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Recruitment & Staffing

Recruitment & Staffing . By Dr H Sankaran ., M.A.,B.G.L.,DLAL.,Ph.D., Professor – VIT Business School E-mail : harisankaran2004@yahoo.co.in. HR Processes – An Employee Life Cycle. Recruitment – Introduction .

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Recruitment & Staffing

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  1. Recruitment & Staffing By Dr H Sankaran ., M.A.,B.G.L.,DLAL.,Ph.D., Professor – VIT Business School E-mail : harisankaran2004@yahoo.co.in

  2. HR Processes – An Employee Life Cycle

  3. Recruitment – Introduction • Applies to the process of attracting potential employees to the organization or company • Continues with the selection and cases with placement of the candidates • Manpower planning to make it possible to acquire the number & type of people necessary to ensure the continued operation of the organization

  4. Recruitment - Definition • William F Glueck – Recruitment acts set of activities and organization uses to attract job candidates possessing appropriate characteristics to help the organization reach its objectives. • Byars & Rue – Rec Involves seeking & attracting a pool of people from which qualified candidates for job vacancies can be chosen

  5. Pre-requisites of a sound Recruitment Policy • Conformity with its general policies • Should be • flexible enough to meet the changing needs of an organization. • be designed so as to ensure employment opportunities on long term basis to achieve organizational • match the qualities of employees • Highlight the meeting of established job analysis

  6. Principle elements governing Recruitment Policy • Identification of recruitment needs • Preferred sources of recruitment • Cost of recruitment and selection • Criteria of selection techniques • Role , if any , assigned to the Union in the formulation and implementation of Rec and selection policies

  7. Internal Present , Permanent employees Present Temp/ Casual Retrenched / Retired Dependents of diseased , disabled , retired and present employees External Educational & Training Institutes Pvt employment agencies / consultants Public employment exchanges , Professional Associations Data banks Trade Unions Sources of recruitment

  8. Recruitment practices in India • Internal sources • Badli lists – Central pool of candidates from which vacancies are filled • Casual laborers • Private / Public employment Exchange • Labour Contractors • Candidates introduced by friends & relatives of employees – employee referrals • Sons of the soil • Retd and present employees • Specified communities and categories

  9. Factors involved in recruitment • Sourcing – from prestigious Management Institute & thru reputed placement agencies • All India Advertisement / Campus interview • Traditional & orthodox organization meticulously going by rules – Recruitment rules framed with an attitude of rigidity • Time factor playing a vital role – tapping the right persons at the right time • Fixing the Interview and test in short notice causing failure in recruitment • Fixing conducive venue for the interview to create best first impression • Giving correct idea about compensation and benefits

  10. Essentials of selection Procedures • Some one should have the authority to select • There must be some standard of personnel with which a prospective employee may be compared • There must be sufficient number of applicants from whom the number of employees may be selected

  11. Steps in selection procedure • Job Analysis – selecting the right candidate after finalizing the job analysis, job description, job specification , etc • Process of searching for prospective employees and stimulating them to apply for jobs in the organization. • Application bank – details of age, sex, Height and Weight, educational qualifications, experience etc • written examination – for screening purpose as a matter of elimination process – to know and measure the candidates’ position on knowledge , aptitude , reasoning and English language • Preliminary interview – observational / personal appraisal method probing details • Group discussion – A method to bring applicants around a conference table to discuss either a case study or a subject matter • Test – Psychological tests and performance tests Intelligence tests , Aptitude tests , Interest tests, Personality tests , Achievement tests / Trade tests

  12. Interviews • Followed by • Pre employment Medical examination • Final decision by the Line managers • Issue of Offer Letters • Placement • Orientation / Induction / Socialization of new employee • Integrating the personal skills / goals with the organizational requirement / goals • Informal interview • Formal interview • Planned Interview • Patterned interview • Non-directive interview • Depth interview • Stress interview • Group interview • Panel interview

  13. Manpower planning / Staffing • Concept of Manpower planning • Process by which Management determines how the management should move from its current manpower to its desired manpower utilization • Described as formal planning in emphasizing the following .. • Establishment and recognition of future job requirements • Scanning the organization thru systematic manpower audit • Assured supplies of qualified participants • Development of available manpower • Effective utilization of current and prospective workforce members

