latest trends in recruitment and selection andre o’callaghan july 2011
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Latest Trends in Recruitment and Selection Andre O’Callaghan July 2011. Trends in SA. Between 2004-2009: Less than 10% of school leavers wrote HG maths - of these only 50-60% passed 7% of all schools provide 90% of all engineering graduates - PowerPoint PPT PresentationTRANSCRIPT
Latest Trends in Recruitment and Selection
Andre O’Callaghan
July 2011
Trends in SA
Between 2004-2009:
Less than 10% of school leavers wrote HG maths - of these
only 50-60% passed
7% of all schools provide 90% of all engineering graduates
1/3 of all school leavers pursuing technical / natural
sciences are PDI’s (well into 21st century majority of
accountants, engineers and scientists will not be African)
Trends in SA
Unemployment – 1997 to 2009
0
10
20
30
40
50
60
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
15-24
25-34
35-65
Trends in SA
Employment by sector – 1998 & 2008
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
1998
2008
Recruiting gets a whole lot easier when you have a reputation for being a great place to work.
Joanna Meiseles
Recruitment – the elusive art of securing the perfect ‘fit’ between company and individuals. Is it
possible?
Introduction
Introduction
Why should we appoint you?
What are your key strengths and weaknesses?
What do you have what we need?
Does this sound familiar?
Attraction Ability
Brand and image management
Talent retention
Value-add
Cost
Inherent factors to recruitment
Trends to watch in 2011
Older workforce Alternatives to Facebook
E-recruitment
Social Networking
Temporary staff
Recruitment Outsourcing (RPO)
SA Labour Market
Risk Management
Trends in recruitment
Trends in E-recruitment
Findings of a SA survey with 144 students (average age of 18
years), and 60% female and 40% male:
Digital platforms are the choice for communication (Facebook
and BBM)
Email continues to lose its effectiveness as a communication
vehicle with this generation.
Google is losing search market share to Facebook (50% of
Gen Y chooses to use Facebook as a search engine over
Google)
Trends in E-recruitment
MXit is used less than one hour a day
Facebook gets used up to five hours per day
The Gen Y prefer
The internet over magazines
Their cell phone over the internet and
Tertiary education over their cell phone.
87% uses a HRIS
51% use technology in recruitment
75% use e-recruitment
94% of the global 500 use corporate websites and
online applications
Trends in E-recruitment
E-recruitment in SA
Social Networks – Urban African Youth (1992 & 2000)
0 10 20 30 40 50 60 70
None
Other
Civic
Trade Union
Students
Stokvel
Political
Youth
Sports
Church
2000
1992
E-recruitment in SA Social Networks – Urban African Youth (1992 & 2000)
Implications
SA African Youth – increasingly disassociated from social organisations
According to Stats SA (2005) only 10% of the age group 15-30 use networks to find a job
The Internet is growing - 7 in 10 job seekers use it to search for jobs (Career
Junction leads this space, followed by Careers24)
Social media platforms were measured for the first time this year and results
indicated that 17% of respondents have used it to look for a job
80% of job applicants say they don’t mind applying for jobs online, while two
thirds prefer responding to job ads by means of email – a significant increase
from 50% in 2009
E-recruitment in SA
Nearly three quarters of respondents (3100) have loaded their CV’s onto a
database with the hope of being contacted for an interview, of which more than
half have been approached by prospective employers.
1.6 million job seekers on Career Junction (Feb 2011)
Recruitment pages in newspapers are still the most popular resource (82%) -
The Sunday Times Careers supplement continuing to dominate (The Skills
Portal, June 2011)
E-recruitment in SA
Online job seekers and on-line advertisers - SA
0 5 10 15 20 25 30 35
Finance
Retail
Telecomms
Manufacturing
Public Sector
Engineering
Education
IT
Sales
Admin
On Line employers
Online job Seekers
Career Junction – 27 Feb 2011
Reducing costs
Automated processes – thus increase hiring speed
(turnaround time)
Widen the selection pool – Greater geographical reach
Brand-building (enhanced corporate image)
E-recruitment drivers
Standardisation – comparison of CV’s
Streamline administration
Speaks to younger generations
Better co-ordination
E-recruitment drivers
Access to vacancies 24/7
Reaches a global audience
Cost effective way to build a talent bank
Can handle high volumes
Provide more tailored information to the post and organisation
Ease of use for candidates
Applications are instantaneous.
E-recruitment advantages
Limit the applicant audience
Cause applications overload or inappropriate applications
Limit the attraction of certain groups
Can be seen as discriminatory
Is impersonal
Can ‘Turn-off’ candidates
Limited information and not user-friendly
E-recruitment disadvantages
Recruitment for the different generations
GenerationTraditionalists (1922-1945)
Baby Boomers (1946-1964)
Gen X(1965-1980)
Gen Y(1980+)
Attitudes &Values
Loyalty, Dedication, Sacrifice, Honour, Compliance & hard work
Personal Growth, Youthfulness, Equality, Ambition, Collaboration
Independence, Pragmatism, Results, Flexibility & Adaptability
Confidence, Optimism, Social Awareness, Innovation, Diversity, Technology
Goals To build a legacy To put their stamp on things
To be independent in all areas
To find work & create a meaningful life
Recruitment for the different generations
GenerationTraditionalists (1922-1945)
Baby Boomers (1946-1964)
Gen X(1965-1980)
Gen Y(1980+)
Recruitment Expectations
Recruitment to be formal and traditional. Employer-driven negotiations
Company to have a reputation/ stability
In-person, relationship building recruitment
Balanced negotiations
Company to have strong leaders and a growth strategy
On-site tours, meetings with potential colleagues
Open, employee driven negotiations
Company to have career opportunities, learning and development options
Review of the company’s reputation
Valued employee-driven negotiations
Company to be socially responsible, diverse and creative
500 million users (1 in every 13 people on the planet)
250 million people interact with Facebook from outside the official website on a monthly
basis, across 2 million websites
200 million users connect via their cell phones to Facebook
The 35+ demographic is growing rapidly, now with over 30% of the entire
Facebook user base.
