HRMA-30023_RECRUITMENT-AND-SELECTION_2022_Standard-IM.pdf

Republic of the Philippines POLYTECHNIC UNIVERSITY OF THE PHILIPPINES Office of the Vice President for Academic Affairs College of Business Administration INSTRUCTIONAL MATERIALS FOR HRMA 30023 RECRUITMENT AND SELECTION COMPILED BY: Prof. Paul Timothy Garcia Prof. Alfredo R. Soliman PUP A. Mabini Campus, Anonas Street, Sta. Mesa, Manila 1016 Direct Line: 335-1730 | Trunk Line: 335-1787 or 335-1777 local 000 Website: www.pup.edu.ph | Email: [email protected] THE COUNTRY’S 1st POLYTECHNICU INTRODUCTION This instructional materials aims to enable students grasps the entire Recruitment and Selection practices. Lessons1 includes the human resource planning, Lesson 2 to Lesson 5 encompasses the recruitment process, types, policy and methods. Lesson 6 and 7 contains the nature of employee selection and the different assessments methods for successful selection of employees. Lesson 8 includes the 50 common interview questions and the proper way of answering them. Lesson 9 includes recruitment analytics where important recruitment metrics used to measure effectiveness and efficiency of recruitment and section activities. Students are expected to answer all activities/assessments required at the end of each lesson and accomplish the final exam attached in this instructional materials. COURSE OUTCOMES Explain the Human Resource Planning. Discuss and differentiate recruitment and selection. Explain recruitment and selection as part of the Talent Acquisition Program. Explain the various and effective recruitment, selection and placement processes. Discuss the recruitment, selection and placement process. Analyze labor demand and supply as basis for recruitment strategies. Evaluate an effective and efficient recruitment and selection strategies. Create an effective and efficient recruitment and selection program. TABLE OF CONTENTS Page No. LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING………………… 1 TOPIC 1- HUMAN RESOURCE PLANNING DEFINED TOPIC 2- HUMAN RESOURECE PLANNING PROCESS LESSON 2- EMPLOYEE RECRUITMENT………………………………………………. 10 TOPIC 1- RECRUITMENT DEFINED TOPIC 2- IMPORTANCE OF RECRUITMENT TOPIC 3- FACTORS AFFECTING RECRUITMENT TOPIC 4- RECRUITMENT PROCESS LESSON 3- RECRUITMENT POLICY…………………………………………………... 21 TOPIC 1- RECRUITMENT POLICY DEFINED TOPIC 2- OBJECTIVES OF RECRUITMENT POLICY TOPIC 3- FOUR CORNERSTONES OF A GOOD RECRUITMENT POLICY TOPIC 4- EMPLOYEE RECRUITMENT POLICY OF A COMPANY – SAMPLE 1 TOPIC 5- VISIBLE SIGNS OF CULTURE LESSON 4- TYPES OF RECRUITMENT……………………………………………….. 32 TOPIC 1- INTERNAL RECRUITMENT METHODS TOPIC 2- EXTERNAM RECRUITMENT METHODS LESSON 5- ONLINE RECRUITMENT METHOD………………………………………. 37 TOPIC 1- ONLINE RECRUITING TECHNIQUES AND TOOLS LESSON 6- EMPLOYEE SELECTION……………………………………………………43 TOPIC 1- SELECTION DEFINED TOPIC 2- IMPORTANCE AND ADVANTAGES OF SELECTION TOPIC 3- SELECTION PROCESS LESSON 7- SELECTION ASSESSMENTS METHODS………………………………..47 TOPIC 1- TYPES OF INTERVIEW TOPIC 2- JOB APPLICATION AND RESUME TOPIC 3- EMPLOYMENT TESTS TOPIC 4- REFERENCE AND BACKGROUND CHECKS TOPIC 5- MEDICAL PHYSICAL EXAM TOPIC 6- MAKING A JOB OFFER LESSON 8 – INTERVIEW QUESTIONS GUIDE……………………………………. 62 TOPIC 1 – TOP 50 INTERVIEW QUESTIONS LESSON 9 – RECRUITMENT ANALYTICS…………………………………………….74 TOPIC 1 – WHAT IS RECRUITMENT ANALYTICS? TOPIC 2- RECRUITMENT METRICS GRADING SYSTEM REFERENCES LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING OVERVIEW Human Resource Planning is the critical initial step in getting the right people in the right place at the right time. It is an important component in strategic human resource management. It links HR management to the strategic plan of the organization. Organizations routinely complete financial plans to ensure they achieve organizational goals. While workforce plans are not as common, they are just as important. Without accurate human resource planning, the organization may not be in a position to compete in the marketplace. It is important to anticipate future staffing needs by forecasting the supply and demand of the organization’s human resources. A good human resource plan will allow you to make management decisions to support the future direction of the organization. It is also important from the budgetary point of view so that you can factor the costs of recruitment, training, management restructuring, rightsizing, among others, into your departmental budget. LEARNING OUTCOMES By the end of this lesson, you should be able to: ✓ Define HR planning ✓ Explain the HR planning process COURSE MATERIALS TOPIC 1- HUMAN RESOURCE PLANNING DEFINED Human Resource Planning is the process by which management ensures that it has the right personnel who are capable of completing those tasks that help the organization reach its objectives. It is the development of strategies for matching the size and skills of the workforce to organizational needs. HR planning also assists organization to recruit, retain and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in external environment. The process involves carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand. This may include the development of training and retraining strategies. 1 The definition implies that HR planning banks on a process which results in developing a strategy framework in providing people assistance to company’s overall business objectives. The plan will provide answers to the following questions: ✓ How many people will be needed for the organization to meet its objectives? ✓ What jobs will these people need to fill? ✓ What knowledge, skills, and abilities will new hires be required to have? ✓ What new skills will be required of the current work force? ✓ Can the new workers be transferred or promoted from within the firm or do they need to be hired from outside? ✓ What type of training is required for workers to acquire the knowledge, skills and abilities that are needed? ✓ What type of compensation plan is required to support this talent? ✓ How will the process alter the career plans of existing employees or potential candidates? TOPIC 2- HUMAN RESOURCE PLANNING PROCESS Analyzing The first step in the planning process is to analyze the environmental factors that impact on your firm’s labor demand. Planners must understand the external business environment and the trends that occur within it. In this time of economic recession, for 2 example when the market is soft, there might be a need to recast your sales revenue plans. There might be a need to downsize your workforce as a result of a soft market. The labor market policy of the government should be factored in. In times of inflation when prices of food and other consumer products are high, there is the tendency of the government to apply the “safety net” principle. That means a new wage increase order may be issued by the Regional Tripartite Wage and Productivity Boards. How the increased labor cost would affect the firm’s pricing strategy vis-à-vis competition should be analyzed in relation to maintaining, increasing or decreasing its workforce. The overall organization direction and strategy impacts the demand for human resources. When a company is growing, it needs more people. A company that maintains its relative position in the market may not be in need of more people. Conversely, a company employing a retrenchment strategy will make a plan to reduce its manpower. On the supply side, analyzing the internal workforce will answer these questions: ✓ How many staff do we have? ✓ How are they distributed? ✓ What is the age profile? ✓ How many will leave by resignation or retirement in each of the next five years? ✓ What are the present sills of the present workforce? What new skills will be required? If there is a need to recruit, how good is the supply? What skills are required? We know that there is abundance of supply in the labor market in our country. We produce more than we can absorb. How many are qualified? We are talking here of the “best fit”. In the Business Process Outsourcing (BPO), for instance, where labor demand is high, many fresh college graduates apply but only few are taken. There is simply a mismatch between what the industry needs and what the schools produce. In the context of these demand and supply constraints on human resources, analysis is the key initial step in the planning process. Forecasting After analyzing comes forecasting. Forecasting is a science and less than an art. But it is not an exact science. Like weather forecasting, it can be subject to certain uncertainties and in accuracies. One can minimize errors by using some scientific methods. Human resource planners have a choice of techniques open to them. Demand forecasting Demand forecasting is the process of estimating the future numbers of people required and the likely skills and competences they will need. The ideal basis of the forecast is an annual budget and longer-term business plan, translated into activity levels for each function and department, or decisions on ‘downsizing’. In a manufacturing company the sales budget would be translated into a manufacturing plan giving the numbers and types of products to be made in each period. From this information the 3 number of hours to be worked by each skill category to make the quota for each period would be computed. Details are required of any plans or projects that would result in demands for additional employees or different skills: for example setting up a new regional organization, creating a new sales department, carrying out a major project or developing new products or services. So far as possible, plans should also be reviewed that could result in rationalization, and possibly downsizing, as a result of a cost reduction drive, a business process re-engineering exercise, new technology leading to increased productivity, or a merger or acquisition. The demand forecasting techniques that can be used to produce quantitative estimates of future requirements are described below. Managerial or expert judgement This is the most typical method of forecasting and may be linked to some form of scenario planning. It simply requires managers or specialists to sit down, think about future workloads, and decide how many people are needed. This can be no more than guesswork unless there is reliable evidence available of forecast increases in activity levels or new demands for skills. Ratio trend analysis This is carried out by studying past ratios between, say, the number of direct (production) workers and indirect (support) workers in a manufacturing plant, and forecasting future ratios, having made some allowance for changes in organization or methods. Activity level forecasts are then used to determine (in this example) direct labor requirements, and the forecast ratio of indirects to directs would be used to calculate the number of indirect workers needed. Work study techniques Work study techniques can be used when it is possible to apply work measurement to calculate how long operations should take and the number of people required. Work study techniques for direct workers can be combined with ratio trend analysis to calculate the number of indirect workers needed. Forecasting skill and competence requirements Forecasting skill requirements is largely a matter of managerial judgement. This judgement should, however, be exercised on the basis of a careful analysis of the impact of projected product market developments and the introduction of new technology, either information technology or computerized manufacturing. Supply forecasting Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition (labor wastage and retirements), 4 absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on: ✓ an analysis of existing human resources in terms of numbers in each occupation, skills and potential; ✓ forecast losses to existing resources through attrition (the analysis of labor wastage as described in the next main section of this chapter is an important aspect of human resource planning because it provides the basis for plans to improve retention rates); ✓ forecast changes to existing resources through internal promotions; ✓ effect of changing conditions of work and absenteeism; ✓ sources of supply from within the organization; ✓ sources of supply from outside the organization in the national and local labor markets. Internal Supply Considerations Turnover rate is very important factor to be considered in your internal manpower supply. While it is true that our average turnover in the Philippines is low compared with fully developed countries, people who are expected to leave the company must be considered if you want your human resource planning to be complete. There are two kinds of turnover: resignation and dismissal Resignation can be due to: ✓ Accepting a job elsewhere ✓ Poor health ✓ Putting one’s own business, taking up further studies or raising a family ✓ Migrating abroad ✓ Accepting a voluntary retrenchment ✓ Relocating to another place Dismissal can be due to: ✓ Misconduct ✓ Forcible resignation due to poor performance or other reasons by paying separation pay or “ex gratia” ✓ Authorized causes under the law such as retrenchment due to losses or to avoid losses, automation, retirement, or sickness that will incapacitate employee for more than six (6) months as certified to by a competent public physician. Planning There are several elements to human resource planning and all are equally important. The first is the actual planning of the workforce. Even in a small business, specialized skill sets are not always easy to source and planning for a growing workforce is critical. Planning for a reduction in the workforce is also intensive and requires strategic 5 thinking to work through temporary or permanent layoffs. Legal planning and process building are used to shield the company from legal ramifications for discrimination of workplace misconduct. The human resources department is responsible for educating and training employees on company policy, they handle legal aspects of the employee relationship like workers compensation and they communicate with every department in the business. Human resources also works as a bridge between employees and payroll by ensuring contracts are executed and honored. Effective planning in the human resources department leaves the managers in position to focus on meeting goals that are responsible for driving revenue rather than spending time dealing with administrative issues and employee paperwork. With all of the planning required, you might wonder who is actually responsible and what goes into human resource planning. The number of people in the human resource department ultimately depends on the company size. A small company of 5-10 people might have a single HR administrator while a large company of one-thousand employees will have twenty or more. It all depends on the company and their needs. A business with large seasonal hiring needs may have more HR folks on staff to handle the intensive training and paperwork required for on-boarding with regularity. A company with a very stable staff and little turnover will require a smaller HR department. Human Resources management is offered as a degree path at many institutions and it sets the stage for a career dedicated to HR. Numerous certification programs are also available to qualify individuals coming from other fields. It's not uncommon for employees with administrative and management experience to make the transition into human resources. They can do this through certification training programs. The certification courses open the door to employees with undergraduate degrees in related fields but not a dedicate human resources degree. The experience from a business management degree for example will combine well with an HR certificate. To reach the human resources manager level, employees will often work within and HR role for three to five years. Planning for Growth The company stands to gain returns by scaling a workforce quickly. If a plan is in place, the company can bid on bigger contracts and effectively grow without being understaffed. The planning aspect applies to the additions of permanent employees, temporary employees and contract workers. A temporary growth opportunity often calls for seasonal or contract labor to avoid a cycle of hiring and firing. Planning to meet these expectations falls on human resources. When a company needs to grow quickly or add a large seasonal workforce, human resources must plan for the hiring and manage recruiting. Recruiting fairs, advertising and other recruiting events are largely responsible for locating the workforce and placing them in jobs while still following company policies and procedures. A large retailer may hire thousands of employees for the holiday season on temporary work arrangements. Despite being temporary, human resources is still responsible for educating each employee on company policies, workplace safety guidelines and their role within the company. This is 6 often done in the form of a contract where the employee signs off after receiving the training and agrees to follow the company policies. This holds the employee responsible for their actions at work and protects the company from legal actions if they fail to comply. It's especially important when large numbers of new people are entering the workplace simultaneously. Not only does the human resource planning and training help the new employees understand their roles and the rules, it reduces chaos and guides everyone into position so they can begin working and executing their daily tasks. Growth planning is also a requirement to receive contracts in many cases. Government contracts are one common example where the company must prove they can access the workforce necessary to complete a contract. Any large scale, contract based business deal is a candidate for human resources planning of this nature. Failing to demonstrate an ability to access and hire a qualified workforce may remove the company from the running for a contract. Scaling Down When you think about what is involved in human resource planning, scaling down and laying off employees does not always come to mind. It is however a critical aspect of planning. A business can lose a key client or account that results in a larger workforce than necessary. This can capsize a business financially and scaling down becomes an unfortunate necessity. Laying off employees can happen in a temporary or permanent fashion. Layoffs come with some legal consequences if handled improperly and the human resources department must ensure each layoff is justified and handled properly. They must work through the employee pool and determine who must leave based on input from management. Determining layoffs is based on seniority, immediate need and financial resource planning. Some employees will require severance packages and unemployment benefit eligibility notification and guidance. Contracts for a severance are built by the legal team and the human resource department. A HR manager is often present during the individual or group layoff announcement to ensure everything is handled properly. Planning throughout a layoff process is not only prudent for the company, it ensures the employees have the maximum notice possible, access to unemployment benefits and a genuine ability to move forward with their lives while seeking new work. They should also understand why the layoffs happened so their is no lame on their shoulders. Sometimes, business just goes in the wrong direction. Communicating this difficult message effectively requires an excellent human resources team that really understands the process. Productivity and Employee Wellness Productivity in the workplace is measured by managers and department heads but human resource planning can influence productivity through employee wellness programs and initiatives that create a healthy and happy workplace where individuals have the energy and positive attitudes required to succeed. Every workplace is different but human resources departments plan to ensure employees have the minimum number of breaks required by law. Additionally, they can introduce 7 incentive programs, health programs, gym membership discounts and general wellness programs to create a healthy and productive workplace. Even the layout of furniture, introduction of plants to an office and change in the lighting can have a major impact on employee wellness. Measuring productivity before and after the implementation of each program can demonstrate increases in output. Building a healthy workplace also cuts down on sick days and improves the long term capabilities of each employee. The human resource planning behind wellness and productivity programs can increase the bottom line in the long run while improving morale in the workplace. HR acts as a communication tool with employees as well. They can survey employees while ensuring that no repercussions will be executed for undesirable answers. The ability to collect honest employee feedback functions as a key identifier for weak points in the business. The human resources department can essentially uncover hidden issues that employees are not comfortable resolving otherwise. The survey process can have a major positive impact on driving a more successful business. In addition to basic wellness and creating a positive work-space, human resources is responsible for addressing mental health. They are a neutral resource and field reports of harassment and workplace misconduct. This outlet is important for developing a safe place of work for everyone. If a trend of harassment or misconduct develops, the department is responsible for planning a course of action to resolve the issue. If they have done the planning necessary to build an employee handbook with policies that each employee has learned and signed in a contract, taking action is easy to justify from a legal and logical point of view. In order to manage conflict and practice conflict resolution however, advanced planning must take place to define clear boundaries and draw an actionable road map to effectively handle those situations. Management Succession Planning Sometimes called executive succession is a key component of human resource planning. Because of its highly confidential nature, the document is normally separated from the main human resource planning. Its access is limited only to the key executives, or executive committee and the top HR executive. Replacement candidates must be identified for middle and top management levels. Unlike the general human resource planning where the focus is on entry-level positions and number of bodies in general, management succession planning focuses on specific individual managers. A good example of highly successful succession planning is Proctor and Gamble. “If I get on a plane and it goes down, there will be somebody in this seat the next morning”, writer Mina Kimes quoted Lafley, top performing CEO of P&G, A.G, while sitting in his Cincinnati office. What makes Lafley confident is a rigorous leadership program called Build From Within. It “microscopically tracks the performance of every manager, making sure that he is ready