Employee Relations Manual

7/30/2019 Employee Relations Manual

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RECRUITMENT & SELECTIONAnd Induction


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Johnson & Johnson Co.

IF WORKERS ARE CAREFULLY

SELECTED, THE PROBLEMS OF

DISCIPLINE WILL BE

NEGLIGIBLE.

Employee Relations Manual, 1932


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Attracting a pool ofviable job

applicants.

EMPLOYEE RECRUITING


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Recruitment is the process of

searching for prospectiveemployees and stimulating and

encouraging them to apply for jobs

in an organization.

RECRUITMENT

Selection is the process of

weeding out unsuitable candidates

and finally choosing the mostsuitable persons out of all the

applicants.

SELECTION

WHAT IS RECRUITMENT & SELECTION?


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RECRUITMENT GOALS

A commonly mentioned goal is to attract a large

pool of applicants, but applicant pools can be toolarge and thus very costly to process.

Recruiting must also attract a high proportion ofwell-qualified candidates who are seriously

interested in accepting a job offer.

Post hiring goals must also be considered-the

recruiting process must yield workers who are

good performers and who will stay with the

organization for a reasonable length of time.


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Recruitment follows HR planning and

goes hand in hand with the selectionprocess by which organizations

evaluate the suitability of candidates

for various jobs.

Without accurate planning,

organizations may recruit the wrongnumber or type of employees.


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HRM for EXECUTIVESSteps in the Recruitment andSelection (staffing) Process

FIGURE 9

2


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External Recruiting

Employment Agencies

College and

University RecruitingInternet

Labor

Unions

ExternalRecruitingSources

Job Fairs

Referrals &

Walk-Ins Advertising


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EMPLOYMENT TEST

A test is a standardized objective measure of

a sample of behavior. It is standardized

because the procedure of administering thetest, the environment in which the test is

taken, and the method of evaluating the

individual score are uniformally applied.


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TYPES OF TESTS

Aptitude Tests: These tests measure the ability orpotential of a candidate to learn a new job or skill.

Peculiarities or defects in a persons sensory orintellectual capacity can be detected through these tests.It indicates how a person would be able to perform aftertraining and not what he has done or will necessarily do.It is thus used to predict the future achievement and not

the past achievement.

Achievement Tests: These tests measure what aperson can do. These determine the skill or knowledgealready acquired through training and on the job

experience. These tests are of two kinds: KnowledgeTest or trade test, and work sample test or proficiencytest.


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RECRUITMENT GOALS

Personality Tests: These probe deeply to discover cluesto an individuals value system, emotional reactions and

maturity, and his or her characteristic mode. These help inassessing a persons motivation and interests, his or her

ability to adjust himself or herself to the stress of everyday

life, his or her capacity for interpersonal relations and for

projecting an impressive image of himself or herself.

Interest Tests: These tests are inventories of acandidates like and dislikes in relation to work. They are

designed to discover a persons area of interest and to

identify the kind of work that will satisfy him. A well-designed questionnaire is used to assess the likes and

dislikes.


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PRECAUTIONS IN USING TESTS

Test of Validity:

Content Validity: It implies the extent to which thecontents of a test are related to the job requirements.

Criterion Validity: It implies the degree to which testscores are related to job performance. Recruiting must

also attract a high proportion of well-qualified candidates

who are seriously interested in accepting a job offer.

Test of Reliability: It implies the characteristic that refersto the consistency of scores obtained by the same personwhen retested with the identical or equivalent tests.


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INTERVIEW

Employment interview is a selection procedure designed to predict

future job performance on the basis ofapplicants oral responses to

oral inquiries. In the selection process, interviews serve the following purposes:

To cross-check or verify the information obtained in earlier steps, i.e.application blank and tests.

To judge the candidates qualifications and characteristics so as tofind whether or not to select him or her.

To give a candidate essential facts about the company and the job toenable him or her to decide intelligently whether he or she should or

should not accept the employment.

To establish a rapport or mutual understanding between thecompany and the candidate and to promote the companys goodwill.


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TYPES OF INTERVIEW

Interviews can be classified in four ways

according to

(a) the structure of the interview,

(b) the content of the interview,

(c) the purpose of the interview, and

(d) the ways of administering the interview


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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR STRUCTURE

Unstructured interview: In an unstructured interview,questions are not planned in advance. There is no set format to

follow, and the interview can take various directions.Interviewees for the same job thus may or may not be askedthe same or similar questions, and the interviews unstructurednature allows the interviewer to asks questions based on thecandidates last statements and to pursue points of interest asthey come up in response to questions.

Structured Interview: In a structured interview, questions areplanned in advance and are asked of each candidate in thesame way. The only difference between interviews withdifferent candidates might be in the probes, or follow-up

questions, if a candidate has not answered a question fully.Interviews that feature structured questions usually alsoprovide structured rating scales on which to evaluate applicantsafter the interview.


