Recruitment sources in hrp
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Transcript of Recruitment sources in hrp
HUMA N RESOURCE PLANNING:-
M.HIMA BINDU
Contents:
• Unit-3:1. Recruitment 2. Sources3. Evaluation and selection procedures, techniques4. Factors influencing recruitment & selection5. Placement6. Induction7. Training8. Strategies for orienting new employees
RECRUITMENT PROCESSDEFINATION
• The process of discovering
potential job candidates.
Recruitment goals
• To communicate the position in such a way
that job seekers respond.
• To provide enough information about the
job that unqualified applicants can select
themselves out of the job candidacy.
RECRUITMENT SOURCES
• The Internal Sources
• The External Sources
INTERNAL SOURCES
• Employees Referrals/Recommendations
A recommendation from a current
employee regarding a job applicant
WHY PREFER INTERNAL SOURCES
• It builds good public relations.
• It builds morale.
• It encourages good individuals who are
ambitious.
• It is less costly.
WHY PREFER INTERNAL SOURCES
• Those chosen internally already know the
organization.
• It improves the probability of a good
selection, since information on the
individual’s performance is readily
available.
THE EXTERNAL SOURCES
– Advertising
– Employment Agencies
– School, Colleges and Universities
– Professional Organizations
– Unsolicited Applicants
RECRUITMENT ALTERNATIVES
• Temporary Help Services
• Employee Leasing
• Independent Contractors
Initial screening Application form Employment Tests
Conditional Job offer
Background Investigations
Interviewing Short listing
Medical FitnessPermanent Job
Offer
Consideration for Disables
THE SELECTION PROCESS
EMPLOYMENT TESTS
• Performance Simulation Tests
– Focus on actual job activities
• Work Sampling
– To actually perform a small segment
of the job
EMPLOYMENT TESTS
• Presentations
– to assess the qualities of candidates
applying for posts which require a
complex set of skills, together with
specific professional/academic
knowledge.
EMPLOYMENT TESTS
• Case Studies
– used for candidates for managerial
posts, or for posts requiring knowledge
of specific procedures, regulations or
legislation.
EMPLOYMENT TESTS
• Group Selection Methods
– Leaderless group discussions;
– Command or executive exercises (e.g.
outward bound);
– Group problem solving.
EMPLOYMENT TESTS
• Assessment Centers
– An assessment centre may also require
candidates to engage in a group
exercise during which assessors observe
their interpersonal skills.
EMPLOYMENT TESTS
• Psychometric Tests
– Tests of ability, aptitude or intelligence;
– Questionnaires to measure
"personality";
– Questionnaires to establish interests and
preferences.
INTERVIEWING
The purpose of a selection interview is to:
• Collect evidence against the person specification
in order to predict how successfully the candidate
would perform in the job.
• Help promote a positive image of the University.
• Enable the panel to make the best use of available
time in reaching a decision.
INTERVIEWING
• Give candidates information about the job to
facilitate their decision making.
• Research shows that structured interviews
are significantly more likely to serve this dual
purpose and lead to successful appointments.
A structured interview will also:
• Ensure consistency throughout the interviews
INTERWIEING FAULTS
Do remember that the interview has
limitations and risks.
Here are some common ways by which it can
be flawed.
● Inadequate preparation.
INTERWIEING FAULTS
● A subjective process where judgement
may be base on first impression.
● The panel may not be consistent in their
treatment of different applicants
INTERWIEING FAULTS
• The skills tested may be only those of
self-presentation, which may be
irrelevant or form only a minor part of
the skills needed for the job.
HOW TO IMPROVE
Once these shortcomings are clear, steps can
be taken to overcome them:
• consistent, well-understood recruitment
procedures.
• the interview may be backed up by a
practical exercise or test.
HOW TO IMPROVE
• Interviewers can also improve their own
effectiveness by careful planning.
• Interviewers and those involved in short-
listing can being completely familiar with
the job description and selection criteria
HOW TO IMPROVE
• Interviewers can reflect on the good and
bad aspects of interviews they have
attended.
• Interviewers can themselves more aware
of factors that cloud their own perceptions
and judgement so that they can overcome
them.
HOW TO IMPROVE
• Interviewers can ignore irrelevancies and
ask themselves repeatedly whether
something they’ve observed about a
particular candidate is directly relevant to
the person specification and selection
criteria.
INDUCTION:• INTRODUCTION:- After an new employee is hired in the organization, it is necessary he or she be familiar to organization philosophies, goals & objectives, policies, procedures, rules & regulations & practices. This orientation is called
employee induction.
Induction:-
• Definition:- Induction can be defined as, “the
HRM function that systematically & formally introduces new employees to organization, jobs , the work groups to which they will belong & work environment where they will work”.
Induction:-
• Objectives:-
To introduce new employees with the organizational
environment.
To create positive attitude in the minds of the new
employees.
Help the new employee overcome shyness &
nervousness in meeting new people in new
environment.
Objectives:-
Helps in reducing labour turnover.
Develop among new employees a sense of
belongingness & loyalty to organization.
