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RECRUITMENT & SELECTION (Full Details) |
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RECRUITMENT & SELECTION (Full Details)
v Definition Of Recruitment: Finding and Attracting Applications
v “Recruitment is the Process of finding and attracting capable applicants for employment. The Process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of application from which new employees are selected.” v Increase the pool of job candidates at minimum cost v Help increase success rate of selection process by reducing number of under-qualified or over-qualified applications. v Reduce the probability that job applicants once selected would leave shortly v Meet legal and social obligations v Identify and prepare potential job applicants v Evaluate effectiveness of various recruitment techniques and sources for job applicants. v v ·Demand and Supply (Specific S****s) v ·Unemployment Rate (Area-wise) v ·Labor Market Conditions v ·Political and Legal Environment (Reservations, Labor laws) v ·Image v Internal Factors v ·Recruitment Policy (Internal Hiring or External Hiring?) v ·Human Resource Planning (Planning of resources required) v ·Size of the Organization (Bigger the size lesser the recruitment problems) v ·Cost v ·Growth and Expansion Plans v ·Number of contacts v ·Types of contacts v Recruitment Strategy Development v ·Make or Buy Employees v ·Technological Sophistication v ·Where to look v ·How to look v Internal Recruitment (Source 1) v ·Present employees v ·Employee referrals v ·Transfers & Promotions v ·Former Employees v ·Previous Applicants v ·Evaluation of Internal Recruitment v External Recruitment (Source 2) v ·Professionals or Trade Associations v ·Advertisements v ·Employment Exchanges v ·Campus Recruitment v ·Walk-ins Interviews v ·Consultants v ·Contractors v ·Displaced Persons v ·Radio & Television v ·Acquisitions & Mergers v ·Competitors v ·Evaluation of External Recruitment v Searching v ·Source activation v ·Selling v ·Screening of Applications v Evaluation and Cost Control v ·Salary Cost v ·Management & Professional Time spent v ·Advertisement Cost v ·Producing Supporting literature v ·Recruitment Overheads and Expenses v ·Cost of Overtime and Outsourcing v ·Consultant’s fees v Evaluation of Recruitment Process v ·Return rate of applications sent out v ·Suitable Candidates for selection v ·Retention and Performance of selected candidates v ·Recruitment Cost v ·Time lapsed data v ·Image projection |
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ü SELECTION: -
ü Selection Tests: Jobseekers who past the preliminary interviews are called for tests. There are various types of tests conducted depending upon the jobs and the company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an individual can perform tasks related to the job. Besides this there are some other tests also like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc. ü Employment Interview: The next step in selection is employment interview. Here interview is a formal and in-depth conversation between applicant’s acceptability. It is considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there can be Structured and Unstructured interviews, Behavioral Interviews, Stress Interviews. ü Reference & Background Checks: Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks can be through formal letters, telephone conversations. However it is merely a formality and selections decisions are seldom affected by it. ü Selection Decision: After obtaining all the information, the most critical step is the selection decision is to be made. The final decision has to be made out of applicants who have passed preliminary interviews, tests, final interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee. ü Physical Examination: After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination. ü Job Offer: The next step in selection process is job offer to those applicants who have crossed all the previous hurdles. It is made by way of letter of appointment. ü Contract of Employment: After the job offer is made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. Here is a need to prepare a formal contract of employment, containing written contractual terms of employment etc. ü Detailed job descriptions and job specifications prepared in advance and endorsed by personnel and line management ü Trained the selectors ü Determine aids to be used for selection process ü Check competence of recruitment consultants before retention ü Involve line managers at all stages ü Attempt to validate the procedure ü Help the appointed candidate to succeed by training and management development ü Fairness: Barriers of fairness includes discrimination against religion, region, race or gender etc. ü Validity: A test that has been validated can differentiate between the employees who can perform well and those who will not. However it does not predict the job success accurately. ü Reliability: A reliable test may fail to predict job performance with precision. ü Pressure: Pressure brought on selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidate are also barriers to selection. |
#3
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Hi
Thanks for sharing. Rgds |