global recruitment and staffing
TRANSCRIPT
Global Recruitment And Staffing
Glo
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21,
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09Global Recruitment And Staffing
IIFT- Group -12
Arya Ganapathy-17
Badrinath Mayuranathan - 21
Nilanjan Maity – 52
Srinivas L Reddy-79
December 21, 2009
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Global Recruitment And Staffing
Table of Contents1 INTRODUCTION-Human Resource Planning...............................................................3
1.1 Definitions:................................................................................................................. 3
2 Human Resource Planning: Process...........................................................................4
3 Recruitment And Staffing..............................................................................................5
3.1 Recruitment Sources..................................................................................................6
3.2 Sources of Recruitment..............................................................................................7
3.3 Advantages & Disadvantages of Internal & External Recruiting.................................7
3.4 Recruiting Pyramid.....................................................................................................8
3.5 Recruiting Timeline.....................................................................................................8
3.6 Methods of Recruiting................................................................................................9
3.7 Recruiting on Internet.................................................................................................9
3.8 Selection Process Issues...........................................................................................9
3.9 Interviewing Process Issues.....................................................................................10
3.10 Behavioral Interviewing............................................................................................10
3.11 Testing...................................................................................................................... 10
3.12 The Big Five Personality Dimensions.......................................................................11
3.13 Other Testing Methods.............................................................................................11
3.14 Selection for International Assignments...................................................................12
4 SELECTION PROCESS................................................................................................12
4.2 Process Flow............................................................................................................13
4.3 Frequently Mentioned Benefits to Global Staffing System.......................................15
4.4 Frequently Mentioned Obstacles to Global Staffing System....................................15
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Section
1 INTRODUCTION-Human Resource Planning
Human resources are regarded as the only dynamic factor of production. Other factors like materials, methods, machines, money etc. are useless without their effective use by the human resources. Thus, it is logical that there should be proper manpower or human resource planning in the organization to use the other resources effectively.
Planning is one of the basic functions of management of any organization. In commercial and industrial undertakings, planning has been focused on profit making, procurement, production, marketing, quality control and only most recently, manpower. Manpower planning has now been recognized as an important part of the overall planning of any organization. Without the procurement and maintenance of adequate number of personnel, it is not possible to realize the goals of the organization. Manpower planning is essential to put the plans of the organization into action for the achievement of its goals or objectives.
1.1 Definitions:
Leon Megginson, “Human resource planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members”.
Coleman, “Human resource planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization”.
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2 Human Resource Planning: ProcessThe process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
1. Analyzing organizational plans.
2. Demand forecasting
Managerial Judgement
Statistical Techniques – ratio analysis and econometric models
Work study techniques
Employment trends
Replacement needs
Growth and expansion
Productivity
3. Supply Forecasting
Existing inventory
Potential losses – temporary/permanent
Potential additions
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Assessing FutureHuman Resource
Needs
Assessing Current Human Resources
Developing aProgram to Meet
Needs
Global Recruitment And Staffing
4. Estimating the net human resource requirement
5. In case of future surplus
Plan for redeployment, retrenchment and lay-off
6. In case of future deficit –
Forecast the future supply of human resources from all sources with reference to plans of other companies
7. Plan for recruitment, development and internal mobility
If future supply is more than or equal to net human resource requirements
8. Plan to modify or adjust the organizational plan
If future supply will be inadequate with reference to future net requirements.
3 Recruitment And StaffingProcess of recruiting & selecting prospective employees has significant impact on organization’s bottom line. Requires staffing process to become strategically focused
Recruitment & selection activities offer organization numerous choices to find & select new employees Staffing decisions need to ensure employees fit organization’s culture
Temporary versus permanent employees
Increase headcount temporarily or permanently should be strategically-driven
Basis for decisions is HR forecast
Temporary employees less costly
Temporary headcount increases can be obtained from specialized agencies
Headcount increases can be avoided by subcontracting work
Before employees can be recruited, recruiters must have some clears ideas regarding the activities and responsibilities required in the job being filed. Jon analysis is therefore an early step in the recruitment process. Once a specific job has been analyzed, a written statement of its content and location is incorporated into the organization chart. This statement is called either a job description or a position description. Each box on the organization chart is linked to a description that lists the title, duties, and responsibilities for that position.
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The Employability Potential Assessment at Campus (EPAC), an employability assessment tool promises to revolutionize campus placement programs by raising their efficiency and effectiveness while significantly reducing the cost for recruiter.
