RECRUITMENT AND SELECTION definition types, methods.ppt

RECRUITMENT AND SELECTION definition types, methods.ppt

1. RECRUITMENT AND SELECTION
EMPLOYEE DEVELOPMENT
PROGRAMS
•DR.M.BADMAPRIYA

2. RECRUITMENTRECRUITMENT
RECRUITMENT is a process of searching for prospective
employees and stimulating them to apply for jobs of an
Organization.-EDWIN B. FLIPPO
Recruitment forms the first stage in the process which
continues with selection and ceases with the placement of the
candidates. -Kempner
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3. PURPOSE & IMPORTANCE
Determine the present and future requirement of the
organization in conjunction with its personnel planning and
job analysis activities.
Increase the job pool of job candidates at minimum cost.
Help increase the success rate of the selection process by
reducing the number visibly under qualified or job application.
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4. .
Help reduce the probability that job applicants, once recruited
selected, will leave the organization only after a short period of
time.
Meet the organizations legal and social obligation regarding
the composition of its workforce.
Being identifying and preparing potential job applicants who
will be appropriate candidates.
Increase organization individual effectiveness in the short
term and long term.
Evaluate the effectiveness of various recruiting technique and
sources for all types of job applicants.
4

5. FACTORS INFLUENCING
RECRUITMENT
There are a number of factors that affect recruitment. These are
broadly classified into two categories:
INTERNAL FACTORS
EXTERNAL FACTORS
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6. INTERNAL FACTORS

The internal factors also called as “endogenous factors” are the
factors within the organization that affect recruiting personnel in
the organization. Internal forces i.e. the factors which can be
controlled by organization are:
RECRUITMENT POLICY
SIZE OF ORGANISATION
HUMAN RESOURCE PLANNING
COST OF RECRUITMENT
GROWTH AND EXPANSION
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7. EXTERNAL FACTORS
The external forces are the forces which cannot be controlled by
the organization. The major external forces are:
SUPPLY AND DEMAND
LABOUR MARKET
IMAGE/GOODWILL
POLITICAL-SOCIAL-LEGAL ENVIRONMENT
UNEMPLOYMENT RATE
COMPETITORS
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8. SOURCES OF
RECRUITMENT
The searching of suitable candidates and informing them about
the openings in the enterprise is the most important aspect of
recruitment process.
There are several sources of recruitment
 and broadly classified
into:
INTERNAL SOURCE
EXTERNAL SOURCE
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9. I
nternal sources
INTERNAL RECRUITMENT seeks applicants for positions
from those who are currently employed.
INTERNAL SOURCES include:

 PRESENT EMPLOYEE
TRANSFER
PROMOTION
 EMPLOYEE REFERRALS
 FORMER EMPLOYEES
 PREVIOUS APPLICANTS
9

10. EXTERNAL SOURCES
EXTERNAL SOURCE far outnumber the internal sources. It includes:
PROFESSION OR TRADE ASSOCIATIONS
ADVERTISMENTS
EMPLOYMENT EXCHANGES
CAMPUS RECRUITMENT’
WALK-ins WRITE-ins & TALK-ins
CONSULTANTS
CONTRACTORS
10

11.  DISPLACED PERSONS
 RADIO AND TELEVISION
 ACQUISITIONS AND MERGERS
 COMPETITORS
 E- RECRUITING
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12. INTERNAL v
s. EXTERNAL SOURCES:
AD
VANTAGES & DISADVANTAGES
12
INTERNAL SOURCE
ADVANTAGES DISADVANTAGES
• It is less costly. • It perpetuates the old concept of
doing things.
• Candidates are already oriented
towards company.
• It abets raiding.
• Organizations have better
knowledge about the internal
candidates.
• Candidates’ current work may be
affected.
• Enhancement of employee
morale and motivation.
• Politics play greater role.
• Good performance is rewarded.• Morale problem for those not
promoted.

