Org.

Behaviour & HRM

Unit 6
Recruitment & Selection

.
Recruitment

Meaning

• Recruitment is a positive process of searching for prospective employees and

stimulating them to apply for the jobs in the organization.

• When more persons apply for jobs then there will be a scope for recruiting better
persons.

• The job-seekers too, on the other hand, are in search of organizations offering
them employment. Recruitment is a linkage activity bringing together those with
jobs and those seeking jobs.

• In simple words, the term recruitment refers to discovering the source from where
potential employees may be selected.
• The scientific recruitment process leads to higher productivity, better wages, high
morale, reduction in labor turnover and enhanced reputation.

• It stimulates people to apply for jobs; hence it is a positive process.

• Recruitment is concerned with reaching out, attracting, and ensuring a supply of

qualified personnel and making out selection of requisite manpower both in their
quantitative and qualitative aspect.

• It is the development and maintenance of adequate man- power resources.

• This is the first stage of the process of selection and is completed with placement.
Definition of Recruitment

• According to Edwin B. Flippo, “It is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an
organisation”.

• He further elaborates it, terming it both negative and positive.

• He says, “It is often termed positive in that it stimulates people to apply for jobs, to
increase the hiring ratio, i.e. the number of applicants for a job.

• Selection, on the other hand, tends to be negative because it rejects a good

number of those who apply, leaving only the best to be hired. ”
Recruitment Process

• Prior to the recruitment process, the organization must first identify the vacancy and
evaluate the need for that position.

• Will the organization suffer if that vacancy is not filled up?

• Is there really a need for that open position to be occupied by someone?

• If the answer is affirmative, then you can proceed to the recruitment.

Step 1 : Conduct a Job Analysis, Job Description and Job Specifications

• Job analysis is the process of gathering and analyzing information about the content
and the human requirements of jobs, as well as, the context in which jobs are
performed.

• This process is used to determine placement of jobs.

• Job analysis defines the organization of jobs within a job family.

• It allows units to identify paths of job progression for employees interested in

improving their opportunities for career advancement and increasing
compensation.

• Job analysis information helps employers achieve this aim by identifying selection
criteria, such as the knowledge, skills, and abilities (KSAs) needed to perform a
job successfully.

• Job Analysis is a primary tool to collect job-related data. The process results in
collecting and recording two data sets including job description and job
specification.
Job Description

• Job description includes basic job-related data that is useful to advertise a specific
job and attract a pool of talent.

• (See previous slide for contents).

Purpose of Job Description

• The main purpose of job description is to collect job-related data in order to

advertise for a particular job. It helps in attracting, targeting, recruiting and
selecting the right candidate for the right job.

• It is done to determine what needs to be delivered in a particular job.

• It clarifies what employees are supposed to do if selected for that particular job
opening.

• It gives recruiting staff a clear view what kind of candidate is required by a

particular department or division to perform a specific task or job.

• It also clarifies who will report to whom.

Job Specification

• Also known as employee specifications, a job specification is a written statement

of educational qualifications, specific qualities, level of experience, physical,
emotional, technical and communication skills required to perform a job,
responsibilities involved in a job and other unusual sensory demands
• It also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values and
ethics, manners and creativity, etc.

Purpose of Job Specification

• Described on the basis of job description, job specification helps candidates

analyze whether are eligible to apply for a particular job vacancy or not.

• It helps recruiting team of an organization understand what level of qualifications,

qualities and set of characteristics should be present in a candidate to make him
or her eligible for the job opening.
• Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability and
much more.

• It helps in selecting the most appropriate candidate for a particular job.

• Job description and job specification are two integral parts of job analysis.

• They define a job fully and guide both employer and employee on how to go about
the whole process of recruitment and selection.

• Both data sets are extremely relevant for creating a right fit between job and
talent, evaluate performance and analyze training needs and measuring the worth
of a particular job.
PPT PRESENTATION -- Recruitment and Selection (5 MARKS)

(Note: Do not display Next 6 Slide – Continue after that)

• Team Size 5 to 7 people (Max.)

• Assume you are a new age startup (take different industries / Sectors)

• Assume you are the HR Team and currently giving your presentation to the
Management

• Prepare a PPT with innovate ideas to design & implement innovative

Recruitment & Selection process / Sources.

• You can use PPT, Videos, Blogs, Articles from Newspaper, magazines, etc…to
justify your content.

• What are it’s Advantages and Dis-advantages (both Recruitment & Selection)?

• How is it different / Unique from other companies?

Step 2: Sourcing of Candidates

It can be done Internally (within the company) or Externally (outside the company).

Internal Sources

• References / Word of mouth

• Job boards / Internal circulars

• Promotions / demotion, transfers

• Re-hiring Ex employees

• Looking at old applications in database (ATS – Applicant Tracking System)

• vacancy can be due to resignation, death, retirement, maternity / paternity leave,

sick / accident leave etc….
External Sources

• Job Boards (Naukri, Monster, Timesjob etc…)

• Networking Sites (Linkedin, and other professional sites)

• Use of Social Media (whatsapp, instagram, facebook etc…)

• Newspaper articles, magazines, Call-for in public domain (National newspaper

etc..)

