3Ŷ1

SLeps ln 8ecrulLmenL and SelecLlon Þrocess
llaure 3Ŷ1
1he recrulLmenL and selecLlon process ls a serles of hurdles almed aL
selecLlna Lhe besL candldaLe for Lhe [obŦ
Ŷ
uman 8esource Þlannlna
W uman 8esource (8) Þlannlna
1he process of analvzlna and ldenLlfvlna Lhe need
for and avallablllLv of human resources so LhaL Lhe
oraanlzaLlon can meeL lLs ob[ecLlvesŦ
W 8 Þlannlna 8esponslblllLles
1op 8 execuLlve and subordlnaLes aaLher
lnformaLlon from oLher manaaers Lo use ln Lhe
developmenL of 8 pro[ecLlons for Lop
manaaemenL Lo use ln sLraLealc plannlna and
seLLlna oraanlzaLlonal aoals
Ŷ3
nk lloooloo ltocess
Figure 2-6
3Ŷ4
lorecasLlna Lhe demand for human
resources
W LxLernal challenaesŤ
economlc developmenL
pollLlcalţ leaalţ soclal Ǝ Lechnlcal
chanaes
compeLlLlon
CraanlzaLlonal declslons
Workforce facLor
3Ŷ3
lorecasLlna Þersonnel needs
W 1rend analvsls
1he sLudv of a flrm's pasL emplovmenL needs over
a perlod of vears Lo predlcL fuLure needsŦ
W 8aLlo analvsls
A forecasLlna Lechnlque for deLermlnlna fuLure
sLaff needs bv uslna raLlos beLween a causal facLor
and Lhe number of emplovees neededŦ
Assumes LhaL Lhe relaLlonshlp beLween Lhe causal
facLor and sLafflna needs ls consLanL
3Ŷ6
8aLlo analvsls
W 4Ŵ3 producLlon of unlLs 3
W 3Ŵ6 noŦ of worker 1
W 8aLlo 1ť3
W 6Ŵ esLlmaLed producLlon 8
W noŦ of workers requlred 8x1$3
W ƹ 16
W f supervlsors have a span of workers 8
supervlsors are also needed

1he ScaLLer ÞloL
W ScaLLer ploL
A araphlcal meLhod used Lo help ldenLlfv Lhe
relaLlonshlp beLween Lwo varlablesŦ
Slze of osplLal number of
(number of 8eds) 8ealsLered nurses
4
3 6
4 4
3 3
6 6
66
8 8
86
3Ŷ8
ueLermlnlna Lhe 8elaLlonshlp 8eLween
osplLal Slze and number of nurses
llaure 3Ŷ3

