recruitment staffing

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    HR ProcessesAn Employee Life Cycle

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    RecruitmentIntroduction

    Applies to the process of attracting potentialemployees to the organization or company

    Continues with the selection and cases with

    placement of the candidates Manpower planning to make it possible to

    acquire the number & type of people

    necessary to ensure the continued operation

    of the organization

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    Recruitment - Definition

    William F Glueck Recruitment acts set ofactivities and organization uses to attract jobcandidates possessing appropriate

    characteristics to help the organization reachits objectives.

    Byars & Rue Rec Involves seeking &attracting a pool of people from which

    qualified candidates for job vacancies can bechosen

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    Factors Governing Recruitment

    External Forces

    Supply & demand

    UnemploymentRate

    Labour Market

    Political

    Social

    Sons of soil

    Image

    Recruitment

    Internal Forces

    Recruitment policy

    HRP

    Size of the firm

    Cost

    Business Plans

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    Pre-requisites of a sound Recruitment

    Policy

    Conformity with its general policies

    Should be flexible enough to meet the changing needs of an

    organization. be designed so as to ensure employment

    opportunities on long term basis to achieveorganizational

    match the qualities of employees Highlight the meeting of established job analysis

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    Principle elements governing Recruitment

    Policy

    Identification of recruitment needs

    Preferred sources of recruitment

    Cost of recruitment and selection

    Criteria of selection techniques

    Role , if any , assigned to the Union in the

    formulation and implementation of Rec and

    selection policies

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    Sources of recruitment

    Internal Present , Permanent

    employees

    Present Temp/ Casual

    Retrenched / Retired Dependents of diseased ,

    disabled , retired andpresent employees

    External

    Educational & Training

    Institutes

    Pvt employment

    agencies / consultants

    Public employment

    exchanges ,

    Professional

    Associations Data banks

    Trade Unions

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    Recruitment practices in India

    Internal sources Badli lists Central pool of candidates from which

    vacancies are filled

    Casual laborers

    Private / Public employment Exchange Labour Contractors

    Candidates introduced by friends & relatives ofemployees employee referrals

    Sons of the soil

    Retd and present employees

    Specified communities and categories

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    Factors involved in recruitment

    Sourcing

    from prestigious Management Institute &thru reputed placement agencies

    All India Advertisement / Campus interview

    Traditional & orthodox organization meticulously goingby rules Recruitment rules framed with an attitude of

    rigidity Time factor playing a vital role tapping the right

    persons at the right time

    Fixing the Interview and test in short notice causingfailure in recruitment

    Fixing conducive venue for the interview to create bestfirst impression

    Giving correct idea about compensation and benefits

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    Recruitment & Selection Process Flow chart

    Manpower Planning

    Job Description and person specification

    Sourcing Strategy

    Internal External

    Receive Applications

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    Essentials of selection Procedures

    Some one should have the authority to select

    There must be some standard of personnel with

    which a prospective employee may be compared

    There must be sufficient number of applicants

    from whom the number of employees may be

    selected

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    Steps in selection procedure Job Analysis selecting the right candidate after finalizing the job

    analysis, job description, job specification , etc Process of searching for prospective employees and stimulating them to

    apply for jobs in the organization.

    Application bank details of age, sex, Height and Weight, educationalqualifications, experience etc

    written examination for screening purpose as a matter of elimination

    processto know and measure the candidates position on knowledge ,aptitude , reasoning and English language

    Preliminary interview observational / personal appraisal methodprobing details

    Group discussion A method to bring applicants around a conferencetable to discuss either a case study or a subject matter

    Test Psychological tests and performance tests

    Intelligence tests , Aptitude tests , Interest tests, Personality tests ,

    Achievement tests / Trade tests

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    Interviews

    Informal interview

    Formal interview

    Planned Interview

    Patterned interview

    Non-directive interview

    Depth interview

    Stress interview Group interview

    Panel interview

    Followed by

    1. Pre employment

    Medical examination

    2. Final decision by the

    Line managers

    3. Issue of Offer Letters

    4. Placement

    5. Orientation / Induction /

    Socialization of new

    employee

    6. Integrating the personal

    skills / goals with the

    organizational

    requirement / goals

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    Manpower planning / Staffing

    Concept of Manpower planning Process by which Management determines how the

    management should move from its current manpower to its

    desired manpower utilization

    Described as formal planning in emphasizing the following

    ..