• Walk-in’s, Hacktons, Campus placements etc….

• References through Clients, Customers, and other important stakeholders

• Direct applications on company website, Employment agencies / exchanges

• Ad’s on radio, T.V, and other mass media events (like music concerts, sports
events, etc….)
Selection

• Selection is a process by which you choose from a list of applicants, the person
who best meet the criteria for the position available considering environmental
context.

• The aim is to compare the demands of the job with the candidates capabilities and
inclinations, by various techniques.

Step 3: Screening of Applicants

• Preliminary screening – Checking whether the candidate is meeting the basic

criteria for the job like experience, qualification, age factors, height / weight
requirements, skills, communication skills (spoken / written), physical and mental
fitness etc…..
• Initial Interview -- It can be done in the form of face-to-face (f-2-f), telephonic,
video calls, initial written test (IQ, EQ, Aptitude, proficiency, personality etc…),
programming, display of talent (animation specialist, graphic designer), etc…

• Basic characteristics, behavior, interest, knowledge and skill, communication

etc….will be assessed here.

• Multiple rounds of Interview – Many companies will have 2 to 9 rounds of

interview depending upon the position, compensation, location of job, reporting
structure etc…..
These rounds may include

• Knowledge and skill tests

• Proof of achievement (in previous companies / positions)

• Physical and Mental fitness (including health, any sickness / diseases, habits /
additions, ability to take stress etc….)

• Candidates attitude and behavior and ability to fit into company culture

• Expectations from the Candidate (like salary, position, working conditions, any
special requests etc…)

Step 4 : Final Interview

• Top Management / Reporting Managers may meet the candidate for a final re-view
/ assessment.
Step 5 : Rejection of unsuitable candidates

• Candidates not selected will be intimated and thanked for showing interest and
attending the interview.

• Some companies, will even give reasons for rejections and suggestions on how to
succeed next time.
Challenges of Recruitment

1. Market Fragmentation

• The end client recruiter, in particular, faces the daunting task of trying to
understand what tools and services are out there.

• After a sustained period of innovation, there are hundreds of potential solutions to

the problem of how to get your job filled.

• Unfortunately, amongst the very good ones, there are also some very poor ones
too. From Job Boards, to aggregators, to social media, to sponsored advertising,
to agency recruiters, to resourcers, to RPO’s … the list goes on.
• Accept that each job requires a different set of solutions and the problem is
magnified.

• The challenge is to find the best combination of advertising media and technology,
and apply the appropriate process in order to get the job filled in the most efficient
and cost effective manner.

• Identifying a tool or service that can centralize all your recruitment activities will
bring some sanity to this challenging problem.

2. Improving Efficiency during Recruitment Process

• Unnecessary and ineffective administration time and duplication of effort is what

soaks up the vast majority of a recruiters time.
• In particular, sourcing potentially suitable applicants and reviewing CV’s and
profiles can take hours, if not days.

• When calculating the cost per hire metric, many recruiters fail to factor in the time
that they spend on administrative aspects.

• Finding ways to get more good quality applicants into your shortlist, in the fastest
possible time, is essential.

• As is managing an efficient way in which you reject unsuitable applicants quickly,

while protecting the corporate brand.

• A good recruitment management system will dramatically reduce time in many

administration areas.
3. The Candidate Experience and Protecting the Company Brand

• Company Brand is all about reputation.

• A style, a logo, or a company image doesn’t mean anything without a reputation

that inspires trust.

• You can start to build trust in your brand during the recruitment process, by giving
each applicant a good experience of engaging with you.

• Understanding how to execute this properly seems to be one of the biggest

challenges for employers.
4. Avoid making a bad hire

• The person doing the recruitment on the coalface may well have a priority to get the
job filled over and above anything else.

• The business owners’ priority is always to find the best-suited person for the job.
That is because they realize the impact that both a good and bad hire can have on
the company and its people.

• PWC and KPMG surveys estimate the cost of a bad hire that leaves in the first year
of employment to be double the salary paid to that individual and incase of Top Mgt.
it will cost up-to 3 times the salary paid to the individual.

• By applying better due diligence in the form of screening, behavioral and cultural
profiling, the company will ultimately make better hiring decisions.
5. Improving direct applicant quality

• Poorly written adverts. that are not well optimized and that do not get advertised in
the best channels are at the center of many companies problems here.

• Long-term strategies to build talent pools and to establish relationships with

quality individuals ahead of trying to recruit them, is something that most
companies struggle with.

6. Time to hire

• Notice period by companies become a constraint to hire the right talent.

• Lots of money must be spent on paying the current company / candidate to join
faster.
7. Measuring Performance and Results

• Recruiters need to generate simple, accurate reports that allow them to measure
performance and establish areas for improvement.

• What doesn’t get measured, doesn’t improve, but measuring the right components
is equally important.

