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presents

Competency Based Recruitment Program

Scope of the program

1. Understanding Recruitment Need 2. The Recruitment Challenges 3. The Recruitment Process 4. The Recruitment Management System 5. The Recruitment Framework 6. Attracting the Right Candidate 7. Selection Methods 8. Competency Bases Recruitment 9. Employment Checks 10. Effective Interviewing 11. Assessment Centers
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What is Recruitment ?
Recruitment refers to the process of finding possible candidates for a job or function. It may be undertaken by an employment agency or a member of staff at the business or organisation looking for recruits.
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Why Recruit ?
The first element of recruiting strategy is to determine "why" you are hiring outside people. First, you must determine your firm's business goals and then what recruiting can do to contribute to each of them. Some of the more common business reasons for hiring include: 1. 2. 3. 4. 5. 6. Business Expansion or Diversification New Client, Customer, Market or Product Career Progression or Retirement Dismissal Attrition Upsizing the caliber of talent because top talent has become available 7. Increasing the capability of your firm by adding new skill sets
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Also Remember
As a recruiter you should know your organisation very well and determine the need for recruitment. Know the Vision, Mission, Objective, Culture, Policies and the Long term and Short term business need of your organisation. This will give you an idea of the manpower requirement of your organisation and also the kind of manpower you need to recruit.
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Objectives of Recruitment
1. To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels of the organization. 4. To develop an organizational culture that attracts competent people to the company, 5. To search or head hunt people whose skills fit the companys values. 6. To devise methodologies for assessing psychological traits, 7. To seek out non-conventional development grounds of talent, 8. To search for talent globally and not just within the company. 9. To design entry pay that competes on quality but not on quantum, 10.To anticipate and find people for positions that does not exist yet.
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Sub-systems of Recruitment
The recruitment consists of the following sub-functions :
1. Finding out and developing the sources where the required number and kind of employees will be available. 2. Developing suitable techniques to attract the desirable candidates. 3. Employing the techniques to attract candidates. 4. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of number of candidates required.

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Factors Affecting Recruitment

Both internal and external factors affect recruitment.
External Factors: supply of and demand for human resources, employment opportunities and/or unemployment rate, labor market conditions, political, legal requirement and government policies, social factors, information systems etc. Internal Factors: the companys pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, companys product/services, geographical spread of the companys operations viz., local, national or global, companys growth rate, Role of Trade Unions and cost of recruitment.
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The Recruitment Challenges

Recruitment processes Turnover

Planning for success

Reducing bureaucracy Managing quality

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The Recruitment Process

Recruitment sequence/procedure in any organization is as follows: 1. Identify vacancy 2. Prepare job description and person specification 3. Advertise 4. Managing the response 5. Short-listing 6. Visits 7. References 8. Arrange interviews 9. Conduct the interview 10.Decision making 11.Convey the decision 12.Appointment action
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ROI on Recruitment
What should a Recruitment/Hiring Manager do to calculate the return on investments on recruitment?
Start off with a clear analysis of the organizational and commercial outcomes required from recruitment. What is the business trying to achieve, and what part will successful candidates need to play? Develop clear ways of tracking and measuring these outcomes Carry out an objective and open-minded analysis of the qualities people need to perform. Ruthlessly avoid your judgment being colored by past practice or "knowing what works from experience". if doing this well seems expensive in the short run, it's never as expensive as doing it badly in the long run! Ensure that you assess the full range of qualities needed for success - include personality, motivation and aptitude as well as experience Ensure that everyone involved in recruitment is trained to the highest possible standards Carefully connect recruitment to induction, training, management and performance management - to ensure that the business does not just get the right people, but nurtures and capitalizes in them as well
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ROI on Recruitment (contd..)

These approaches deliver returns of investment because They identify people who perform, Reduce the risk of employing people who cannot (or will not) perform, Cut the costs of recruitment and development, and Play a major part in driving forwards organizational change.

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RECRUITMENT MANAGEMENT SYSTEM

For most recruiters, a basic applicant tracking system, even if it starts as an Excel spreadsheet or Access database, is a key to survival and certainly to efficiency.

Recruitment Management picks up where applicant tracking left off. Tracking your applicants efficiently is no longer a self-sustaining hiring process and you will inevitably start focusing on the following areas to raise your recruiting process to the next level:
Tight integration between the hiring management system and corporate recruitment site. Engaging above-average talent by providing a streamlined and user-friendly online application process-one that candidates tell you is better than your competitors. The ability to seamlessly pre-screen candidates by asking job-specific questions in addition to collecting their resumes. The ability, at a glance, to see how a candidate fits with the job he or she has applied for, individually and in comparison with all other applicants. Making it easy for your recruiters to communicate and build relationships with candidates throughout the recruiting process. Additional recruiter productivity enhancement tools. The ability to extract data from your system to make decisions that support continuously improving your recruiting and talent attraction process.