for the next slot. At P&G says Lafley, each of the top 50 jobs already has three replacement candidates lined up. Lafley is extremely happy with their policy of promotion from within versus his experience of 50% fail rate when they used headhunters in the past. 8 Implementation and Evaluation of the HR Plan The final step in the HR planning process is the implementation and evaluation of results. Success is gauged on whether the plan was able to avoid a labor shortage or surplus. As stated earlier, forecasting is not an exact science. It should therefore give allowance for errors. The important thing is to determine which of the planning part contributed to the success or failure. Evaluation feedback serves as diagnosis of where the process failed and how to prevent it in the future. A good example of the type of diagnostic work to be done was one big multinational company in the Philippines, In the economic debacle that followed after the Benigno Aquino assassination 1983, the company forecasted a low demand of their products and services for the next three years which by calculation needed downsizing of its labor force by 35%. To make the voluntary retrenchment attractive to fifteen years and up service employees who were in the highest salary bracket, it offered a severance incentive of two and a half months pay per year of service plus whatever retirement credits they had at the time. It turned out that the forecast of product and service demands was underestimated. The result was disastrous. The smaller work force could not keep up with the subsequent demand. Stretching the working hours of the smaller work force increased significantly the overtime cost and exacted a toll on their health. Worse was, they had to hire form outside to replace those who availed of the voluntary retrenchment at higher salaries. Those who walked away with lucrative buyouts who were relatively young sought employment with competitor companies. ACTIVITIES/ASSESSMENTS 1. What is HR planning? 2. Illustrate and explain the HR planning process 9 LESSON 2- EMPLOYEE RECRUITMENT OVERVIEW A firm is only as good as the people it recruits. Recruitment and ultimately, selection, is critical to every organization. Firms, therefore, must strive to attract the best people to work for them. While there is an abundant supply of labor in the Philippines, interested candidates must pass through the rigid process of recruitment and selection to get the “best fit” people. An organization that fails to attract the best qualified people will surely fail to meet its corporate objectives. The firm’s performance, then depends on its ability to attract a qualified workforce through effective recruitment strategies. Recruitment is a strategic process that connects candidates who need what you have to offer and who possess the skills and aptitude to accomplish your goals and objectives. The results of your recruitment will directly impact several areas, including morale, motivation, retention, quality of your products or services and relationships with your customers. LEARNING OUTCOMES By the end of this lesson, you should be able to: ✓ Define Recruitment ✓ Explain the importance of Recruitment ✓ Identify the factors affecting Recruitment ✓ Explain the Recruitment process COURSE MATERIALS TOPIC 1- RECRUITMENT DEFINED Recruitment is a process of identifying, screening, shortlisting and hiring potential resource for filling up the vacant positions in an organization. It is a core function of Human Resource Management. Recruitment is the process of attracting the right person for the right position and at the right time. Recruitment also refers to the process of searching for potential candidates to meet the organization’s resource requirements. The hiring of the candidates can be done internally i.e., within the organization, or from external sources. And the process should be performed within a time constraint and it should be cost effective. Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms have arrived at the organization. 10 Recruitment remains one of the most critical functions of the human resource department. A sloppy recruitment can result in untold costs to the corporation. There is no available data of the average cost of recruitment in our country. But it is easy to imagine how enormous the cost of recruitment is if the employee fails to meet your standards of performance or commits an infraction of your rules and regulations. No matter what mode you adopt in attracting qualified applicants, whether through advertising or other means, the cost starts from there. Then, consider the time your staff spends in administering tests and conducting interview, orientation and training of a selected candidate. If he fails, that’s money down the drain. The cost is compounded when a failed employee is discharged and files an illegal dismissal case. The litigation cost becomes more intolerable if you lose the case and your company is being ordered to reinstate him without loss of seniority, with back wages and sometimes, with damages. Under our laws, even if you appeal, you cannot hold in abeyance the reinstatement pending appeal. You are made to choose between actual reinstatement or payroll reinstatement, example is pay him without reporting to work. TOPIC 2- IMPORTANCE OF RECRUITMENT Recruitment is one of the most fundamental activities of the Human Resource Department. If the recruitment process is efficient, then the organization gets happier and 11 more productive employees, attrition rate reduces. It builds a good workplace environment with good employee relationships, It results in overall growth of the organization. Here is a list that shows the purpose and importance of Recruitment in an organization: ✓ It determines the current and future job requirement. ✓ It increases the pool of job at the minimal cost. ✓ It helps in increasing the success rate of selecting the right candidates. ✓ It helps in reducing the probability of short term employments. ✓ It meets the organization’s social and legal obligations with regards to the work force. ✓ It helps in identifying the job applicants and selecting the appropriate resources. ✓ It helps in increasing organizational effectives for a short and long term. ✓ It helps in evaluating the effectiveness of the various recruitment techniques. ✓ It attracts and encourages the applicants to apply for the vacancies in an organization. ✓ It determines the present futures requirements of the organization and plan according. ✓ It links the potential employees with the employers. ✓ It helps in increasing the success ratio of the selection process of prospective candidates. ✓ It helps in creating a talent pool of prospective candidates, which enables in selecting the right candidates for the right job as per the organizational needs. TOPIC 3- FACTORS AFFECTING RECRUITMENT Recruitment is an important function of the Human Resource Management in an organization, and it is governed by a mixture of various factors. Proactive HR Professionals should understand these factors influencing the recruitment and take necessary actions for the betterment of the organization. When the market condition changes, the organization also needs to monitor these changes and discover how it affects the resources and analyze these functions for making recruitment an effective process. Internal Factors Organizations have control over the internal factors that affect their recruitment functions. The internal factors are: ✓ Size of organization ✓ Recruiting policy ✓ Image of organization ✓ Image of job 12 Size of Organization The size of the organization is one of the most important factors affecting the recruitment process. To expand the business, recruitment planning is mandatory for hiring more resources, which will be handling the future operations. Recruiting Policy Recruitment policy of an organization, i.e., hiring from internal or external sources of organization is also a factor, which affects the recruitment process. It specifies the objectives of the recruitment and provides a framework for the implementation of recruitment programs. Image of Organization Organizations having a good positive image in the market can easily attract competent resources. Maintaining good public relations, providing public services, etc., definitely helps an organization in enhancing its reputation in the market, and thereby attract the best possible resources. Image of Job Just like the image of organization, the image of a job plays a critical role in recruitment. Jobs having a positive image in terms of better remuneration, promotions, recognition, good work environment with career development opportunities are considered to be the characteristics to attract qualified candidates. External Factors External factors are those that cannot be controlled by an organization. The external factors that affect the recruitment process include the following: ✓ Demographic factors – Demographic factors are related to the attributes of potential employees such as their age, religion, literacy level, gender, occupation, economic status,etc. ✓ Labor market – Labor market controls the demand and supply of labor. For example, if the supply of people having a specific skill is less than the demand, then the hiring will need more efforts. On the other hand, if the demand is less than the supply, the hiring will be relative easier. ✓ Unemployment rate – If the unemployment rate is high in a specific area, hiring of resources will be simple and easier, as the number of applicants is very high. In contrast, if the unemployment rate is low, then recruiting tends to be very difficult due to less number of resources. ✓ Labor laws – Labor laws reflect the social and political environment of a market, which are created by the central and state governments. These laws dictate the 13 compensation, working environment, safety and health regulations, etc., for different types of employments. As the government changes, the laws too change. ✓ Legal considerations – Job reservations for different castes such as STs, SCs, OBCs are best examples of legal considerations. These considerations, passed by government, will have a positive or negative impact on the recruitment policies of the organizations. ✓ Competitors – When organizations in the same industry are competing for the best qualified resources, there is a need to analyze the competition and offer the resources packages that are best in terms of industry standards TOPIC 4- RECRUITMENT PROCESS Recruitment is a process of finding and attracting the potential resources for filling up the vacant positions in an organization. It sources the candidates with the abilities and attitude, which are required for achieving the objectives of an organization. Recruitment process is a process of identifying the jobs vacancy, analyzing the job requirements, reviewing applications, screening, shortlisting and selecting the right candidate. To increase the efficiency of hiring, it is recommended that the HR team of an organization follows the five best practices (as shown in the following image). These five practices ensure successful recruitment without any interruptions. In addition, these practices also ensure consistency and compliance in the recruitment process. 