Talentship Approaches to Recruitment &

Selection

@ Buddhadip
 Definition

Byars L. & Rue L. (Human Resource Management 2010)

 Recruitment involves seeking & attracting a pool of people from which

qualified candidates for job vacancies can be chosen

 Selection 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.
 Recruitment - Creating Psychological Contract

 Recruitment is vital to the formation of a positive psychological contract,

which provides the basis of organizational commitment and motivation.

 Progressive HR practices are crucial to a positive psychological

contract – this includes attention to effective recruitment and selection
practices. “Relate; don’t just recruit.”

Adobe
Employer Branding and Recruitment
 Before you work on anything else, ensure your employer brand is clearly
established and properly reflective of your company.

Create target audience profiles: The component to undertake is

segmenting your target candidates.  

 Learn about each of these target groups – what their motivations are and
what they are looking for. Then, build unique profiles for them.
 Employer Branding

Content marketing

With your target audience profiles, you now have a foundation to build on.
You want to take that knowledge and infuse it into your content, which could
include print collaterals, job descriptions, social content, website pages,
employee interviews and creative ads (need some inspiration?). Regardless
of the medium, the foundational pieces should remain consistent themes
throughout.
Instagram Story Telling Recruitment…
 Creating LinkedIn Company Page

• LinkedIn is probably the first social media platform everyone thinks of when
they’re thinking about social recruiting, and for good reason.
• A full 93 percent of companies use LinkedIn for recruiting.
Optimize your LinkedIn Company Page for Search:

LinkedIn uses the text you write when you create your account to help people find
you, and Google uses text from LinkedIn pages to decide where they’ll show in
search results.

1. Write a brief main message

LinkedIn will only show the first 200 characters of your description above “See
More,” and when your company page shows up in search, Google only shows the
first 154 characters. Focus on what you want your message to be, and get it down to
154 characters.

2. Fill out your description

Be sure to use the remaining 1,846 characters LinkedIn gives you for the description.
All of this is searchable text for Google, so you’ll want to include keywords people
would use to find your company in search, and you may need to balance it out with
social media marketing needs - not just recruiting.
 Create Custom Images for More Social Engagement

• Did you know that just having images on LinkedIn makes your company page 14x
more likely to be viewed? On social media in general, content with images is 650%
more likely to be viewed.
• Furthermore, when text is paired with a relevant image, people are about 8 times
more likely to remember the message.
 Get Employees to Help Share Your Culture

• The people who form your company are in the best place to share
company culture authentically on social media.
Walt Disney once noted: “I only hope that we don’t lose sight of one thing – that it was
all started by a mouse”. (Disney Dreamer, 1998). By combining Imagineering with
engineering Disney’s company reaches unparalleled success with the creation of the
first full length animated movie. Disneyland uses collective imagination to bring
characters to life. Walt called them “Animatronics”. (Magical Kingdoms, July 2008)

www.disneydreamer.com/walt/quotes.htm
 The CEO came down from his office to walk through every department,
shaking hands with employees.
 Matt Asay COO Canonical about

I spent much of yesterday down at Apple, and while it's no secret that I'm an Apple fan,
even I was surprised by how enlightening the experience was. Apple is not Apple
because of its technology. Apple is Apple because of the fervor with which its
employees believe in the corporate mission. That fervor was evident in abundance as I
ate in the cafeteria, as I walked the halls, and even in the lobby. Every employee
carries an iPhone.

Every employee has a MacBook /Pro. And every employee seems ecstatic to be doing
so. You get the same corporate feeling at Red Hat. Ditto for Microsoft. Extreme ditto for
Google. People believe in these employers. Oracle has the same general feeling.
These companies are winners. They are winners because, first and foremost, their
employees fundamentally believe in their products and the companies' mission. You
can't buy that allegiance. You earn it.

