Recruitment & Selection

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 Focus Area ..

 Employer Branding
 Resume Screening
 Interviewing
 Testing (Reliability/Validity)
 Reference Check
 Job offer Negotiation
 Onboarding
 Retention Issues

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 Difference between Recruitment &
Selection
 Recruitment is a set of activities designed to attract a
qualified pool of job applicants to an organization.

 Three steps in a typical recruitment process:

 Advertisement of a job vacancy

 Preliminary contact with potential job candidates
 Initial screening to create a pool of qualified applicants.
 Difference between Recruitment &
Selection [Contd.]
 Selection is choosing whom to hire from a pool
of qualified job applicants.

 Steps in a typical selection process:

 Completion of a formal application form

 Interviewing

 Testing

 Reference Checks

 Physical examination

 Final Analysis and decision to hire or reject.

 Right Candidate Wrong Candidate

Reject
Type I Error

Accept Type II Error

 Two approaches

 In traditional recruitment the emphasis is on

selling the organization to job applicants.

 In Realistic Job Preview job candidates are

provided all pertinent information about a job
and organization.
 In considering value of providing
realistic job information…
 The degree to which the information is actually
perceived as being negative

 The time during recruitment at which it is

conveyed.
Positive & Negative Examples of few
Job Attributes
Job Attributes Positive Example Negative Example

Time Pressures There is ample time Many tasks you will

to complete tasks be asked to perform
before they are due have time deadlines
that are difficult but
necessary to meet
Closeness of Your supervisor Your supervisor
supervision stays out of your way frequently looks over
and lets you do your your shoulder to
job. make sure you are
on top of things.
Positive & Negative Examples of few
Job Attributes
Job Attributes Positive Example Negative Example

Supportiveness of Expectations are Expectations are

the culture high but will be high and you can
recognized when expect to be
these expectations criticized for poor
are met. performance but
seldom praised for
good performance.
Interaction with The job requires The job requires
others frequent interaction frequent interaction
with friendly and with employees and
courteous people. customers who have
not had their earlier
concerns handled to
their satisfaction.
 Recruiting yield pyramid

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New
Hire

100 Offers made

(2:1)

150
Candidates
Interviewed (3:2)

200 Candidates
Invited (4:3)

1200 Leads generated (6:1)

 Employer Branding & Recruitment

 Employer vs employee vs self

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Employer Branding
 Employer Branding

 Employer brand concept has been borrowed from

marketing.

 It helps an organization in identifying themselves in the

market as an employer of present employees, as a
potential employer for new employees, and as having a
good relationship with the customers.

 Well educated and talented people are becoming harder

to find and in addition to that recruiting and retaining
them is a challenge for the companies.
 Employer branding is a process of placing an image in
the minds of the target future employees.

 It can be thought of as the sum of a company's efforts to

communicate to existing and prospective staff that it is a
desirable place to work.

 Employment branding uses some of the tools of

management like marketing research, public relations,
and advertising to create the desired image the company
wants to be into the minds of potential employees.
 Brand Associations

 Brand associations are the thoughts and ideas

that a brand name evokes in the minds of
consumers

 Brand associations can be verbalized, but also

might reside at a more sensory level– in other
words, consumers have a feeling about a brand,
an emotional response or the memory of a
smell, taste or other sensation.
Sophistication, fun-driving
 Employer branding has a three-step process.

 First, a firm develops the “value proposition” that is to be

embodied in the brand.

 Using information about the organization's culture, management

style, qualities of current employees, current employment image,
and impressions of product or service quality managers develop
a concept of what particular value their company offers
employees

 True representation of what the firm offers to its employees

 The firm markets the value proposition to its
targeted potential employees, recruiting
agencies, placement counselors and the like.
 Internal marketing of the employer brand is the
third aspect of employer branding.

 This is important because it carries the brand

“promise” made to recruits into the firm and
incorporates it as part of the organizational
culture
 McJobs

 McJob : “an unstimulating, low-paid job with few

prospects, esp. one created by the expansion of
the service sector.”
 To initiate employer brand

 McDonald’s initiated:
 Advertising
 Promotion campaigns
 Created career sites
projecting the
employees’ opinion
 Campaign

 My first job – 2005 a television campaign to

promote advantages of a McJob and to enhance
its image as an employee brand.

 It was the commercial created by Leo Burnett

Worldwide Inc. , McDonald’s first employer-
brand advertising attempt to communicate a
brand message about McDonald's as a global
employer.
 Advertisement featured 15 people whose first
job were crew members at McDonald's including
celebrities such as Olympic gold medallist Cart
Lewis and singer Macy Gray.

 Ads described their experiences of working at

McDonald’s and how these restaurants had
given the required start to their careers.
 In January 2006, McDonald launched the
innovative UK-first family contract, which allowed
family members working in the same
McDonald’s restaurant to swap shifts without
prior managerial permission.
 McPassport

 McDonald's Europe
launched McPassport.

