Recruitment and Selection | Employee Retention | Recruitment

RECRUITMENT AND SELECTION

MANPOWER PLANNING  Forecasting Demand  Forecasting Supply • Gaps/ Glut Problem • Workforce • Work Schedules • Outsourcing • Multiple Skills  SCM in HRP  Flexible Supplies .

HRP: Supply .Demand Analysis  Buffer (t) = Demand (t) – Supply (t)  Buffer (t) = Undergoing Training + Bench  Demand (t) = f1(growth. technology)  Supply (t) = f2(educational instt. referrals. attrition.. supply. peer cos. promotions) . leaves. trained manpower. productivity. absenteeism.

training.Benefit analysis Replacement Costs = Attraction/ selection costs+ Initial Training + Bench cost + Lower initial productivity costs – Burnout/ Low morale Costs.  Net Replacement costs = Replacement Costs Retention Costs  . rotation costs )+ Net Salary Costs.  Retention Costs = Career growth (Investment in education.  Attrition Costs = Total strength* Attrition rate *Net Replacement costs + Cost of Permanent loss of Human capital.HRP: Cost .

Delta P R& S Costs Costs/Productivity Initial trg. & bench cost Salary Replacement costs Retention costs Tenure Delta P .

RECRUITMENT  Job Description and Job Specifications  Attraction Strategies • Compensation • Work Itself • Employer Branding (Great Places to Work) Job Preview  Realistic .

htm .ACCENTURE SURVEY “Presented below in the order of importance are the expectations of candidates with regards to prospective employers: ~ Compensation/ salary (82 percent) ~ Interesting and challenging work (77 percent) ~ The opportunity to gain global experience (63 percent) ~ Prestigious company name (59 percent) ~ Formal training (55 percent) ~ Flexible work hours (54 percent) ~ The company's reputation as an employer (52 percent) ~ Social atmosphere (50 percent) ~ Benefits such as health insurance (42 percent) ~ The supervisor who will mentor and coach (35 percent) ~ Opportunity to travel (34 percent)” Source : http://www.com/getahead/2008/jun/03grad.rediff.

RECRUITMENT  Sources • Internal and External • Internet • Recruitment Consultants • Campus • Non Traditional Evaluation  Source .

Fit with the Context. ILM • • • • • • Entry Level Hiring Succession Planning Promotions Transfers Expatriation Entry level and Lateral Hiring  ELM .INTERNAL VS EXTERNAL   Internal vs External Decision.

TALE OF TWO MARKETS  Internal Labor Markets • • • •  Advancement: Tournaments Organizational Commitment Cradle to Grave Contract Career Development: Organizational Responsibility Advancement: Job Hopping Career or Professional Commitment Boundary less Careers Career Development: Individual Responsibility External or Open Labor Market • • • • .

SELECTION    Information Asymmetry Signaling and Screening Selection Criteria • • • Hiring for Attitude or Skill Competencies Fit with the Context • • Threshold Differentiating   Selection Decision Makers Attraction. B. Goldstein.Selection. Personnel Psychology. B. (1987).W. 40. The ASA Framework: An Update. D. Personnel Psychology. & Smith. 1975. .B. 48.. 95) Schneider. 437-453. Schneider. 747-779. The people make the place. H.Attrition Framework (Schneider. (1995).

SELECTION  Methods • Probations & Internship • Interviews • Ability Tests • Personality Tests • Assessment Centers • Combining Methods (Aptitude & Achievement Tests)  Reliability and Validity  Biases and Errors .

INDUCTION  Psychological  Orientation Contract • Anticipatory Phase • Encounter Phase • Settling Phase  Mentoring .

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