13. CONTINUE…
13
EXTERNAL SOURCESEXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
• Benefits of new skills, new talents
and new experiences to
organizations.
• Better morale and motivation
associated with internal recruiting
is denied to the company.
• Compliance with reservation
policy becomes easy.
• It is costly
• Scope for resentment, jealousies
and heartburn are avoided.
• Chances of creeping in false
positive and false negative errors.
• Adjustment of new employees to
the organizational culture takes
longer time.

14. R
ecruitment process
“Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the
interviews and requires many resources and time.”
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15. 15
Personnel
Planning
Job
Vacancie
s
Job
Analysis
Recruitment
Planning
Numbers
Types
Strategy
Development
- Where
- How
- When
Employee
Requisition
Searching
Activation
- Selling
- Message
- Media
Applicant
Population
Applicant
Pool
Potential
Hires
Evaluation
&
Control
Screening
To Selection

16. 1. J
ob analysis
Job Analysis is a process to identify and determine in detail the
particular job duties and requirements and the relative importance
of these duties for a given job. Job Analysis is a process where
judgments are made about data collected on a job.
Job analysis consists of two parts:
•Job Description:
A job description is a list that a person might use for general
tasks, or functions, and responsibilities of a position.
•Job Specification:  
Job Specification is a statement of the essential components of a
job class including a summary of the work to be performed,
primary duties and responsibilities, and the minimum
qualifications and requirements necessary to perform the
essential functions of the job.
 

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17. 2. R
ecruitment Planning:
The first step involved in the recruitment process is planning.
Here, planning involves to draft a comprehensive job
specification for the vacant position, outlining its major and
minor responsibilities; the 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.
3. S
trategy Development:
 Once it is known how many with what qualifications of
candidates are required, the next step involved in this regard is
to devise a suitable strategy for recruiting the candidates in the
organization.
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18. 4. S
earching:
This step involves attracting job seekers to the organization. There are
broadly two sources used to attract candidates. These are:
 Internal Sources
 External Sources
5. S
creening:
Though some view screening as the starting point of selection,
we have considered it as an integral part of recruitment. The
reason being the selection process starts only after the
applications have been screened and shortlisted.
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19. 6. Ev
aluation & control
Given the considerable cost involved in the recruitment process, its
evaluation and control is, therefore, imperative.
 
The costs generally incurred in a recruitment
process include:
Salary of recruiters
Cost of time spent for preparing job analysis, advertisement
Administrative expenses
Cost of outsourcing or overtime while vacancies remain unfilled
Cost incurred in recruiting unsuitable candidates
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20. MET
HOD OF RECRUITMENT
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21. 21
2. Indirect Methods: Indirect methods include
advertisements in news papers, on the radio and television, in
professional journals, technical magazines etc. This method is
useful when:
(i) Organization does not find suitable candidates to be promoted to
fill up the higher posts
(ii) When the organization wants to reach out to a vast territory,
and
(iii) When organization wants to fill up scientific, professional and
technical posts.
3. Third Party Methods: These include the use of private
employment agencies, management consultants, professional
bodies/associations, employee referral/recommendations, voluntary
organizations, trade unions, data banks, labor contractors etc., to
establish contact with the job- seekers.

22. 22

23. 23

24. SELECTION
Selection is the process of differentiating between applicants in
order to identify and hire those with a greater likelihood of success
in a job.
-STONE
“Selection is the process in which candidates for employment are
divided into two classes— those who
are to be offered employment and
those who are not”.
- Dale Yodev
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25. S
election process
25

26. 26
Environment
Preliminary Interview
Selection Test
Employee Interview
Reference & Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation

27. 1. Environmental factors – Selection is influenced by
several factors. More prominent among them are
supply and demand of specific skills in the labor market,
unemployment rate, legal & political consideration etc.
2. Preliminary Interview – The applications received
from job seekers would be subject to security so as to
estimate unqualified applicants, this is usually followed by
preliminary interview.
3. Selection Test – Job seekers who pass the screening
and the preliminary interview are called for tests.
Generally, tests are used to determine the applicant’s
ability, aptitude & personality.
4. Employment Interview – The next step in the
selection process is employment interview. An interview is
conducted at the beginning and at the end of the selection
process. 27