 With over 225,000

employees from the 25
Member States eligible
for the McPassport, the
programme is designed
to facilitate the movement
of McDonald's employees
throughout the European
Union
Testimonials

NADIA FALCONI
24, from Sardinia,
Italy, loves reading,
going shopping, and
spending time with
her friends. Nadia is
working at a
McDonald’s
restaurant in
Portsmouth,
England, with
Francesca Ferrari,
her friend from
home.
Not bad for a McJob
 Employee value Proposition

 We have to create a new definition of loyalty and trust.

Constantly re-recruiting our people, adhering to our
values, honest communication, execution of our
strategies and delivering results, that’s what will rebuild
the trust.. We ‘re not asking people to come work for us
for the rest of their lives – those days are over. But we’re
asking them to come work for us and while they’re here,
trust us and feel good about it. And as long as its
working for you and working for us, let’s do something
great together.
 Benefits
 A beautiful campus-like environment

 Brash purple and bold décor

 Conference rooms with whimsical pop cultural names

like “Phish Food” and Chutes and Ladders”

 An egalitarian environment

 On-site car washes, dental clinics, subsidized cafeteria,

gymnasium, basketball courts, dry cleaning services

 Free coffee bars in yahoo ! Building

Employee Value Proposition

Product /
Company
Brand
Brand Identity
 Brand Identity Prism
PICTURE OF SENDER

PHYSIQUE PERSONALITY
EXTERNALISATION

INTERNALISATION
RELATIONSHIP CULTURE

REFLECTION SELF-IMAGE

PICTURE OF RECEPIENT
 Culture

 A brand has its own culture, from which every

product derives it value.

 Culture means the set of values feeding the

brand’s inspiration.

 Mercedes embodies German values: Order

prevails.
 Relationship

 Brands are often at the crux of transactions and

exchanges between people.

 Nike bears a Greek name that relates it to

specific cultural values, to the Olympic Games
and to glorification of the human body. Nike
suggests also a peculiar relationship, based on
provocation: it encourages us to let loose (“just
do it”)
 Reflection

 When asked for their views on certain car

brands, people immediately answer in terms of
brand’s perceived client type: that’s brand for
young people! For fathers! For show-offs!

 Because of its communication and its most

striking products built up over time, a brand will
tend to build a reflection of an image of the
buyer or user which seems to be addressed by
the brand.
 Reflection & Target

 Target describes brand’s potential purchasers or

users.

 Reflection is as customer would wish it to be

seen as.

 Coke : 15-18 years old.

 Self-image

 Reflection is the target’s outward mirror, self-

image is the target’s own internal mirror.

 In buying a Porsche, many Porsche owners

simply want to prove to themselves that they
have the ability to buy such a car.

 Try racing against yourself, it’s the only race that

will never have an end.
 Porsche Commercial

 http://www.youtube.com/watch?v=KRbzJ0L1Zn8
e-recruitment

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 Suppose you are part of Maruti Udyog’s Recruitment Team,
who is searching for an external candidate who will become
the face of the company and lead sales in Gujarat

 A Bengali origin ex-colleague of yours requests you to talk to

her daughter , Mimi

 Mimi is currently leading sales force of a cosmetic company in

Gujarat

 You are impressed by Mimi, she has done her MBA from a
leading management institute

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 You forward the CV of Mimi to your HR Manager

 HR Manager searches on Mimi and finds out on

9th page of Google search that Mimi wrote two
articles in 2012 on Maruti Udyog, blaming Maruti
for the industrial unrest that took place in
Manesar plant.

 What should be your recommendations with

respect to Mimi?

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Recruitment is also often called as
Talent Acquisition

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 Differentiation Approach
 Companies favoring this approach focused most on rewards , incentives and
attention on their top talent ("A players")

 Gave less recognition, financial rewards and development attention to the bulk of the
employees ("B players")

 Worked aggressively to weed out employees who didn't meet performance

expectation and were deemed to have little potential ("C players").

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 Definition of high Potential?

 Actual definition of "high potential" tends to vary

from company to company, but many factor-in
the employee's cultural fit and values.

 Novartis (Swiss pharmaceutical company) for

example, looks at whether someone displays the
key values and behaviours the company wants
in its future leaders.

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 % of employees in high potential group…

 Unilever [Anglo-Dutch consumer products company] puts

15% employees from each management level in its high-
potential category each year, expecting that they will move
to the next management level within 5 years.

 Infosys [Global technology services company,

headquartered in Bangalore, India] limits the high-potential
pool to less than 3% of the total work force in an effort to
manage expectations and limit potential frustration,
productivity loss and harmful attrition.

