Recruitment, Selection and Induction

1. Recruitment, Selection and Induction

2. Overview • Other activities under acquisition function • Definition, importance, nature and scope • Recruitment and Selection Policy • Errors in recruitment • Model of recruitment & selection • Costs of recruitment and selection • Selection-method, test, procedures, • Interview process

3. Acquisition Function • Acquisition includes four more activities • Apart from job analysis and HRP. The following are the remaining: • Recruitment • Selection • Induction and • Placement

4. Definition • the influx of new organism members into a population due to reproduction or immigration • Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits

5. Is this a complete def. • Recruitment is the process of attracting interest and applications for a vacant position in Council's organisational structure. This process involves identifying the requirements to perform the duties of a position and advertising the position in a manner to attract suitable applicants.

6. What is selection? • The Selection function is the process of choosing the best person for the vacant position. This process includes the shortlisting of applicants for interview, developing questions for the interview, interviewing of applicants and selecting who should be offered the position based on merit.

7. Importance of Recruitment • According to Everhart and Young's (1981), recruitment is "defined as the addition of new members to the aggregate under consideration". Essentially, recruitment is a description of how many fish are entering a given population. It is usually used to describe the number of fish that exist in the non-migratory juvenile population or the number of young fish that will eventually enter the migratory population and return to successfully spawn

8. Recruitment Policy • It is a document stating the guidelines of practice. The aim is that the Recruitment and Selection Policy and Procedures are endorsed by Top Management. • For Ex. The recruitment and selection process is based on merit, expressed in terms of the essential and desirable criteria established, and is in line with the policy of equal employment opportunity. These procedures cover all positions • In sum, policy covers all activities of recruitment

9. Recruitment Ad • Draft the job advertisement which shall include: • a brief description of the duties; • the essential and desirable criteria; • any special conditions required of the position; • salary range for the position; • a contact person to obtain further information about the position and a copy of the information package containing: • i) employment application form; • ii) job description; • iii) job specification; • iv) general information about Council. • v) where the application should be forwarded and the closing date for receipt of applications. • f) mention that a pre-employment medical may be a component of the selection process.

10. Errors of Recruitment • Type A error – Recruiting A wrong • Type B error – missing out right person

11. Determine Vacancies Derived from organizational objectives and HRP Consider Sources Government agencies, Institutional agencies Private agencies, Press Advertisements Job Portals, Placement Consulting Prepare & Publish Information Advertisement The Organization The Job, Qualification & Exp, Reward & Oppor Conditions, Method of application Application form Personal details, Education & Qual, Proff.Qual, Emp_recod, Health, Conduct Additional, Referee Notifying Applicants

12. Model of Recruitment and selection • Recruitment objectives • Bring job seekers to apply for jobs • Strategy development • People develop and transform strategies • Selection objectives • Right person for the right job • Interview process • Of selection

13. Identify costs of Recruitment & Selection

14. Selection • It is a process of offering jobs to one or more applicants form the applications. It means mating between job requirements with the candidates qualifications i.e.. The best fit. • There are pseudo selection systems • Phrenology • Physiognomy • Graphology

15. Method of Selection • 1) application bank • 2) selection tests • D) Interviews • Selection tests are • Achievement tests • Aptitude tests • Interest tests • Personality tests • Intelligence tests • Essay type tests • Objective tests

16. Modern Tests • Thomas’ profiling • Meyers Brigs Type Indicator (MBTI) • 16 pf • Big Five • MMPI • Honesty/Integrity • Graphology • Service Orientation • IT Job Fitness • Golman’s Emotional Intelligence test • Kaizer’s Temperament • Holland’s Career Typology

17. Selection procedure • Define effective work performance • Consider & determine performance gap • Define selection requirements & criteria • Consider and choose appropriate selection methods • Plan & implement chosen methods • Reliability – consistency of scores (split half, alpha) • Validate chosen methods (criterion-related, content validity) • Utility – economic gains from the test • Modify selection methods

18. Commonly used Selection Methods/Tests • Education records • Academic achievement • Interview • CV ratings • Reference checks • Personality & interest tests • Panel interview • Structured interview

19. Tests • Aptitude and ability tests • Assessment centre • Intelligence tests • Work sample tests • Comprehensive test batteries

20. Critical attributes • They are assessment criteria that help in the decision making process of selection of candidates. Ex: comm. Abilities, initiative, proactivity, candor, aggressiveness etc. • How to write a critical attribute? • Based on competencies (any quality or characteristic of a person which underpins successful performance)

21. Three competencies • Distinguishing : stars • Threshold : quality minimum requirements of effective performance • Functional : basic requirements to perform job

22. What critical attributes do you suggest for sales executive

23. Interview • It is a powerful technique of achieving accurate information getting access to material not available otherwise • There are four types of interview • Preliminary interview • Stress interview • Depth interview • Patterned interview

24. Kipling’s • Six honest serving men (open ended) • How • What when • Where • Who • Why • Closed ended • Do you • Did you • Can you • Will you • Could you • Would you • Should you

25. Points to be remembered • Put the candidate at ease • Don’t show disapproval • Avoid leading questions • Put realistic questions • Avoid hallow effect • Make short notes • Avoid candidate waiting too long • Be aware of one’s prejudices • Do not corner the candidate • Give due weightage to exp. Edu • Probe so that real assessment can be made

26. Interview Process • Venue • Candidate Expectations • Interview’s Needs • It’s a triangular structure • What is the bottom-line • Can s/he does the job – competence • Can s/he willing to do the job – motivation • Can s/he fit in the org. -match

27. Interview Funnel Start with an open ended question Listen Narrow down to specific area Listen How did the person go about it Listen Find out motivations Listen Achievements Listen Summaries and seek agreement Start with a new area

28. Interview Structure • Order of topics /assessment/insight into people • Opening • Current and previous roles • Aspirations/awareness • Education and upbringing • Circumstances and interests • Closing

29. If you were the candidate, these are Just for you • Most employers decide whether or not to hire you in the first five minutes • Interviewers may test you if they suspect you’re exaggerating or lying in your CV • The stranger the question the more important it is that you give a fresh inventive answer • Researching the company counts for more than anything on your CV • The wrong answer can win you the job • Watch out for traps • 55 % of decision to hire or not is based on non-verbal cues • Even if the interview seems to be unimpressed, don’t be dissuaded – you may be doing better than you imagine. • The questions that you ask are as revealing as those you answer • A follow up call can make all the difference

30. Emotional Intelligence Quotient (EIQ) • 20% of success is predicted by IQ tests. Rest 80% by the emotional IQ • No matter what their IQ is, EIQ separates stars from the average performers • It is characterized by • Self awareness • Mood management • Self-motivation • Impulse control • People skills

31. What lessons learnt?