Recruitment and selection

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Presentation Transcript

Slide 1: 

Week 9 5.6.2010 – 11.6.2010 Recruitment and Selection

Slide 2: 

Recruitment& Selection Wisdom ‘They do psychometric testing. I got in before all that mumbo-jumbo.’ ‘HR directors are largely dissatisfied with the quality of their employees … they would re-hire less than 60% of current employees.’ ‘Testing is a human interaction, and if you take this element away you’ll soon lose the real customers: the candidates themselves.’

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Recruitment Definition Is the process of generating a pool of capable people to apply for employment to an organization.

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Recruitment Definition It has been explained as an activity directed to obtain appropriate human resources whose qualifications and skills match functions of the relevant posts in the Organization

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Recruitment Definition Is the of attracting a number of suitable applicants

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Selection Definition Is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements

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Selection Definition The process of assessing who will be successful on the job. The communication of information to assist job candidates in their decision to accept an offer.

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Selection Definition Choosing the best candidate for the vacancy

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Is Recruitment Getting Harder Lack of experience Lack of technical skills Inability to meet £ expectations Shortage of high quality applicants

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Recruitment& Selection To obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company

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HR Manpower Planning Job Analysis Recruitment& Selection + = Recruitment& Selection Formula

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Factors Affecting Recruitment Internal Factors Recruitment policy in organization. HR planning strategy in organization. Size of the organization& No. Employees Cost involved in recruiting employee Growth and expansion plan in organization External Factors: Supply& demand of specific skill in the labor market . 2. Political and legal factors. 3. The job seeker Image perception of the Company.

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Recruitment& Quality Concept Effective Efficient Fair Maintaining Cv’s good name, treating all applicants fairly and honestly Using most cost effective advertising and recruitment sources and methods for right quality Producing enough candidates and distinguishing accurately between the suitable and the unsuitable

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Recruitment& Quality Concept The right people In the right numbers With the right knowledge, skills & experience In the right place At the right cost At the right time

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Recruitment& Strategic Management Linked to corporate strategy Integrated with other HR strategies Front-loaded investment Represent all stakeholder interests Continuous improvement Strategic job analysis Incorporate core values Reliable, valid selection methods Job previews

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Recruitment& Strategic Management Corporate Long term, big decisions, e.g. focus on innovation, cost reduction, etc) Structural decentralization - Operating procedures Recruitment and Selection Strategy:The plan the organization will implement to accomplish the recruitment and selection objectives. The sales managers should consider the scope and timing of recruitment and selection.

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Recruitment& Manpower Planning Workforce planning workforce plan involves deciding how many and what types of workers are required establishes what vacancies exist and managers then need to draw up a job description and job specification for each post.

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Recruitment& Manpower Planning Supply v demand e.g. labour market Future skills – align to business strategy Development potential Attrition Permanent v short term

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Recruitment& Manpower Planning Goals& Plans Of Organization Current HR Situation HR Forecast Implementation Program Audit& Adjust

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Recruitment& Strategic Management Strategies for Reducing an Expected Labor Surplus Option Speed Extent of Human Suffering 1. Downsizing 2. Pay reductions 3. Demotions 4. Transfers 5. Work sharing 6. Hiring freeze 7. Natural attrition 8. Early retirement 9. Retraining Fast Fast Fast Fast Fast Slow Slow Slow Slow High High High Moderate Moderate Low Low Low Low

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Recruitment& Strategic Management Strategies for Reducing an Expected Labor Shortage Option Speed Extent of Human Suffering 1. Overtime 2. Temporary employees 3. Outsourcing 4. Retrained transfers 5. Turnover reductions 6. New external hires 7. Technological innovation Fast Fast Fast Slow Slow Slow Slow High High High High Moderate Low Low

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Recruitment& Selection Sources Internal This include person already in the payroll Of an organization. Whenever there is a vacancy Somebody within the organization fills in or Upgraded. External These sources lie outside The organization

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Internal Recruitment Cheaper and quicker to recruit People already familiar with business and how it operates Provides opportunities for promotion with in business Creates another vacancy which needs to be filled May cause resentment amongst candidates not appointed No new ideas can be introduced from outside Limits number of potential applicants Business already knows strengths and weaknesses of candidates Advantage Disadvantage