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 Inclusive Approach

 Shell's head :
 I don't have a definition yet. However I can assure you

that my definition will make it possible for any

individual employed by Shell at any level to have the
potential to be considered talent.

 Talent Management tactics used for different groups are

based on assessment of how best to leverage the value
that each group of employees can bring to the company.

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 Starting point of Talent Management

 Alignment with Strategy

 Corporate strategy is the natural starting point

for thinking about talent management.

 Given the company's strategy, what kind of

talent do we need?

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Job Description and Person Specification

 Job Description states the purpose,

responsibilities and conditions of the job.

 Person or employee specification outlines the

abilities and qualities that would best fit the job.
 Assignment

 Job Description & Specification

Interviewing
Candidates
 Interview

 A Selection Interview is designed to predict

future job performance based on candidate’s
answers
 Types of Selection Interview

 Non-structured (questions are asked as you

think of them) versus structured interviews
(questions are known and the order specified in
advance)
 Types of Selection Interview [Contd.]

 There are different types of questions for different types

of interviews
 Situational interviews ask what would the
candidate’s behavior be in a given situation
 Behavioral interviews ask how the candidate
has reacted in a similar situation in the past
 Management Assessment Centre

 In a Management Assessment Center

management candidates take tests and make
decisions in simulated situations while observers
score their performance
 Average time at center is usually 2 or 3 days
and involves 10 to 12 candidates
 Management Assessment Centre [contd.]

Examples of simulated realistic exercises include:

 The in-basket creates a situation where the
candidate is faced with an accumulation of
reports, memos, phone messages, letters,
etc., of the simulated job he or she is to take
over while being evaluated on what action he
or she takes for each of these materials
Management Assessment Centre [contd.]

 The leaderless group discussion occurs

when a leaderless group is given a discussion
question and told to arrive at a group decision
while observers evaluate leadership ability,
acceptance by group, etc.
 Individual presentations used to evaluate a
participant’s communication skills and his or
her persuasiveness by orally presenting on an
assigned topic
Competency based interviewing
 Behavior based interviews/ observations

 Past behavior is the single biggest predictor of

future behavior
 APRIL Questioning Technique
STAR – SITUATION, TASK, ACTION, RESULT

A AREA What is the context of the year?

P PROCES How does the person go about it?

S
R REASON Why does the person do it this way?

I IMPACT How much has the person achieved?

L LEARNIN What has the person learnt?

G
 Examples

Hypothetical Proven Behavior

I believe in personal growth I took extra work to learn
Leaders should lead from This is what I did to lead a group..
the front..
I am result focused and Planned and achieve top sales in area
driven
I value team work This is what I did to get my team to work
together…
 Sub group Exercise

 Divide yourselves into triads

 3 Roles – Interviewer, Candidate, Observer
 Interview Time – 10 minutes
 Observer gives feedback to the interviewer
 Roles then rotate
 All get to play each role
 Sub group Exercise contd…

 Try to discover as much as possible about the

candidate under 1 competency
 Focus attention on ‘How’ people do their jobs
and ‘why’ they do it in a particular way as much
as the ‘what they do’
 Before you start spend 5 minutes devising
questions
 The observer will stop the interviewer after 10
minutes and give feedback
 Competency to probe

Let us take one competency..

Initiative
• Tries new things
• Unhappy with status quo
• Starts and carries things
through
• Stays open to new ideas
• Questions, is inquisitive
 Quest for Excellence
⬜ Definition: The candidate’s ability to strive continuously to improve
oneself, others, and the environment.

RUBRIC
⬜ Low: The candidate exhibits very little orientation for improvement.
⬜ Medium: The candidate is desirous of continuous improvement but is not
able to incorporate it in arriving at decisions.
⬜ High: The candidate is desirous of continuous improvement and
incorporates and is capable of incorporating it in arriving at decisions.
 Quest for Excellence (descriptors)
⬜ aware of oneself
⬜ able to spot areas of improvement in self
⬜ assesses oneself without external reference points
⬜ convinces the listener of an underlying passion
⬜ demonstrates/explains instances of having drastically improved oneself
⬜ is optimistic that things can be improved
⬜ ability to rectify mistakes
⬜ ability to get into a virtuous cycle
⬜ humility arising out of the knowledge that one is not "there" yet!
⬜ "displays love to learn something other than the main
discipline/profession"
⬜ stays open to new ideas
⬜ ability to build on one's past
 Quest for Excellence (contd.)
⬜ "Resilience” (ability to bounce back from adversities)
⬜ takes initiative: is proactive
⬜ not put down or does not get bogged down with failure
⬜ remembers lessons from a failure
⬜ unhappy with mediocrity
⬜ unhappy with status quo
⬜ ever-improving work + extra work
⬜ participation in national/international meets
⬜ supporting others in their quest for excellence
⬜ Not relying on past laurels all the time
⬜ showing positive intent to improve matters
⬜ is not cynical and past oriented
 Fairness and Integrity
⬜ Definition: The Candidate’s ability to apply similar standards of
evaluation for oneself (including the groups one belongs to) and others
(and their groups) and an ability to take consistent and coherent actions
⬜ Important: We are looking for a candidates who exhibits both fairness
and integrity and not only one