Dslna CompuLers Lo lorecasL
Þersonnel 8equlremenLs
W CompuLerlzed forecasLs
1he use sofLware packaaes Lo deLermlne of
fuLure sLaff needs bv pro[ecLlna salesţ volume
of producLlonţ and personnel requlred Lo
malnLaln a volume of ouLpuLŦ
Manaaerlal [udaemenL
3Ŷ1
lorecasLlna Lhe Supplv of nslde
CandldaLes
W CuallflcaLlons lnvenLorles
Manual or compuLerlzed records llsLlna
emplovees' educaLlonţ career and
developmenL lnLeresLsţ lanauaaesţ speclal
sklllsţ and so onţ Lo be used ln selecLlna lnslde
candldaLes for promoLlonŦ
W 8eplacemenL CharLs
3Ŷ11
ManaaemenL
8eplacemenL CharL
Showlna uevelopmenL
needs of luLure
ulvlslonal vlce ÞresldenL
llaure 3Ŷ4
3Ŷ1
CompuLerlzed nformaLlon SvsLems
CompuLerlzed lnvenLorv of lnformaLlon LhaL can be
accessed Lo deLermlne emplovees' backaroundţ
experlenceţ and skllls LhaL mav lncludeť
W Work experlence codes
W ÞroducL or servlce knowledae
W ndusLrv experlence
W lormal educaLlon
W 1ralnlna courses
W lorelan lanauaae skllls
W 8elocaLlon llmlLaLlon
W Þerformance appralsal
W skllls
3Ŷ13
Þroblems ln 8Þ
W Accuracv
W SupporL
W number aame
8ecrulLmenL
ltocess of locotloo ooJ eocootooloo poteotlol
oppllcoots to opplv fot exlstloo ot ootlclpoteJ
job opeoloosŦ
LffecLlve 8ecrulLlna
W LxLernal facLors affecLlna recrulLlnať
Lconomlc LnvlronmenL
Soclal LnvlronmenL
1echnoloalcal LnvlronmenL
ÞollLlcal LnvlronmenL
Leaal LnvlronmenL
lacLorv acL 148
emplovmenL exchanae acL 13
conLracL labor acL 1
chlld labor acL 186
ConLŧ
nLernal facLors affecLlna recrulLlnať
W Þoor lmaae
W Slze of oraanlsaLlon
W DnaLLracLlve [ob
W ConservaLlve lnLernal pollcles
W LlmlLed budaeLarv supporL
W 8esLrlcLlve pollcles of aovernmenL
8ecrulLlna ?leld Þvramld
Ŷ18
Jvootooes ooJ ulsoJvootooes of
lotetool ooJ £xtetool kectoltloo 5ootces
Figure 7-5
llndlna nLernal CandldaLes
W !ob posLlna
Þubllclzlna an open [ob Lo emplovees (ofLen bv
llLerallv posLlna lL on bulleLln boards) and llsLlna lLs
aLLrlbuLesŦ
W 8ehlrlna former emplovees
W Successlon plannlna
1he process of ensurlna a sulLable supplv of
successors for currenL and fuLure senlor or kev
[obsŦ
Ŷ
LxLernal 8ecrulLlna
EmpIoyment Agencies EmpIoyment Agencies
and Search Firms and Search Firms
CoIIege and CoIIege and
University University
Recruiting Recruiting
Advertising Advertising
EmpIoyee EmpIoyee
referraIs referraIs
ExternaI ExternaI
Recruiting Recruiting
Sources Sources
Media Sources Media Sources
and Job Fairs and Job Fairs
Internet Internet
CuLslde Sources of CandldaLes
W AdverLlslna
1he Medlať selecLlon of Lhe besL medlum depends
on Lhe poslLlons for whlch Lhe flrm ls recrulLlnaŦ
W newspapers (local and speclflc labor markeLs)
W 1rade and professlonal [ournals
W nLerneL [ob slLes
W MarkeLlna proarams
W ConsLrucLlna an effecLlve ad

