Global Recruitment and Staffing

Global Recruitment And Staffing
Arya Ganapathy-17
Badrinath Mayuranathan - 21
December 20, 2009
Nilanjan Maity 52
Srinivas L Reddy-79
December 20, 2009
IHRM TERM PAPER- Group-12

December 20, 2009
Page 1
Table of Contents
1
INTRODUCTION-Human Resource Planning...............................................................3

1.1
Definitions:................................................................................................................. 3
Human Resource Planning: Process...........................................................................4
Recruitment And Staffing.............................................................................................. 5

3.1
Recruitment Sources.................................................................................................. 6
3.2
Sources of Recruitment.............................................................................................. 7
3.3
Advantages & Disadvantages of Internal & External Recruiting.................................7
3.4
Recruiting Pyramid..................................................................................................... 8
3.5
Recruiting Timeline..................................................................................................... 8
3.6
Methods of Recruiting................................................................................................ 9
3.7
Recruiting on Internet................................................................................................. 9
3.8
Selection Process Issues........................................................................................... 9
3.9
Interviewing Process Issues.....................................................................................10
3.10 Behavioral Interviewing............................................................................................10

3.11 Testing...................................................................................................................... 10
3.12 The Big Five Personality Dimensions.......................................................................11
3.13 Other Testing Methods............................................................................................. 11
3.14 Selection for International Assignments...................................................................12
4
SELECTION PROCESS................................................................................................ 12
4.2
Process Flow............................................................................................................ 13
4.3
Frequently Mentioned Benefits to Global Staffing System.......................................15
4.4
Frequently Mentioned Obstacles to Global Staffing System....................................15

December 20, 2009
Page 2
Section
INTRODUCTION-Human Resource Planning
Human resources are regarded as the only dynamic factor of production. Other factors like
materials, methods, machines, money etc. are useless without their effective use by the human
resources. Thus, it is logical that there should be proper manpower or human resource planning
in the organization to use the other resources effectively.
Planning is one of the basic functions of management of any organization. In commercial and
industrial undertakings, planning has been focused on profit making, procurement, production,
marketing, quality control and only most recently, manpower. Manpower planning has now been
recognized as an important part of the overall planning of any organization. Without the
procurement and maintenance of adequate number of personnel, it is not possible to realize the
goals of the organization. Manpower planning is essential to put the plans of the organization into
action for the achievement of its goals or objectives.
1.1
Definitions:
Leon Megginson, Human resource planning is an integrated approach to performing the

planning aspects of the personnel function in order to have a sufficient supply of adequately
developed and motivated people to perform the duties and tasks required to meet organizational
objectives and satisfy the individual needs and goals of organizational members.
Coleman, Human resource planning is the process of determining manpower requirements and
the means for meeting those requirements in order to carry out the integrated plan of the
organization.
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs
December 20, 2009
Page 3
Human Resource Planning: Process
The process of systematically reviewing HR requirements to ensure that the required number of
employees, with the required skills, are available when they are needed
1. Analyzing organizational plans.

2. Demand forecasting
Managerial Judgement
Statistical Techniques ratio analysis and econometric models
Work study techniques
Employment trends
Replacement needs
Growth and expansion
Productivity
3. Supply Forecasting
Existing inventory
Potential losses temporary/permanent
Potential additions
4. Estimating the net human resource requirement

5. In case of future surplus
Plan for redeployment, retrenchment and lay-off
6. In case of future deficit

Forecast the future supply of human resources from all sources with reference to plans of other
companies
7. Plan for recruitment, development and internal mobility

If future supply is more than or equal to net human resource requirements
8. Plan to modify or adjust the organizational plan

If future supply will be inadequate with reference to future net requirements.

