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Transcript of Group 25 Job Analysis Recruitment and Selection
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Project ReportOn
Job Analysis, Recruitment and Selection
Prepared by: Rajiv Sachdeva (2212149)
Saugata Sarkar (2212210)
Amit Jagga (2212232)
Group No - 25
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As per guidelines, the project has been divided into three parts
Part 1 (Job and its Analysis)
Choosing the Job
Rationale for choosing the job
Job Analysis Methodology
Job Requirement Matrix
Part 2 (Recruitment)
Recruitment Plan
Job Requisition form
Staffing Flowchart
Recruitment Budget
Recruitment Guide
Selection of Recruiters
Yield Ratio and Recruitment Strategy
Recruitment Communication
Part 3 (Selection)
Identify KSAOs and Selection plan
Application Form
Reference Check Procedure
Structured Interview and other tests
Decision Making
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Part 1
Choosing the Job
The Job that is being chosen for this project is Team Leader - Operations in a BPO.
Rationale for choosing the job
The key reasons for choosing this job are:
1. Team Leader Operations is one of the most difficult jobs to hire in the BPO
domain.
2. The number of people required for this job is very large. The optimum ratio of
Team Leaders required v/s frontline agents in the BPO domain is 1:20.NASSCOM estimates the current strength of frontline agents in the Indian BPO
industry at 7.5 Lakhs, which means almost 40,000 TLs are required in India.
3. There is very limited scope of cross leverage from other industries; industrypreference has been to get people who have exposure to the BPO domain.
4. There is no formal education program in the market which caters to this
requirement.
Job Analysis Methodology
Job analysis has been conducted in the following manner.
1. Analysis of the past data shows that maximum shortfalls on timely delivery have
been encountered on this position - demand is more than supply2. Past yield ratio is 1:17, maximum rejections happen at the operations department.
3. 17% positions being filled internally, remaining being hired from outside
4. Interviews conducted with 8 existing TLs to understand job tasks5. Time study done for a week with one existing TL
6. Interview with 2 managers.
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Job Requirement Matrix
Job Requirement Matrix - Team Leader Operation (BPO)
Tasks KSAOs
Specific Task Task DimensionImportan
ce NatureImportance of
Task
Provide resolution toemployee questions
regarding customerqueries
Product
Knowledge
20%
In-depth
knowledge of the
Product
4
Analyze theperformance data of
team members
Data Analysis 10%
Ability tounderstand and
analyze complex
data
4
Provide feedback to
the employees on aregular basis
Coaching andFeedback
20% Good people skills 5
Handling Escalated
customer calls
Product
Knowledge and
customer handlingskills
10%
Good
communication
skills and abilityto handle irate
customers
4
Provide resolution to
employee questions
regarding companiesemployee policy and
procedures
Company Policiesand Procedures
15%
Knowledge of
company policiesand procedures
4
Design reward
programs for theemployees
Planning 10% Creative thinking 3
Ensure monthlytargets are met
Continuouslymonitor team
performance and
take correctiveaction to ensure
performance target
15% Target Drivenapproach
5
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is met
Part 2
Recruitment Plan
Annual Demand - The installed base of existing TLs in the organization is 1500 approx.
Annual % of positions getting vacant is 50% because of attrition and movement into newjobs. Also, the organization is growing at the rate of 40% per annum. Thus, the annual
demand for this profile is
Ramp Up @ 40% - 600Backfill @ 50% on the mean on opening and closing head count - 900
Total positions to be hired in the year - 600 + 900 = 1500
Source of hiring - As this number is extremely large, the following targets ate being
allocated to different sources.
Source
Advertisement
Job Portal 50
Total 150
Cos
t
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Hiring Mix
50
500
600
50
Ad
Re
E
IJ
Jo
IJPs (Internal Job Postings) have been given the highest target at 40%. The last year
contribution of this source was only 17%. This signifies an important shift in theRecruitment strategy of the organization.
An analysis was done on the existing 80 TLs in the organization and thereperformance and longitivity was correlated with their source of hiring. It was found
that people who were internally promoted were performing significantly better thantheir counterparts from other sources of hiring. This was the key reason why the
target for IJPs was revised from 20% last year (actual at 17%) to 40% for next year.