• A good recruitment management system will provide you with detailed reports and
set you on a course for improvement across all areas of your recruitment
activities.
8. Reduce Recruitment Costs

• Many companies look at agency costs as the area in which to make savings, but a
good candidate that excels in their job can repay that cost several times over in the
first year.

• However, if you can recruit the same or better quality directly, then you should do it
of course. Having the right tools, systems and process is critical.

• If you deploy the wrong tactics to a role, there is a good chance that you will end
up paying twice.

• Many fixed price solutions by third party providers may work out better than if the
company did it itself.
Social Media as a new Recruiting tool

• Human resources can leverage social media to tap in to potential recruits. This
type of head hunting is called social recruiting. It's about engaging with users
and using social media tools to source and recruit talent.

• Most companies use social media to recruit candidates but not all are doing it
successfully.

How to recruit on Social Media

• Every company should develop it’s own unique social media recruiting strategy,
here are a few basic ideas to get started:

1. Participate in the right conversations

• The key to recruiting on social media is to cut through the noise and find the right
people.
• Being active in LinkedIn groups and using hashtags are great ways to get your job
openings in front of candidates you want to apply.

For example, #devjobs or #BLRhiring can help you reach the right candidates on
Twitter.

2. Take a soft approach and promote your culture

• Social media recruiting goes beyond posting open roles from company accounts.
You should also share content that shows your company is a great place to work
so you can organically attract candidates.

• People love talking about companies with unique cultures so this type of content
often gets a lot of shares.

• (life at google)
3. Don’t overlook the niche networks

• For example, developers are sharing knowledge on GitHub and StackOverflow.

Marketers are bouncing ideas off each other on Moz and Warrior Forum. And your
next great leader may have just provided a thought-provoking answer on Quora.

4. Involve every employee

• Encourage your entire staff to share openings and, in general, be an evangelist

for your brand on social media.

• Some companies have strict social media rules but allowing your employees to
talk about their work experiences in a responsible manner can pique the curiosity
of a potential candidate.
5. Help your recruiters grow a social media presence

• Corporate accounts can only accomplish so much. Individual recruiters can make
person-to-person connections with candidates but should first know social media
best practices and use their accounts on a regular basis.

Benefits of Social Media Recruiting

• Reach a large number of “passive” candidates

• See talent and passion first-hand (Eg: an Animation specialist may animate his
Social Media page, by altering source codes).

• Able to get contact and resume’ details (education, current position etc…) without
a resume’.

• Able to find candidate with the right culture fit ( person’s hobbies, views on current
topics, etc…) can be found.
• Filter out “bad” candidates – able to find “negative posts” on previous Employers,
bad habits / photos with bad taste posted online etc….

• It helps to save money, since promoting on social media is totally free!

Challenges of Recruitment -- Hiring & Recruiting during Crisis

• https://www.youtube.com/watch?v=yUdAD-VNMDM

• The Challenges of Recruiting during a Pandemic! (47.32 Min)

• Start Video from 5.50 Min

Employer Branding

• The brand is considered one of the most important and valuable assets of a
company.

• To most people a brand is directly connected to the company name, the products,
services and the specific logotype.

• However, branding can also be used as a part of Human Resource Management

(HRM) in order to attract new employees and to retain already employed members
of the firm (Kunerth & Mosley, 2011).

• When applying branding to HRM, the concept is entitled “Employer Branding”

(EB) (Backhaus & Tikoo, 2004) and the connection between the two concepts,
HRM and EB, has been established.
• Some key findings from the report are that EB is strongly connected to HRM in
transactional aspects, that EB is on a rise and companies were concentrating
branding efforts towards employees, instead of solely towards the corporate brand
as before.

• The field of EB is a relatively new phenomena and the concept was mentioned
for the first time in 1996 in an article by Ambler and Barrow.

• Research has shown that companies are starting to realize the importance of
attracting the right employees, which will contribute to the company’s brand, and to
distinguish themselves as an attractive employer by the use of an EB strategy
(Backhaus & Tikoo, 2004; Gaddam, 2008; Foster, Punjaisri and Cheng, 2010;
Barrow, 2008).
• The EB strategy functions as a means to communicate characteristics of the
workplace and how the firm differentiates as an employer from other organizations
and therefore becomes a competitive advantage.

• The purpose of the employer brand is to present the organization’s philosophy

regarding human capital.

• According to Backhaus and Tikoo (2004) an individual who identifies herself with
the image of the company, is more prone to apply to a position.
• Kotler (1991) defines a brand as “a name, term, sign, symbol, or design, or a
combination of them which is intended to identify the goods and services of one
seller or group of seller and to differentiate them from those of competitors” .

• The research by Backhaus and Tikoo (2004) contributed to a further

conceptualizing of the phenomena by creating a theoretical framework and they
define EB as “the process of building an identifiable and unique employer identity”
and the employer brand as “a concept of the firm that differentiates it from its
competitors” (Backhaus & Tikoo, 2004:502).

• According to Sullivan (2004:1) employer branding is “a targeted, long-term

strategy to manage the awareness and perceptions of employees, potential
employees, and related stakeholders with regards to a particular firm”.

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