  14. Need and importance of Manpower planning • Helps to avoid sudden disruption of the production run of an enterprise enabling management to adopt suitable strategies • To prepare for fresh demands in terms of numbers , skills and occupation to meet increasing demand due to updated technology and expansion / growth • To cope with changing job requirement due to technological change & growing complexity in business • Helps to give an overall corporate picture at the corporate level for identification of surplus / shortage of personnel

  15. HR planning process • Manpower forecasts • On the basis of corporate goals and manpower analysis forecasting of manpower (ie) Kind of people needed for conduct of business in the given period • Manpower Inventory • Making an Inventory of present manpower resources and finding out the extent to which these manpower's are employed optimally. • Manpower Management • Planning scientific requirement , selection , training , development , utilization , motivation , compensation , etc to ensure that future manpower needs and development manpower plans for implementation

  16. Quality of personnel • Knowledgeable workers need meaningful and challenging jobs • Job itself can be the best motivators for productivity • Job itself can satisfy higher level wants of workers • Well designed jobs can attract talents, reduced turnover / Attrition rates , absenteeism , discharge , resignations etc • Vacancies may be filled by promoting from within and partly recruiting from outside

  17. System approach to Human Resource Management (4 inter related factors) • Human resource approach – people constitute a form of capital and act as one of essential assets • Personnel climate – personnel environment conducive for development of Human Capital as long term investment capable of yielding rich dividends • Human resource program – to achieve the twin aims of productivity and satisfaction • Human Resource System – with relevant inputs , processing and outputs • Five separate sub-systems are • Employment • Development • Utilization • Compensation • Maintenance

  18. Process of Manpower process • Anticipating manpower needs • Planning for job requirements & description • Analyzing of skills to determine the nature of manpower • Selecting adequate source of records

  19. Steps involved in Manpower planning process • Step1 : job Analysis / job design - Mgt must define what work to be performed , how tasks to be carried out and allocated into manageable work units (jobs) • Step 2 : job description & job specification refers to incumbent where a job specification with regard to qualification and experience needed to perform a job

  20. Step 3 : forecasting procedures: • Corporate planner has to forecast the number of people needed for a particular job – can be done by forecasting the internal supply and external supply of the people who can perform the job • Step 4 : Internal Supply of Manpower • Six methods can be used to forecast the future human resource needs viz : • Planning for the statusquo • Thumb rules • Unit forecasting • The Delphi Method • Scenarios • Computer Simulation

  21. Planning for the status quo • Planning involves steps to replace any employees who are either promoted or who leave the firm. An example is Management succession planning which seeks to ensure that there is at least one qualified manager to replace any higher level manager in the organization

  22. Thumb rules • This is on the basis of firm’s beliefs with regard to forecasting Human resource needs – for ex, one firm believes that a ratio of one production supervisor for every 12 producers (Workmen) in optimal . This firm maintains this 1:12 ratio because it has proved successful in the past. Another thumb rule is based on past experience that one person can produce 2000 units of output per day and accordingly 5 employees needed for 10,000 units as a matter of forecast

  23. Unit forecasting • This refers to the estimate of supervisors and managers with regard to forecasting Human resource needs for the next year unit wise – this approach called as “ Bottom up approach” to forecasting as the judgment are made by lower level management and added together at a higher level of the organization.

  24. The Delphi Method • This method relies on Expert opinion in making long range forecasts – this involves obtaining independent judgments from a panel of experts usually thru a questionnaire or interview schedule on certain issue affecting the nature and magnitude of demand for an organization’s products and services

  25. Scenario • These are all descriptive scenes allowing planners to consider several factors in combination to forecast human resource needs for each set of circumstances - for eg, one scenario might assume environmental conditions in the next three years – to include a recession, the entrance of a new competitor in to a company’s major market, and technological advances requiring some modifications in the production. Using this method, forecasts could be made for meeting human resource needs of each set of circumstances as portrayed in the separate scenarios – this is useful in making mid - to long range forecasts of Human resource needs

  26. Computer Simulation • This is one of the most sophisticated methods of forecasting human resource needs – A computer is a mathematical representation of major organizational processes, policies and human resource movement thru organization – computer simulations are useful in forecasting for human resources by pinpointing any combination of organizational and environmental variables.

  27. Process flowchart – depicting forecast on manpower planning Corporate objectives Existing Potential Manpower Estimate Retirement Redundant plans Recruitment Plans Promotion Success Plan Pay productivity Plans Training Plans Periodic reviews

  28. Recruitment as an important stage thru for reaching the destination of Human Excellence in an Organization

  29. Thank You.

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