14 Recruitment process is the first step in creating a powerful resource base. The process undergoes a systematic procedure starting from sourcing the resources to arranging and conducting interviews and finally selecting the right candidates. Recruitment Planning Recruitment planning is the first step of the recruitment process, where the vacant positions are analyzed and described. It includes job specifications and its nature, experience, qualifications and skills required for the job, etc. A structured recruitment plan is mandatory to attract potential candidates from a pool of candidates. The potential candidates should be qualified, experienced with a capability to take the responsibilities required to achieve the objectives of the organization. Identifying Vacancy The first and foremost process of recruitment plan is identifying the vacancy. This process begins with receiving the requisition for recruitments from different department of the organization to the HR Department, which contains: ✓ Number of posts to be filled ✓ Number of positions ✓ Duties and responsibilities to be performed ✓ Qualification and experience required When a vacancy is identified, it the responsibility of the sourcing manager to ascertain whether the position is required or not, permanent or temporary, full-time or part-time, etc. These parameters should be evaluated before commencing recruitment. Proper identifying, planning and evaluating leads to hiring of the right resource for the team and the organization. 15 Job Analysis Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities, skills, abilities, and work environment of a specific job. These factors help in identifying what a job demands and what an employee must possess in performing a job productively. Job analysis helps in understanding what tasks are important and how to perform them. Its purpose is to establish and document the job relatedness of employment procedures such as selection, training, compensation, and performance appraisal. The following steps are important in analyzing a job: ✓ Recording and collecting job information ✓ Accuracy in checking the job information ✓ Generating job description based on the information ✓ Determining the skills, knowledge and skills, which are required for the job The immediate products of job analysis are job descriptions and job specifications. Job Description Job description is an important document, which is descriptive in nature and contains the final statement of the job analysis. This description is very important for a successful recruitment process. Job description provides information about the scope of job roles, responsibilities and the positioning of the job in the organization. And this data gives the employer and the organization a clear idea of what an employee must do to meet the requirement of his job responsibilities. Job description is generated for fulfilling the following processes: ✓ Classification and ranking of jobs ✓ Placing and orientation of new resources ✓ Promotions and transfers ✓ Describing the career path ✓ Future development of work standards A job description provides information on the following elements: ✓ Job Title / Job Identification / Organization Position ✓ Job Location ✓ Summary of Job ✓ Job Duties ✓ Machines, Materials and Equipment ✓ Process of Supervision ✓ Working Conditions ✓ Health Hazards 16 Job Specification Job specification focuses on the specifications of the candidate, whom the HR team is going to hire. The first step in job specification is preparing the list of all jobs in the organization and its locations. The second step is to generate the information of each job. This information about each job in an organization is as follows: ✓ Physical specifications ✓ Mental specifications ✓ Physical features ✓ Emotional specifications ✓ Behavioral specifications A job specification document provides information on the following elements: ✓ Qualification ✓ Experiences ✓ Training and development ✓ Skills requirements ✓ Work responsibilities ✓ Emotional characteristics ✓ Planning of career Job Evaluation Job evaluation is a comparative process of analyzing, assessing, and determining the relative value/worth of a job in relation to the other jobs in an organization. The main objective of job evaluation is to analyze and determine which job commands how much pay. There are several methods such as job grading, job classifications, job ranking, etc., which are involved in job evaluation. Job evaluation forms the basis for salary and wage negotiations. Recruitment Strategy Recruitment strategy is the second step of the recruitment process, where a strategy is prepared for hiring the resources. After completing the preparation of job descriptions and job specifications, the next step is to decide which strategy to adopt for recruiting the potential candidates for the organization. While preparing a recruitment strategy, the HR team considers the following points: ✓ Make or buy employees ✓ Types of recruitment ✓ Geographical area ✓ Recruitment sources 17 The development of a recruitment strategy is a long process, but having a right strategy is mandatory to attract the right candidates. The steps involved in developing a recruitment strategy include: Setting up a board team ✓ Analyzing HR strategy ✓ Collection of available data ✓ Analyzing the collected data ✓ Setting the recruitment strategy Searching the Right Candidates Searching is the process of recruitment where the resources are sourced depending upon the requirement of the job. After the recruitment strategy is done, the searching of candidates will be initialized. This process consists of two steps: ✓ Source activation: Once the line manager verifies and permits the existence of the vacancy, the search for candidates starts. ✓ Selling: Here, the organization selects the media through which the communication of vacancies reaches the prospective candidates. Searching involves attracting the job seekers to the vacancies. The sources are broadly divided into two categories: Internal Sources and External Sources. 18 Internal Sources Internal sources of recruitment refer to hiring employees within the organization through: ✓ Promotions ✓ Transfers ✓ Former Employees ✓ Internal Advertisements (Job Posting) ✓ Employee Referrals ✓ Previous Applicants External Sources External sources of recruitment refer to hiring employees outside the organization through: ✓ Direct Recruitment ✓ Employment Exchanges ✓ Employment Agencies ✓ Advertisements ✓ Professional Associations ✓ Campus Recruitment ✓ Word of Mouth Screening / Shortlisting Screening starts after completion of the process of sourcing the candidates. Screening is the process of filtering the applications of the candidates for further selection process. Screening is an integral part of recruitment process that helps in removing unqualified or irrelevant candidates, which were received through sourcing. The screening process of recruitment consists of three steps: Reviewing of Resumes and Cover Letters Reviewing is the first step of screening candidates. In this process, the resumes of the candidates are reviewed and checked for the candidates’ education, work experience, and overall background matching the requirement of the job. While reviewing the resumes, an HR executive must keep the following points in mind, to ensure better screening of the potential candidates: ✓ Reason for change of job ✓ Longevity with each organization ✓ Long gaps in employment ✓ Job-hopping ✓ Lack of career progression ✓ 19 Conducting Telephonic or Video Interview Conducting telephonic or video interviews is the second step of screening candidates. In this process, after the resumes are screened, the candidates are contacted through phone or video by the hiring manager. This screening process has two outcomes: ✓ It helps in verifying the candidates, whether they are active and available. ✓ It also helps in giving a quick insight about the candidate’s attitude, ability to answer interview questions, and communication skills. Identifying the top candidates Identifying the top candidates is the final step of screening the resumes/candidates. In this process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring manager to take a decision. This process has the following three outcomes: ✓ Shortlisting 5 to 10 resumes for review by the hiring managers ✓ Providing insights and recommendations to the hiring manager ✓ Helps the hiring managers to take a decision in hiring the right candidate Evaluation and Control Evaluation and control is the last stage in the process of recruitment. In this process, the effectiveness and the validity of the process and methods are assessed. Recruitment is a costly process, hence it is important that the performance of the recruitment process is thoroughly evaluated. The costs incurred in the recruitment process are to be evaluated and controlled effectively. These include the following: ✓ Salaries to the Recruiters ✓ Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees. ✓ Administrative expenses and Recruitment overheads ✓ Overtime and Outstanding costs, while the vacancies remain unfilled ✓ Cost incurred in recruiting suitable candidates for the final selection process ✓ Time spent by the Management and the Professionals in preparing job description, job specifications, and conducting interviews. Finally, the question that is to be asked is, whether the recruitment methods used are valid or not? And whether the recruitment process itself is effective or not? Statistical information on the costs incurred for the process of recruitment should be effective. Activities/Assessments 1. Define Recruitment and the process involved, and its importance 2. Identify and explain the important factors affecting recruitment 20 LESSON 3- RECRUITMENT POLICY OVERVIEW A recruitment policy is a framework that clearly outlines all your business’s recruitment practices. The purpose of a recruitment policy is to promote consistency, transparency, compliance and adherence to labor laws and legislation. No business can afford to be without one. The only difference between small and large companies is the scope and complexity of the recruitment policies they need to implement. A small business can get away with a document comprising of only a few pages, where large companies needs a comprehensive policy with sub-policies and addendums. Many regard the recruitment and selection processes as peripheral to core business functions, but that’s a misconception. It’s one of the most important functions in any organization, no matter the size or type of business. Hiring the right candidates to maintain the success of any business is crucial. And the work that goes into selecting your future employees is at the heart of success. This means that you should always have a pipeline of potential candidates to accommodate restructuring, expansion, resignations, and retirements. This is where a solid recruitment and selection process policy with some strategy will come in handy. LEARNING OUTCOMES By the end of this lesson, you should be able to: Explain the Recruitment Policy Objectives Explain the four cornerstones of a good Recruitment Policy Discuss the Employee Recruitment Policy of a company COURSE MATERIALS TOPIC 1- RECRUITMENT POLICY OBJECTIVES It is important to adopt a recruitment policy that encompasses your firm’s code of conduct in attracting the best qualified candidates, the rules to be followed and the standards to be reached. The policy should be directed to the following objectives: 1. Hire the right person 2. Conduct a wide and extensive search of the potential position candidates 3. Recruit staff who are compatible with the style of management and the culture of your company 21 4. Handle application with due diligence, speed, and courtesy 5. Hire from within and develop existing employees to qualify them for consideration for promotion 6. Make sure that no