of questionnaires. Design a questionnaire in much the same way that you would develop a maintenance procedure (except that your design cycle might be in days rather than months). You begin by gathering requirements that you need to know about users and the manual. Follow the requirements gathering with a clear definition of goals and an explicit statement of how to build trust and provide respondents with benefits that outweigh the costs of filling out the questionnaire. Conduct prototype reviews and iterative testing. Ensure that you have a data analysis plan so that you understand what to do when all the data is collected.

44. Gathering Requirements and Questions Interview key “stakeholders” about what they know and don’t know about maintenance technicians and how they use the manual. Stakeholders include actual users, sales/marketing, training/ development, documentation, senior management, and technical support. Distribute 3x5 cards and ask stakeholders from the different groups to write 1-3 questions that they would like to ask users. Avoid asking for too much here. This technique can be useful for getting insight into what issues are most important for different groups.

45. Gathering Requirements and Questions Conduct a short brainwriting session. Brainwriting is an extension of brainstorming where each person writes a question on a card and then passes it on to the next person who then reads the previous question and passes the card on to the next person who sees the first two questions and adds a third question. The premise is that seeing the questions of others will prompt additional relevant questions. This can be done in about fifteen minutes at team meetings and yield a large selection of questions. Conduct a focus group to find out what issues are important to key user groups – they can be an excellent source of requirements for questionnaire design (see Interview/Focus Group evaluation method, p. 15, and Focus Group Guidelines, p. 68). The more open-ended nature of a focus group can provide input for more structured online or paper questionnaires.

46. Be Explicit on the Goals of Your Questionnaire Too often, the goals of a questionnaire and each question on the questionnaire are not clear. Is the purpose of the questionnaire to gather information before or after a usability evaluation, gather requirements, or understand what difficulties the maintenance technicians generally have with the manuals? Each question on a questionnaire should be related to a specific business goal and user experience issue.

47. Consider How to Establish Trust, Increase Rewards, and Reduce Social Costs for Respondents You can design your questionnaire to create trust among respondents and influence the respondent’s expectations about the benefits and costs associated with filling out the questionnaire. Dillman (2000) notes that you can increase trust in the questionnaire by: Providing tokens of appreciation in advance (though be careful not to make the tokens too large since this may be a source of bias) Indicating clearly that the request is legitimate and the results can initiate changes Making the questionnaire appear important Indicating how the data will be used Dillman’s (2000) suggestions for increasing rewards to respondents include: Design an interesting questionnaire. Use positive language that makes the respondent feel like a collaborator. Provide tangible rewards . Thank the user for helping.

48. Ask people for advice. Suggestions for reducing the costs of completing a questionnaire include Make the questionnaire usable. Avoid embarrassing questions (don’t ask "how old are you?"). Minimize the need for personal information. Make every question is relevant and avoids lengthy questionnaires. Allow users to change answers easily in online surveys.

49. Create Prototypes of the Questionnaire and Review Against Principles of Survey Design Design a prototype questionnaire, including the cover page, and compare it with the principles of questionnaire design. These principles should cover language, relevance, page layout, response categories, and ordering of the questions. I recommend that the questionnaire designer ask four people to review the questionnaire, and that you interview a few people not closely associated with the project as they read the questionnaire and think aloud about their reactions to it.

50. Devise a Data Analysis Plan A common error in designing and implementing a questionnaire is to not devise a data analysis plan that spells out how answers will be coded. For example, how will you code nonresponses, unusual responses, or ratings where people circle two numbers when you only want a single answer? You also need to consider what analyses you will do on single questions and sets of questions, any hypotheses that you may have and what questions will be used to test those hypotheses. You should do this even if you have survey software that does an automatic analysis of the data. You might find that your automated software doesn’t allow some of the analyses that you need to answer the questions that are important to your stakeholders.

51. Conduct Limited Testing of the Questionnaire with Actual Users Get a small sample of users (or people as close to the expected users as possible) and have them fill out the questionnaire under realistic conditions and give you feedback. Make your final changes based on this input and do a final edit.

52. Principles of Questionnaire Design Ensure that your first question is relevant to everyone, easy, and interesting. Avoid vague response quantifiers when precise quantifiers can be used . In example 1a, the response categories are vague and can be interpreted differently by respondents. The data from this question would be nearly impossible to interpret. Example 1b eliminates the vague quantifiers with more specific answers. 1a. How often did you ???? during the last month? (Check 1 answer) Never Rarely Occasionally Regularly

53. Principles of Questionnaire Design 1b. How often did you use???? during the last month? (Check 1 answer) Not at all 1-3 times a month Once a week Two to four times a week Once a day More than once a day