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Job Requisition Form
The form should ideally be hosted in a HRIT platform and should be online so that
data management is taken care of. Following fields are important to be mapped whiledesigning the form.
S, No Field
1 Position ID
2 Position Description
3 Number of Positions
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Staffing Flow Chart
Sample Flow Chart made for the XLRI Group Project
Reporting
ManagerorJob
Requestor
nd
Intervierwer
Recruitment
Quality
Recruiter (1)
Sources Resumes
(2)
Receives resumes& checks thedatabase for duplication& informs the
source in case of duplication
(4)
Conducts 1st
LevelFunction round
END
Yes
(5)
Conducts 2nd
Level
Function round
Yes
(7)Candidate Shortlisted
Yes
No
No
(9)
Appointment Letter duly sig
authorized signatories with
Check Lists handed over candidate for acceptan
Receives Job
Requisition
(3)
Short listed candidates
fill Application form
and undergo Interview
(10)
Receives documents for making
a record the organizations
system
Does SalaryFitment as per
existing grids
(8)
Conducts reference check/s
and initiates background
check once the financials are
agreed by both parties*
(4A)
Is the Functionround clear
(5A)
Is the Functionround clear
Black box means hand off to the next process
Box with double lines means predefined artifact(s) to be used
Total SLA for TLs joining - 45 days (5 days sourcing, 10 days interview process, 5 days negotiations
and signing of contract, 25 days notice in the previous organization
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Recruitment Budget
Per unit cost is the average cost, irrespective of the source used for hiring
Total Units has been assumed at 1500Training and development costs to achieve the IJP target of 40% have not been factored
Recruitment Guide
Expense Head Total Cost Per Unit Cost Methodology / Explanation
Consultant Payouts 24990000 16660At 8.33% of annual CTC (Onemonths salary) plus service Tax
Employee Referral Payouts 7500000 5000
Depending upon the referralscheme being run in thecompany and the payouts beingoffered
Salary of Recruitment team 10000000 6667Wages being paid to therecruitment team
Background Check 1500000 1000Cost being charged byprofessional background check
companies
Advertisement and other BrandingActivities
1500000 1000
Advertisements in news papers,on radio, Job fairs, internalbranding for employee referralprogram
Rent for space dedicated to Recruitment 2000000 1333
Identify square feet areaoccupied by recruitment teamand for recruitment activities andapportion rent
Depreciation of Assets 1000000 667Depreciation of the capitalexpenditure items
Cost of IT Services 500000 333 Apportion a % of total IT costs
Transport and Travel 500000 333 Transport and Travel
Staff Welfare and inceptive programs 250000 167
Money being spent on the staffwelfare and performanceenhancement plans of therecruitment team
Job Portal Charges 300000 200 Annual License fee beingcharged by job portal companies
Miscellaneous 200000 133 Tea/Coffee, vendor awards etc
Total Cost 50240000 33493
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Recruitment guide needs to be extremely detailed and ideally all selected recruitersshould be taken through 5-7 day training and then a month of OJT before being certified
to hire on their own. The broad categories of the recruitment guide are:
1. Dressing up formally to meet the external candidates
2. Resume Prescreening3. Telephonic Screening
4. Addressing the candidates
5. Assessment Methodologies
6. How to conduct structured interviews7. Psychometric Testing
8. Hiring Checklist
9. Documentation Procedures
10. Salary Negotiations11. Selling the Job - especially in the case of multiple offers with the candidate
12. Conducting Reference Checks
Selection of Recruiters
An ideal recruiter for this profile should have the following qualities
Understanding of the profile
Target driven approach
Understanding of the basic assessment methodologies
Ability to handle internal stakeholders
Negotiation Skills
Good with documentation
Sales driven approach to be able to sell the job to the candidate
As the target for the year is 1500 per year, and the average number of such positions a
recruiter can hire in month is around 8, we would need 16 recruiters. Selection of
recruiters for this profile would be based on the above mentioned parameters.
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We could use the following strategy
Have 6 recruiters from sales background, 5 from operations background and 5from HR background.
Take them through appropriate training required for being a good recruiter
Divide the team into 5 sub groups, with one person from sales, one fromoperations and one from HR.