false or exaggerated claims are made in recruitment announcements or help wanted advertisements 7. Place individuals in positions with responsibilities and train them to enhance their career and personal development TOPIC 2- FOUR CORNERSTONES OF A GOOD RECRUITMENT POLICY I. Hiring philosophy Your hiring philosophy is the starting point of your hiring policy. The opening statements must define your company’s distinctive standpoint and attitude. This will include your brand purpose as well as your company values and ethics. You need to expand on what your brand has already achieved and still wants to achieve to improve the experience and lives of your customers. Your brand purpose must be clear, compelling and written with the intent to draw the attention of the type of people you want to attract. Your company values and ethics must reflect transparency and honesty. There’s little value in taking a stand on specific issues on paper while acting differently in practice. Whether it’s a commitment to uplifting communities, up-skilling unskilled or semi-skilled workers or ensuring diversity in the workplace, be sure to practice what you preach. II. Hiring practices Your hiring practices make up the bulk of your recruitment or hiring policy. Recruitment selection and process policies can be vast and differ from one company to another, but all begin with a vacancy. Introduce procedures for new roles and replacement roles that include: ✓ The salary budget must be agreed and approved before a candidate search begins. ✓ Indicate who’s ultimately responsible for the approval of new hires because a new hire must be approved before a candidate search begins. ✓ Indicate who’s responsible for writing a comprehensive job description. ✓ Indicate whether the candidate search will be managed internally or outsourced to external recruiters. ✓ Indicate who must be on each hiring team and where each role-player steps into the hiring process. ✓ Establish an interview process and how interviews will be conducted, e.g. remote interviews, one on one interviews, or panel interviews. ✓ Establish at what stage reference checks, skills assessments, psychometric tests and other verifications must be done. 22 ✓ Indicate who’s responsible for job offers, negotiations with candidates and on boarding new hires. ✓ Indicate how candidate searches are projected on the company website, social media and other hiring platforms. In between these necessary recruitment steps, your company might need a whole lot more. You can also implement separate steps for different vacancies like entry-level, skilled, mid-management, senior management, and executive. Make sure that your ATS can accommodate for customizing your talent pipeline based on these requirements and that you can customize user’s roles and access to facilitate differing responsibilities. Always keep in mind that as much as your company conducts candidate searches, applicants will judge your company by what you project and how they’re treated. Make sure your hiring practices reflect this. III. Hiring standards Your hiring standards embrace transparency, compliance, and adherence to labor laws and legislation. It’s vital that your hiring policy adheres to all local labor laws and legislation. Labor laws can be tricky, especially if you run your business in more than one country or across states. If you’re unsure of what laws apply it’s best to let a labor lawyer run through your policy document before you release it. In this section, you also want to cover issues like hiring biases, illegal interview questions, data protection and the confidentiality of candidate information, and the employment of non-citizens. And then there are your own internal standards like whether your company allows the hiring of relatives of existing staff or whether you’ll give first preference to existing staff when a new vacancy comes up. The hiring of relatives can lead to compromising situations or conflicts of interest, but some companies are successful family businesses, so it depends on your company’s circumstances. It’s usually accepted practice to give existing staff the opportunity to apply for vacancies before a candidate search begins, but it isn’t always practical. Employees in small and even medium companies might not have the depth of experience required for every vacancy. Considering these rules and practices will help you determine your own hiring standards. IV. Hiring vision Your hiring vision is the conclusion of your hiring policy. Regard your hiring vision as your company’s overall goals. Where is your business headed and what type of people do you want to attract to help you achieve your vision? Your hiring vision should complement your hiring philosophy. By closing your hiring policy with your hiring vision, you’re closing the circle that encompasses and illuminates your unique brand. Apart from product and business development and growth, your hiring vision should also include how you see your employees growing and developing. As much as you hire staff to do the job that they get paid for, you also want to gain employee buy-in if you want your 23 business to succeed. By having a hiring vision that sees employees benefiting from being employed by your company, you earn their loyalty and buy-in to your company brand. Happy employees will promote their employer brand, often even long after they’ve left the company to move on to bigger things. No price can be put on customer loyalty, and at the end of the day, your employees are your customers as well. Don’t forget to include both employee and candidate experience in your hiring policy. TOPIC 3- RECRUITMENT POLICY OF A COMPANY Objective of Recruitment Policy of a Company: The major objective of a Recruitment Policy (Internal Hiring Policy) is to: The recruitment procedure is just one of the most basic value included Human Resources Procedures. The employment is particularly crucial for managers in the organization. The managers make use of the employment process intensively, as well as contentment with Human Resources is mostly concerning the fulfillment with the recruitment process. Purpose of Recruitment Policy: The purpose of recruitment policy is to ensure that rightly skilled and qualified candidate are attracted and hired as it is mandatory for the success of an organization. To do these right and efficient recruitment Policy methods must be chosen. Its purpose is also to have a recruitment policy wherein recruitment and selection (as per recruitment and selection policy) of candidates is based on fundamental principles which are explained later in the employee policy template. ✓ Ensure clarity on the details needed to fill in a particular job vacancy. ✓ Clarity on the type of recruitment procedure to be chosen as per recruitment policy and procedure. ✓ To have resumes of good applicants in pipeline that help in ambition recruitment. ✓ Vacant positions must be filled in timely with best utilization of available resource. ✓ All information must be provided in a concise and clear manner as per the employee policy template. ✓ To ensure to choose the best candidate. ✓ Recruiters must be well advised to take correct recruitment decisions. ✓ Promotion of positive image of employer. Eligibility: This recruitment and selection policy applies or includes all positions except the CEO and senior management positions. Policy: ✓ Our organization has a commitment towards our section of society towards providing higher standard programs and services. ✓ The company also makes sure to attract right kind of talent by advertising for the vacancies to follow the path of ambition recruitment. 24 ✓ The company is also committed towards filling of vacancies through internal job posting as and when appropriate following employment policy. ✓ The company is committed towards providing an environment that is free from all kinds of aggressive pressure and intimidation. That gives an exemplary employment policy examples and recruitment policy examples. ✓ The company believes in unbiased recruitment and selection and no discrimination is made basis the age, gender, status etc. It believes in providing equal employment opportunity to all applicants and the selection is done based on merit regarding skills, qualification and capability. In order to make recognition towards following the policy rightly and implementing it correctly within the company the responsibilities lies on senior management, the HR department and the managers and supervisors. Responsibility of senior management: ✓ To ensure implementation of this employment policy template within the company. ✓ To ensure that performance of the company is measured by seeking reports on the real data on a month to month basis. Responsibility of HR: ✓ To train all managers and supervisors on the various aspects of recruitment policy. ✓ To guide managers and supervisors regarding their role in recruitment process following the employment policy. Responsibility of Managers and supervisors: ✓ To follow recruitment policy sample completely. ✓ Must adhere to correct decision making. ✓ 3. To make sure correct job description is prepared for the vacant positions to solve the purpose of recruitment policy. ✓ Must have clarity on the staffing level for their department are determined and authorized as per recruitment policy of a company. Underlying principles to be followed under the Recruitment Policy: Principles of Recruitment Policy ✓ Selection will purely be on merit. ✓ The information regarding vacancies will be informed to the candidate via internal or external advertisement as per recruitment policy PDF. ✓ Candidates are requested to provide only relevant information as per the job vacancy. ✓ All information received from the applicant will be kept confidential. ✓ All information provided by candidate in such a manner that correct decision regarding suitability of profile can be taken. ✓ Company ensures that recruitment and selection is conducted in a professional, timely and responsive manner following recruitment and selection policy sample. 25 ✓ In order to meet with the principles, it is ensured that appropriate training and support is given to all employees involved in training and development following principles of recruitment policy. ✓ Recruitment and selection must be conducted in completely professional manner so that the image of company is enhanced. ✓ The company believes in adopting best practice in its recruitment and selection policy sample. ✓ The recruitment and selection must happen in a cost-effective manner. Steps of recruitment and selection process: Preparation stage: 1. This is the first stage of recruitment and selection process under recruitment policy of a company. 2. The recruitment and selection process cannot begin until/unless complete analysis for the need of role is done. 3. All new role must have defined level, grade and position before the recruitment and selection process begins. Details mentioned in employee policy template. 4. All approvals should be in place before the commencement of recruitment and selection procedure as per recruitment policy and procedures. 5. For any assistance in recruitment and selection HR must be contacted to have clarity on recruitment policy. Job description: ✓ A clear and concise job description must be created. ✓ The job description must clearly reflect all aspects of a job. ✓ The skills, experience, qualification, aptitude required for the particular position should be mentioned in the job description. Pre-Recruitment phase guidelines: 1. Job description with all relevant details must be prepared for all the current vacancies or any vacancy foreseen in nearby future. Data can be obtained as per Hiring Policy. 