Apple's campus is a fortress. The people within believe that they are doing The
Right Thing, and that they will win…passion for one's company is arguably a
prerequisite for any company that wants to dominate its market. Walking the halls of
Apple yesterday, it has that in spades.
Strategically Projected Individual Leadership In Employer Branding

Cardiac surgeon Dr. Devi Shetty is on a mission to build 5,000-bed "health cities"
across India, has contained costs by tweaking processes, driving hard bargains and
negotiating creative partnership deals, but faces challenges in replicating that model
on a bigger scale. Shetty wants to make quality health care accessible and affordable
using economies of scale, or the cost advantages businesses obtain due to
expansion. "Even today only 8% of the world's population can afford heart operations.
In India, around 2.5 million people require heart surgeries every year but all of the
country's doctors put together perform only 80,000 to 90,000 surgeries a year. We
clearly need to relook and change the way things are being done."
At his Narayana Hrudayalaya Institute of Cardiac Sciences in Bangalore, the 56-
year-old Shetty is doing just that. Patients at his hospital get cardiac care at a cost
lower than any other hospital in the country and at a fraction of what it would cost
elsewhere in the world, a feat accomplished through what Shetty refers to as
"process innovation.“

Shetty came to the conclusion that the health care industry needs more process
innovation than product innovation. The industry "does not need a magic pill or the
fastest scanner or a new procedure," he states, but instead requires
improvements that lower the cost of medical attention and make it more widely
available. Shetty's premise of economies of scale is not radical; in fact, the doctor
describes his way as "the Walmart approach." What sets him apart, however, is
that he has successfully adapted the method to a field as complex and costly as
cardiac care.
Recruitment strategies that create
Difference…
 Best Corporate Careers Website: Deloitte

Deloitte has long been a leader in both recruiting and retention, and now it
has broken new ground by building a global careers website designed from
the ground up to focus on the candidate experience. Unlike most corporate
sites, which are dull and serve as nothing more than "front-ends" to
applicant tracking systems, the Deloitte solution uses cutting-edge
marketing approaches and the latest technology to serve candidates
consistently around the world.
 Deloitte: http://serendis.com.au/career-returners-program.php

THE CAREER RETURNERS programme:

In 2016, Deloitte along with Serendis Leadership Consulting facilitated the first cross-
industry return to work initiative for women who have had a career break and are
ready to engage with a corporate role. Eligible candidates who have a minimum of 8-
10 years of quality corporate experience and are looking to return after 2+ years out
of the corporate sector (some candidates have had up to a 10-year break)

Candidates who are keen to reengage in a meaningful career in a flexible way.

Flexible working has come a long way in the last few years, many potential
candidates have found the attitudes and openness of the organizations we work with
to be fresh and surprising on this front.
 Best College Recruiting Program: Whirlpool

Whirlpool has redesigned its university recruiting program to ensure

a consistent pipeline of mid-level management talent through the
Whirlpool Leadership Development Program.
 Most Strategic Use of Recruiting Technology: Hewlett-Packard

Hewlett-Packard has been a pioneer in the adoption of a truly global

HR strategy and in using technology in order to transform HR for
more than 20 years. In its latest move, HP has integrated all
recruitment technologies via the @HP portal to support a global HR
self-service model.
Recruitment Methods
doppelganger
 Selection: Choosing the Talent

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

 Survey 2013

When it comes to companies making a wrong choice in hiring an employee, India

figures among the top-four countries worldwide and the cost of one single bad

recruitment could be over Rs 20 lakh, says a survey. 

The chances of companies taking a bad hiring decision is highest in Russia, followed

by Brazil, China and India at the top-four positions, while the US is at the fifth. As per

the study conducted by global human resource consultancy, CareerBuilder, 88 per

cent companies in Russia said they were affected by bad hiring last year, followed

by 87 per cent in Brazil and China and 84 per cent in India.

economictimes.indiatimes.com/jobs/one-bad-hiring-costs-indian-companies-over-rs-20-lakh-survey/article show/
 Survey 2013

The percentage of such companies in the US was much lower at 66 per cent. 
The study further said that three in every ten Indian companies (29 per cent)
reported that a single bad hire -- someone who turned out not to be a good fit for the
job or did not perform well -- cost the company more than Rs 20 lakh (USD 37,150)
on an average. 