28. 5. Reference & Background Analysis – Many
employers request names, addresses and telephone
number or references for the purpose of verifying
information and perhaps, gaining additional background
information on an applicant.
6. Selection Decision – After obtaining information
through the preceding steps, selection decision – the
most critical of all the steps, must be made.
7. Physical Examination – After the selection
decision and before the job offer is made, the candidate
is required to undergo a physical fitness test.
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29. 8. Job Offer – The next step in the selection process
is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of
appointment.
9. Contracts of Employment – After the job offer
have been made and the candidates accept the offer,
certain documents need to be executed by the employers
and the candidates.
10. Evaluation of Selection Program – The broad
test of the effectiveness of the selection process is the
quality of the personnel hired. A firm must have
competent and committed personnel.





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30. B
ARRIER OF SELECTION
The main objective of selection is to hire people having
competence and commitment. This objective is often
defeated because of certain barriers. The impediments to
effective selection of people at work can be explained as
under:
INEFFECTIVE RECRUITMENT
PERCEPTION
STEREOTYPING
GENDER ISSUE
AGE /RACE ISSUE
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31. CONTINUE…
HALO EFFECT
QUOTA
FAIRNESS
VALIDITY
RELIABLITY
PRESSURE
NEPOTISM/ FAVORISM
COST AND TIME
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32. D
ifference between
R
ecruitment & Selection
Basis Recruitment SELECTION
MEANING
It is an activity of establishing
contact between employers &
applicants.
It is a process of picking up
more competent and
suitable employees.
OBJECTIVE It encourages large number of
candidates for a job.
It attempts at rejecting
unsuitable candidates.
PROCESS It is a simple process.It is a complicated process.
HURDLES The candidates have not to
cross over many hurdles.
Many hurdles have to be
crossed.
ECONOMY It is an economical method.It is an expensive method.
APPROACH
It is a positive approach.It is a negative approach.
32

33. Employ
ee
d
evelopment

34. Development
formal
education, job experiences,
relationships,
and assessments of personality
and
abilities that help employees perform
effectively
in their current or future job and
company.
What is d
evelopment?

35. Comparison B
etween Training and
D
evelopment

36. ◦To
improve quality.
◦To
meet the challenges of global competition
and
social change.
◦To
incorporate technological advances and
changes
in work design.
I
mportance of employee
d
evelopment

37. •Development
activities can help companies reduce
turnover
by:
•showing
employees that the company is investing in the
employees’
skill development.
•developing
managers who can create a positive work
environment
that makes employees want to come to work
and
contribute to the company goals.

38. •Formal
education programs include:
•off-site
and on-site programs designed specifically for the company’s
employees.
•short
courses offered by consultants or universities, executive MBA programs,
and
university programs.
•Tuition reimbursement -
the practice of reimbursing employees’ costs
for
college and university courses and degree programs.
A
pproaches to Employee
D
evelopment

39. •Assessment
•Collecting
information and providing feedback to employees
about
their behavior, communication style, values, or skills.
•Used
most frequently to identify employees with managerial
potential,
and measure current managers’ strengths and
weaknesses.
•Companies
vary in the methods and sources of information
they
use in developmental assessment.

40. Myers-Briggs Type Indicator (MBTI)
◦Most
popular psychological test for employee development.
◦Identifies
individuals’ preferences for energy, information
gathering,
decision making, and lifestyle.
◦It
is a valuable tool for understanding communication styles
and
the ways people prefer to interact with others.

41. •Assessment center - multiple
raters or evaluators
evaluate
employees’ performance on a number of
exercises.
•It
is used to identify:
•if
employees have the abilities, personality, and behaviors for
management
jobs.
•if
employees have the necessary skills to work in teams.
•Types
of exercises used include leaderless group
discussions,
interviews, in-baskets, and role plays.

42. •Benchmarks - instrument
designed to measure
important
factors in being a successful manager.
•Items
that are measured include dealing with
subordinates,
acquiring resources, and creating a
productive
work climate.

43. •Performance appraisal - process
of measuring employees’
performance.
•Different
approaches for measuring performance:
•Ranking
employees.
•Rating
their work behaviors.
•Rating
the extent to which employees have desirable traits believed
to
be necessary for job success.
•The
appraisal system must give employees specific
information
about their performance problems and ways
they
can improve their performance.
•Managers
must be trained in providing performance
feedback.

