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Recruitment Staffing

Recruitment Staffing

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Published by Vinay Rao

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Categories:Types, Business/Law
Published by: Vinay Rao on Apr 17, 2013
Copyright:Attribution Non-commercial


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HR Processes – An Employee Life Cycle

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

Byars & Rue – Rec Involves seeking & attracting a pool of people from which qualified candidates for job vacancies can be chosen .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.

Factors Governing Recruitment External Forces  Supply & demand  Unemployment Rate  Labour Market  Political  Social  Sons of soil  Image Internal Forces  Recruitment policy Recruitment  HRP Size of the firm  Cost  Business Plans .

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 .Pre-requisites of a sound Recruitment Policy   Conformity with its general policies Should be     flexible enough to meet the changing needs of an organization.

assigned to the Union in the formulation and implementation of Rec and selection policies .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 .

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

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 .

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 .

Recruitment & Selection Process Flow chart Manpower Planning Job Description and person specification Sourcing Strategy Internal External Receive Applications .

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 .

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 . job specification . Aptitude tests .Steps in selection procedure        Job Analysis – selecting the right candidate after finalizing the job analysis. educational qualifications. etc Process of searching for prospective employees and stimulating them to apply for jobs in the organization. Personality tests . Achievement tests / Trade tests . Application bank – details of age. job description. Height and Weight. aptitude . experience etc written examination – for screening purpose as a matter of elimination process – to know and measure the candidates’ position on knowledge . sex. Interest tests.

Interviews Followed by          Informal interview Formal interview Planned Interview Patterned interview Non-directive interview Depth interview Stress interview Group interview Panel interview 1. Orientation / Induction / Socialization of new employee 6. Placement 5. Issue of Offer Letters 4. Pre employment Medical examination 2. Integrating the personal skills / goals with the organizational requirement / goals . Final decision by the Line managers 3.

 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 ..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 .

 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 .

utilization .   Manpower Management Planning scientific requirement . 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. selection . training . motivation . etc to ensure that future manpower needs and development manpower plans for implementation . compensation . development .

resignations etc Vacancies may be filled by promoting from within and partly recruiting from outside . absenteeism . discharge . 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 .

processing and outputs Five separate sub-systems are      Employment Development Utilization Compensation Maintenance . 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 .

 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 .

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  .

  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 .

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 .

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.Thumb rules  This is on the basis of firm’s beliefs with regard to forecasting Human resource needs – for ex.000 units as a matter of forecast .

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. .

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 .

Using this method.for eg. 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 . and technological advances requiring some modifications in the production. the entrance of a new competitor in to a company’s major market. one scenario might assume environmental conditions in the next three years – to include a recession.Scenario  These are all descriptive scenes allowing planners to consider several factors in combination to forecast human resource needs for each set of circumstances .to long range forecasts of Human resource needs .

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. .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.

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

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

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