Recruitment

Where does the recruitment process actually start?….. In broader sense recruitment process actually starts from…..

‘Human Resource Planning’

The link with the Organisational Strategic Planning

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Strategic Planning

Well-defined long-term plan of major actions through which an organisation intends to achieve its long-term objectives in a dynamic environment

Levels of Strategic Planning

Corporate Level Corporate strategy is primarily concerned with the scope

and resource deployment

Business Level Business strategy defines how a company should compete in the market decided in the corporate strategy. Thus it's

focus is more on competitive advantage and synergy.

Operational/FunctionalFunctional strategy defines how to operate each major

functional areas to compete.

HR Planning

HR Planning•Defining the time-span

• Scope and detail of plan

• Comprehensive Information

Demand Forecast

From Strategic Planning

Supply Forecast

Current resource, potential loss, int. &

ext. factors

Job Analysis

Job Analysis

Job purpose & criteria for effective

performance

Job Description

Job purpose, responsibilities, tasks

and conditions

Person Specification

Requirements for Effective

Performance

Sourcing Strategy

• Organisational Policy • Internal – in chain reaction often ends in external recruitment • External • - Recruitment Agencies/Head Hunting• - Unsolicited Resume/database• - External Advertisement• - Online

Preparing and Publishing Information • Information about Organisation • Job Profile • Requirement • Reward/Opportunities• Conditions • Application

Processing and Assessing Application

• Application Blank – may be • A Grid/Matrix – yes • Documents

- Advertisement - Job Description - Person’s specification

Notification

• Specific/Information as much as possible • Job description/person spec – if possible

Selection Process

• Organisation’s policy • Application Form • Interview • Group Situation Test • Aptitude Test • Psychometrics

Selection Process

In the forms of …..• Written Tests• Group Discussion • Psychometrics • Formal presentation • Case Study • Interviews in different forms

Selection Interview

• ‘Whatever other tests could be used, the selection process invariably includes an interview. Quite often it is the only method used, and in various ways.’

• Although it is the principal method by which recruitment decisions are finally made, this part of selection process is most vulnerable to subjectivity whether conscious or unconscious.

Selection Interview

• Ideal number of representation in a panelThree ? – A HR representative, Reporting authority, third view/technical person;

Issues the panel members need to address

• Info relevant to the job des. and person spec required;

• How questions should be framed;• divisions of question ‘areas’ and ‘order’;• Planning questions to probe KSA;• Appropriate timescales;

Design of the interview

• Structured? • Semi-structured? • Unstructured?

Managing the Interview

A Chairperson • Opening • Middle • Closing

Managing the Interview

• Putting the candidates at their ease; (Non-verbal communication/smile/listen attentively/affirmative noises)

• Help candidates to get going

Questioning

• Direct …. ‘In what aspects of your life have you shown leadership skills?’

• Indirect… ‘What prompted you to go for the position of ……?’ • Open Questions - encourages candidates to express their

views… ‘Like what?’… ‘Give me an example of …?’ • Closed Questions - only allows ‘yes’ or ‘no’…. should only be

used to achieve clarification..’Can you work on unsocial hours?’

Questioning• Leading questions… Little values in selecting interviews as it is

clear what is acceptable / unacceptable…’Do you get on well with your colleagues?’

• Multiple Choice Questions (a restricted list…..) • Probe .. if incomplete/ambiguous, probe…’Say a bit more…’

• Hypothetical/Scenario .. situational questions.. ‘tell us a situation where you have difficulty dealing with a staff member and how ..

• Statement question (change the atmosphere.. put at more ease) Well, that was an unusual situation…

Assessment

• Rating Form – should be signed by the board members perhaps with comments;

• Scores1-4 Limited fit4-7 Close fit7 – 10 Very Close fit

Weighted according to overall importance of the job role;At regular intervals – brief discussions

Legal Issues

• The interview may become subject to third party review should a candidate express dissatisfaction or allege discrimination; even worse, put to legal proceedings;

• Responsibility of HR Dept to keep papers arising from the interview for a given period;

Reference Checking

Should form integral part of selection process

• Written? • Oral discussion over phone/in

person? (Documentation?)

• Avoid references from a relative • Previous employers – must

Avoiding Factors That Bias Judgement

• Discount personal likes and dislikes, result from the cultural and environmental influences within which a person brought up and form the way in which the individual reacted to these background influences.

• Not to tend to conclude fairly early in the interview process. Not to make a decision early in the interview and use the remainder to the interview to confirm the conclusions;

Avoiding Factors That Bias Judgement

• Avoid Prejudices tend to be associated with persistent attitudes held by the interviewer. e.g., engineer do/do not make good human resources managers;