Induction program:-
• Steps in induction program:-
An induction program essentially
involves the following steps;
A. General orientation
B. Specific orientation
C. Follow-up orientation
Induction program:-
• General orientation:-
1. It includes guidance tours in different
departments of an organization.
2. Some organizations have their printed manuals.
3. The purpose of general orientation program is
to build a sense of pride, and also create
interest in them about the organization.
Induction program:-
• Specific orientation:-
1. The purpose of specific orientation is to
help new employees to get acclimatized
with their new work environment.
2. For executives and managerial
employees, targets and key result areas
for each of them are given to make them
aware of what organization expects from
them,
Induction program:-
• Follow-up orientation:-
1. The follow-up orientation is conducted
sometime after the initial induction of an
employee, i.e., preferably within a period of 6
months.
2. The purpose of such orientation is to give
guidance and counsel to employees to ensure
that they are reasonably satisfied.
Employee socialization:-
• Employee orientation and induction is also
called employee socialization.
• Robbins identified that socialization process
involves three distinct stages;
1. Pre-arrival stage
2. Encounter stage
3. Metamorphosis stage
Stages in employee socialization
Socialization is a continuous process,
today's organizations being dynamic.
• Pre-arrival stage:-
At this stage individual employees
come to an organization with certain
values , attitudes and expectations.
Stages in employee socialization
• Encounter stage:- At this stage , perceptions
earlier generated by an individual, are reaffirmed
through a well planned induction program
Stages in employee socialization
• Metamorphosis stage:-
At this final stage of socialization, employees
understand the organizations and identify then
with the organizations.
TO keep pace with the changing
environment, the organizations are following
socialization process which is continuous process.
Advantages:-• Builds two way communication channel.
• Improves relations and
team work among employees.
• To integrate new employees
into organization & to develop
a sense of belongingness.
• Reduces employee grievances,
labour turnover.
PLACEMENT:-
• INTRODUCTION:-
• Placement is a process of assigning a
specific job to each of the selected candidates.
• It involves assigning a specific job and
responsibility to an individual.
• It involves matching the requirements of a job
with qualifications of candidates.
Placement:-
• After an induction program is over an
employee is put to a specific job for which
he has been selected.
• Most of the organizations put new
employees on probation for a specific
period.
Placement:-
• Some organizations also have a system to
extend the probationary period, if the
employees fail to match to organization
expectations. Such placement is known as
‘differential placement.”
Placement:-
• Significance:
1. It improves employee morale.
2. It helps in reducing employee turnover.
3. It helps in reducing absenteeism.
4. It helps the candidates to work as per
predetermined objectives of organization.
Training:
• Increasing knowledge and skills for doing a
particular job; it bridges the gap between
job needs and employee skills, knowledge
and behavior.
• Focuses attention on the current job; it is
job specific and address particular
performance deficits/ problems.
Training:
• Concentrates on individual employees;
changing what employees know, how they
work, their attitudes toward their work or
their interactions.
• Tends to be more narrowly focused and
oriented towards short term performance
concerns.
Types of training:
• Skill training
• Reference training
• Cross-functional training
• Team training
• Creativity training
• Diversity training
• Literacy training
© 2005 Prentice Hall Inc. All rights reserved.
8–47
The Training Process
• Training
– The process of teaching new employees
the basic skills they need to perform
their jobs.
The Training Process
• The strategic context of training
– Performance management: the process
employers use to make sure employees are
working toward organizational goals.
• Web-based training
• Distance learning-based training
• Cross-cultural diversity training
© 2005 Prentice Hall Inc. All rights reserved.
8–49
The Training and Development Process
• Needs analysis
– Identify job performance skills needed, assess
prospective trainees skills, and develop
objectives.
• Instructional design
– Produce the training program content,
including workbooks, exercises, and activities.
The Training and Development Process
• Needs analysis
– Identify job performance skills needed, assess
prospective trainees skills, and develop
objectives.
• Instructional design
– Produce the training program content,
including workbooks, exercises, and activities.
© 2005 Prentice Hall Inc. All rights reserved.
8–51
Training Methods
• On-the-job training (OJT)
– Having a person learn a job by actually
doing the job.
• OJT methods
– Coaching or understudy
– Job rotation
– Special assignments
Training Methods
• Advantages
– Inexpensive
– Immediate feedback
© 2005 Prentice Hall Inc. All rights reserved.
8–53
Strategies for Orienting Employees
• Employee orientation
– A procedure for providing new
employees with basic background
information about the firm.
Strategies for Orienting Employees
• Orientation content
– Information on employee benefits
– Personnel policies
– The daily routine
– Company organization and operations
– Safety measures and regulations
– Facilities tour
© 2005 Prentice Hall Inc. All rights reserved.
8–55
Orienting Employees (cont’d)
• A successful orientation should
accomplish four things for new
employees:
– Make them feel welcome and at ease.
– Help them understand the organization
in a broad sense.
Orienting Employees (cont’d)
– Help them begin the process of
becoming socialized into the firm’s ways
of acting and doing things.
– Make clear to them what is expected in
terms of work and behavior.