    Establishment and recognition of future job requirements

    Scanning the organization thru systematic manpower

    audit

    Assured supplies of qualified participants

    Development of available manpower

    Effective utilization of current and prospective workforce

    members

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    Need and importance of Manpower planning

    Helps to avoid sudden disruption of the production runof an enterprise enabling management to adopt suitablestrategies

    To prepare for fresh demands in terms of numbers ,skills and occupation to meet increasing demand due to

    updated technology and expansion / growth To cope with changing job requirement due to

    technological change & growing complexity inbusiness

    Helps to give an overall corporate picture at thecorporate level for identification of surplus / shortageof personnel

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    HR planning process

    Manpower forecasts

    On the basis of corporate goals and manpower analysisforecasting of manpower (ie) Kind of people needed forconduct of business in the given period

    Manpower Inventory

    Making an Inventory of present manpower resources andfinding out the extent to which these manpower's areemployed optimally.

    Manpower Management

    Planning scientific requirement , selection , training ,

    development , utilization , motivation , compensation , etc toensure that future manpower needs and developmentmanpower plans for implementation

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    Quality of personnel Knowledgeable workers need meaningful and

    challenging jobs Job itself can be the best motivators for

    productivity

    Job itself can satisfy higher level wants of workers

    Well designed jobs can attract talents, reducedturnover / Attrition rates , absenteeism , discharge, resignations etc

    Vacancies may be filled by promoting from within

    and partly recruiting from outside

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    System approach to Human Resource Management(4 inter related factors) Human resource approach people constitute a form of capital

    and act as one of essential assets Personnel climate personnel environment conducive for

    development of Human Capital as long term investment capableof yielding rich dividends

    Human resource program to achieve the twin aims of

    productivity and satisfaction Human Resource Systemwith relevant inputs , processing and

    outputs

    Five separate sub-systems are

    Employment

    Development

    Utilization

    Compensation

    Maintenance

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    Process of Manpower process

    Anticipating manpower needs

    Planning for job requirements & description

    Analyzing of skills to determine the nature of

    manpower

    Selecting adequate source of records

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    Steps involved in

    Manpower planning process

    Step1 :job Analysis / job design - Mgt must

    define what work to be performed , how tasks to

    be carried out and allocated into manageable

    work units (jobs) Step 2 :job description & job specification

    refers to incumbent where a job specification with

    regard to qualification and experience needed toperform a job

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    Step 3 : forecasting procedures: Corporate planner has to forecast the number of people needed

    for a particular job can be done by forecasting the internalsupply and external supply of the people who can perform the job

    Step 4 : Internal Supply of Manpower Six methods can be used to forecast the future human resource

    needs viz : Planning for the statusquo

    Thumb rules

    Unit forecasting

    The Delphi Method Scenarios

    Computer Simulation

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    Planning for the status quo

    Planning involves steps to replace any

    employees who are either promoted or who

    leave the firm. An example is Management

    succession planning which seeks to ensurethat there is at least one qualified manager to

    replace any higher level manager in the

    organization

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    Thumb rules

    This is on the basis of firms beliefs with regard to

    forecasting Human resource needs for ex, one

    firm believes that a ratio of one production

    supervisor for every 12 producers (Workmen) in

    optimal . This firm maintains this 1:12 ratio because

    it has proved successful in the past. Another thumb

    rule is based on past experience that one person

    can produce 2000 units of output per day and

    accordingly 5 employees needed for 10,000 units as

    a matter of forecast

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    Unit forecasting

    This refers to the estimate of supervisors and

    managers with regard to forecasting Human

    resource needs for the next year unit wise

    this approach called as Bottom up approach to forecasting as the

    judgment are made by lower level

    management and added together at a higherlevel of the organization.

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    The Delphi Method

    This method relies on Expert opinion in

    making long range forecasts this involves

    obtaining independent judgments from a

    panel of experts usually thru a questionnaireor interview schedule on certain issue

    affecting the nature and magnitude of

    demand for an organizations products and

    services

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    Scenario

    These are all descriptive scenes allowing planners to considerseveral factors in combination to forecast human resource needsfor each set of circumstances - for eg, one scenario mightassume environmental conditions in the next three years toinclude a recession, the entrance of a new competitor in to a

    companys major market, and technological advances requiringsome modifications in the production. Using this method,forecasts could be made for meeting human resource needs ofeach set of circumstances as portrayed in the separate scenarios

    this is useful in making mid - to long range forecasts of Humanresource needs

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    Computer Simulation

    This is one of the most sophisticatedmethods of forecasting human resourceneeds A computer is a mathematicalrepresentation of major organizational

    processes, policies and human resourcemovement thru organization computersimulations are useful in forecasting forhuman resources by pinpointing anycombination of organizational andenvironmental variables.

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    Demand for Manpower

    Market Demand Assess Manpower Supply Labour Market

    Corporate

    objectives

    ExistingPotential

    Manpower Estimate

    Recruitment

    Plans

    Training PlansPromotion

    Success Plan

    Pay productivity

    Plans

    Retirement

    Redundant plans

    Periodic reviews

    Process flowchart depicting forecast on manpower planning

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    Recruitment as an important

    stage thru for reaching the

    destination of HumanExcellence in an Organization