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Recruitment: Dean-HR SIES College of Management Studies, Nerul
Recruitment: Dean-HR SIES College of Management Studies, Nerul
RECRUITMENT
A process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for efficient workforce.
The process searching for prospective employees and stimulating them to apply for jobs in the organization.
- Edwin B. Flippo
RECRUITMENT
OBJECTIVES OF RECRUITMENT
To attract people with multi-dimensional skills and experience that suit the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization.
RECRUITMENT
Internal Factors
Companys Pay Package Quality of Worklife Organizational Culture Career Planning and Growth Companys Size Companys Products/Services Geographical Spread of the Companys Operations Companys Growth Rate Role of Trade Unions Cost of Recruitment Companys Name and Fame
External Factors
Socio-economic Factors Supply and Demand Factors Employment Rate Labor Market Conditions Political, Legal and Governmental Factors like reservations for SC/ST/BC and sons-of-soil. Information System like Employment Exchanges/Telerecruitment like Internet.
RECRUITMENT
SOURCES OF RECRUITMENT
Sources of Recruitment
Internal Sources
Present permanent employees Present temporary/casual employees Retrenched or retired employees Dependents of deceased, disabled, retired and present employees
External Sources
Campus Recruitment Private Employment / Agencies / Consultants Public Employment Exchanges Professional Associations Data Banks Casual Applicants Similar Organizations Trade Unions Poaching E-Recruitment
RECRUITMENT
SOURCES OF RECRUITMENT
Why do Organizations Prefer Internal Source?
Internal recruitment can be used as a technique of motivation. Morale of the employees can be improved.
Suitability of the internal candidates can be judged better than the external candidates as known devils are better than unknown angels.
Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced. Employees psychological needs can be met by providing an opportunity for advancement. Employees economic needs for promotion, higher income can be satisfied.
RECRUITMENT
SOURCES OF RECRUITMENT
Why do Organizations Prefer External Source?
The suitable candidates with skill, knowledge, talent etc., are generally available. Candidates can be selected without any pre-conceived notion or reservations. Cost of employees can be minimized because employees selected from this source are generally placed in minimum pay scale. Expertise, excellence and experience in other organizations can be easily brought into the organization. Human resources mix can be balanced with different background, experience, skill etc. Latest knowledge, skill, innovative or creative talent can also be flowed into the organization. Existing will also broadens their personality. Long-run benefit to the organization in the sense that qualitative human resources can be brought.
RECRUITMENT
RECRUITMENT TECHNIQUES
Recruitment Techniques
For internal candidates: Promotions Transfers For external candidates: Present Employees Scouting Advertising
RECRUITMENT
RECRUITMENT TECHNIQUES
Modern Sources and Techniques of Recruitment
Walk-In
Consult-In Head-hunting Body Shopping
Business Alliances
Tele-Recruitment Poaching E-Recruitment
RECRUITMENT
THE PROBES
STARTER PROBES: To build a rapport with the candidate, give the interviewer immediate control of the interview, and probe what the interviewer believes is the major issue in the candidates background JOB FIT PROBES: Probes the candidates educational background, work experience, career expectations, preferences on national and international mobility, and the expected compensation package SUCCESS FACTOR PROBES: Looks at the candidates ability to be successful at his or her job. Executive maturity, ability to lead and manage people, excecutional excellence, and knowledge of the business are probed FATAL FLAW PROCESS: If a candidate exhibits certain traits lack of drive, a penchant for playing office politics, losing cool under pressure, promoting self-interest, and low integrity these automatically disqualify him
Aggression
Innovation High achievement
RECRUITMENT
A SPORTY ATTITUDE: HANDS-ON: Employees should have a passion for the fitness business and reflect the companys aspirations As Reebok has only 29 employees, the ability to get ones hands dirty is crucial
INFORMAL: Employees must have an ability to cope with informality, a flat organization, and absence of hierarchies
EMPOWERED: Employees must be able to take decisions independently and perform consistently with their clearly-defined roles
SELECTION
The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and requirements or not.
The selection procedure cannot be effective until and unless: 1. 2. 3. Requirements of the job to be filled have been clearly specified (Job analysis, etc.) Employee specifications (physical, mental, social, behavioral, etc.) have been clearly specified. Candidates for screening have been attached
SELECTION
SELECTION PROCEDURE
1 Job Analysis 2 Recruitment
3 Application Form
4 Written Examination
5 Preliminary Interview
6 Business Games
7 Tests
8 Final Interview
9 Medical Examination
10 Reference Checks
12 Employment
SELECTION
INTERVIEW PROCESS
a Preparation for the Interview
Appropriate type of interview The areas to be tested Type and number of interviews Review the information
Open the interview Get complete and accurate information Record observations and impressions Guide the interview Check the success of the interview
c d
SELECTION
What work experience has been the most valuable to you and why?
What are your team player qualities? Give examples Describe a situation were you had a conflict with another individual, and how you dealt with it. Tell me about your expectations from your future employer?
SELECTION
Date
Internet Campus
Position Parameter
Functional Ability / Computer Skills Work Exp. Value Addition Mental Acumen General Knowledge 0
No Data
Test Score
1
Deficient
2
Average
3
Capable
4
Strong
5
Exceptional
Assertiveness / Initiative
Leadership Capability Team Work & Adaptability
Maturity
Personal Impact / Communication Potential
Overall Rating
SELECTION
Recommendation Allocation
Call Centers
0%
75%
Staggered Hours
Hire
Turndown Date
Assign the individual to specific job after further counseling and assignment
4. Discuss job content with employee and give him a copy of job description (if available)
5. Explain departmental training programmes and salary increase practices, and procedures 6. Discuss where the employee lives and transportation facilities. 7. Explain working conditions
a) Hours of work
b) Use of employee entrance and exit c) Lunch hours d) Coffee breaks e) Personal telephone calls and mail f) Overtime policy and requirements g) Pay days and procedure for being paid h) Lockers i) Other Safety habits and security regulations
9. Introduce new staff member to manager (s) and other supervisors (special attention should be paid to the person to whom the new employee will be assigned. 10. Release employee to immediate supervisor who will: a) Introduce new staff member to fellow workers b) Familiarize the employee with his work lace c) Begin on the job training.