Campuses are usually faced with a daunting task during the placement season. With heavy investments in infrastructure B- schools host bright ambitious youngsters for intensive training; they are subsequently faced with the prospect of having to attract the attention of recruiters amidst a high degree of competitive clutter. Most companies have dedicated placement resources, but these resources are hamstrung or lack of access and bandwidth to attract the best quality of recruiter profile.
Recruiters on the other hand, today are required to evaluate and compare students of an increasing variety of educational campuses. In such a situation, pre-recruitment election tools and processes need to be scaled up to credibly evaluate and sort out larger number of participants than ever before. Increase in the number of institutes which are covered under the company’s campus recruitment program implies an increase in cost and effort. Consequently, most recruitment managers would want to stick to the tried and tested campuses rather than experiment with the new and unknown.
3.1 Recruitment Sources
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
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What sources do we use for recruitment
3.2 Sources of Recruitment
3.3 Advantages & Disadvantages of Internal & External Recruiting
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3.4 Recruiting Pyramid
3.5 Recruiting Timeline
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3.6 Methods of RecruitingInformally or formally
Internally or externally
Targeted advertising in selected media
Recruiting on Internet
Outsourcing to staffing agencies
Private Industry Councils (PICs)
Executive search firms
On-campus recruiting
3.7 Recruiting on InternetOne of fastest-growing recruitment methods
More cost-effective than newspaper advertising
Low cost, speed, & ability to target applicants with technical skills
Allows applicants to assess interests & needs with employer’s offerings
Global exposure to potential applicants
Can cut search process time by as much as 75%
Some potential challenges
o Ensuring security
o Viruses
o Access to unauthorized areas
Some potential challenges
o Disparate impact against certain protected classes
o Can complicate reporting of data related to compliance with federal & state laws
3.8 Selection Process IssuesReliability
o Consistency of measurement
o Screening criteria should elicit same results in repeated trials across time & evaluators
o Reliability influenced by criterion deficiency & contamination errors
o Reliability is prerequisite for validity
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Validity
o Degree to which what is assessed is related to actual performance
o Ability to establish job-related validity is crucial to employers in defending themselves in discrimination allegations
o Content validity illustrates that measure or criterion is representative of actual job content or knowledge
o Criterion (empirical) validity demonstrated by relationship between screening criteria & job performance
3.9 Interviewing Process IssuesWho should be involved?
o Prospective supervisors, peers, subordinates
Which interview format?
o Individual or group interviews
Common interviewer errors
o Similarity errors
o Contrast errors
o First impression
o Halo errors
o Personal biases
3.10 Behavioral InterviewingUsed with experienced & inexperienced applicants
Asks about situations candidate is likely to face on job
Candidates can present real-life situations they were involved in & how they handled them
3.11 TestingWork sample tests
o Ask applicant to complete representative sample of actual work
Trainability tests
o Measure
Aptitude in certain areas
Ability to understand critical job components that firm will teach new hires
Realistic job previews
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o Make applicants aware of both positive & negative aspects of job
o Decrease likelihood new employee will become dissatisfied
o Increase likelihood of candidate’s self-selecting out of position
Personality testing is useful in anticipating how applicants are likely to behave
3.12 The Big Five Personality Dimensions
3.13 Other Testing Methods• Personality testing
o Useful to anticipate how applicants likely to behave
o Few, if any, jobs require specific personality type
o Have been successfully challenged in court
• Physical testing
o Restricted under ADA to testing only for specific critical job-related physical performance requirements
• Honesty testing
– Declined since passage of Polygraph Protection Act in 1988
• Drug testing
– Challenged in courts as invasion of privacy
• References
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Intellectual, imaginative, curious, broad-minded
5) Openness to experience
Relaxed, secure, unworried4) Emotional stability
Dependable, responsible, achievement-oriented, persistent
3) Conscientiousness
Trusting, good-natured, cooperative, soft-hearted
2) Agreeableness
Outgoing, talkative, social, assertive1) Extraversion
Characteristics of Person Scoring Positively on DimensionPersonality Dimension
Global Recruitment And Staffing
– Little information available due to former employer fears of liability for libel, slander & defamation
3.14 Selection for International Assignmentso Reasons for failure on international assignments
o Interpersonal & acculturation abilities
o Rarely technical skills
o Test employees’ adaptability, open-mindedness, ability to tolerate uncertainty & ambiguity & independence
o Interview & screen family members who would accompany employee
Reasons for Expatriate Early Departure
Not performing job effectively 48.4%
Received other, more rewarding offer (other co.) 43.7%
Expatriate or family not adjusting 36.6%
Expatriate or family missing home 31.0%
Received more rewarding offer (current co.) 17.2%
Unable to adjust to deprived living standards 10.3%
Concerned with problems of safety & health 10.3%
Believed children’s education was suffering 7.1%
Feared assignment would slow career advance 7.1%
Spouse wanted career 6.1%
Compensation package inadequate 0.0%
4 SELECTION PROCESSA series of steps from initial applicant screening to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
Step 1 Completing application materials
Gathering information regarding an applicant’s background and experiences.
