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Recruitment

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Recruitment & Staffing By Dr H Sankaran ., M.A.,B.G.L.,DLAL.,Ph.D., Professor VIT Business School E-mail : harisankaran2004_at_yahoo.co.in Recruitment ... – PowerPoint PPT presentation

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Title: Recruitment


1
Recruitment Staffing
  • By
  • Dr H Sankaran ., M.A.,B.G.L.,DLAL.,Ph.D.,
  • Professor VIT Business School
  • E-mail harisankaran2004_at_yahoo.co.in

2
HR Processes An Employee Life Cycle
3
Recruitment Introduction
  • Applies to the process of attracting potential
    employees to the organization or company
  • Continues with the selection and cases with
    placement of the candidates
  • Manpower planning to make it possible to acquire
    the number type of people necessary to ensure
    the continued operation of the organization

4
Recruitment - Definition
  • William F Glueck Recruitment acts set of
    activities and organization uses to attract job
    candidates possessing appropriate characteristics
    to help the organization reach its objectives.
  • Byars Rue Rec Involves seeking attracting
    a pool of people from which qualified candidates
    for job vacancies can be chosen

5
Pre-requisites of a sound Recruitment Policy
  • Conformity with its general policies
  • Should be
  • flexible enough to meet the changing needs of an
    organization.
  • be designed so as to ensure employment
    opportunities on long term basis to achieve
    organizational
  • match the qualities of employees
  • Highlight the meeting of established job analysis

6
Principle elements governing Recruitment Policy
  • Identification of recruitment needs
  • Preferred sources of recruitment
  • Cost of recruitment and selection
  • Criteria of selection techniques
  • Role , if any , assigned to the Union in the
    formulation and implementation of Rec and
    selection policies

7
Sources of recruitment
  • Internal
  • Present , Permanent employees
  • Present Temp/ Casual
  • Retrenched / Retired
  • Dependents of diseased , disabled , retired and
    present employees
  • External
  • Educational Training Institutes
  • Pvt employment agencies / consultants
  • Public employment exchanges ,
  • Professional Associations
  • Data banks
  • Trade Unions

8
Recruitment practices in India
  • Internal sources
  • Badli lists Central pool of candidates from
    which vacancies are filled
  • Casual laborers
  • Private / Public employment Exchange
  • Labour Contractors
  • Candidates introduced by friends relatives of
    employees employee referrals
  • Sons of the soil
  • Retd and present employees
  • Specified communities and categories

9
Factors involved in recruitment
  • Sourcing from prestigious Management Institute
    thru reputed placement agencies
  • All India Advertisement / Campus interview
  • Traditional orthodox organization meticulously
    going by rules Recruitment rules framed with an
    attitude of rigidity
  • Time factor playing a vital role tapping the
    right persons at the right time
  • Fixing the Interview and test in short notice
    causing failure in recruitment
  • Fixing conducive venue for the interview to
    create best first impression
  • Giving correct idea about compensation and
    benefits

10
Essentials of selection Procedures
  • Some one should have the authority to select
  • There must be some standard of personnel with
    which a prospective employee may be compared
  • There must be sufficient number of applicants
    from whom the number of employees may be selected

11
Steps in selection procedure
  • Job Analysis selecting the right candidate
    after finalizing the job analysis, job
    description, job specification , etc
  • Process of searching for prospective employees
    and stimulating them to apply for jobs in the
    organization.
  • Application bank details of age, sex, Height
    and Weight, educational qualifications,
    experience etc
  • written examination for screening purpose as a
    matter of elimination process to know and
    measure the candidates position on knowledge ,
    aptitude , reasoning and English language
  • Preliminary interview observational / personal
    appraisal method probing details
  • Group discussion A method to bring applicants
    around a conference table to discuss either a
    case study or a subject matter
  • Test Psychological tests and performance tests
  • Intelligence tests , Aptitude tests , Interest
    tests, Personality tests ,
  • Achievement tests / Trade tests

12
Interviews
  • Followed by
  • Pre employment Medical examination
  • Final decision by the Line managers
  • Issue of Offer Letters
  • Placement
  • Orientation / Induction / Socialization of new
    employee
  • Integrating the personal skills / goals with the
    organizational requirement / goals
  • Informal interview
  • Formal interview
  • Planned Interview
  • Patterned interview
  • Non-directive interview
  • Depth interview
  • Stress interview
  • Group interview
  • Panel interview

13
Manpower planning / Staffing
  • Concept of Manpower planning
  • Process by which Management determines how the
    management should move from its current manpower
    to its desired manpower utilization
  • Described as formal planning in emphasizing the
    following ..
  • Establishment and recognition of future job
    requirements
  • Scanning the organization thru systematic
    manpower audit
  • Assured supplies of qualified participants
  • Development of available manpower
  • Effective utilization of current and prospective
    workforce members