Exposes new managers to all kinds of businesses Prevents inductees from being over-specialized Makes a recruit productive to the company quickly Familiarizes new entrants with corporate culture Imparts training on the job rather than theoretically
DEMERITS
Throws trainees into the thick of action too soon Mistakes made by raw recruits can damage company Allows no time to gauge individual strength and weaknesses Daunts people who prefer structured work environment Small periods spent in each job can create wrong perceptions
Corporate Banking
Customer Banking
Simulation exercises
Duration: 6 weeks
Our philosophy is very simple if you get the best people in the industry to fit into your culture and you motivate them properly, then youre going to be an industry leader. John Chamber CEO, Cisco Systems
INTRODUCTION
The Case:
The case examines various changes brought about by global networking major. Cisco, in its recruitment policies in the mid-1990s
Background of Cisco: Cisco was founded in 1984 by a group of computer scientists at Stanford, who designed an operating software called IOS (Internet Operating System) In 1985, the company started a customer support site from where customers could download software over FTP and also upgrade the downloaded software. It provided technical support to its customers through emails
INTRODUCTION
Introduction to the case:
In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people every three months during the year, the company still had hundreds of openings. Cisco hired more than 1,000 employees every quarter around 10 percent of the total jobs generated through Internet in the Silicon Valley. The management realized that they had to adopt innovative recruitment measures to get the best people and remain the leader in the Internet era. Foremost among these was the first of its kind online recruitment called the Friends program In 2001, the company recruited around 40-50% of its employees through Make a friend @ Cisco online program and other such initiatives
Friends is designed to put some grace into the hiring process.. Cisco recruiters have also began to target passive job seekers, who were content and successful in their existing jobs. - Michael McNeal, Director, Corporate Employment
RECRUITMENT AT CISCO
Ciscos Vision Statement:
Attracting, growing and retaining great talent is critical to sustaining Ciscos competitive advantage.
Cisco sources revealed that the company had a policy of attracting the top 10-15 percent people in the networking industry. It believed that if it could get the best people in the industry and retain them, it would remain the industry leader Ciscos recruiting team identified the candidates whom they felt that the company should hire, and then figured out ways those potential candidates did their job hunting and designed hiring processes to attract them to the company.
The top 10 percent are not typically found in the first round of layoffs from other companies, and they usually arent cruising through the want ads.
- Barbara Beck, Vice President, Human Resources
RECRUITMENT AT CISCO
Since the most sought after employees were not accessible, Cisco deviced a strategy to lure them.
As part of its strategy to attract the best talent, Cisco changed the way it used wanted advertisements in newspapers. Instead of listing specific job openings, the company featured its Internet address in its ads and invited prospective candidates to apply.
The company learned to attract happily employed people through focus groups. For example, it was found that most professionals like to watch movies in their free time, websites on corporate cartoon Dilbert were extremely popular and most professionals hated job hunting.
Cisco linked its website to the Dilbert web page, which registered around 2.5 million hits per day, mainly from engineers and Internet-savvy managers.
RECRUITMENT AT CISCO
The focus groups exercise made Cisco realize that a candidate would approach the company if he had been informed by a friend about better opportunities at Cisco.
Cisco also reached out to potential applicants through a variety of routes which were unusual in recruiting. It began frequenting art fairs, beer festivals and certain annual events in which people from Silicon Valley participated. These places proved to be very fruitful hunting venues as they attracted young achievers from various successful infotech companies.
Cisco recruiters mingled with the crowd, collected business cards from prospective candidates and spoke to them informally about their careers. The Cisco employees then called the prospects to inform them in their own words about life at the company.
By 1999, about one third of new recruitments were made through the Friends program, Cisco launched a tool called Profiler on the employment page of its website to accelerate and standardize online resume submission.
RECRUITMENT AT CISCO
To avoid applicants from being caught by their current employers while using Profiler, Cisco designed each screen with an escape button that opened web page about gift suggestions for coworkers.
To speed up the hiring process, Cisco hired in-house headhunters to identify qualified candidates for managers.
Cisco also encouraged internal referrals for recruitment through a program called Amazing People. This system allowed Cisco employees to refer their friends, acquaintances for positions in Cisco. Employees were given bonus if the company hired the person they referred.
Every new recruit was assigned a buddy who clarified all doubts and answered questions about Cisco and work in general.
Cisco, which was hiring approximately 8,000 people a year, received 81 percent of the resumes were from the web.
Eventually, 66 percent of the new recruits were the candidates who had sent their resumes through the Cisco website.
It was also reported that about 45 percent of the companys new recruits came from the Amazing People program.
The recruitment costs in this direct mode was around 40 percent below the industry average.
By 2002, referrals and the friends program accounted for 50-60 percent of new employees. Most importantly, the retention rate at the company had also increased.
According to the company sources on average Cisco employees accessed the corporate e-HR site 16 times a day for information about job cuts.
Analysts claimed that Ciscos innovative and aggressive recruiting initiatives were to a large extent responsible for the companys expansion at 40 percent every year and recruiting 250 employees every week despite the global dot-cum slump.
Industry observers felt that other players should also change their recruitment policies to keep up with Ciscos power-staffing recruitment.