Recruitment
Element
 process of searching the candidates
for employment and stimulating them
to apply for jobs in the organization
how to improve recruitment
 Crafting clear and attractive job
ads
 Go beyond traditional job
boards.
 Partner with universities
 Focus on skills and experience
relevant to the job.
Issue
 Time consuming.
 Choice in selection is restricted.
 skills and experience shortage
 Having trouble attracting top talent
Type
 Planned
 Unexpected
 Anticipated
Process
1. Identify job vacancies
2. Prepare job description and
specification
3. Advertising the job vacancy
4. Manage the job response
5. Short listing
6. Arrange interview
7. Conduct interviews and make
decisions
1. Policy
 Creating a suitable Recruitment
policy
 depends upon the organization
system
2. Organisation
 Different industries have
varying talent pools and
recruitment practices.
 Large corporations and
startups have different
approaches.
 Resources available dictate
feasible methods and tools.
3. Developing source of recruitment
 Target candidate profile:
Understand the skills,
experience, and values you
seek.
 Talent pool analysis: Where
are potential candidates most
likely to be found?
 Employer branding: How do
you attract and engage target
talent?
4. Method of recruitment
 Consider promoting from
within or seeking external
talent.
 Balance reach and quality
with available budget.
 Timeframe: Urgency may
influence the speed and
efficiency of different
methods.
Internal recruitment
 Transfers & Promotions
 Retired
 Dependents and relatives of deceased
and disabled employees.
 Identifying Talent through
Performance Appraisals
Pros  Line managers and employees need to
be involved in the process.
 Morale and motivation of employees
 A job-starting date that works for both
improves.
the organization and the potential
 Promotes loyalty and commitment
 After the person has been hired, the
amongst employees due to sense of
firm should conduct a “debrief ” and
job security and advancements.
identify any lessons learned to
 Chances of proper selection high
improve the recruiting process.
 Present employees familiar with

Cons

 Fails to bring in fresh blood into SELECTION

organization.
 Promotion based on seniority.
 Choice in selection is restricted.
 All vacancies cannot be filled from
within organization
• a systematic process of choosing the
best fit employee amongst a number
of qualified candidates who seems to
most successfully meet job and
organizational requirements.

External Recruitment
Method
 Walk in
 Job fair  Cognitive ability test
 Educational institutions  Physical Ability Testing
 Advertisement  Personality testing
 Integrity Testing
Pros  Drug Testing
 People having requisite skill,  Work sample testing
education and straining can be
recruited.
 Best selection made irrespective of
cast, creed, religion, sex.
 Helps to bring new blood
 Expertise and experience from other
organization can be bought.

