Recruitment

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Recruitment Staffing

• By
• Dr H Sankaran ., M.A.,B.G.L.,DLAL.,Ph.D.,
• Professor VIT Business School
• E-mail harisankaran2004_at_yahoo.co.in

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HR Processes An Employee Life Cycle
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Recruitment Introduction

• Applies to the process of attracting potential
  employees 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 of
  activities and organization uses to attract job
  candidates possessing appropriate characteristics
  to help the organization reach its objectives.
• Byars Rue Rec Involves seeking attracting
  a pool of people from which qualified candidates
  for job vacancies can be chosen

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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 achieve
  organizational
• 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 and
  present 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 of
  employees 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
  going by 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
  causing failure in recruitment
• Fixing conducive venue for the interview to
  create best first impression
• Giving correct idea about compensation and
  benefits

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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, educational qualifications,
  experience etc
• written examination for screening purpose as a
  matter of elimination process to know and
  measure the candidates position on knowledge ,
  aptitude , reasoning and English language
• Preliminary interview observational / personal
  appraisal method probing details
• Group discussion A method to bring applicants
  around a conference table 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

• Followed by
• Pre employment Medical examination
• Final decision by the Line managers
• Issue of Offer Letters
• Placement
• Orientation / Induction / Socialization of new
  employee
• Integrating the personal skills / goals with the
  organizational requirement / goals

• Informal interview
• Formal interview
• Planned Interview
• Patterned interview
• Non-directive interview
• Depth interview
• Stress interview
• Group interview
• Panel interview

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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 run of an enterprise enabling
  management to adopt suitable strategies
• 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 in
  business
• Helps to give an overall corporate picture at the
  corporate level for identification of surplus /
  shortage of personnel

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• HR planning process
• Manpower forecasts
• On the basis of corporate goals and manpower
  analysis forecasting of manpower (ie) Kind of
  people needed for conduct of business in the
  given period
• Manpower Inventory
• Making an Inventory of present manpower resources
  and finding out the extent to which these
  manpower's are employed optimally.
• Manpower Management
• Planning scientific requirement , selection ,
  training , development , utilization ,
  motivation , compensation , etc to ensure that
  future manpower needs and development manpower
  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, reduced
  turnover / 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 capable of yielding rich
  dividends
• Human resource program to achieve the twin aims
  of productivity and satisfaction
• Human Resource System with 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 to perform 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 internal supply 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 ensure that 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
  112 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 higher level 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 questionnaire or 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 consider several factors in
  combination to forecast human resource needs for
  each set of circumstances - for eg, one scenario
  might assume environmental conditions in the next
  three years to include a recession, the
  entrance of a new competitor in to a companys
  major market, and technological advances
  requiring some modifications in the production.
  Using this method, forecasts could be made for
  meeting human resource needs of each set of
  circumstances as portrayed in the separate
  scenarios this is useful in making mid - to
  long range forecasts of Human resource needs

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Computer Simulation

• This is one of the most sophisticated methods of
  forecasting human resource needs A computer is
  a mathematical representation of major
  organizational processes, policies and human
  resource movement thru organization computer
  simulations are useful in forecasting for human
  resources by pinpointing any combination of
  organizational and environmental variables.

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Process flowchart depicting forecast on
manpower planning
Corporate objectives
Existing
Potential
Manpower Estimate
Retirement Redundant plans
Recruitment Plans
Promotion Success Plan
Pay productivity Plans
Training Plans
Periodic reviews
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Recruitment as an important stage thru for
reaching the destination of Human Excellence in
an Organization
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Thank You.