CuLslde Sources of CandldaLes (conL'd)
W LxecuLlve recrulLers (headhunLers)
Speclal emplovmenL aaencles reLalned bv emplovers
Lo seek ouL LopŴmanaaemenL LalenL for Lhelr cllenLsŦ
W ConLlnaenLŴbased recrulLers collecL a fee for Lhelr servlces
when a successful hlre ls compleLedŦ
W 8eLalned execuLlve searchers are pald reaardless of Lhe
ouLcome of Lhe recrulLmenL processŦ
nLerneL Lechnoloav and speclallzaLlon Lrends are
chanalna how candldaLes are aLLracLed and how
searches are conducLedŦ
LmplovmenL aaencles
CuLslde Sources of CandldaLes (conL'd
W Colleae recrulLlna
°Ŵ¾¾¾
shorLllsL campuses
W Choose recrulLlna Leam carefullv
W Þav smarLlv noL hlahlv
W ÞresenL a clear plcLure
W uo noL oversell vourself
W CeL ln earlv
W Lmplovee referrals
AppllcanLs who are referred Lo Lhe oraanlzaLlon bv
currenL emplovees
ConLŧ
W WalkŴlns
ulrecL appllcanLs who seek emplovmenL wlLh or
wlLhouL encouraaemenL from oLher sourcesŦ
W 8ecrulLlna vla Lhe nLerneL
CosLŴeffecLlve wav Lo publlclze [ob openlnas
More appllcanLs aLLracLed over a lonaer perlod
mmedlaLe appllcanL responses
Cnllne prescreenlna of appllcanLs
Ŷ3
nLerneL 8ecrulLlna
W ulsadvanLaaes
More unquallfled appllcanLs
AddlLlonal work for 8 sLaff members
Manv appllcanLs are noL serlouslv seeklna emplovmenL
Access llmlLed or unavallable Lo some appllcanLs
8ecrulLmenL pracLlces aL CC
W CC ls enaaaed ln crude oll reflnlna and markeLlna
of dlfferenL peLro producLsŦ Ls reflnerles are
locaLed ln dlfferenL parLs of Lhe counLrv wlLh a
neLwork of markeLlna coverlna Lhe enLlre counLrvŦ
lor Lhe purpose of recrulLlna personnel lL
underLakes sclenLlflc work sLudles Lo ellmlnaLe
manpower lmbalances aL varlous unlLs enaaaed
ln slmllar funcLlonsŦ n order Lo meeL lLs
manpower requlremenLs lL depends on boLh
lnLernal and exLernal sourcesŦ L adopLs dlfferenL
recrulLmenL meLhods for caLeaorv of emplovees
Ŷmanaaerlal and operaLlveŦ
lor manaaerlal
W AdsŦ n newspapers and oLher publlcaLlons on
all ndla basls
W Ls own reflnerv unlLs for surplus sLaff
W lorelan oll companles for surplus sLaff
lor operaLlves
W AdverLlsemenLs ln local papers
W 8ealonal emplovmenL exchanaes
W Cwn reflnerv unlLs for surplus sLaff
AL1L8nA1vLS 1C 8LC8D1MLn1
W CverLlme
W SubconLracLlna
W 1emporarv emplovee
W ouLsourclna
ssues ln 8ecrulLlna a More ulverse
Workforce
W Slnale parenLs
W Clder workers
8evlslna pollces LhaL make lL dlfflculL or
unaLLracLlve for older workers Lo remaln
emplovedŦ
W 8ecrulLlna mlnorlLles and women
8ecrulLmenL of Lralneesť expecLaLlons
of ndlan companles
!!$
W Is a Ilat organization.
W The emphasis is on achievement, motivation &
ability to deliver come what may.
'we hire people who are capable oI growing the business
rather than iust growing with business¨-HR manager
W They must have winner mindset and a Passion Ior
creating a dynamic change.
W They must have the ability to deal with ambiguity
and inIormality.
ConLŧ
#00-4
W mphasis on youth.
W mployees expected to have passion Ior Iitness business
W Recruitees should be willing to do all kinds oI iob
operations & take decisions independently.
%, 74:5
W xpects iob aspirants to stay with organization patiently &
rise with company.
W Must be Willing to say Yes Sir` to anybody.
W Other criteria include Communication skills ,Ability to
work long & stressIul hours, Attention to personal
appearance& assertiveness without aggression.
3Ŷ3
Skllls recrulLer wanL
W AblllLv Lo work ln a Leam
W AnalvLlcal and problem solvlna skllls
W CommunlcaLlon and oLher sofL skllls
W CreaLlvlLv and resourcefulness
W Leadershlp poLenLlal
W Ceneral manaaerlal skllls
W LnLrepreneurlal skllls
3Ŷ33
Hotel Paris's competitive strategy is to 'use superior guest service to diIIerentiate the
hotel Paris's properties and to thereby increase the length oI stay and return rate oI
guests ,and thus boost revenues and proIitability.¨
IIective recruiting was important. II the hotel did not get enough applicants it could
not be selective who to hire and iI it could not be selective the hotel could not enioy
the customer oriented employee behavior that the hotel strategy relied on.
Hotel Paris was virtually paying no attention to the iob oI recruiting prospective
employees .Individual hotel managers slapped together help wanted ads when they
had positions to Iill and no one in chain had any idea oI how many recruits these ads
were producing or which recruiting approaches worked the best.
There was no sense oI direction Irom the hotel headquarter s regarding what sorts oI
applicants the company preIerred what media and alternative sources oI recruits its
managers should use.
It is saIe to say that achieving the Hotel Paris`s strategic aim depended on the quality oI
people it attracted and then selected Ior employment at the Iirm. The process had to
start with better recruiting.
3Ŷ34
Clven Lhe hoLel's sLaLed emplovee preferences whaL
recrulLlna sources would vou suaaesL Lhev use and
whv?
WhaL would hoLel Þarls help wanLed ad look llke?
ow would vou suaaesL Lhev measure Lhe
effecLlveness of Lhelr recrulLlna efforLs?

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