Cons

 Time consuming and expensive

 Employees unfamiliar with
organization and its orientation.
 If higher level jobs are filled from
external sources, motivation and
loyalty of existing staff are affected.
Improving
 Accurate job analysis
Background Check
1. Criminal record checks
 Protecting employees, customers, and
assets:
 Reducing workplace violence
 Compliance with regulations
 2. Credit checks.
 Certain jobs requiring security
clearance often involve extensive
background checks.
 Certain types of roles, like financial
advisors, might have specific
regulations mandating background
checks.
 Some companies have established
policies on background checks based
on risk assessments and legal
compliance.
Latest Issues
 Employment of Foreigners
 How will the employer ensure the
foreigners he recruits are suitable for
the jobs they will undertake?
 How will the employer and his local
employees communicate with the
foreign workers?
Off the job Training
 What company documents and
signage's need to be translated for the
benefit of the foreigners?
Training and
Development
On the job training
1. Coaching
 Focuses on improving specific
skills and performance.
 short-term and goal-oriented
 structured and formal
 address specific performance
needs within the training
program.
2. Mentoring
 focus on broader professional and
personal development.
 long-term and relationship based.
 Less structured and informal
 Valuable for providing broader
career guidance, navigating
company culture, building
professional networks, and
offering long-term career advice.
3. Communication
 exchange of information and ideas
between trainers, trainees, and
any other stakeholders involved in
the learning process.
4. Refinement
 harpening specific skills
 Adjusting training content based
on individual needs.
 Continuously improving the
training program itself
5. Job Instructional Technique
 Structured
 designed to teach employees
manual skills or procedures
efficiently and effectively.
 It's a step-by-step approach
1. Simulation
 uses realistic scenarios and
environments to replicate
real-world situations
encountered in a specific job
2. Lectures
role.
 one instructor presents
information to a group of
trainees in a classroom or
similar setting.
3. Case studies
 offer a realistic and engaging
way to learn, simulating real-
world challenges and
fostering critical thinking
 A case study usually presents
a detailed description of a real
or fictional business situation
faced by an organization or
individual. the participant will
analyze the whole case
 4. Role playing
 method that involves
participants acting out
scenarios to simulate real-
world situations relevant to
their jobs
5. Vestibule Training
 used to prepare employees
for their actual job duties
 Simulated work environment
 focuses on mastering critical
skills required for the job
Identification of training needs
1. Organisational analysis
 systematic study of objectives,
resource allocation and
utilisation, growth potential
and its environment.
 determine where training
emphasis should be placed in
the organisation
 involves the following
element:
 (a) Analysis of Objectives
 (b) Resource Utilisation
Analysis
2. Task analysis
 systematic analysis of jobs to
identify job contents,
knowledge, skills and
aptitudes require to perform
the job.
3. HR analysis
 quality of manpower required
 has to be done in the light of
both internal and external
environment of the
organisation.
Evaluation of training
1. Reaction
 trainees considered the
programme worthwhile and
liked it
 contents and methods of
training are good indicators of
effectiveness.
2. Learning
 extent to which the trainees
have gained the desired
knowledge and skills during
the training period
3. Behaviour
 Improvement in the job
behavior
PAYMENT SISTEM AND
WORKING HOURS
Wages system
1. Time related system (work in a
company)
 workers may be paid by the
day, the week, the month or
even on annual basis /
combine with incentive and
reward system.
Pros:
 Predictable pay, less stress
 Easier to manage, good for
quality
 Less chance of being
overworked
Cons:
 Less incentive to work harder
 Higher labor cost for employers
 Harder to reward top performers
2. Piece rated system (contractor coz the
payment based on the project)
 pays workers based on the
quantity of units produced or
tasks completed, rather than
the hours worked.

Pros:  Equip members with tools to
identify and address root
 Higher pay for hard workers
causes.
 Lower labor cost per item for
3. Management support
employers
 have necessary resources:
 Clear link between effort and
Time, budget, access to data
earnings
and tools.
Cons:  Acknowledge QCC efforts and
successes through various
 Risk of low pay and exploitation means.
 Quality might suffer if speed is 4. Suitable reward system
prioritized  Public recognition,
 Can be unfair to less skilled workers opportunities for
 Stressful and demotivating for some advancement, training,
participation in decision-
IMPROVING making.
 Differentiate rewards based
PRODUCTIVITY AND on effort and impact.
 Ensure rewards incentivize
EMPLOYEE behaviors contributing to
overall success.
COMMITMENT 5. Positive organization climate
 Encourage open
communication, risk-taking,
and learning from mistakes.
 Foster an environment where
individuals and teams work
together effectively.

Effective QCCs

Requirement for effective QCC

1. Appropriate support structure

 Visible backing from
leadership demonstrates
importance and encourages
participation.
 Have guidance.
2. Training
 Prepare members to
confidently share findings and
recommendations.
 5. Collaborating on solution
 Teamwork fosters synergy,
leverages individual strengths,
and leads to more
comprehensive and
sustainable solutions.

Benefits QCCs

1. Discussing best practices

 Sharing knowledge and
experiences within the QCC
leads to adopting the most
effective methods and
improving overall
performance.

2. Pointing out issues

 Proactive identification of
problems by team members
allows for early intervention
and prevention of larger
issues.

3. Brainstorming ideas
 Diverse perspectives within
the QCC generate creative
solutions and innovative
approaches to tackle
challenges.

4. Streamline problem solving

 Collaborative analysis and
shared ownership of solutions
ensure faster and more
effective problem resolution.