Yield Ratio and Recruitment Strategy
The past yield ratio has been 1:17. For every 17 profiles sourced, 1 person has joined and
maximum rejections have happened at the operations interview stage. Past years datahas the following conversion rates
Sourced - 17
Recruiter Cleared - 10
-
Hired - 1.3
Joined - 1
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Yield ratio has a direct correlation with cost and recruiter productivity. The target for next yearsyield ratio has been set very aggressively at 1:10. Following interventions are being made to
ensure that the recruitment team achieves this.
A focused learning module for the existing employees who apply for Team leader IJPs.
This would be a 48 hour module split into two parts at a gap of 3 months. This learning
intervention would impart basic skills required for a TLs job to the employees who areeligible for applying in TL IJPs.
A two hour recorded CD of successful TLs would be played in the office cafeteria daily.
These would be internally promoted TLs who would narrate their success stories and the
efforts that they had put to reach that level.
Innovative Employee referral schemes with targeted branding across the organization.
Extra rewards and recognition for individuals and teams who refer the most.
Face to Face meetings of the consultants with the final interviews in order to achieve
better level of calibration. Detailed mapping of the external market. Extreme focus if any competitor losses
business from a customer.
Innovative schemes for the consultants for supplying on time and for lower attrition
Advertisement which positions the organization as an employer of choice in the
marketplace.
Partnering with universities to start BPO specific courses at the post graduation level,
which could build pipeline for future years.
Recruitment Communication
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Recruitment communication has to be designed in such a way that it positions the organization as
an employer of choice in the marketplace. Some of the things that can differentiate therecruitment communication from other organizations are:
Sales - Oriented Resourcing team to provide competent decision making in branding andcommunication
Right - partners, preferably in a retainer ship model to provide access to highly creative
thought pool
360 degree approach to increase penetration and value in the defined target group.
Key Channels of recruitment communication for this specific position would be FM Radio andJob Portals. A very limited joint advertisement with other profiles would be done in the print
media as well. Looking at the budget that has been set up for communication, we would not bein a position to go very aggressively on the print media a it is one of the most costly channels of
communication. Also, as a large contribution is being sought from Employee Referrals,aggressive and focused communication should be developed for this segment.
Part 3
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KASOs and Selection Plan
Major KASOs CategoryNeceselec
Indept knowledge of the Produ
Ability to understand and analy
Good people skills
Good communication skills and
ability to handle irate customers
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Application Form
Page 1
10th
12th
M M Y Y
Middle Nam
Last Name:
M M Y Y
Position Applied For:
PLEASE DO NOT LEAVE ANY FIELD BLANK
First Name:
APPLICANT'S NAME (BLOCK LETTERS)
EDUCATION DETAILS (Start from class 10th &
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Application Form
Page 2
Address:
Name:
Names, Addresses and contact nos. of three suthan your relatives employed with Public / Pvt
1) Name:
Designation:
Pin Code:
Organization:
Name, Address, Phone number to be contacte
Tel No:
Mobile No:
CURRENT SALARY DETAILS
Notice Period required to be served to the pre
Monthly Salary (INR) :
Total CTC (INR) :
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Reference Check Procedure
Reference and background check procedure has become a key aspect of the BPO hiring.
There are multiple reasons why these have become mandatory for most IT and BPO
companies. Most customers ask for this as part of their contract with the supplier. Also,this acts as an additional filter for hiring the right kind of employees.
We would use a two-prong approach for conducting these checks
Reference Checks: These would be conducted by the recruiters themselves. The
information would be provided by the candidate in the application form.
Background Checks: These would be conducted by professional background check
companies. It would be advisable to stick to the 17 NASSCOM empanelled vendors.
There names are available on the National Skills Registry website. Following parameters
could be checked.
1. Educational Qualifications2. Professional Experience - No of years could be restricted basis the criticality of the
position
3. Address Verification - Could be restricted only to critical or high risk businesses4. Criminal Checks - Could be conducted either through Local police station
verification or through various data bases available. Eg - Database of Supreme Court
convicts etc.
