HRM for EXECUTIVES

RECRUITMENT & SELECTION And Induction

Johnson & Johnson Co.

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IF WORKERS ARE CAREFULLY SELECTED, THE PROBLEMS OF DISCIPLINE WILL BE NEGLIGIBLE.

Employee Relations Manual, 1932

EMPLOYEE RECRUITING Attracting a pool of viable job applicants.

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WHAT IS RECRUITMENT & SELECTION?

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RECRUITMENT

Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. Selection is the process of weeding out unsuitable candidates and finally choosing the most suitable persons out of all the applicants.

SELECTION

RECRUITMENT GOALS

A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus very costly to process.

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Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer.
Post hiring goals must also be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for a reasonable length of time.

 Recruitment follows HR planning and goes hand in hand with the selection process by which organizations evaluate the suitability of candidates for various jobs.

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Without accurate planning, organizations may recruit the wrong number or type of employees.

Steps in the Recruitment and Selection (staffing) Process

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FIGURE 92

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External Recruiting
College and University Recruiting

Internet

Job Fairs

External Recruiting Sources

Labor Unions

Referrals & Walk-Ins

Advertising

Employment Agencies

EMPLOYMENT TEST
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A test is a standardized objective measure of

a sample of behavior. It is standardized because the procedure of administering the

test, the environment in which the test is

taken, and the method of evaluating the individual score are uniformally applied.

TYPES OF TESTS
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Aptitude Tests: These tests measure the ability or potential of a candidate to learn a new job or skill. Peculiarities or defects in a persons sensory or intellectual capacity can be detected through these tests. It indicates how a person would be able to perform after training and not what he has done or will necessarily do. It is thus used to predict the future achievement and not the past achievement.

Achievement Tests: These tests person can do. These determine the already acquired through training experience. These tests are of two Test or trade test, and work sample test.

measure what a skill or knowledge and on the job kinds: Knowledge test or proficiency

RECRUITMENT GOALS Personality Tests: These probe deeply to discover clues to an individuals value system, emotional reactions and maturity, and his or her characteristic mode. These help in assessing a persons motivation and interests, his or her ability to adjust himself or herself to the stress of everyday life, his or her capacity for interpersonal relations and for projecting an impressive image of himself or herself.
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Interest Tests: These tests are inventories of a candidates like and dislikes in relation to work. They are designed to discover a persons area of interest and to identify the kind of work that will satisfy him. A welldesigned questionnaire is used to assess the likes and dislikes.

PRECAUTIONS IN USING TESTS

Test of Validity:

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Content

Validity: It implies the extent to which the contents of a test are related to the job requirements.

Criterion

Validity: It implies the degree to which test scores are related to job performance. Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Test of Reliability: It implies the characteristic that refers to the consistency of scores obtained by the same person when retested with the identical or equivalent tests.

INTERVIEW
Employment interview is a selection procedure designed to predict future job performance on the basis of applicants oral responses to oral inquiries. In the selection process, interviews serve the following purposes:
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To cross-check or verify the information obtained in earlier steps, i.e.

application blank and tests.

To judge the candidates qualifications and characteristics so as to

find whether or not to select him or her.

To give a candidate essential facts about the company and the job to
enable him or her to decide intelligently whether he or she should or should not accept the employment.

To

establish a rapport or mutual understanding between the company and the candidate and to promote the companys goodwill.

TYPES OF INTERVIEW

Interviews can be classified in four ways according to (a) the structure of the interview, (b) the content of the interview,

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(c) the purpose of the interview, and

(d) the ways of administering the interview

CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR STRUCTURE

Unstructured interview: In an unstructured interview, questions are not planned in advance. There is no set format to follow, and the interview can take various directions. Interviewees for the same job thus may or may not be asked the same or similar questions, and the interviews unstructured nature allows the interviewer to asks questions based on the candidates last statements and to pursue points of interest as they come up in response to questions. Structured Interview: In a structured interview, questions are planned in advance and are asked of each candidate in the same way. The only difference between interviews with different candidates might be in the probes, or follow-up questions, if a candidate has not answered a question fully. Interviews that feature structured questions usually also provide structured rating scales on which to evaluate applicants after the interview.

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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR CONTENT

Situational Interview: A situational interview is one in which a series of hypothetical job oriented questions focus on the individuals ability to project what his or her behavior would be in a given situation. Actually, a committee of persons familiar with the job develop situational questions based on the actual job duties. They then reach consensus on what are or are not acceptable answers to these questions.