December 20, 2009
Page 4
Recruitment And Staffing
Process of recruiting & selecting prospective employees has significant impact on organizations
bottom line. Requires staffing process to become strategically focused
Recruitment & selection activities offer organization numerous choices to find & select new
employees Staffing decisions need to ensure employees fit organizations culture
Temporary versus permanent employees
Increase headcount temporarily or permanently should be strategically-driven
Basis for decisions is HR forecast
Temporary employees less costly
Temporary headcount increases can be obtained from specialized agencies
Headcount increases can be avoided by subcontracting work
Before employees can be recruited, recruiters must have some clears ideas regarding the
activities and responsibilities required in the job being filed. Jon analysis is therefore an early step
in the recruitment process. Once a specific job has been analyzed, a written statement of its
content and location is incorporated into the organization chart. This statement is called either a
job description or a position description. Each box on the organization chart is linked to a
description that lists the title, duties, and responsibilities for that position.
The Employability Potential Assessment at Campus (EPAC), an employability assessment tool

promises to revolutionize campus placement programs by raising their efficiency and
effectiveness while significantly reducing the cost for recruiter.
December 20, 2009
Page 5
Campuses are usually faced with a daunting task during the placement season. With heavy
investments in infrastructure B- schools host bright ambitious youngsters for intensive training;
they are subsequently faced with the prospect of having to attract the attention of recruiters
amidst a high degree of competitive clutter. Most companies have dedicated placement
resources, but these resources are hamstrung or lack of access and bandwidth to attract the best
quality of recruiter profile.
Recruiters on the other hand, today are required to evaluate and compare students of an
increasing variety of educational campuses. In such a situation, pre-recruitment election tools and
processes need to be scaled up to credibly evaluate and sort out larger number of participants
than ever before. Increase in the number of institutes which are covered under the companys
campus recruitment program implies an increase in cost and effort. Consequently, most
recruitment managers would want to stick to the tried and tested campuses rather than
experiment with the new and unknown.
3.1
Recruitment Sources
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
What sources do we use for recruitment
3.2
Sources of Recruitment

December 20, 2009
Page 6
3.3 Advantages & Disadvantages of Internal & External

Recruiting
3.4
Recruiting Pyramid

December 20, 2009
Page 7
3.5
Recruiting Timeline
3.6
Methods of Recruiting
Informally or formally
Internally or externally
Targeted advertising in selected media
Recruiting on Internet
Outsourcing to staffing agencies
Private Industry Councils (PICs)
Executive search firms
On-campus recruiting
3.7
Recruiting on Internet
One of fastest-growing recruitment methods
More cost-effective than newspaper advertising
Low cost, speed, & ability to target applicants with technical skills
Allows applicants to assess interests & needs with employers offerings
Global exposure to potential applicants
December 20, 2009
Page 8
Can cut search process time by as much as 75%

Some potential challenges
o
Ensuring security
Viruses
Access to unauthorized areas
Some potential challenges
3.8
Disparate impact against certain protected classes
Can complicate reporting of data related to compliance with federal & state laws
Selection Process Issues

Reliability
o
Consistency of measurement
Screening criteria should elicit same results in repeated trials across time &
evaluators
Reliability influenced by criterion deficiency & contamination errors
Reliability is prerequisite for validity
Validity
3.9
Degree to which what is assessed is related to actual performance
Ability to establish job-related validity is crucial to employers in defending

themselves in discrimination allegations
Content validity illustrates that measure or criterion is representative of actual job

content or knowledge
Criterion (empirical) validity demonstrated by relationship between screening

criteria & job performance
Interviewing Process Issues

Who should be involved?
o
Prospective supervisors, peers, subordinates
Which interview format?

o
Individual or group interviews
Common interviewer errors

o
Similarity errors
Contrast errors
First impression
Halo errors

December 20, 2009
Page 9
Personal biases
3.10 Behavioral Interviewing

Used with experienced & inexperienced applicants
Asks about situations candidate is likely to face on job
Candidates can present real-life situations they were involved in & how they handled
them
3.11 Testing
Work sample tests
o
Ask applicant to complete representative sample of actual work
Trainability tests
o
Measure
Aptitude in certain areas
Ability to understand critical job components that firm will teach new hires
Realistic job previews

o
Make applicants aware of both positive & negative aspects of job
Decrease likelihood new employee will become dissatisfied
Increase likelihood of candidates self-selecting out of position
Personality testing is useful in anticipating how applicants are likely to behave