RUBRIC
⬜ Low: Is not sensitive to/aware of all the stakeholders affected by the
decision and no integrity
⬜ Medium: Is sensitive to all the stakeholders that may be affected by
the decision (and is consistent) but is not able to incorporate it into the
decision
⬜ High: Is sensitive to all the stakeholders affected by the decision and is
able incorporate it into the decision with consistency across situations,
 Fairness and Integrity (descriptors)
⬜ sensitive to all parties involved in a decision/affected by the decision
⬜ ability to empathise with the multiple stakeholders
⬜ understanding differential treatment meted out to _____
⬜ understanding the process of how equality and inequality result
⬜ ability to bring the interests of multiple stakeholders together
⬜ ability to understand the aspirations, constraints, needs and challenges of the
parties in question
⬜ ability to create not only feasible but also JUST solutions
⬜ ability to be aware of unfair/inequality in the surrounding environment (in a given
situation)
⬜ awareness of rights of others
⬜ design a fair mechanism to develop a fair solution
⬜ understands discrimination and can empathise with it
⬜ does not contradict him/herself during the interview process
 Fairness and Integrity (contd.)
⬜ is consistent in his/her thought process and accepts its implications
⬜ congruence between words and non-verbal cues
⬜ cognizant of lack of integrity
⬜ Driven by values (personal and moral)
⬜ appreciates the underlying morality of a situation
Avoiding Common Interview Mistakes

 Do not make snap judgments

 Do not emphasize the negative
 Make sure you know the job for which you are
interviewing the candidate
 Do not let the pressure to hire color your
opinions
 Avoiding Common Interview Mistakes
[Contd.]
 Do not allow candidate order (contrast) error to
influence the interview
 Take into consideration the influence of
nonverbal behavior and guard against bias
 Remember to look beyond the candidate’s
physical attractiveness
 Be wary of ingratiating and self-promoting
behaviors
 The Do’s and Don'ts of Interview
Questions
 Don’t ask questions that can be answered “yes”
or “no”
 Don’t put words in the applicant’s mouth or
telegraph the desired answer by nodding or
smiling when the right answer is given
 Don’t interrogate the applicant as if the person is
a criminal
 The Do’s and Don'ts of Interview
Questions [Contd.]
 Don’t be patronizing, sarcastic or inattentive
 Don’t monopolize the interview by rambling nor
let the applicant dominate the interview so you
can’t ask all your questions
 Do ask open-ended questions
 Do listen to the candidate to encourage him or
her to express thoughts fully
 The Do’s and Don'ts of Interview
Questions [Contd.]
 Do draw out the applicant’s opinions and
feelings by repeating the person’s last comment
as a question
 Do ask for examples
Discriminatory Questions
 Are you married?

 Although the interviewer may ask you this

question to see how much time you'd be able to
commit to your job, it's illegal because it reveals
your marital status and can also reveal your
sexual orientation.
What religious holidays do you practice?

 Employers may want to ask you this to see if

your lifestyle interferes with work schedules, but
this question reveals your religion and that's
illegal.

 They can ask you if you're available to work on

Sundays.
 Do you have children?

 It is unlawful to deny someone employment if

they have children or if they are planning on
having children in the future.
 If the employer wants to find out how committed
you will be to your job, they should ask
questions about your work.
 For example, "What hours can you work?" or
"Do you have responsibilities other than work
that will interfere with specific job requirements
such as traveling?"
 What country are you from?

 If you have an accent, this may seem like an

innocent question, but keep in mind that it's
illegal because it involves your national origin.
 Employers can't legally inquire about your
nationality, but they can ask if you're authorized
to work in a certain country.
 Is English your first language?

 It's not the employers lawful right to know if a

language is your first language or not.
 In order to find out language proficiency,
employers can ask you what other languages
you read, speak, or write fluently.
 Do you have any outstanding debt?

 Employers have to have permission before

asking about your credit history. Similar to a
criminal background history, they can't disqualify
you from employment unless it directly affects
your ability to perform the position you're
interviewing for.
 Furthermore, they can't ask you how well you
balance your personal finances or inquire about
you owning property.
 Have you ever been arrested?

 An employer can't actually legally ask you about

your arrest record, but they can ask if you've
ever been convicted of a crime.
 Depending on the state, a conviction record
shouldn't automatically disqualify you for
employment unless it substantially relates to
your job. For example, if you've been convicted
of statutory rape and you're applying for a
teaching position, you will probably not get the
job.