As per the global study, hiring the wrong person can have serious implications for
companies and more than half of employers in each of the ten largest world
economies said a bad hire has negatively impacted their business. This was in terms
of a significant loss in revenue or productivity or challenges with employee morale
and client relations. 

economictimes.indiatimes.com/jobs/one-bad-hiring-costs-indian-companies-over-rs-20-lakh-survey/article show/
 Survey 2013

"When you add up missed sales opportunities, strained client and employee
relations, potential legal issues and resources to hire and  train candidates, the cost
can be considerable," said CareerBuilder CEO Matt Ferguson. "Employers are
taking longer to extend offers post-recession as they assess whether a
candidate really is the best fit for the job and their company culture," he
added. According to the survey, BRIC countries were the most likely to report being
affected by a bad hire last year.  In terms of loss of productivity due to a bad hire,
China was at the top (57 per cent), followed by Russia (45 per cent) and India (42 per
cent) in the top three.

China was on top in terms of negative impact of bad hiring on client relations, as
well as for adverse impact on sales, while India was at second place on both these
metrics. Brazil saw the worst impact on recruitment and training costs because of bad
hiring. It was followed by the US, India, China and Russia in this regard.

economictimes.indiatimes.com/jobs/one-bad-hiring-costs-indian-companies-over-rs-20-lakh-survey/article show/
 Selection Issues

Underlying the process of selection and the choice of techniques are

two key principles:

Individual differences: Attracting a wide choice of applicants will be

of little use unless there is a way of measuring how people differ, i.e.
intelligence, attitudes, social skills, psychological and physical
characteristics, experience etc.

Prediction: A recognition of the way in which people differ must be

extended to a prediction of performance in the workplace.
 Selection Issues

 Reliability refers to the extent to which a selection technique achieves

consistency in what it is measuring over repeated use.

 Validity refers to the extent to which a selection technique actually

measures what it sets out to measure.
 Selection and Competency

 A key role for HR is to align performance within roles with the strategy, so
selecting for the ‘right’ people for a role depends on how it is defined in terms
relating to performance to achieve the strategy.

 Criterion-related behaviours or standards of performance are referred to

as competencies.

 Competencies can be used to provide the behaviours needed at work to

achieve the business strategy, and enable organizations to form a model of the
kinds of employee it wishes to attract through recruitment.

 Competing among STARS to decide on competencies that would be focussed

in recruitment marketing.
• D – CONCEPTUAL: (Ability to visualize the invisible, think at abstract levels and use
the thinking to plan future business)
• D – 1: DECISIVENESS: Competency of Decisiveness is defined as the set of
human attributes required to generate solutions
Sr. No. DECISIVENESS Max. Marks Allotted
Observed Evidence Marks
Behavioral Indicators
1 Is able to see cost, quality and delivery
implications 20

2 Has clear idea of the goals

15
3 Has clear idea of acceptable deviations
20

4 Knows importance of timing of a decision

20

5 Knows importance and problems of not

making a decision 15

6 Communicates decision or options in clear

and precise words 10

Remarks

Assessor & Date:

ASSESSMENT CENTER
 Assessment Centers

An assessment/development center is a process designed to identify an individual’s

strengths, weaknesses, and potential in a current or future role.
The assessment process is characterized by:
– Multiple participants rated by multiple assessors on several varied exercises
– Many of these exercises are designed to assess competencies
– Data integration: a structured evaluation of the participant in which assessors
present objective evidence and reach a consensus decision
The outcome of an assessment/development center are:
– Written reports detailing a participant’s competencies as they relate to job
requirements
– One-to-one sessions examining the reports
 Assessment centre activities

