HRM Recruitment Process Guide PDF

CHAPTER 3 HUMAN RESOURCE RECRUITMENT PRESENTED BY GROUP 2 MEETING NEEDS OF HUMAN RESOURCES Recruitment is the process of attracting the best individuals to join the company on a timely basis in sufficient numbers and meeting the qualification requirements thereby encouraging them to apply for the...

CHAPTER 3 HUMAN RESOURCE RECRUITMENT PRESENTED BY GROUP 2 MEETING NEEDS OF HUMAN RESOURCES Recruitment is the process of attracting the best individuals to join the company on a timely basis in sufficient numbers and meeting the qualification requirements thereby encouraging them to apply for the jobs in the organization. The process starts as soon as the need for additional personnel is identified. It is ideally the result of good human resource planning. This process will thoroughly review and analyze the manpower requirements. To serve the best interests of the company, the recruitment officer must identify the knowledge, skills and abilities that the individual applicant must possess in order to tackle the duties and responsibilities in the vacant position. WHAT ARE THE TWO MAJOR SOURCES OF CANDIDATES TO FILL THE VACANT POSITIONS? 1. The Internal Source - These are the qualified candidates from the company and within the ranks of its present employees. They have the advantage of boosting the morale of the other employees and encouraging them to perform well. 2. The External Source - The Hiring from the outside source is management opinion. If it thinks that no one from within among the next rank of employees can successfully perform the job or deliver the required output, then hiring an outsider would be inevitable. DIFFERENT METHODS OF HUMAN RESOURCES 1. JOB POSTING this is the process by which internal recruitment is accomplished. everytime a position becomes available it is posted in the company bulletin board for the information of all the interested parties. qualified employees are given reference for promotion or transfer to another section. promoting or transferring employees from within offers the following advantages: it creates an opening for a lower easy to fill positions the morally of the employees is boosted hidden talent maybe uncovered and utilized it saves considerable time and money employees are already familiar with the company policy and the job itself and therefore less adjustment is necessary. DIFFERENT METHODS OF HUMAN RESOURCES 2. the word of mouth system this method of recruitment is found to be effective in a local situation. it is one of the least expensive recruitment systems. as soon as the people learn that there's a job opening the word spread around. the department head tells other department heads, the employees stuck with other employees and then it spreads out to the company's community of friends and families. this is very common in a locality where there are few jobs available and more applicants want to get employed.. DIFFERENT METHODS OF HUMAN RESOURCES 3. advertising media one popular and often effective means soliciting applicants is advertising it through the media like newspapers, magazine, radio, or television. careful planning in terms of content timing and location can generate a large response usually resulting in hiring. DIFFERENT METHODS OF HUMAN RESOURCES 4. walk ins and unsolicited applicants this unsolicited applicants could be a possible source of outstanding employees. they are not, however treated very seriously by human resource department or the company receptionist. most often, the application letters or resume are put in the ways basket or at times put in file without even looking at the potential qualifications of applicants. DIFFERENT METHODS OF HUMAN RESOURCES 5. campus or university recruitment recent graduates are considered highly desirable for companies to select, groom and develop recruits from top schools in the country. campus recruitment required careful planning and preparation. as there are many universities that produce good students proper scheduling must be made and match with manpower projections based on present and future needs DIFFERENT METHODS OF HUMAN RESOURCES 6. job fair and open house the job fair and open house are popularly increasing as recruitment resources, the organizational representatives of the company gather and interview several applicants over the period of 1 to 2 days in some specified fields. an advertisement announcing the location of the job fair is posted at at least one week ahead of schedule to attract more applicants. some local government units coordinate with the job fair for their interested constituents. some job fairs are conducted during weekends at town centers or any convenient place in the town or city. DIFFERENT METHODS OF HUMAN RESOURCES 7. government agencies some of local government units have their placement offices look for possible employments for their constituents. the dole also has an agency that compiles applications for referral to the different companies. the screen and repair many applicants usually for manual or unskilled position. some are new college graduates are protégés a politician who may not be qualified for the job. DIFFERENT METHODS OF HUMAN RESOURCES 8. radio and television radio and television are now used as mediums for manpower recruitment. since the coverage of the advertisement is of great magnitude, more qualified applicants can be reached and could even tempt other applicants who are not actually looking for jobs. DIFFERENT METHODS OF HUMAN RESOURCES 9. the internet. the internet could become another source of employment opportunities. company profiles and job placement could actually come into internet. while this method is not frequently resorted to at the moment it will come easy and handedly in the future. SELECTION PROCEDURE ON HOW TO GET THE MOST QUALIFIED APPLICANTS 1. Stage 1 - Establishing selection procedure. Successful employer selection is dependent on a clear understanding of a job components. 