The SLA with the vendors should be such that the final reports should be available withthe organization prior to the on boarding date of the potential employees. This wouldhelp weed out the negative background check cases prior to on boarding. As we have
assumed a 25 day lag between offer to Joining, this should provide us enough time to
execute these checks and take corrective actions, if any.
Structured Interview and other tests
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Psychometric test being suggested for this profile is SHL.
Material Required - Computers with internet connection
Instructions that should be given to the candidates
This questionnaire helps to find out more about your preferred style of behavior at work.
It is not a test. There are no right and wrong answers.
When answering, please think of work or similar situations rather than domestic or social
situations. It is in your own interest as well as ours that we gather an accurate impression
of your working style.
The questionnaire consists of 128 statements and there is no time limit for this exercise.
Allowing for instructions and examples, this session should last for approximately 35
minutes.
Please remember:
Be as discerning and honest as you can. There is no right or wrong answer, so please do
not give an answer because you think it is the right thing to say or it is how you mightlike to be.
Please note that certain checks are built into the questionnaire to give us an
indication of how frank and honest you have been in your ratings.
You may find some of the choices difficult, but please try your best.
Although there is no time limit, you should work as quickly as you can and notponder at length over any one set of statements.
You must respond to all 32 blocks of statements.
Personal Interview
Things to decide before starting the Interview
Who will conduct the interview If more than one person will be conducting theinterview decide who will ask which questions
Set an interview schedule
When
How Long
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How much time between interviews
Guidelines for the Interview
Opening the Interview
Have the papers in chronological order and scan through them before the entry of
the candidate.
Be on time - empathy and sensitivity. Reach out-receive- proper introduction
Put the candidate at ease, set the tone.
Briefly describe the job. A description of the job is a nice transition from the
icebreaker to the actual interview. Include pertinent information about theprimary functions of the job and any special challenges the job may pose. Dont
be afraid to point out realistic promotion opportunities the position may afford,but dont make promises.
Core of the Interview:
Analyze & understand the key competencies displayed by the candidate in the
past experiences/situations so as to process his/her candidature further (look forrelevant behavioral data plow deep not wide). Take notes (reverse of the cv could
be used)
Build on the information gathered from CV and Position Particular Form. Dont hesitate to probe yet do not show off/nag.
ACTIVE LISTENING IS THE KEY
Avoid:
Close-ended questions/ Leading Questions
Paraphrasing in ones own words
Failure to get a dialogue
Failure to probe We
Failure to intervene if the interviewee digresses
Asking questions in the present tense.
Evaluating the event itself or the persons behavior.
Dont make the applicant think you are rushing, making him/her feel unimportant.
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Dont rush into quick assessments.
Dont be afraid to probe.
Dont show boredom/aggression.
Dont Show off
Dont forget to listen feelings
Dont let stereotypes ruin your judgment, dont slot. Dont let an interruption destroy the tempo of the interview.
Make sure you elicit answers to questions.
Separate the real from the paper person
Closing the Interview:
Ask the candidate if there is anything he/she would like to know or ask
Success stories
Companys expectations Future plans
Describe next step and timings. Re-look at the cv/your notes.
Comprehend his/her needs (both expressed and unexpressed)
Thank them for coming to the interview
Post Interview:
Write your conclusions and recommendations
Catch them fresh.
Detailed, specific, your choice of words - strengths, Weakness Potential / suitability for the position commitments recommendation.
Involve/exchange notes with co-panelist. Share/solicit observed behavior data.
Maintain confidentiality to appropriate extent
Possible Questions for KSOAs to be judged in the interview
Good People Skills
How would you resolve the conflict between two of your employees?
If two of your employees need leave on the same day and you could grant it only
to one of the employees, how would you decide and how would you address the
situation?
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Ability to handle irate customer
Role play where the interviewer becomes an irate customer who wants to speak
with a customer service manager.
Creative Thinking
If you were short of your targeted production by 20% and there are only 6 days
remaining before the close of the month, what would you do to achieve your
target?
Decision Making
In todays scenario, recruitment team has very little say in the decision making on
selection. Once a candidate is short listed and show cased to business, recruiters try toinfluence the business that the candidate is good for the organization. One thing that the
recruiter should be focused on is that they should continue to monitor the performance
and longitivity of the candidates that they hire.