1. Introduction of participants and candidates (Socializing)

2. Employer presentation
3. Group exercise for Behavioural Coding
4. Psychometric testing
5. Participant presentation / leaderless group activity
6. In-tray exercise/ Simulation Exercise (Survival Together)
7. Interviews, ½ hour, skills-based
Basic Tests used in Selection
 Types of Test

 Tests of Cognitive Abilities – WAIS

 Test of Motor and Physical Abilities - The Crawford Small Parts

Dexterity Test (speed of finger, hand and arm movement)

 Personality Tests

 Interest Test (Strong Campbell Interest Inventory)

 Tests of Cognitive Abilities
Wechsler Adult Intelligence Scale (WAIS)

 The Wechsler Adult Intelligence Scale (WAIS): Designed to measure

intelligence in adults and older adolescents.
 The WAIS-III, a subsequent revision of the WAIS and the WAIS-R, was
released in 1997.
 It provided scores for Verbal IQ, Performance IQ and Full Scale IQ, along
with four secondary indices (Verbal Comprehension, Working Memory,
Perceptual Organization, and Processing Speed)
 Personality Tests

 The Minnesota Multiphasic Personality Inventory (MMPI) is one of the

most frequently used (Gold Standard) personality tests in mental health.
The test is used by trained professionals to assist in identifying personality
structure and psychopathology.

 The original authors of the MMPI were Starke R. Hathaway, PhD, and J. C.
McKinley, MD. The MMPI is copyrighted by the University of Minnesota.
 Psychometric Profiling

 Thomas International’s DISC Personal Profiling Analysis DISC is a behavioural

questionnaire which provides an insight into how people behave at work.  DISC is
administered via online questionnaire and can be used for recruitment, self-
development and team development. 

 BarOn EQ-I The BarOn EQ-i measures emotional intelligence across 15 dimensions.
It is administered via online questionnaire and is best used as part of a leadership
development programme or coaching. 

 Belbin Team Roles Analysis The Belbin Team Roles Analysis provides feedback on
which of the 9 Belbin team roles people tend to adopt. It is administered via online
questionnaire and is best used as part of a team development workshop. 
 Projective Tests

• Projection means an unconscious process whereby an individual ascribes

thoughts feelings motives to other persons of objects or situations from his
or her experience.

• Rorschach Ink Blot test

MAPS: Make a Picture Story
 Assessment Center Leaderless Group

• You and your group have found yourselves in a perilous situation and you need to

plan your way out based on a few items provided.

• Your task is to work out between yourselves and plan the steps.

• The assessors will normally watch from the edge of the room, with each assessor

focusing on a specific candidate. They will play no part in the exercise and you will

normally forget they are there.

• The assessor will look for ‘Group Think’ symptoms.

• The exercise will usually last 15 to 20 minutes.

 The Big Five Personality Test

This five-factor model of personality represents five core traits that interact to

form human personality. While researchers often disagree about the exact labels
for each dimension, the following are described most commonly:

 Extraversion
 Agreeableness
 Conscientiousness
 Neuroticism
 Openness
OCEAN TEST
Sl. No. Statements Rating

1 = Never True; 2 = Seldom True; 3 = Usually True; 4 = Almost Always True

1. I have a rich vocabulary.

2. I am always prepared

3. I am the life of the party.

4. I am relaxed most of the time

5. I am interested in people.

6. I am not interested in abstractions.

7. I am exacting in my work.

8. I don't like to draw attention to myself.

9. I sympathize with others’ feelings.

10. I get stressed out easily.

11. I have excellent ideas

12. I often forget to put things back in their proper place.

13. I feel comfortable around people.

14. I am not interested in other people’s problems.

15. I am easily disturbed

 SCORING

O C E A N
1. 2. 3. 5. 4.

6. 7. 8. 9. 10.

11. 12. 13. 14. 15.

TOTAL:
 In-tray exercise: Example

 It’s Friday afternoon and you’re clearing your desk, as you’re about to
start your holiday on Saturday. You still need to pack.