December 20, 2009
Page 10
3.12 The Big Five Personality Dimensions

Personality Dimension
Characteristics of Person Scoring

Positively on Dimension
1) Extraversion
Outgoing, talkative, social, assertive
2) Agreeableness
Trusting, good-natured, cooperative,

soft-hearted
3) Conscientiousness
Dependable, responsible, achievementoriented, persistent
4) Emotional stability
Relaxed, secure, unworried
5) Openness to experience
Intellectual, imaginative, curious, broadminded
3.13 Other Testing Methods
Personality testing
o
Useful to anticipate how applicants likely to behave
Few, if any, jobs require specific personality type
Have been successfully challenged in court
Physical testing
o
Honesty testing
Declined since passage of Polygraph Protection Act in 1988
Drug testing
Restricted under ADA to testing only for specific critical job-related physical
performance requirements
Challenged in courts as invasion of privacy
References
Little information available due to former employer fears of liability for libel,
slander & defamation
3.14 Selection for International Assignments

o
Reasons for failure on international assignments

o
Interpersonal & acculturation abilities

December 20, 2009
Page 11
Rarely technical skills
Test employees adaptability, open-mindedness, ability to tolerate uncertainty &

ambiguity & independence
Interview & screen family members who would accompany employee
Reasons for Expatriate Early Departure

Not performing job effectively
48.4%
Received other, more rewarding offer (other co.) 43.7%

Expatriate or family not adjusting
36.6%
Expatriate or family missing home
31.0%
Received more rewarding offer (current co.)
17.2%
Unable to adjust to deprived living standards
10.3%
Concerned with problems of safety & health
10.3%
Believed childrens education was suffering
7.1%
Feared assignment would slow career advance
7.1%
Spouse wanted career
6.1%
Compensation package inadequate
0.0%
SELECTION PROCESS
A series of steps from initial applicant screening to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
Step 1 Completing application materials

Gathering information regarding an applicants background and experiences.
Typical application materials.
Traditional application forms.
Rsums.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions.

December 20, 2009
Page 12
Interviews can provide rough ideas concerning the persons fit with the job and the
organization.
Step 3 Completing any necessary tests.

Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.

Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.
Step 5 Deciding to hire or not to hire.

Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
4.1
The firm.
The work units in which they will be working.
The firms policies and procedures.
The firms organizational culture.
Process Flow

December 20, 2009
Page 13

December 20, 2009
Page 14
4.2
Frequently Mentioned Benefits to Global Staffing System
Global database of qualified talent

Global database of qualified talent
Quick identification of candidates to
Quick identification of candidates to
meet needs of specific location
meet needs of specific location
Provision of consistent message
Provision of consistent message
about company to candidates
about company to candidates
worldwide
worldwide
Quality of all hires is ensured
Quality of all hires is ensured
Better understanding of
Better understanding of
country/regional needs by all HR
country/regional needs by all HR
4.3
Global succession planning is

Global succession planning is
enabled
enabled
Global HR personnel have access to
Global HR personnel have access to
the latest versions of
the latest versions of
products/tools
products/tools
Shared vision of HR globally
Shared vision of HR globally
Comparisons of staffing results across
Comparisons of staffing results across
locations
locations
Global database as internal
Global database as internal
benchmark of achievement in
benchmark of achievement in
different parts of world
different parts of world
Frequently Mentioned Obstacles to Global Staffing System
Level of HR experience varies across

Legal requirements across
Level of HR experience varies across
Legal requirements across
regions
countries/regions
regions
countries/regions
Role
of
in hiring varies across
Education system across countries/regions Role ofHR
HR in hiring varies across
Education system across countries/regions
regions
regions
Economic conditions across
Economic conditions across
Familiarity with a tool or practice
countries/regions
Familiarity with a tool or practice
countries/regions
varies
varies
Ability to acquire & use technology
Ability to acquire & use technology
Misperceptions that something is a
Misperceptions that something is a
Labor market variations
cultural difference
Labor market variations
cultural difference
Value differences across cultures
Limited local resources for
Value differences across cultures
Limited local resources for
implementation
Availability of off-the-shelf translated tools
implementation
Availability of off-the-shelf translated tools
Beliefs about whether a global system
Beliefs about whether a global system
is US-centric or imposed
is US-centric or imposed

December 20, 2009
Page 15

Global Recruitment and Staffing

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Global Recruitment and Staffing

Uploaded by

Copyright:

Available Formats

Global Recruitment And Staffing