The core 18-24 year old segment is now growing the fastest at 74% year on year
Social networking – X & Y generation
102 million registered members
68% are over 35
Over 150 industries represented
Social networking – X & Y generation
RPO – or Recruitment Process Outsourcing:
The outsourcing of part, or all of its recruitment
activities to a service provider
Resource process outsourcing
Benefits
RPO reduces recruitment costs - companies can save on agency
fees, advertising fees, employee referral fees, travel expenses, etc.
RPO can help the HR team to focus on their core activities.
RPO is both time-saving and effective because the full scope of
recruiting tasks is taken care of by an external dedicated agency
Resource process outsourcing
South African labour marketRisk Management (facts – Feb 2011)
6-20% = criminal records
18% = some financial record
18% = False Grade 12 qualifications
26% = False academic qualifications
16% = unverified driver's licences
Pre-employment screening
Other tools
Financial background checks
ID verification
Driver's licence verification
Factors impacting recruitment
External
Labour market conditions
Government policy and legislation
Trade unions
Scarcity of skills and the brain drain
Factors impacting recruitment
Internal
Business/Corporate Strategy
Organisational recruitment policy
Recruitment criteria
Costs
Sources
3 possible scenarios
1. Labour demand exceeds supply
2. Labour supply exceeds demand
3. Labour demand equals supply
SA supply & demand (CJI) 2011
Recruitment versus selection
Recruitment
The process of searching for the candidates and
stimulate them to apply
The purpose is to create a talent pool of candidates
Recruitment is a positive process
Recruitment versus selection
Selection
This is about screening and to find the most suitable
persons for vacant posts
The purpose is to choose the right candidate
Selection is a negative process
Process to identify job scope and competencies
Job analysis and role profiling determine the following:
Job content
Standards/outputs
Minimum requirements
Competencies required
Changes Internal and external
Job Profiling Job Description
Job
Job Grading
InitiateRecruitment
Job Analysis
Job analysis process example
SkillsAnalytical
English verbal and written communicationProblem-solving
Negotiation
Behaviours / AttributesDecisiveness
Handling stressPersistence
Flexibility
KnowledgeGAAP
Labour LawBudgeting process
Accounting principles and tax regime
Advertising the job – AIDA principle
A= Attention I = Interest D= Desire A= Action
The recruitment process
MANPOWER PROVISIONING - A “Good Practice” Model
Manpower Provisioning
Needs Identification
RetentionJob
AnalysisApprovals
& BudgetingRECRUITMENT
• Job Analysis• Job Spec• Man Specification
s
• Per position•• Job Grading
Approval•Requisition• Source of supply (Internal/External)• Advertise•Pre-Selection and Shortlisting• Selection and Decision• Job Offer• Appointment
• Annually• Reviewed Monthly
The recruitment process
Identify vacancy
Prepare job description and person specification
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
Conducting interview and decision-making
Pre-selection
Telephone screening
Paper screening
Short listing
Questioning technique
Behaviour-based interviewing
KPA Outputs/Objectives Standards/Measures Activities
Competencies
Behaviour-based questions
Behaviour-based questions
Use the following approach:
Position your question in a specific situation or task
Ask the applicant what actions he or she took (what
was done and how?)
What results were achieved (effect of action) S
T
A
R
Useful questions
Rapport-building questions
Open-ended questions
Non-Question questions
Use ‘soft’ words
SMME Recruitment challenges
Absence of a professional HR resource
SMME’s are used as a stepping stone
The manager/owner fulfils a more diverse role that their
corporate counterparts
Recruitment is often informal, unstructured and reactive
SMME’s need to compete for skills in a competitive
environment
Internal vs. external recruitment
Advantages internal recruitment Disadvantages:
Motivating for performance Promotion opportunities Assessment of potential Inspires morale and loyalty
Inbreeding/no innovation Politics, infighting Need a strong management and
leadership development
Advantages external recruitment Disadvantages
New insights and ideas Existing hierarchy remains intact Diversity New energy
Loss of time – to adjust Current staff do not apply “Fit” is sometimes an issue Costs
Assessments in recruitment
SA Legislation (Section 8 of the EE Act)
Any psychometric assessments must be valid, reliable and fair
towards all employees and people
Assessments must be validated for all cultures, situations and
groups in SA
Most tests are controlled by the Health Professions Council of
SA (HPCSA)
All test administrators must be registered as a psycho-
technician, psychometrist or psychologist.
Assessments in recruitment
Typical assessment tools:
Cognitive Assessments Aptitude Assessments Personality Tests Interest Questionnaires
Questions and Answers
Fasset
www.fasset.org.za
Call Centre - 086 101 001