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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR CONTENT

Situational Interview: A situational interview is one inwhich a series of hypothetical job oriented questions

focus on the individuals ability to project what his or herbehavior would be in a given situation. Actually, acommittee of persons familiar with the job developsituational questions based on the actual job duties. Theythen reach consensus on what are or are not acceptable

answers to these questions.

Behavioural Interview: In a behavioral interview, asituation is described and interviewees are asked howthey have behaved in the past in such a situation. Thus,

while situational interviews ask interviewers to describehow they would react to a situation today or tomorrow, thebehavioral interviews ask interviewers to describe howthey did react to the situation in the past.


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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR PURPOSE

Stress interview: In a stress interview, the applicant is madeuncomfortable by a series of often-rude questions. Stress in

induced by not allowing the candidate to complete his or heranswers or too many questions are asked in quick succession.

The interviewers show doubt on the validity of answers, try to

belittle, humiliate, question and frustrate the applicant. The aim

of such interview is supposedly to help identify hypersensitive

applicants and those with low or high stress tolerance.

Depth Interview: In a depth interview, details concerning onekey area are sought. It is designed to intensively examine the

candidates proficiency in his or her area of special interest.

The purpose is to get a clear picture of the candidate throughdeep probing into his or her mind. Experts in the concerned

area of knowledge ask relevant questions so as to judge the

candidates capability in the area.


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CLASSIFICATION OF INTERVIEWS BASED ON HOW THEY ARE ADMINISTERED

Sequential Interview: The sequential interview means the applicantis interviewed by several persons in sequence before a selectiondecision is made. In an structured sequential interview, eachinterviewer rates the candidate on a standard evaluation form, andthe ratings are compared before the higher decision is made.

Panel Interview: The panel interview means the candidate isinterviewed simultaneously by a group (panel) of interviewers (ratherthan sequentially). This type of interview allows each interviewer to

pick up on the candidates answers, much as reporters do in pressconference.

Group interview: In this type of interview, groups rather thanindividuals are interviewed. Generally, a topic for discussion is givento the group. Candidates are carefully observed as to who will lead

the discussion, how well they will participate in the discussion, howeach will make his or her presentation, and how well they will react to

each others views.


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GUIDELINES FOR CONDUCTING AN INTERVIEW

Plan the interview1 Review the candidates application and resume, and note any areas

that are vague or that may indicate strengths or weaknesses.

2 Convert job descriptions into interview questions and prepare a

structured guideline or checklist of what to look for in a candidate.

3 Develop benchmark answers and a five-point rating scale for each

question.

4 Choose the appropriate type of interview to be used.

Physical setting

5 Choose a setting or an environment which is comfortable and pleasant

enough to generate greater interaction and hence more information.Rapport building

6 Choose a setting or an environment which is comfortable and pleasant

enough to generate greater interaction and hence more information.


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Conducting the interview

7 Try to follow structured guideline or the questions wrote out ahead of

time.

8 Start by asking simple questions and slowly graduate to more difficult

ones. If the applicant is not able to answer at a certain level, stop,

because he or she has reached his highest level of competence.

9 Ask open-ended questions instead of those that lead to yes-no answers.

Follow these explanatory questions by probing and seeking illustrative orhypothetical situation and related replies.

10 Avoid asking leading or loaded questions that might lead to debate

instead of dialogue.

11 Listen carefully to what the applicant has to say without interruption.

Provide positive feedback to encourage him or her to talk.12 Ensure that sufficient time is taken by the applicant while replying to

questions.


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Review the interview

13 After the candidate leaves, review your interview notes and fill in the

structured interview guide (if this was not done during the interview).

14 First rate independent ratings on the applicant and then discuss them.


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COMMON INTERVIEW QUESTIONS

1. Tell me a little about yourself...?

2.

Why do you want to leave your current position?3. In your CV you mentioned ---------; can you

elaborate?

4. What do you feel are your strengths and

weaknesses?5. Where do you see yourself in 2/3/5 years time etc?

6. Why does this job appeal to you?

7.

Why should we employ you?8. Why do you want to leave your present position?


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INDUCTION CHECKLIST

The company its history, development, management,product or service.

Personnel Policies Terms of employment disciplinary rules and provision of

union agreement.

Employee activities benefits or services available.

Physical facilities

cafeteria, washroom, parking. Leave.

Grievance procedure.

Education and training facilities.

Medical and first aid facilities.

Telephone calls and correspondence.


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INDUCTION CHECKLIST

Travailing and subsistence expenses.

The job /dept. for which the employee is hired, nature ofwork, working hours, wages, work place, tools, equipment.

opportunity to promotion.

The supervisor of the new employee introduce to him, toother supervisor in the dept. to union steward.

Departmental rules & regulations safety measures.

Introduction to fellow workers.

Co-ordination with other depts. & Work.

Subsequent follow up (several weeks later) to answerfurther questions; reviewing key initial job placementduring the probationary period of employment.

Employee Relations Manual

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