14
  • Need and importance of Manpower planning
  • Helps to avoid sudden disruption of the
    production run of an enterprise enabling
    management to adopt suitable strategies
  • To prepare for fresh demands in terms of numbers
    , skills and occupation to meet increasing demand
    due to updated technology and expansion / growth
  • To cope with changing job requirement due to
    technological change growing complexity in
    business
  • Helps to give an overall corporate picture at the
    corporate level for identification of surplus /
    shortage of personnel

15
  • HR planning process
  • Manpower forecasts
  • On the basis of corporate goals and manpower
    analysis forecasting of manpower (ie) Kind of
    people needed for conduct of business in the
    given period
  • Manpower Inventory
  • Making an Inventory of present manpower resources
    and finding out the extent to which these
    manpower's are employed optimally.
  • Manpower Management
  • Planning scientific requirement , selection ,
    training , development , utilization ,
    motivation , compensation , etc to ensure that
    future manpower needs and development manpower
    plans for implementation

16
  • Quality of personnel
  • Knowledgeable workers need meaningful and
    challenging jobs
  • Job itself can be the best motivators for
    productivity
  • Job itself can satisfy higher level wants of
    workers
  • Well designed jobs can attract talents, reduced
    turnover / Attrition rates , absenteeism ,
    discharge , resignations etc
  • Vacancies may be filled by promoting from within
    and partly recruiting from outside

17
  • System approach to Human Resource Management (4
    inter related factors)
  • Human resource approach people constitute a
    form of capital and act as one of essential
    assets
  • Personnel climate personnel environment
    conducive for development of Human Capital as
    long term investment capable of yielding rich
    dividends
  • Human resource program to achieve the twin aims
    of productivity and satisfaction
  • Human Resource System with relevant inputs ,
    processing and outputs
  • Five separate sub-systems are
  • Employment
  • Development
  • Utilization
  • Compensation
  • Maintenance

18
  • Process of Manpower process
  • Anticipating manpower needs
  • Planning for job requirements description
  • Analyzing of skills to determine the nature of
    manpower
  • Selecting adequate source of records

19
Steps involved in Manpower planning process
  • Step1 job Analysis / job design - Mgt must
    define what work to be performed , how tasks to
    be carried out and allocated into manageable work
    units (jobs)
  • Step 2 job description job specification
  • refers to incumbent where a job specification
    with regard to qualification and experience
    needed to perform a job

20
  • Step 3 forecasting procedures
  • Corporate planner has to forecast the number of
    people needed for a particular job can be done
    by forecasting the internal supply and external
    supply of the people who can perform the job
  • Step 4 Internal Supply of Manpower
  • Six methods can be used to forecast the future
    human resource needs viz
  • Planning for the statusquo
  • Thumb rules
  • Unit forecasting
  • The Delphi Method
  • Scenarios
  • Computer Simulation

21
Planning for the status quo
  • Planning involves steps to replace any employees
    who are either promoted or who leave the firm. An
    example is Management succession planning which
    seeks to ensure that there is at least one
    qualified manager to replace any higher level
    manager in the organization

22
Thumb rules
  • This is on the basis of firms beliefs with
    regard to forecasting Human resource needs for
    ex, one firm believes that a ratio of one
    production supervisor for every 12 producers
    (Workmen) in optimal . This firm maintains this
    112 ratio because it has proved successful in
    the past. Another thumb rule is based on past
    experience that one person can produce 2000 units
    of output per day and accordingly 5 employees
    needed for 10,000 units as a matter of forecast

23
Unit forecasting
  • This refers to the estimate of supervisors and
    managers with regard to forecasting Human
    resource needs for the next year unit wise this
    approach called as
  • Bottom up approach to forecasting as the
    judgment are made by lower level management and
    added together at a higher level of the
    organization.

24
The Delphi Method
  • This method relies on Expert opinion in making
    long range forecasts this involves obtaining
    independent judgments from a panel of experts
    usually thru a questionnaire or interview
    schedule on certain issue affecting the nature
    and magnitude of demand for an organizations
    products and services

25
Scenario
  • These are all descriptive scenes allowing
    planners to consider several factors in
    combination to forecast human resource needs for
    each set of circumstances - for eg, one scenario
    might assume environmental conditions in the next
    three years to include a recession, the
    entrance of a new competitor in to a companys
    major market, and technological advances
    requiring some modifications in the production.
    Using this method, forecasts could be made for
    meeting human resource needs of each set of
    circumstances as portrayed in the separate
    scenarios this is useful in making mid - to
    long range forecasts of Human resource needs

26
Computer Simulation
  • This is one of the most sophisticated methods of
    forecasting human resource needs A computer is
    a mathematical representation of major
    organizational processes, policies and human
    resource movement thru organization computer
    simulations are useful in forecasting for human
    resources by pinpointing any combination of
    organizational and environmental variables.

27
Process flowchart depicting forecast on
manpower planning
Corporate objectives
Existing
Potential
Manpower Estimate
Retirement Redundant plans
Recruitment Plans
Promotion Success Plan
Pay productivity Plans
Training Plans
Periodic reviews
28
Recruitment as an important stage thru for
reaching the destination of Human Excellence in
an Organization
29
Thank You.
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