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External Recruitment Outside people bring in new ideas Larger pool of workers from which to find best candidate People have a wider range of experience Selection process may not be effective enough to reveal best candidate More expensive process due to advertisements and interviews required Longer process Advantage Disadvantage

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Recruitment& Selection Method Direct Indirect Third party Method Private recruitment agencies, Friends etc…. Advertising in the Newspaper, TV, Website Recruiters visit university and technical school

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Recruitment& Selection Method Walk-ins Employee referrals Websites Educational associations Advertising E-recruitment Professional associations Word-of-mouth Professional agencies

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Recruitment& Selection Method Factors Cost Time taken to recruit and select Labour market focus Mobility of labour Legislation

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Recruitment& Selection Process Job analysis Job and person specifications Recruitment Methods Short listing Selection interviewing Final selection Recruitment Information Bank

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Recruitment Method Objective Inform audience of potential candidates about opportunity Provide enough information to both inform and interest possible applicants Help “screen” or dissuade unsuitable applicants Obtain most number of suitably qualified applicants for post advertised Note – recruitment adverts can be published internally and externally

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Placing a Job Advertisement Notice boards Newspapers and magazines Staff magazines & newsletters Internet recruitment websites Direct contacts (e.g. with employees in a competitor business Employment agencies and “Head- hunters Job centers Email Internal Recruitment External Recruitment

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Role of a Recruitment Agency A recruitment agency works to provide a link between the employer and employee: Potential employees register with the agency and provide personal details Employers approach the agency for shortlists of potential candidates Recruitment agencies charge a fee for the service: Main fee is to the employer Usually a percentage of the employees wages and salary in the first 6-12 months Often an expensive option Some agencies specialise in particular employment areas: E.g. nursing, financial services, teacher recruitment

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Factors to Consider When Advertising a Job Type of job Cost of advertising Readership and circulation How many relevant people does the medium reach? National newspapers and television cost significantly more than local newspapers etc Senior management jobs merit adverts in the national newspapers and/or specialist magazines Many semi-skilled jobs need only be advertised locally to attract sufficient good quality candidates Frequency How often does the business want to advertise the post?

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What Makes a Good Job Advertisement? Accurate Short Honest does not make claims about the job or the business that will later prove false to applicants not too long-winded; covers just the important ground describes the job and its requirements accurately Positive gives the potential applicant a positive feel about joining the business Relevant provides details that prospective applicants need to know at the application stage (e.g. is shift-working required; are there any qualifications required)

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Contents of a Job Advertisement Details of the business/organization Outline details of the job Conditions Experience / qualifications required Rewards Application process (name, brand, location, type of business) (how should applicants apply, how to; deadlines) (financial and non-financial; the financial rewards may be grouped together under a total valued "package2 (e.g. minimum qualifications, amount of experience) (special factors affecting the job) (title, main duties)

Slide 35: 

Contents of a job application form Personal details Name, address, date of birth, nationality Educational history Suitability and reasons for applying for job Including examination results A chance for applicants to ‘sell themselves Names of employers, position held, main achievements, remuneration package, reasons for leaving Names of referees Previous employment history See website

Slide 36: 

Using a Job Application Form Rather than a CV Business can tailor questions and format to exact need An application form forces candidates to answer same questions and provide information in a consistent format CV’s often come in many different formats, with key information either missing or presented in different ways More likely to get up-to-date information from the applicant Encourages the applicant to consider the specific needs of the employer – e.g. respond to questions relevant to the employer

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Reasons for Rejecting Candidates at Application Form Stage May not meet standards set out in job specification Wrong qualifications Insufficient experience May not have completed application form to a satisfactory standard Liar

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Curriculum Vitae your marketing tool – often the first impression an employer gets so it has to be good and positive! an organized summary of personal details, education, skills and experience, ideally targeted to the specific position or company a chance to highlight your strengths and demonstrate your suitability for the job/vacancy

Slide 39: 

Candidates Pool Its library or system is designed by classified applications form or resumes based On multi factors is determined from Human Resources Management to facilitate application Handling, storage select resume fit with job

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Candidates Pool Element Resume\ Application No& Code. Filling& Folder Classification Age Name Address Email Result Occupation Telephone Marital Status Education Level

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Selecting Candidate Compare the applications with the key criteria in the job persons specification Sorting the applications in three categories: POSSIBLE, MARGINAL AND UNSUITABLE. Draw up an interview programmed Scrutinizing the possible again to draw up a short list for interview Invite the candidates to interview Review the remaining possible and marginal and decides if any are to be hold in reserve.