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Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with the job and the organization.
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
o The firm.
o The work units in which they will be working.
o The firm’s policies and procedures.
o The firm’s organizational culture.
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4.2 Process Flow
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4.3 Frequently Mentioned Benefits to Global Staffing System
4.4 Frequently Mentioned Obstacles to Global Staffing System
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Global database of qualified talentGlobal database of qualified talent
Quick identification of candidates to Quick identification of candidates to meet needs of specific locationmeet needs of specific location
Provision of consistent message Provision of consistent message about company to candidates about company to candidates worldwideworldwide
Quality of all hires is ensuredQuality of all hires is ensured
Better understanding of Better understanding of country/regional needs by all HRcountry/regional needs by all HR
Global database of qualified talentGlobal database of qualified talent
Quick identification of candidates to Quick identification of candidates to meet needs of specific locationmeet needs of specific location
Provision of consistent message Provision of consistent message about company to candidates about company to candidates worldwideworldwide
Quality of all hires is ensuredQuality of all hires is ensured
Better understanding of Better understanding of country/regional needs by all HRcountry/regional needs by all HR
Global succession planning is Global succession planning is enabledenabled
Global HR personnel have access to Global HR personnel have access to the latest versions of the latest versions of products/toolsproducts/tools
Shared vision of HR globallyShared vision of HR globally
Comparisons of staffing results across Comparisons of staffing results across locationslocations
Global database as internal Global database as internal benchmark of achievement in benchmark of achievement in
differentdifferent parts of worldparts of world
Global succession planning is Global succession planning is enabledenabled
Global HR personnel have access to Global HR personnel have access to the latest versions of the latest versions of products/toolsproducts/tools
Shared vision of HR globallyShared vision of HR globally
Comparisons of staffing results across Comparisons of staffing results across locationslocations
Global database as internal Global database as internal benchmark of achievement in benchmark of achievement in
differentdifferent parts of worldparts of world
Legal requirements across Legal requirements across countries/regionscountries/regions
Education system across countries/regionsEducation system across countries/regions
Economic conditions across Economic conditions across countries/regionscountries/regions
Ability to acquire & use technologyAbility to acquire & use technology
Labor market variationsLabor market variations
Value differences across culturesValue differences across cultures
Availability of off-the-shelf translated toolsAvailability of off-the-shelf translated tools
Legal requirements across Legal requirements across countries/regionscountries/regions
Education system across countries/regionsEducation system across countries/regions
Economic conditions across Economic conditions across countries/regionscountries/regions
Ability to acquire & use technologyAbility to acquire & use technology
Labor market variationsLabor market variations
Value differences across culturesValue differences across cultures
Availability of off-the-shelf translated toolsAvailability of off-the-shelf translated tools
Level of HR experience varies across Level of HR experience varies across regionsregions
Role of HR in hiring varies across Role of HR in hiring varies across regionsregions
Familiarity with a tool or practice Familiarity with a tool or practice variesvaries
Misperceptions that something is a Misperceptions that something is a cultural differencecultural difference
Limited local resources for Limited local resources for implementationimplementation
Beliefs about whether aBeliefs about whether a global system global system is US-centric or imposedis US-centric or imposed
Level of HR experience varies across Level of HR experience varies across regionsregions
Role of HR in hiring varies across Role of HR in hiring varies across regionsregions
Familiarity with a tool or practice Familiarity with a tool or practice variesvaries
Misperceptions that something is a Misperceptions that something is a cultural differencecultural difference
Limited local resources for Limited local resources for implementationimplementation
Beliefs about whether aBeliefs about whether a global system global system is US-centric or imposedis US-centric or imposed