RECRUITMENT AND

SELECTION
 MANPOWER PLANNING
 Forecasting Demand
 Forecasting Supply

• Gaps/ Glut Problem

 SCM in HRP
 Flexible Supplies

• Workforce
• Work Schedules
• Outsourcing
• Multiple Skills
 HRP: Supply - Demand Analysis

 Buffer (t) = Demand (t) – Supply (t)

 Buffer (t) = Undergoing Training + Bench
 Demand (t) = f1(growth, productivity,
technology)
 Supply (t) = f2(educational instt. supply,
peer cos., referrals, trained manpower,
attrition, leaves, absenteeism, promotions)
 HRP: Cost - Benefit analysis

 Replacement Costs = Attraction/ selection costs+ Initial

Training + Bench cost + Lower initial productivity costs
– Burnout/ Low morale Costs.
 Retention Costs = Career growth (Investment in
education, training, rotation costs )+ Net Salary Costs.
 Attrition Costs = Total strength* Attrition rate *Net
Replacement costs + Cost of Permanent loss of Human
capital.
 Net Replacement costs = Replacement Costs -
Retention Costs
 Delta P R& S Costs
Costs/Productivity

Initial trg. &

bench cost

Salary
Replacement costs

Tenure
Retention costs

Delta P
 RECRUITMENT
 Job Description and Job Specifications
 Attraction Strategies

• Compensation
• Work Itself
• Employer Branding (Great Places to Work)
 Realistic Job Preview
 ACCENTURE SURVEY
“Presented below in the order of importance are the expectations of
candidates with regards to prospective employers:

~ Compensation/ salary (82 percent)

~ Interesting and challenging work (77 percent)
~ The opportunity to gain global experience (63 percent)
~ Prestigious company name (59 percent)
~ Formal training (55 percent)
~ Flexible work hours (54 percent)
~ The company's reputation as an employer (52 percent)
~ Social atmosphere (50 percent)
~ Benefits such as health insurance (42 percent)
~ The supervisor who will mentor and coach (35 percent)
~ Opportunity to travel (34 percent)”

Source : http://www.rediff.com/getahead/2008/jun/03grad.htm
 RECRUITMENT
 Sources

• Internal and External

• Internet
• Recruitment Consultants
• Campus
• Non Traditional
 Source Evaluation
INTERNAL VS EXTERNAL
 Internal vs External Decision- Fit with the
Context.
 ILM
• Entry Level Hiring
• Succession Planning
• Promotions
• Transfers
• Expatriation
 ELM
• Entry level and Lateral Hiring
TALE OF TWO MARKETS
 Internal Labor Markets
• Advancement: Tournaments
• Organizational Commitment
• Cradle to Grave Contract
• Career Development: Organizational Responsibility
 External or Open Labor Market
• Advancement: Job Hopping
• Career or Professional Commitment
• Boundary less Careers
• Career Development: Individual Responsibility
 SELECTION
 Information Asymmetry
 Signaling and Screening
 Selection Criteria
• Hiring for Attitude or Skill
• Competencies
• Threshold
• Differentiating
• Fit with the Context
 Selection Decision Makers
 Attraction- Selection- Attrition Framework (Schneider, 1975,
95)

Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
Schneider, B., Goldstein, H.W. & Smith, D.B. (1995). The ASA Framework: An Update. Personnel Psychology, 48, 747-779.
 SELECTION
 Methods (Aptitude & Achievement Tests)
• Probations & Internship
• Interviews
• Ability Tests
• Personality Tests
• Assessment Centers
• Combining Methods
 Reliability
and Validity
 Biases and Errors
INDUCTION
 Psychological Contract
 Orientation

• Anticipatory Phase
• Encounter Phase
• Settling Phase
 Mentoring