2. Stage 2 - Identify and choose selection criteria, predictors and instrument to be used. Weighing job duties can help the employer assess the qualification of competing candidates. SELECTION PROCEDURE ON HOW TO GET THE MOST QUALIFIED APPLICANTS 3 Stage 3 - Gather and evaluate information about applicants. Applicants skills can be evaluated through applications, interview, tests, references check, letters of recommendation and physicals. Some selection are more effective than others, but a combination of tools is usually best 4 Stage 4 - Make communication decisions whether to select or reject. Following a thorough selection process enables you to be a decision on substantial data rather than on intuition alone. SELECTION Selection is the process of evaluating job applicants to determine which candidates are most suitable for a particular job, based on their qualifications, experience, and other relevant factors.  SELECTION PROCESS 1. PRELIMINARY SCREENING The first step in the assessment of an applicant for the job is the initial interview or preliminary screening. This step deals with obvious factors such as voice, physical appearance, personal grooming, educational background, professional training and experience that need to be assessed. STYLES OF INTERVIEW a. Structured interview follows a set a procedures and the interviewer sets the leads. Directive interview is usually structured, Structured interviews are usually more effective in promoting equal opportunities for all applicants. b. Unstructured interview is where the applicant takes the lead. Th unstructured interview provides no specific reference and the applicant given a free hand in talking about himself and the interviewer makes an assessment. STYLES OF INTERVIEW c. Panel or round-table interview is usually done for managerial and supervisory employees. The applicant meets a panel of interviewers and seeks to facilitate the polling of judgments with prominent members of the working organization. 2. THE APPLICATION FORM The applicant is required to fill out the company's official application form after passing the preliminary interview. The company's application forms contain more information that the company may need in MIS files or some information that may be required during the in-depth interview. Application forms vary from company to company. Employment details are important during the interview process. 3. TESTING AND EVALUATION OF RESULTS Testing in the parlance of HRM, is commonly associated with the prediction and selection of subsequent performance on the job. Tests are still the commonly used instruments for determining the qualifications and talents of the application for a particular job. It is the most objective of all selection instruments in the selection process. THE REQUIREMENTS FOR EFFECTIVE TESTING a. It should be properly tested and validated. b. It should be used with proper discretion and used along with other instruments. c. Use a battery of tests to determine the person's real worth. d. Set the critical cut-off score in advance. e. Do not use raw scores: Interpret them. 4. IN-DEPTH INTERVIEW The in-depth interview is the most important part of the selection process. After passing all tests required, the applicant is now ready to formally enter into the selection process. The factors of aptitude, proficiency and personality as measured by the energy, drives, social adaptability, emotional control and conscience are related to the employee's productivity. THERE ARE THREE IMPORTANT CHARACTERISTICS THAT THE INTERVIEWER MUST POSSESS. 1. Knowledge - Better understanding of the psychology of the person is an important factor in the interview. 2. Empathy - The interviewer must be able to discover the inner behavior of the individual by understanding his own personality and relate this with the feelings of the applicant. 3. Communications Skills - The interviewer must have facility of communication. This refers to the use of language, gestures and voice inflection. 5. EVALUATING REFERENCES References are important in finally assessing the applicant's worth for the position. References to be credible must be checked with utmost confidentiality if one would like to get a true picture of the individual who would like to join the organization. GENERALLY THERE ARE THREE KINDS OF REFERENCES: 1. Academic Reference - This may be requested from applicants who are new graduates. This may be addressed "to whom it may concern" which tells about the individual's academic performance together with his transcript of records. Details may include co-curricular activities and the student's performance in college. 2. Character Reference - This reference may come from some persons in the community that are familiar with the individual in their place of residence. This may reveal records on the applicant about his relations with the people in the community. 3. Work or Experience Reference -To get the most valid information about the applicant, the work reference check must be mailed to the previous employer stating the confidentiality of the information. PHYSICAL EXAMINATION This may be the last hurdle in the selection process. The applicants undergo physical examination at the company clinic or an authorized hospital to determine the physical fitness of the applicant for the job. PLACEMENTS The applicant who is cleared in all requirements is finally offered the job. Final acceptance for production workers is usually dependent on the approval of the immediate manager or supervisor of the department where the applicant will be assigned. TYPES OF EMPLOYEES 1.PROBATIONARY An employee is hired for a regular position, with a six-month probationary period before becoming a permanent or regular employee if they meet performance standards. 2.REGULAR OR PERMANENT EMPLOYEE An employee who has completed their probationary period and is currently engaged in regular company business activities is covered under the regular company staffing system. TYPES OF EMPLOYEES 3.CONTRACTUAL EMPLOYEE Contractual employees are hired for a specific company project, typically through an employment agency, with direct hiring limited to six months to avoid regular employment. 4.CASUAL OR SEASONAL EMPLOYEE An employee is hired for a seasonal work or service, with employment being temporary based on the volume of work. TYPES OF EMPLOYEES 5.APPRENTICESHIPS Apprenticeships develop necessary skills for specific work, allowing learners to familiarize themselves with the trade, becoming regular or probationary employees after passing trade skills tests. THANK YOU FOR YOUR ATTENTION