 There are some items in your in-tray for you to clear before you go.
Decide:

A: What needs your immediate attention?

B: What can be postponed until you return?

C: What can you delegate to someone else?

 Your in-tray

1. Minutes of a recent management team meeting circulated for your

information.

2. A mail shot from a regular supplier, asking you to act within 5 days to
qualify for a huge discount.

3. Phone message from the MD’s secretary. He needs to deliver a speech at

an important function tonight and wants to clarify some figures.

4. Message from the marketing department – have you had a chance to look
at her proposals for your product. Arrange meeting to discuss strategy?

5. The report of the latest customer survey you’ve been waiting for with
anticipation.
 AT&T Management Progress Study
Assessment Techniques

 Interview

 In-basket exercise

 Business game

 Leaderless group discussion(assigned role)

 Projective tests (TAT)

 Paper and pencil tests (cognitive and personality)

 Personal history questionnaire

 Autobiographical sketch
 Written reports/ratings after each exercise or test

 Multiple observers for business game

 Specialization of assessors by technique

 Peer ratings and rankings after group exercises

 Extensive consideration of each candidate

 Presentation and discussion of all data

 Independent ratings on each of the 25 characteristics

 Discussion, with opportunity for rating adjustments

 Rating profile of average scores

 Two overall ratings: would and/or should make middle management

within 10 years
 Michigan Bell Personnel Assessment Program

 First industrial application: Select 1st-line supervisors from craft population

 Staffed by internal company managers, not psychologists

 Extensive training

 Removed motivational and personality tests (kept cognitive)

 Behavioral simulations played even larger role

 Dimensions based upon job analysis

 Focus upon behavior predicting behavior

 Standardized rating and consensus process

 Model spread rapidly throughout the Bell System

 Interviewing

What is a Behavioral Interview?

A behavioral interview is a structured interview that is used

I. to collect information about past behavior. Because past performance is a

predictor of future behavior, a

II. to uncover your past performance by asking open-ended questions.

III. critical to success in the position for which you are interviewing. The
interview will be conducted face-to-face whenever possible.
 Using the STAR Technique

 What was the Situation in which you were involved?

 What was the Task you needed to accomplish?

 What Action(s) did you take?

 What Results did you achieve?

 Preference-based interview 

The preference-based interview technique helps you identify what

you want from a career.
 What do you see yourself doing in ten years?

 Describe the kind of company you would like to work for.

 Which industries most appeal to you?

 Where would you like to live?

 Why are you exploring other career options?

 Who had the most significant impact on your life?

 Describe some past mentors.

 Sample Behavioral Interview Questions
I. Tell me about a time when you were on a team, and one of the members wasn’t doing his
or her share.
II. Tell me about a time when you felt a need to update your skills or knowledge in order to
keep up with the changes in technology. How did you approach that?
III. Describe a time when a customer got angry with you. How did you react? How did you
resolve the situation?
IV. Please give me an example of a time when you took the initiative to improve a specific work
process.
V. Give me an example of a time when you surpassed a customer’s expectations.
VI. Tell me about a time when a customer requested special treatment that was out of the
scope of normal procedures. What was the situation and how did you handle it?
VII. Describe a time when you had to use logic and good judgment to solve a problem.
VIII. Tell me about a time when you had to cope with a stressful situation.
IX. Give me an example of a time when you had to make a split second decision.
 Structured & Unstructured Interviews
 A structured interview is when the interviewer has a series of questions written
down on a piece of paper, and the process involves asking those questions
verbatim and then noting the answers given. A structured interview allows the
company to find out exactly what it needs to help quickly determine if a candidate
should move on to the next level of the interview process. A structured interview
also takes the pressure off of the interviewer as he will know exactly what to ask
next.

 An unstructured interview is one where there may be a script to get the process
started, but once the interview gets going the interviewer will start to follow her
own points of interest and stop following any script. Some managers use
unstructured interviews in a business setting. An unstructured interview helps in
examining an issue that may not have been outlined in a resume or application
but is still relevant to the job.
Poor Selection Interview: Reasons
 E-assessment

On-line testing, or e-assessment, is also used for selection and other HR

purposes.

