recruitmentandselection-170313045824.pptx

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1. RECRUITMENT & S E LE C T I O N 1

2. outline INTRODUCTION RECRUITMENT PURPOSE AND IMPORTANCE SOURCE OF RECRUITMENT PROCESS OF RECRUITMENT METHOD OF RECRUITMNT 3

3. SELECTION SELECTION PROCESS DIFFERNCE BETWEEN RECRUITMENT & SELCTION 4

4. INTRODUCTION People are integral part of any organization today. No organization can run without its human resources. In highly complex and competitive situation, choice of right person at t h e rig h t p l a c e ha s far rea c h i ng i m p l ications f o r an organization’s functioning. Employee well selected and well placed would not only contribute to the efficient running of t h e o r ganiz a tion but o f fer sign i fica n t p o te n tial f o r f u t u re replacement. 5

5. RECRUITMENT 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 6

6. 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. 7

7. 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. 8

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 13

9. INTERNA L SOURCES I nterna l R ecruitment seeks applicants for positions from those who are currently employed. I nternal Sources include: P R E S E N T EMP L O Y EE TRANSFER PROMOTION EMPLOYEE REFERRALS FORMER EMPLOYEES P R E V IOUS A P PLIC A N T S 14

10. EXTERNA L 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 15

11. DISPLACED PERSONS RADIO AND TELEVISION ACQUISITIONS AND MERGERS COMPETITORS E- RECRUITING 16

12. Recruitment process “Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time.” 19

13. 20 Personnel Planning Job V acanc i es Job A n a l ys i s R e cr u i t m ent Planning Numbers Types Strategy De v e l o p m ent Where How When Employee R e q u is i t i on Searching Act i vation Selling Message Media Applicant Popula t ion A p plic a nt Pool Poten t i a l Hires Evaluat i on & Control Sc r e e ni n g T o S e l e ction

14. 1. Job 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 . 21

15. 2. Recruitment 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. Strategy 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. 22

16. 4. Searching: 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. Screening: 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. 23

17. 6. Evaluation & control Given the considerable cost involved in the recruitment process, its evaluation and control is, therefore, imperative. The cos t s generally incur r ed in a r e c ruitme n t 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 24

18. METHOD OF RECRUITMENT Dunn and Stephen have broadly classified methods of recruitment into three categories: Direct Method Indirect Methods Third Party Methods 1. Direct Method : In this method, the representatives of the organization are sent to the potential candidates in the educational and training institutes. They establish contacts with the candidates seeking jobs. 25

19. 26 2. I n di r e c t Me t h o d s : I n direct m e t h o ds i nclude advertisements in news papers, on the radio and television, in professional journals, technical magazines etc. This method is useful when: Organization does not find suitable candidates to be promoted to fill up the higher posts When the organization wants to reach out to a vast territory, and 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.

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22. SELECTION 29 Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. “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”.

23. Selection process 30

24. 31 Environment Preliminary Interview Selection Test Employee Interview Refer e nce & Ba c k g rou n d Anal y sis Selection Decision Physical Examination Job Offer Employment Contract Evaluation Reje c ted Ap p licants

25. 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 c o ns i d e r a t io n e t c . P r e limina r y I n t erv ie w – Th e a pp li c a tio n s r e c ei v e d f r o m j o b seekers would be subject to security so as to estimate unqualified applicants, this is usually followed by preliminary interview. 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. E mpl oy m e n t I n t erv i e w – T h e n e x t st e p i n th e s e l ec ti o n p r o ce s s i s e mpl o y m e n t i nt e r v i e w . A n i nt e r v i e w i s c o ndu c t e d a t th e b e ginnin g an d a t th e e n d o f th e s e l ec ti o n p r o ce ss . 32

26. 5. Ref e r ence & Backg r ound Analysis – Ma n y employers request names, addresses and telephone number or references for the purpose of verifying information and perhaps, gaini ng additional background information on an applicant. Selection Decision – After obtaining information through the preceding steps, selection decision – the most critical of all the steps, must be made. Physical Examination – After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. 33

27. 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. 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. 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. 34

28. Difference between Recruitment & Selection B a s i s Recruitment MEANING It is an activity of establishing contact between employers & applicants. OBJECTIVE It encourages large number of candidates for a job. PRO C E SS It is a simple process. H U R D L E S The candidates have not to cross over many hurdles. ECONOMY It is an economical method. APPROACH It is a positive approach. 38 SELECTION It is a process of picking up more competent and suitable employees. It attempts at rejecting unsuitable candidates. It is a complicated process. Many hurdles have to be crossed. It is an expensive method. It is a negative approach.

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