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The Recruitment Framework

Who deals with recruitment?
When deciding who should carry out recruitment, the organisation should make sure that: Those dealing with recruitment have the capacity to deal with the volume and nature of job vacancies in terms of training and resources. Systems are set up for record-keeping which: Comply with any corporate monitoring requirements; Are adequate to defend any potential discrimination claims; Comply with the requirements of the Data Protection Act; If the process is devolved to line managers or directorate-based HR teams, consistency is maintained as far as possible; The speed and success of the recruitment process is monitored.
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Outsourcing
The recruitment process can be contracted out partly or wholly to an external organisation. This outsourcing may be for a specific vacancy, such as the use of a recruitment agency to recruit for a senior level post, or for all vacancies. Benefits may arise from outsourcing because of economies of scale, particularly where the agency has invested heavily in technology. When outsourcing it is important that line managers remain sufficiently involved in the recruitment process because of their understanding of a vacancy's requirements. It is also important for the authority to set clear roles, responsibilities and standards to ensure that they retain some control over the process.

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Human resource management information systems (HRMIS)

Depending on the software provided, HRMIS can help at every step of the recruitment and selection process such as: Recording job requirements, through on-line job descriptions and person specifications; Recording previous job advertisements, which may then be modified for the current vacancy; Producing information for the job pack, such as standard letters regarding the application process etc; Linking to web-based information, if the Internet is used for recruitment and the receipt of applications; Producing letters and information for candidates regarding the selection process, such as invitations to attend interviews etc; Record selection process results; Producing standard letters for potential successful candidates, such as reference requests, initial offer letters etc; Producing contracts of employment for the successful candidate; Recording the successful candidate's personal and job information for future use during employment; Recording information about applicants and the process for monitoring purposes.
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Attracting the Right Candidate

In the process of persuading the right people to apply for jobs, from assessing what the right person might look like to making the job attractive to them, the following issues need to be covered: Job analysis Whether to recruit internally or externally Sources of recruitment Employer branding The promotion of the organisation's employment package The job pack

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Sources of recruitment
Redeployment Advertisements Newspapers and Specialist Press/Magazines Databases Using external organisations Executive search (headhunters) Using the Internet

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Selection Methods
Application forms and CVs Online screening and short listing Interviews Psychometric testing Ability and aptitude tests Personality profiling Presentations Group exercises Assessment centers References
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Competency Based Recruitment.

What are competencies?

There are two main themes when defining competencies. These are:
Descriptions of work tasks or job outputs - a 'competence'. Descriptions of behaviours - a 'competency'. These have evolved from the work of researchers who linked into what made effective managers. Competency can be described as "an underlying characteristic of a person in that it may be a motive, a trait, a skill, an aspect of one's selfimage or social role, or a body of knowledge which he or she uses." In practice, many organisations include a mixture of tasks, job outputs and behaviours as descriptions of competence/competency. The organisation can also use the competency approach to incorporate its values into each competency.
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Competency frameworks
When developing a competency approach, most organisations develop a competency framework. This framework may consist of: Competency 'clusters' - where a number of competencies are linked by a common theme such as interacting with other people. The competency - the actual behaviour required Behavioural indicators - descriptions that indicate how an individual can demonstrate that they meet the competency. There may be different levels of indicator for different levels of job that require the same competency. When using competencies for recruitment and selection it is for the organisation to consider the full range of competencies required, including the basic requirements, to ensure that a candidate is selected who matches the competency requirements of the job.

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Why competencies?
A competency approach provides greater clarity for the selector and candidate about what is required. By breaking the requirements of the job into a list of competencies, the authority can then determine the most appropriate method of assessing an individual against each competency.
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How can competencies be identified?

When establishing appropriate competencies, it may still be helpful to break down the competency areas.

The following may be a helpful model: 'Natural' competencies - personality traits and characteristics; 'Acquired' competencies - those that the individual has attained or developed such as qualifications and experience; 'Adapting' competencies - how the individual has applied themselves during their career.

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Identify the actual competencies

This can be achieved through a number of techniques such : Focus groups Inventories and questionnaires

Interviews
Diaries and work logs Repertory grid Observation Testing

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Competency Based Selection

As with any selection process, different competencies may be identified best through different selection methods and therefore using a range of selection methods may be the most beneficial way to design a selection process.

Application forms and CVs Tests Interviews Assessment centers References Scoring
Evaluate the success of a competency-based approach
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Employment Checks
Carrying out checks prior to appointment is a vital part of the recruitment process. There are a range of issues which can be addressed, not all of which will be appropriate in the circumstances. Points to be considered are: When to carry out checks; Pre-employment medical assessments; References; Prevention of illegal working; Criminal records.

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Effective Interviewing
Interview objectives Once face-to-face with candidates, you need to: Promote the business to attract the best candidate for the job. Assess how far their qualifications match the job. Find out more about the candidates education, work experience, career goals, skills and qualities. Discover whether they would fit into the organisation. Gauge candidates' interest in the position and the company.

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Effective Interviewing (contd..)

A good interview is structured. Six stages to consider include: 1. 2. 3. 4. 5. 6. Introduction Initially assess the candidate Discuss competencies, skills and capabilities Sell the job Candidate questions Closing the session

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Effective Interviewing (contd..)

Top tips :

Understand the purpose of the interview. Rethink your interviewing strategy and tactics. Develop a list of desired skills. Create a list of interview questions. Review your list of interview questions. Tell the applicant about the interview format. Prepare for questions from the candidate. Take objective notes and record responses. Respond swiftly to good candidates and give prompt feedback. Before you offer any position, obtain and follow up references.
More on Interviewing Skills
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Assessment Centers
An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects (or competencies) of the job. Judgments about behavior are made and recorded on the basis of : Leaderless Group Discussions Role Plays Other exercises e.g. In-basket exercise etc.

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Your Questions Please !!