2. All details for a particular vacancy must be posted. Details includes the duties and responsibilities for a particular position, the level for which hiring is being done. Is it a permanent position or a contractual one, duration of the job, details on shift timings if any, and the job location. 3. Posting the advertisement internally or externally must be done after drafting the job description. 4. Whenever there is vacancy, it is responsibility of the manager to give details on various parameters which includes skill set required, total years of experience and qualification. 5. If no description is available for a given position it is the responsibility of the manager to draft one and get it approved by the human resource department. 26 6. In case a new position is created it is the responsibility of the human resource department and the manager to draft details for the position in coordination. 7. Before the recruitment process starts it is responsibility of HR to check in if the relevant position details are available or not. Is HR clearly checking recruitment and selection policy sample. 8. All necessary approvals must be taken in advance before the commencement of recruitment phase. 9. In case a vacancy can be filled in internally, it is responsibility of the manager to match the position details with the details of the candidate who can fill in the position. Appropriate approvals should be taken before any such internal movement. Advertising: Internal advertising Internal advertising is used when a particular vacancy can be filled with a candidate already working in the company also the manager/supervisor are willing to absorb the talent internally rather looking for external talent. Mostly internal advertisement is done on the intranet or notice board. However, vacancy can be discussed in meetings as well. Process of internal advertising: 1. To fill in the position through internal advertisement it is necessary to take all the approval first. Managers need to take approval from HR. Once approved the process of recruitment begins. 2. Once HR is notified on internal filling of vacancy by the relevant department. HR is suppose to do the following: ✓ Post the details of vacancy which includes position, skills required, level for which hiring is done, experience required. ✓ Outline of the position. How to apply for internal vacancy: ✓ The interested candidate can send their CV with cover letter (n regarding why they want to apply for this position) to the supervisor with all relevant details. ✓ The CV is sent for acceptance and processing it further. ✓ The candidate whose work experience, skills, qualification matched with the profile is called for an interview. ✓ Normal recruitment and selection process are carried out in case of internal advertisement. External advertisement: Advertisement which is done with a source external to organization is known as external advertisement. It is generally done through internet or by external employment services. 27 Process of external advertisement 1. External advertisement is used when a particular position can’t be filled in internally. 2. The position is advertised widely. 3. The HR department designs the outline of the external advertisement which carries various details like skills required, experience, qualification etc. 4. Once advertisement is designed, it is sent to concerned manager for approval. 5. Once approved, HR post the advertisement externally. 6. HR Monitors/Manages the response received through external advertisement and monitors the placement of advertisement. 7. Normal recruitment and selection process happens after short listing of desired profile. How to apply for external advertisement: ✓ The interested candidates can send their CV at the email address mentioned in the advertisement. ✓ CV once received are checked whether it matches with the required skill set, experience, qualification or not. If it matches candidates are called in for interview. ✓ Normal recruitment and selection process follows. Use of recruitment consultant ✓ Recruitment consultants are used by the organization as one of the source of external advertising. ✓ HR is the first contact point to hire a candidate from recruitment consultant. ✓ The vacancy details and positions are discussed with HR by hiring manager. ✓ These details along with job description are shared with the recruitment consultant by HR. ✓ It is responsibility of HR to ensure that the recruitment consultant adhere to company’s recruitment and selection policy. Process to be followed for recruitment consultant: 1. HR receives the vacant position details from the managers /supervisors. 2. HR designs the relevant job description and shares it with the recruitment consultant with vacancy details. 3. Recruitment consultant receives the application by posting their advertisement and after initial screening sends it to HR. 4. HR sends the shortlisted profile to manager for interview. Screening of application 1. It is the task of external recruitment consultant to screen the applicant against the given vacant position 2. when recruitment consultant contacted for any vacancy. Resumes are screened against the given vacant position so that decision can be made regarding the relevant profiles. 28 3. CV's of candidate which matches with the given profile are shortlisted for an interview. Guidelines for an Interview 1. Basic purpose of an interview is to give and get information which helps in making a decision whether a candidate is suitable or not. 2. Every individual have their own interviewing style however there are certain parameters which need to be followed while conducting an interview. Steps for conducting an interview: ✓ Screen the resume well before the interview starts and it will help and make a manager feel more confident and comfortable. ✓ Review the resume to check is it meeting the following requirements: a) Basic qualification needed to carry out the job. b) Total work experience along with specialization in given area. c) Skills which are needed to perform a given job and also to check if the candidate posses some extra skills which can also be required for the given position. ✓ Make the environment friendly and comfortable. The candidate must feel the ease in conversation. ✓ The interview must not get distracted; the interviewer must keep a control over the interview so that meaningful discussion happens. ✓ Try getting the relevant information by putting in questions which compel candidate to answer all that manager need to know. ✓ Interview must not be generic discussion session where candidate is sharing only what he/she wants to share instead they must share what interviewer wants to know. ✓ Communication during the interview session must be smooth. All the barriers while answering the question must be removed. ✓ The interviewer must try getting all relevant questions answered and all related topics must be covered. ✓ If any aspect is still not clear the interviewer should ask the question again by rephrasing it or it can also be done by returning to it in the later part of interview session so that clarity is obtained on that particular aspect. ✓ Well prepare the stage. ✓ Interview must be conducted in a meeting room. ✓ There should not be any disruptions due to mobile, laptop etc. ✓ It is generally preferred to have a round table discussion with the candidate so that candidate can have comfortable conversation with everyone present in the room. ✓ There must be proper introduction of all members in the interview panel and the candidate. ✓ The interviewer must try to keep the conversation straight and structured. ✓ Body language must be relaxed. ✓ Form an agenda. ✓ Discuss the duties and responsibilities involved in the job ✓ Determine the total time that can take place. 29 ✓ Provide candidate with description of duties and responsibilities of the job. ✓ Collect information. The structured questions must be put to the candidate so that all relevant information can be obtained. ✓ However, some flexibility is required in case some questions arise due to some flexibility in the conversation. ✓ Try to get both the positive and negative aspects of the candidate and try to match with the requirements. Reserve some time for discussion on general topics. Try to have discussion on additional skills which candidate possess which have yet not been discussed. Reference checks: 1. After interview is conducted the next important step includes reference check. It must be ensured that proper reference check has been done for the candidate before offering an offer of employment to him/her. 2. Reference checks must be done by HR and it should be done at least by 2 people the candidate has mentioned under reference column of his/her interview form. 3. Details of reference must be clearly mentioned in employee application form for future references. Written offer and documentation Short listing of Internal Candidate: 1. After the selection phase it can be an internal or external candidate who gets shortlisted for final offer. 2. In case an internal candidate is shortlisted finally, the recruitment manager must inform the HR and head of department. 3. An internal transfer letter need to be prepared for the finally selected internal candidate but before documentation it is must to take HOD and directors approval on the same and it need to be forwarded to Human resource department. 4. Once approval is received by HR, they will prepare a transfer offer letter. A copy of the transfer offer letter need to be signed by the employee and returned to HR. 5. The documentation need to be kept in employee personnel records. Short listing and documentation of external candidate: 1. In case an external candidate is finally shortlisted, the reporting manager must make a verbal offer to him/her. 2. After the verbal offer a written letter of offer will be made to the external candidate. 3. This letter of offer would contain a start date, compensation details, level, designation position and terms and conditions of employment related to the employee. 4. The employee must keep one copy of offer and one duly signed copy with terms and conditions must be returned to HR. 30 5. The manager is responsible to coordinate with HR to ensure that the necessary documentation, equipments and access privilege are prepared for the new employee. 6. It is the responsibility of HR department to send an induction kit to the new employee. Information regarding unsuccessful candidate: It is responsibility of HR to notify the unsuccessful candidates that they have not been shortlisted. In case an external recruitment consultant services has been used. HR to notify the recruitment consultant of unsuccessful candidates. Selection Phase: 1. Short listing must be done by at least 2 people to avoid any kind of biased approach. 2. The candidate must meet the requirement needed for the particular profile. 3. A member of HR will normally be there in the selection process. 4. All the details regarding the selection must be shared with candidate who includes any kind of tests etc. Minimum 7 days should be given for that. 5. The candidate whether it’s internal or external must be assessed without any kind of baseness. Only the candidate whose skills, experience, aptitude completely matches with the required criteria should be shortlisted. No suppositions to be made. 6. Managers should consult with the HR department if they require any assistance with selection process. 