44. •Upward feedback -
involves collecting subordinates’
evaluations
of managers’ behaviors or skills.

45. 360-Degree
Feedback System

46. Development-
Planning Activities from 360-Degree Feedback

47. •Factors
necessary for a 360-degree feedback system to
be
effective:
•The
system must provide consistent or reliable ratings.
•Feedback
must be job-related (valid).
•The
system must be easy to use, understandable, and
relevant.
•The
system must lead to managerial development.

48. Job Experiences
relationships,
problems, demands, tasks, or other
features
that employees face in their jobs.
•A
major assumption is that development is most likely to
occur
when there is a mismatch between the employee’s
skills
and past experiences and the skills required for the
job.

49. How
Job Experiences are Used for Employee Development

50. •Job enlargement - adding
challenges or new
responsibilities
to an employee’s current job.

51. •Job rotation - providing
employees with a series of
job
assignments in various functional areas of the
company
or movement among jobs in a single
functional
area or department.

52. Characteristics of Effective Job Rotation
Systems

Job
rotation is used to develop skills as well as give
employees
experience needed for managerial positions

Employees
understand specific skills that will be developed
by
rotation

Job
rotation is used for all levels and types of employees

All
employees have equal opportunities for job rotation
assignments

53. 
Job
rotation is linked with the career management process so
employees
know the development needs addressed by each job
assignment

Benefits
of rotation are maximized and costs are minimized
through
managing time of rotations to reduce workload costs

and
help employees understand job rotation’s role in their
development
plans
Cont..

54. •Transfer -
an employee is given a different job
assignment
in a different area of the company.
•Promotions -
advancements into positions with
greater
challenges, more responsibility, and more
authority
than in the previous job.
•Downward move -
occurs when an employee is given
a
reduced level of responsibility and authority.

55. •Externships -
employees take full-time, temporary
operational
roles at another company.
•Employee
exchange is one example of temporary
assignments
in which two companies agree to
exchange
employees.

56. •Volunteer
assignments offer employees opportunities
to
manage change, to teach, to take on a higher level
of
responsibility, or to be exposed to other job
demands.
•Interpersonal
relationships
•Mentor - experienced,
productive senior employee who
helps
develop a less experienced employee (the protégé).
•Mentors
provide career support and psychosocial support
to
the protégé.

57. •Provide
opportunities for mentors to:
Develop
interpersonal skills, increase feelings of self-esteem and
worth
to the organization, and gain knowledge about important
new
scientific developments.

58. •Interpersonal
relationships
•Purposes
of Mentoring Programs
•To
socialize new employees and to increase the likelihood of skill transfer from training
to
the work setting.
•To
enable women and minorities to gain the experience and skills needed for managerial
positions.
•To
develop managers for top-level management positions or to help them acquire
specific
skills.
•Group mentoring programs - successful
senior employee is paired with four
to
six less experienced protégés.

59. •Interpersonal
relationships
Coach -
a peer or manager who works with employees to
motivate
them, help them develop skills, and provide
reinforcement
and feedback.
The
best coaches are empathetic, supportive, practical, and self-
confident
but do not appear to know all the answers or want to tell
others
what to do.

60. •Interpersonal
relationships
•Three
roles that a coach can play:
•One-on-one
with an employee, providing feedback based on
psychological
tests, 360-degree assessment, or interviews with
bosses,
peers, and subordinates.
•Help
employees learn for themselves by putting them in touch with
experts
who can help them with their concerns and by teaching
them
how to obtain feedback from others.
•Provide
the employee with resources such as mentors, courses, or
job
experiences that the employee may not otherwise have access
to.

61. •It
involves:
•identifying
development needs.
•choosing
a development goal.
•identifying
the actions that need to be taken by the employee
and
the company to achieve the goal.
•determining
how progress toward goal attainment will be
measured.
•investing
time and energy to achieve the goal.
•establishing
a timetable for development.
T
he Development Planning
P
rocess