Benefits:

Online testing enables organizations to test at any time and anywhere in

the world.

It enables the quick processing of applicants.

Drawback:

Loss of control over the administration of the tests – anyone can be called
on to help
 Computing Quality Level of New Hires

Quality of Hire = PR + HP + HR
N
PR = Average Performance review rating of new hires

HP= Percentage of New Hires reaching satisfactory productivity levels

within the
timeframe

HR= Percentage of New Hires retained after one year

N = Number of Indicators
PR= 8.5 average review on a 10.0 scale= 85%

HP= 85 out of 100 employees hired 12 months back meet satisfactory

productivity standards i.e. 85%

HR= 10% turnover i.e. 90% HR

N= 3

Quality of Hire= 85+85+90 = 86.66%

3

A higher score means a better higher quality.

Selection process case example…
 To cope with the growing expectations of business and in order to give the
organization a competitive edge to the business, we in LG have streamlined the
whole system by integrating the HR fundamentals with Information Technology and
have adopted some practices unique to LG.

For example, LG has a On Line Recruitment Management System. Under this

prospective candidates visit website and can directly register their CV for any position
listed on the site. Similarly all consultants are also required to post their CV through
this site. As a result duplication of CV is immediately identified and not accepted. The
CV then comes to the data bank and for short listing/ screening both the functional
users and HR department has got the rights. Once a candidate is rejected,
immediately an information goes to the consultant or the candidate. In case the
candidate is selected for interview then the information goes for finalization of
interview at specified date and time. This speeds up the whole process as it does the
initial screening of the vital parameters in terms of age, qualification, experience etc.
 LG also asks the candidates to undergo Psychometric tests which throws up the
complete profile of the person. Keeping in view the Organizational Requirements of
mindset, they look into the aspect of organizational fit and decide whether the
person shall fit into the system or not. This is done through simulation exercises.
Bold display of Organizational Culture is also done so as to help align the mindset.
Those not willing to accept the culture refuse to proceed further for interview
thereby saving the company of valuable time and effort in inducting, grooming and
developing a person. Negative Interview is conducted to assess whether the
candidate would be able to survive the organizational stress at different levels.
LG as a brand and a market leader in India attracts candidates in hordes and it’s
Industry leadership status serves as a major factor in attracting employees.
Therefore LG has the ability to hire the best in the industry. Once these candidates
are hired, they undergo and exhaustive induction programme for a duration of 14
days under which the candidate is acquainted which each and every aspect of the
organization. A thorough integration with HR & Business Processes takes place and
the formulation of a KPI is done within three days of taking the candidate onboard.
 Creative problem solving when it comes to employees is also LG’s forte. LG has
come up with the unique concept of Pizza Meetings where the whole departments
meets up for a pizza treat and discusses issues in an informal setting. HR melt-ins is
also a regular feature at LG where the HR department meets up with the employee
having a problem and their immediate senior to solve issues. Apart from HR melt-ins,
departmental melt-ins also take place at regular intervals in LG wherein the every
member of a certain department meets up to discuss and solve internal issues within
their department.

Another unique point in LG is the Joyful Working 5 programme at LG. To accelerate

and strengthen the Culture a survey was conducted, which mainly focused on the
monotony employees are facing at work and the boredom they are undergoing.
Therefore, company came up with the new campaign which not only helped the
company creating the compelling future, but also build the culture of striving for
Number one position in the industry always. This Campaign was named as JW5 (i.e.
Joyful working 5)
 Joyful Working 5 was mainly based on 5 Key factors our organization needed to
focus upon. These core factors were Stress, Communication, Leadership, Target
setting and working hours. JW5 campaign helped eliminating the existing issues
pertaining to the above mentioned factors and bringing fun at workplace.
Thank You