7. References are being checked on the details as shared by the candidate. 8. Any checks which may form part of selection process should be conducted prior to issuing of offer of employment. Induction: It is the final stage of recruitment process. Once successful candidate has accepted the offer of employment and a start date is agreed, HR is responsible for preparing a comprehensive induction program for new employee Revision of the policy The company reserves the right to revise, modify any or all clauses of this policy depending upon demand of business. Explanation of the policy Corporate HR department will be sole authority to interpret the content of this policy. ACTIVITIES/ASSESSMENTS 1. Write an essay about the objectives of Recruitment Policy and its importance in the overall success of Recruitment and Selection in a corporate company. 31 LESSON 4- TYPES OF RECRUITMENT OVERVIEW For any organization, recruitment is a crucial part of developing and maintaining an effective and efficient team. A good recruitment strategy will cut down the wastage of time and money, which would have incurred for extensive training and development of unqualified resources. Have you ever thought of, how a recruiter finds the right candidates? Recruiters use different methods to source, screen, shortlist, and select the resources as per the requirements of the organization. Recruitment types explain the means by which an organization reaches potential job seekers. LEARNING OUTCOMES By the end of this lesson, you should be able to: ✓ Explain the Internal Recruitment Methods. ✓ Identify External Recruitment Methods COURSE MATERIALS TOPIC 1- INTERNAL RECRUITMENT METHODS Internal sources of recruitment refer to hiring employees within the organization internally. In other words, applicants seeking for the different positions are those who are currently employed with the same organization. At the time recruitment of employees, the initial consideration should be given to those employees who are currently working within the organization. This is an important source of recruitment, which provides the opportunities for the development and utilization of the existing resources within the organization. Internal sources of recruitment are the best and the easiest way of selecting resources as performance of their work is already known to the organization. Promotions Promotion refers to upgrading the cadre of the employees by evaluating their performance in the organization. It is the process of shifting an employee from a lower position to a higher position with more responsibilities, remuneration, facilities, and status. Many organizations fill the higher vacant positions with the process of promotions, internally. 32 Transfers Transfer refers to the process of interchanging from one job to another without any change in the rank and responsibilities. It can also be the shifting of employees from one department to another department or one location to another location, depending upon the requirement of the position. Let’s take an example to understand how it works. Assume there is a finance company called ABC Ltd. Having two branches, Branch-A and Branch-B, and an employee from Branch-A resigned from his job responsibilities. Hence, this position has to be filled for the continuation of the project in Branch-A. In this scenario, instead of searching or sourcing new candidates, which is time consuming and expensive, there is a possibility of shifting an employee from Branch-B to Branch-A, depending upon the project requirements and the capabilities of that respective employee. This internal shifting of an employee from one branch to another branch is called as Transfer. Recruiting Former Employees Recruiting former employees is a process of internal sources of recruitment, wherein the ex-employees are called back depending upon the requirement of the position. This process is cost-effective and saves plenty of time. The other major benefit of recruiting former employees is that they are very well versed with the roles and responsibilities of the job and the organization needs to spend less on their training and development. Internal Advertisements (Job Posting) Internal Advertisements is a process of posting/advertising jobs within the organization. This job posting is an open invitation to all the employees inside the organization, where they can apply for the vacant positions. It provides equal opportunities to all the 33 employees working in the organization. Hence, the recruitment will be done from within the organization and it saves a lot of cost. Employee Referrals Employee referrals is an effective way of sourcing the right candidates at a low cost. It is the process of hiring new resources through the references of employees, who are currently working with the organization. In this process, the present employees can refer their friends and relatives for filling up the vacant positions. Organizations encourage employee referrals, because it is cost effective and saves time as compared to hiring candidates from external sources. Most organizations, in order to motivate their employees, go ahead and reward them with a referral bonus for a successful hire. Previous Applicants Here, the hiring team checks the profiles of previous applicants from the organizational recruitment database. These applicants are those who have applied for jobs in the past. These resources can be easily approached and the response will be positive in most of the cases. It is also an inexpensive way of filling up the vacant positions. Pros and Cons of Internal Sources of Recruitment ✓ It is simple, easy, quick, and cost effective. ✓ No need of induction and training, as the candidates already know their job and responsibilities. ✓ It motivates the employees to work hard and increases the work relationship within the organization. ✓ It helps in developing employee loyalty towards the organization. The drawbacks of hiring candidates through internal sources are as follows: ✓ It prevents new hiring of potential resources. Sometimes, new resources bring innovative ideas and new thinking onto the table. ✓ It has limited scope because all the vacant positions cannot be filled. ✓ There could be issues in between the employees, who are promoted and who are not. ✓ If an internal resource is promoted or transferred, then that position will remain vacant. ✓ Employees, who are not promoted, may end up being unhappy and demotivated. TOPIC 2- EXTERNAL RECRUITMENT METHODS External sources of recruitment refer to hiring employees outside the organization externally. In other words, the applicants seeking job opportunities in this case are those who are external to the organization. External employees bring innovativeness and fresh thoughts to the organization. Although hiring through external sources is a bit expensive and tough, it has tremendous potential of driving the organization forward in achieving its goals. Let us now discuss in detail the various external sources of recruitment. 34 Direct Recruitment Direct recruitment refers to the external source of recruitment where the recruitment of qualified candidates are done by placing a notice of vacancy on the notice board in the organization. This method of sourcing is also called as factory gate recruitment, as the blue-collar and technical workers are hired through this process. Employment Exchanges As per the law, for certain job vacancies, it is mandatory that the organization provides details to the employment exchange. Employment exchange is a government entity, where the details of the job seekers are stored and given to the employers for filling the vacant positions. This external recruitment is helpful in hiring for unskilled, semi-skilled, and skilled workers. Employment Agencies Employment agencies are a good external source of recruitment. Employment agencies are run by various sectors like private, public, or government. It provides unskilled, semi- skilled and skilled resources as per the requirements of the organization. These agencies hold a database of qualified candidates and organizations can use their services at a cost. Advertisements Advertisements are the most popular and very much preferred source of external source of recruitment. The job vacancy is announced through various print and electronic media with a specific job description and specifications of the requirements. Using advertisements is the best way to source candidates in a short span and it offers an efficient way of screening the candidates’ specific requirements. Let’s take an example. Assume that there is a Sales Company called XYZ Ltd which has got a new project of 35 selling a product in a short span of time, as the competition is very high. In this scenario, choosing the specific recruitment plays a vital role. Here the ideal type of recruitment which should be chosen is Advertisement. Advertisement is the best suitable practice for this kind of hiring, because a large volume of hiring in a short span can be done through Advertisement only. Advertisement is one of the costliest way to recruit candidates, but when time and number are important, then advertisement is the best source of recruitment. Professional Associations Professional associations can help an organization in hiring professional, technical, and managerial personnel, however they specialize in sourcing mid-level and top-level resources. There are many professional associations that act as a bridge between the organizations and the job-seekers. Campus Recruitment Campus recruitment is an external source of recruitment, where the educational institutions such as colleges and universities offers opportunities for hiring students. In this process, the organizations visit technical, management, and professional institutions for recruiting students directly for the new positions. Word of Mouth Advertising Word of mouth is an intangible way of sourcing the candidates for filling up the vacant positions. There are many reputed organizations with good image in the market. Such organizations only need a word-of-mouth advertising regarding a job vacancy to attract a large number of candidates. Pros and Cons of External Sources of Recruitment ✓ It encourages new opportunities for job seekers. ✓ Organization branding increases through external sources. ✓ There will be no biasing or partiality between the employees. ✓ The scope for selecting the right candidate is more, because of the large number candidates appearing. The disadvantages of recruiting through external sources are as follows: ✓ This process consumes more time, as the selection process is very lengthy. ✓ The cost incurred is very high when compared to recruiting through internal sources. ✓ External candidates demand more remuneration and benefits. To conclude, the HR department should be flexible enough to choose between internal or external methods of recruitment, depending upon the requirement of the organization. ACTIVITIES/ASSESSMENTS 1. Discuss the different methods of internal and external recruitment and identify its advantages and disadvantages in the process of employee recruitment. 