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Behavioural Interview: In a behavioral interview, a situation is described and interviewees are asked how they have behaved in the past in such a situation. Thus, while situational interviews ask interviewers to describe how they would react to a situation today or tomorrow, the behavioral interviews ask interviewers to describe how they did react to the situation in the past.

CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR PURPOSE

Stress interview: In a stress interview, the applicant is made uncomfortable by a series of often-rude questions. Stress in induced by not allowing the candidate to complete his or her answers or too many questions are asked in quick succession. The interviewers show doubt on the validity of answers, try to belittle, humiliate, question and frustrate the applicant. The aim of such interview is supposedly to help identify hypersensitive applicants and those with low or high stress tolerance.

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Depth Interview: In a depth interview, details concerning one key area are sought. It is designed to intensively examine the candidates proficiency in his or her area of special interest. The purpose is to get a clear picture of the candidate through deep probing into his or her mind. Experts in the concerned area of knowledge ask relevant questions so as to judge the candidates capability in the area.

CLASSIFICATION OF INTERVIEWS BASED ON HOW THEY ARE ADMINISTERED

Sequential Interview: The sequential interview means the applicant is interviewed by several persons in sequence before a selection decision is made. In an structured sequential interview, each interviewer rates the candidate on a standard evaluation form, and the ratings are compared before the higher decision is made. Panel Interview: The panel interview means the candidate is interviewed simultaneously by a group (panel) of interviewers (rather than sequentially). This type of interview allows each interviewer to pick up on the candidates answers, much as reporters do in press conference. Group interview: In this type of interview, groups rather than individuals are interviewed. Generally, a topic for discussion is given to the group. Candidates are carefully observed as to who will lead the discussion, how well they will participate in the discussion, how each will make his or her presentation, and how well they will react to each others views.

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GUIDELINES FOR CONDUCTING AN INTERVIEW

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Plan the interview

1 Review the candidates application and resume, and note any areas that are vague or that may indicate strengths or weaknesses.

2
3 4

Convert job descriptions into interview questions and prepare a structured guideline or checklist of what to look for in a candidate.
Develop benchmark answers and a five-point rating scale for each question. Choose the appropriate type of interview to be used.

Physical setting
5 Choose a setting or an environment which is comfortable and pleasant enough to generate greater interaction and hence more information.

Rapport building
6 Choose a setting or an environment which is comfortable and pleasant enough to generate greater interaction and hence more information.

GUIDELINES FOR CONDUCTING AN INTERVIEW

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Conducting the interview

7 8 Try to follow structured guideline or the questions wrote out ahead of time. Start by asking simple questions and slowly graduate to more difficult ones. If the applicant is not able to answer at a certain level, stop, because he or she has reached his highest level of competence. Ask open-ended questions instead of those that lead to yes-no answers. Follow these explanatory questions by probing and seeking illustrative or hypothetical situation and related replies.

10
11 12

Avoid asking leading or loaded questions that might lead to debate instead of dialogue.
Listen carefully to what the applicant has to say without interruption. Provide positive feedback to encourage him or her to talk. Ensure that sufficient time is taken by the applicant while replying to questions.

GUIDELINES FOR CONDUCTING AN INTERVIEW

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Review the interview

13 14

After the candidate leaves, review your interview notes and fill in the structured interview guide (if this was not done during the interview). First rate independent ratings on the applicant and then discuss them.

COMMON INTERVIEW QUESTIONS

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1. 2. 3.

Tell me a little about yourself...? Why do you want to leave your current position? In your CV you mentioned ---------; can you elaborate? What do you feel are your strengths and weaknesses?

4.

5. 6. 7. 8.

Where do you see yourself in 2/3/5 years time etc?

Why does this job appeal to you? Why should we employ you? Why do you want to leave your present position?

INDUCTION CHECKLIST
The company its history, development, management, product or service. Personnel Policies Terms of employment disciplinary rules and provision of union agreement. Employee activities benefits or services available. Physical facilities cafeteria, washroom, parking.
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Leave.
Grievance procedure. Education and training facilities.

Medical and first aid facilities.

Telephone calls and correspondence.

INDUCTION CHECKLIST
Travailing and subsistence expenses.
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The job /dept. for which the employee is hired, nature of work, working hours, wages, work place, tools, equipment.

opportunity to promotion.
The supervisor of the new employee introduce to him, to other supervisor in the dept. to union steward. Departmental rules & regulations safety measures. Introduction to fellow workers. Co-ordination with other depts. & Work.

Subsequent follow up (several weeks later) to answer further questions; reviewing key initial job placement during the probationary period of employment.