selection,placement and induction, ICFAI 24.pptx

Mba placement selection intro

1. Selection,placement and induction Points to be discussed: 1.Introduction 2.Selection-Meaning and definition

2. Points to be discussed 12. Ethical issues in application form design and interview 13.Selection Tests 14.Interviews 14.1.Preliminary interview 14.2. Selection or core interview

3. Points to be discussed 15.Interview process 16.Selection and placement- Differences 17.Induction 18.conclusion

4. MISSION OF AN ORGANIZATION VISION & OBJECTIVES HRM OBJECTIVES STRATEGIES & POLICIES OF HRM MANAGERIAL FUNCTIONS OF HRM OPERATIVE FUNCTIONS OF HRM EMPLOYMENT HUMAN RESOURCES DEVELOPMENT COMPENSATION MANAGEMENT EMPLOYEE RELATIONS HRP SELECTION PLACEMENT INDUCTION PLANNING ORGANISING DIRECTING CONTROLLING PERFORMANCE APPRAISAL TRAINING MANAGEMENT DEVELOPMENT ORGANIZATION CHANGES & ORGANIZATION DEVELOPMENT JOB EVALUATION WAGE & SALARY ADMINISTRATION FRINGE BENEFITS CAREER PLANNING & DEVELOPMENT MOTIVATION MORALE JOB SATISFACTION COMMUNICATION GRIEVANCE & DISCIPLINARY transfer promotion Industrial relation STAFFING JOB ANALYSIS RECRUITMENT

5. 1.introduction “ Selection is a difficult task, for,behavioral requirements of a job cannot be specified fully and cannot be vouched fully ” Anonymous

6. 1.Introduction In HRP,the personnel needs of the organization was identified. Once these needs were established, a job analysis was conducted, which clarified the characteristics of jobs being done and the individual qualities necessary to do these jobs successfully.

7. 1.Introduction This information was then used to recruit a pool of qualified applicants. The process of thinning this set, which is one of the major objectives of selection,is begun now.

8. Applicants should be assessed against the criteria established in job analysis in order to predict which job applicants will be successful if hired.

9. 2.Selection-meaning and definition While recruitment stressed on adding more and more sources and applicants, hence known as positive function, selection is a negative process as this involves screening out successively the less suitable candidates and finally choosing the best.

10. 2.Selection-meaning and definition The result of selection is the classification of applicants into two classes- those who will be given jobs and those who will not be given jobs or those who are selected and those who are rejected.

11. 2.Selection-meaning and definition Selection, as the name implies,involves picking for hire a subset of workers from the total set of workers who have applied for the job. Selections are done comparing the requirements of a job(from job analysis data)with applicant ’ s qualifications(given in the C.V.).

12. 2.Selection-meaning and definition In doing so, naturally many applicants are rejected. This makes selection a negative function. In contrast, recruitment is a positive function because, in it, an attempt is made to increase the number of applicants per job opening.

13. Selection-definition The process of choosing the most suitable candidate for a job from among the available applicants is called selection. It is the process of ascertaining the qualifications, experience, skill, knowledge, etc., of an applicant with the purpose of determining his suitability for a job.

14. Selection-definition According to Yoder, “ the hiring process is of one or many ‘ go, no go ’ gauges. Candidates are screened by the applications of these tools. Qualified applicants go on to the next hurdle while the unqualified are eliminated ”

15. 3.Elements in selection process Organizational objectives - what are the organization ’ s goals and objectives Job description - what are the tasks and responsibilities of the employee that contribute to these goals? Job specification - what are the qualifications and experience required in an employee to perform these tasks?

16. 3.Elements in selection process Competency (KSA)modeling – What are the competencies required and to what level for successful performance? RECRUITMENT POLICY - source of recruitment internal/external Selection – what should be the criteria for selecting the right candidate, based on the specification and competencies required for the job?

17. 4.Outcomes of selection process 4 possible outcomes- 2-positive and 2 negative Positive outcomes – Selecting the right candidate Rejecting an unsuitable candidate Negative outcomes Selecting an unsuitable candidate Rejecting a suitable candidate.

18. 5.Selection Procedure Selection process involves rejection of unsuitable applicants. This may be done at any of the successive hurdles which an applicant must cross. These hurdles act as screens designed to eliminate an unqualified applicant at any point in the process

19. 5.Selection procedure This technique is known as “ successive hurdles technique ” . The steps are as follows: 1.Initial screening or preliminary interview 2.Application scrutiny

20. 5.Selection procedure 3.Second interview 4.Testing-psychological testing and trade testing 5.Analysis of work history 6.Reference

21. 5.Selection procedure 7.Physical fitness examination 8.Recommendation 9.Interview with the supervisor 10.Employment

22. 12.ETHICAL ISSUES IN APPLICATION FROM DESIGN AND INTERVIEW Following questions should be avoided: 1.Qs.that have no relevance in the context of the job 2.Qns. that would invade the privacy of the applicants 3.Qns.that might lead to discrimination on any ground 4.Qs.leading to adverse effect on the employment of women , minorities, the disabled or senior citizens .