Slide 42: 

Recruitment Interview Interview is a crucial part of the recruitment process Chance for an employer to meet applicant face to face Recruitment interviewing is a hard skill – often it is done very poorly!

Slide 43: 

Recruitment Interview Can obtain much more information on: What person is like Whether they are suitable for job Whether they will fit into the business Interview is also an important for the candidate Obtain information about job Assess the working culture of a possible new employer

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Information Be Aware a Recruitment Interview Natural enthusiasm or manner of applicant See how applicant reacts under pressure Queries or extra details missing from CV or application form Whether job or business is right for them Conversational ability- often known as people skills Information that cannot be obtained on paper from a CV or application form What is culture of company like What are exact details of job that may be omitted from job description By Candidate By Employer

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Why Recruitment Interview exchange sufficient & necessary information to decide suitability social and ritual aspects. Audition. Group/power vetting communicate relevant information about job/organisation - objective & subjective importance of not over-selling candidate asserts abilities & presents experience satisfy candidate - give fair opportunity seduce candidate to become an organisational member

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Recruitment Interview Strategy Frank and friendly Problem-solving - “imaging yourself in the job...what would you do if...? Behavioral event - critical experiences - what, why, how, options, plans, outcomes Simulate stress. Put on the spot? Validity? Spurious appeal? Strengths and weaknesses of unstructured/structured?, individual interviews?, sequential interviews?, panel interviews?

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Recruitment Interview Process – GASP Greeting Parting Acquiring Information Supplying Information

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Recruitment Interview Process – Greeting Move towards genuine welcome, positive regard Put at ease, build and maintain rapport Calm, neutral, with no interruptions seating voice, eye contact, warmth and body posture Preparation and “contract of interest and expectation Opening conversation CHANGING GEAR - Moving smoothly into main substance of the interview

Slide 49: 

Recruitment Interview Process – Acquiring Information Objectivity vs. personal preference, stereotyping & early judgment Not adversarial. Halo, horns effects Listen more - talk less. Ratio % interviewer/interviewee interpersonal relations - the candidate as a person with others Taking notes (on application form or interview plan) Question strategy (preparation), Structured conversation, open-ended questions, probe and link , direct, leading, trick and taboo questions Non-verbal signals and skills. Emphasize biography and experience, explanation and analysis Let interview flow but control it: - use space/time Cover key points (interview plan) Summaries periodically and conclude Recent and significant past jobs/projects Education, training, learning and development Personal and domestic topics - relevance/irrelevant

Slide 50: 

Recruitment Interview Process – Supplying Information cutting it short (horns/halo, premature judgment) equal opportunity to all candidates Communicating a decision hints to attractive candidates (in a competitive situation) intra-organizational bargaining the decision in writing subject to references intimation of success/rejection (verbal and non-verbal)? beware misunderstandings over contractual terms. No promises. giving career advice to rejected candidates?

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Recruitment Interview Process – Techniques TYPES OF QUESTION: a) Closed questions b) Open question c) probing question d) Play-back question e) Hypothetical question f) Behavioural event question g) Capability questions h) Continuity question

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Selection Tests Basic interview can be unreliable as applicants can perform well at interview but not have qualities or skills needed for job Selection tests increase chances of choosing best applicant and so minimize high costs of recruiting wrong people WHY

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Selection Tests Format Aptitude tests Intelligence tests Personality tests Physical Ability Test Work Sample Cognitive Ability test

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Jordanian Recruitment& Selection Procedure

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Jordanian Recruitment& Selection Procedure

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Non- Jordanian Recruitment& Selection Procedure

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Non- Jordanian Recruitment& Selection Procedure

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Evaluation Recruitment& Selection Process costs/methods/effort involved by stage DROP-OUT “quality” of short-list per post service indicators & client satisfaction/dissatisfaction in-house process vs. out-sourcing and agencies quality of Equal Opps provision job criteria vs. criteria used in action (actor behaviour) added PR value - image projected SURVIVAL: number retained after 6 months recommendations for improvement? candidate feedback on selection methods & experience? equal opportunities observers? selector “self-evaluation”? relevance, reliability, validity and utility of selection methods/tests? recommendations for improvement?

Slide 59: 

Home Work Establish Recruitment policy and procedure

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