HRM L5 Recruitment.ppt.pdf

BBA Level 200: BPS 241: HUMAN RESOURCE MANAGEMENT 1  Outline of Lecture 5  What is Recruitment and Selection?  Objectives of Recruitment  Internal Recruitment  External Recruitment  Selection  Steps in Selection Procedure  Selectio...

BBA Level 200: BPS 241: HUMAN RESOURCE MANAGEMENT 1  Outline of Lecture 5  What is Recruitment and Selection?  Objectives of Recruitment  Internal Recruitment  External Recruitment  Selection  Steps in Selection Procedure  Selection Tools  Interviews as a Selection Tool  Factors Affecting Interviews 2  Recruitment and Selection Recruitment is the process of generating a pool of capable people to apply for employment to an organization. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements. 3  Recruitment and Selection Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation. The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations. There are wide variations in recruitment and selection practices, reflecting an organization’s strategy and its philosophy towards the management of people. Progressive HR practices are crucial to a positive psychological contract – this includes attention to effective recruitment and selection practices. 4  The Objectives of Recruitment Recruitment involves searching for and obtaining qualified job candidates in such numbers that the organization can select the most appropriate person to fill its job needs. In addition to filling job needs, the recruitment activity should be concerned with satisfying the needs of the job candidates. Consequently, recruitment does not only attracts individuals to an organization, but also increases the chance of retaining them once they are hired. 5  Internal Recruitment  Sources - Promotions - Transfers and relocations - Job rotation - Rehires and Recalls Advantages Disadvantages – Morale - Inbreeding – Better assessment of abilities - Political infighting for promotions – Lower cost for some jobs - Familiarity may be factored on – Motivator for good performance - Requires strong management action – Have to hire only at entry level - Morale problems for rejected staffs – Very efficient in timing - Lack of commitment – Organisational continuity - Turnover 6  External Recruitment  Sources - Labour Market - Foreign Nationals - Employment Agencies - Other Companies - Trade Unions and Associations – Schools Advantages Disadvantages – New blood, new perspective - May not select someone who will fit – Cheaper than training a professional - Morale problems for internal staffs – Reduces Political infightings - Longer period for adjustment – May bring competitors’ secret - Very expensive in carrying out – Builds Positive image for Organisations – Wastes a lot of time in staffing – Best Candidate is brought on board - May bring an unproductive attitude – Meets equal employment regulations - May restrict training in organisations 7  Selection  Selection: Once the recruitment is successfully carried out, management has to perform the function of selecting the right candidate at the right time.  Selection is done through a variety of procedures which is customized to the organisation.  Selection mainly depends on several factors such as; --Company’s Requirement --Financial resources allocated --Company’s past records --Company’s image on the market  Selection is the process of gathering legally defensible information about job applicants in order to determine who should be hired for long- or short-term positions.  Placement is involves matching individual skills, knowledge, abilities, preferences, interests, and personality to a job. 8  Steps in Selection Procedure - I  Job Analysis - It is the basis for selecting the right candidate through defining the Job description and Job specification or Employee specification.  Recruitment - It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization.  Application Blank - It is a form through which the data is collected about the candidates and the initial screening is done.  Preliminary Interview - This interview is to solicit necessary information from the prospective candidates and to assess the applicant’s suitability for the job.  Tests - Employment tests are instruments designed to measure the nature and degree of one’s psychological potentialities, based on psychological factors that are essential in performance. 9  Steps in the Selection Process -II  Final Interview - This stage enables the interviewer to match the information obtained about the candidates to the job requirements and other observations.  Medical examination - Certain jobs require certain physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions.  Reference Checks - After the completion of the final interview and medical examination, the personal departments checks the references with the candidates.  Final decision by line managers - The final decision has to be made by the line manager, under whom the candidate has to actually perform  Employment - Successful and unsuccessful candidates have to be informed and the appointment letter must be sent.  Placement - Employee is placed on the actual position. NB: These are done through various selection procedures. 10  Selection Tools  Letters of recommendation  Application forms  Ability tests  Personality tests  Psychology tests  Honesty tests  Aptitude tests  Interviews – structured and unstructured  Assessment centers  Drug tests  Reference checks  Background checks  Handwriting analysis (Graphology) 11  Interviews as a Selection Tool  An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries. Types of Interviews  Selection interview: A selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.  Appraisal interview: A discussion following a performance appraisal, in which supervisor and employee discuss the employee’s rating and possible remedial actions.  Exit interview: An interview to elicit information about the job or related matters to the employer some insight into what’s right or wrong about the firm. 12  Formats of Interviews  Unstructured or nondirective interview: An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions.  Structured or directive interview: An interview following a set sequence of questions. Interview Content: Types of Questions  Situational interview: A series of job-related questions that focus on how the candidate would behave in a given situation.  Behavioural interview: A series of job-related questions that focus on how candidates reacted to actual situations in the past.  Job-related interview: A series of job-related questions that focus on relevant past job-related behaviours. 13 Interview Content: Types of Questions  Stress interview: An interview in which the interviewer seeks to make the applicant uncomfortable with occasionally rude questions that are suppose to spot sensitive applicants and those with low or high stress tolerance.  Puzzle questions: Recruiters for technical, finance, and other types of jobs use questions to pose problems requiring unique (“out-of-the-box”) solutions to see how candidates think under pressure. 14  Personal or Individual Interviews  Unstructured sequential interview: An interview in which each interviewer forms an independent opinion after asking different questions.  Structured sequential interview: An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form.  Panel interview: An interview in which a group of interviewers questions the applicant.  Mass interview: A panel interviews several candidates simultaneously.  Computerized selection interview: An interview in which a candidate’s oral replies are obtained in response to computerized oral, visual, or written questions and/or situations. 15  Factors Affecting Interviews  First impressions  The tendency for interviewers to jump to conclusions— make snap judgments—about candidates during the first few minutes of the interview.  Negative bias: Unfavourable information about applicants tend to influence interviewers more than their positive information.  Misunderstanding the job ◦ Not knowing precisely what the job entails and what sort of candidate is best suited causes interviewers to make decisions based on incorrect stereotypes of what a good applicant is. 16  Factors Affecting Interviews cont’d  Candidate-order error ◦ An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.  Nonverbal behaviours and impression management  Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee.  Clever interviewees attempt to manage the impression they present to persuade interviewers to view them more favourably 17  Factors Affecting Interviews (cont’d)  Effect of personal characteristics: attractiveness, gender, race, disability etc.  Interviewers tend to have a less favourable view of candidates who are: Physically unattractive , Female, Disabled, Different racial background etc.  Interviewer behaviours affecting interview outcomes  Unconsciously telegraphing expected answers.  Talking so much that applicants have no time to answer questions.  Letting the applicant dominate the interview.  Acting more positively toward a favoured (or similar to the interviewer) applicant. 18 Any Questions or Contributions??? 19