23. 13.SELECTION TESTS Intelligent tests Aptitude tests Achievement tests Situational tests (simulation techniques, group discussions, in basket exercises, management games) Interest tests Personality tests Polygraph tests Graphology

24. 14.INTERVIEWS 1. Preliminary interview 2.Selection interview 2.1.Formal and structured interview 2.2 .Unstructured interview 2.3 Stress interview 2.4 .Group interview method 2.5 .Panel interview 2.6 .In-depth interview 3. Decision making interviews Conducted by departmental head and HR head .

25. BIT Interview Mouth of the tube of the paste should be made bigger

26. He had later opined that the recruitment to the Civil Services lacked of psychological profiling of the candidates. He also reportedly said that he was following his heart and that it was sickening to work under bosses who ought to be shooed off. Tenzing caught the attention of the media by riding on his motorcycle right from Thiruvananthapuram to Sikkim - covering more than 25,000 kilometres.

27. Exploring a karmic network in 25,320 kilometres After twenty years in the Indian Administrative Service, P.G. Tenzing throws off the staid life of a bureaucrat to roar across India on an Enfield Thunderbird, travelling light with his possessions strapped on the back of his bike. On the nine-month motorcycle journey without a pre-planned route or direction, he encounters acquaintances who appear to be from his karmic past: from the roadside barber to numerous waiters and mechanics― fleeting human interactions and connections that seem pre-ordained. Life on the road is full of pot holes in more ways than one, but Tenzing acquires a wheelie’s sixth sense. He is unfazed by suspicious hotel receptionists or other unkarmic sceptics who take one look at his dishevelled, unkempt appearance and ask for an advance, or a deposit or both. Tenzing’s views on life and death, friendship and love are informed by a certain dark humour. But his conviction that everything revolves around the sacred bond that humans share with each other and with the universe is deeply felt and inspiring. Sometime singer with a Gangtok band, a dabbler in vipassana meditation and a supporter of a monk's school at Mangan, Sikkim, P.G. Tenzing is self-confessedly at a mid-life crisis point and ready for all the adventures this world has to offer.

28. New hire orientation (Induction ) Induction is the process of acclimatizing a new employee to the new social setting of his work. This step should take into consideration the following two major objects: 1.familiarizing the new employee with his new surroundings and company rules and regulations

29. induction 2. Integrating his personal goals with the goals of the organization The information commonly passed on to the new employee covers the following: 1.company history,products, and major operations;

30. induction 2. Geography of the plant; Structure of the organization and function of various departments; General company policies and regulations regarding wages and payments, hours of work, and overtime, safety and accidents, discipline and grievances, uniforms and clothing and parking

31. induction 5. Economic and recreational services available 6. Opportunities for promotion and transfer, job stabilization, and suggestion system.

32. induction The second object is achieved by convincing the new employee that in the ultimate analysis, what is good for the company is also good for the employee. If employee is convinced of the congruence of goals, he is one of the channels by which the public also is convinced of the merit of the company and its cause.

33. induction It should be remembered that the assimilation of the new employee begins with his first contact with the company. The first impression made on the mind of the employee is likely to be a lasting impression and the treatment he/she receives during the early days on the new job will help him/her to form his opinion about his employer.

34. induction If he has formed a good opinion his adjustment to the job will be more rapid, his mistakes fewer, and his attitude more cooperative.

35. conclusion Selection procedure has become more informed and more sophisticated. There are ample opportunities for error in judgment. But many safeguards are taken up now

36. conclusion Selection process has to be transparent and open,otherwise it might attract legal proceedings. Selection is a difficult task, for, behavioral requirements of a job cannot be specified fully and cannot be vouched fully

37. conclusion As separations are difficult, because of the orderly labor protectionist laws , wrong decisions taken will cause the firm dearly. The benefits of effective selection,placement and induction are generally high, just as the high costs of the ineffective selection, placement and induction

38. practical work Study the selection process of an organization of your choice and prepare a status report indicating the strengths and weaknesses and also suggest modifications if necessary to improve the process. Critically examine the selection process vis-à-vis the HR strategies of the organization(examine whether the selection

39. Practical work Process is facilitating the recruitment and retention of the manpower with the required skill sets and competencies). Find out whether the selection process contribute to the organizational strategy realization.