36 LESSON 5- ONLINE RECRUITMENT OVERVIEW Online recruitment is often a practical and efficient way to find qualified candidates to fill positions in your business. This can be done by posting available positions on job boards and by reviewing candidate profiles. Websites designed to unite candidates with employers often prescreen applicants and check references before you even begin looking at those desiring to be hired. The trickiest part of online recruiting may be deciding the best way to introduce a job offer to a candidate. Many individuals may be currently employed or otherwise disinterested in new job listings. Bothersome emails from a recruiter may lead to complaints and a negative association with the represented organization. The most effective way to contact any potential employee is for the recruiter to stand in as an informational resource for the individual to give him or her reason to respond to your email. Offering material such as career advice, salary information and other data gives the recruiter added value as a contact point. By creating an online listing for your company you are ensuring that the position is seen by a larger variety of candidates than traditional newspapers, and is also a likely indicator that the applicant has at least basic computer skills. With an increased number of applicants you are creating a wider selection of employees to choose from, ensuring you are locating the best-qualified individual for the job. When browsing the profiles of potential employees you should be looking at references, employment history, and the overall quality of a resume. Because most applications and resumes are listed right on the web it also cuts down on the paper documents you need to keep track of in the office. LEARNING OUTCOMES By the end of this lesson, you should be able to: 1. Discuss the impact of online recruitment in today’s business 2. Explain the different online recruitment tools and techniques COURSE MATERIALS TOPIC 1- ONLINE RECRUITMENT DEFINED Online recruitment is the process of using the Internet to actively seek out and recruit talented candidates for an organization. The Internet has quickly become one of the primary recruitment tools for both internal recruitment and talent acquisition committees and third-party talent search companies. With readily available public and niche electronic job boards, social media, specialized business networking sites, and other forums, the 37 size of the potential candidate pool has increased exponentially for organizations everywhere. The primary goal of Internet recruiting is the same as traditional recruiting: to find suitable talent to employ. However, this emerging recruitment tool is most frequently called upon for a quick employment solution if, after searching the corporate database for candidates, a recruiter is unable to find suitable talent. In addition to the now conventional social networking recruitment tools, recruiters may find the use of more targeted association sites to help narrow the candidate pool and make sure efforts are not being wasted on uninterested parties. Local business forums, supported by a city or regional website, frequently have job boards hosting local businesses and may also keep member directories and contact information useful to recruiters. Industry sites typically have databases of resumes and direct discussion forums that can facilitate direct electronic contact with a candidate. Online recruitment can also be done through a company website. Many businesses now offer an "employment opportunity" or career page section and have created an online application, which is sent directly to human resources personnel. These applications can be filed until an available position is opened and can be a great way to create a database of available workers before they are even needed. TOPIC 2- ONLINE RECRUITING TOOLS AND TECHNIQUES It's no secret that the longer the recruitment process takes, the more it costs. But it's not always easy to know how to recruit employees online without using complex and expensive tools. Fortunately, though, the extensive costs associated with extended vacancies can be avoided by strengthening the speed and cost-effectiveness of your recruiting. 1. Online Recruiting Techniques and Strategies Write a Job Description that Shows Your Company's Personality ✓ If you can make your company's personality shine in your job description, then you will generate more interest for your job and the candidates who apply are more likely to fit with your company's culture, letting you reach your final decision faster. Strengthen Your Employer Brand ✓ Your employer brand is very important for generating interest in your open jobs and, ultimately very important for making faster hires. ✓ If candidates can see enough evidence that you're a great company to work for, they will be more engaged in the interview process, which is crucial for hiring the best candidates with many employment options. 38 Use a Range of Candidate Sources ✓ A diverse range of candidate sources can help to improve the speed of your recruitment. You will get more candidates and you will also be more insulated from one of your main sources failing to produce any finalist candidates. Use Collaboration Tools on the Recruiting/Hiring Team ✓ A lot of time can be lost from miscommunication or slow collaboration on the recruiting/hiring team. Tools like Slack, G Suite and Evernote can be great platforms for the hiring team to communicate and collaborate with each other. Identify Passive Candidates ✓ Passive candidates are people who want to work for your company, but just don't know it yet (read: they already have a job they're pretty happy with). Many professionals make their entire resumes available online on professional networks, and searching these networks, and the portfolio sites of the candidates you identify, can lead to securing the interest of passive candidates and, ultimately, skilled contacts for job openings. 2. Online Recruiting Strategies and Methods Build Your Employer Brand on Social Media ✓ A key part of learning how to recruit employees online is by leveraging social media platforms. Social media is a fantastic tool for building your employer brand. From fun videos made by your employees on Facebook to insightful articles posted to LinkedIn by members of management, social media platforms let you put out a variety of engaging, employer brand-building content for the best candidates to fall in love with. Nurture Passive Candidates ✓ Passive candidates must be nurtured in order to be a legitimate candidate source. Build relationships with passive candidates on the basis of providing valuable information, like interesting content your company has published/sponsored and upcoming job openings at your company. Use Tools for Contacting Candidates ✓ Thanks to new tools, just about any potential candidate's email address can be found online. Here are a few good options for contact info sourcing tools: ✓ RocketReach takes people's contact information from public sources with packages starting at $59/month for 300 lookups per month. ✓ Hikido reveals email addresses for anyone with a GitHub profile. This tool is great for technical sourcing. ✓ Clearbit Connect finds email addresses and sends contextual information about people to your inbox, such as social profiles and the current company they work for. 39 Encourage Employees to Use Social Media to Promote Open Roles ✓ Social media can be a great tool for promoting your job to the personal and professional networks of your employees. Asking them to share your job description with former colleagues or even creating a status saying you're hiring is a free way to tap the connections of your employees. Encourage Employees to Share Their Experiences on Glassdoor ✓ Professionals look for reviews of current and former employees to make up their minds about job opportunities, so encourage employees to share their experience at your company on Glassdoor. Incorporate Design in Your Job Ads ✓ Your company Glassdoor, LinkedIn, Facebook and Twitter accounts are great platforms for visually engaging ads and graphics to accompany news of your job opening. Having the best minds on your design, marketing and recruiting teams collaborate will yield more engaging ads and more candidate interest, setting you up to make a hire faster, which is always cheaper. 3. Online Tools for Sourcing Glassdoor ✓ If you're wondering how to recruit employees online, Glassdoor is just about as easy-to-use and effective as it gets! Glassdoor helps you reach and influence top quality candidates with a suite of employer branding tools. Professionals trust peer reviews over other information sources when evaluating companies, so encourage your employees to express themselves online. ✓ Glassdoor has also recently launched a partnership with Indeed, which means employers can now tell their brand story across two industry-leading platforms to help you more effectively find, hire and retain the right talent. Sponsoring a job on Indeed will now get your job posted on Glassdoor too. We're thrilled to be officially rolling out this partnership between Glassdoor and Indeed, which will bring you the best of both worlds - world-class employer branding and insights along with unrivaled candidate reach. For more details, please visit our FAQs on our Employer Help Center. LinkedIn ✓ LinkedIn is one of the best known professional networks and is an excellent source for passive candidates. Social Media ✓ Social media platforms can be a great tool for generating candidate interest in your company. Post fun, interesting content that you publish and photos and videos of the work that your employees are doing. Posting interviews with employees as you 40 promote your job is a great way to get the best candidates familiar with life at your company. Online Communities ✓ Online communities and forums can be great sources for quickly identifying talented professionals online, like Stackoverflow for programmers. Searching for "[Job title] professional group" or "[Job title] professional forum" will yield many results. Social Media Groups ✓ Searching social media groups give you free access to a huge number of job and career-specific talent pools that can lead to identifying many viable passive candidates. 4. HR and Hiring Selection Tools Video Interview Tools ✓ Free video interview tools like Skype help to streamline the interview process for both interviewers and candidates. Applicant Tracking Systems ✓ Applicant Tracking Systems that allow you to evaluate candidates more efficiently, like Greenhouse, can help to accelerate the candidate selection process. Learning Tools ✓ Offering learning tools like Lessonly to employees is a boost to your employer brand, and offering new hires access to these online tools will help them hit the ground running at your company. Candidate Satisfaction Surveys ✓ Creating candidate satisfaction surveys is a great way to improve your recruitment process and your employer brand. Online survey tools like Survey Monkey and Google Forms make it easy to get this valuable information from candidates. This way, you can further improve the speed of your recruitment process. Background Check Tools ✓ Background checks are an important tool for evaluating candidates and online background check tools like HireRight and Checkr can be faster than traditional background check services. Reference Check Tools ✓ Reference check tools like Checkster will help to speed up the candidate certification process and free up your recruiting team to source and do other vital work. 41 5. Online Tools for Skills Testing Skill Testing Tools ✓ Skill testing tools like eSkill and Interview Mocha help to vet the hard skills of candidates before they come in for interviews, giving candidates the freedom to complete technical skill tests at their leisure and ensuring that you don't waste hiring managers' time with unqualified candidates. Programming Challenges ✓ Programming challenge sites have very engaged, talent

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