Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Do you agree?
Great companies first got the right people on the
bus, the wrong people off the bus, and the right
people in the right seats and then they figured
out where to drive it.
Good to Great: Why Some Companies Make the Leap and Others Dont
Jim Collins
Manpower Planning
Manpower Planning is a Process by which
an organization ensures that
Right number of people
Right kind of people
At the Right time
At the Right place
Doing the Right things for which they are
suited for achieving the goals of the
organization.
Recruitment
Job Vacancy
Organization Strategy
Recruitment:
Selection:
External, internal
Job analysis
Employment:
Decision making, final match
Definition
1. The process of searching for prospective
employees & stimulating them to apply for jobs
in the organizations Flippo
2. Involves attracting and obtaining as many
applications as possible from eligible job seekers
Recruitment
Recruitment is the process of finding and attracting capable
applicants for employment. The process begins when new
recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new
employees are selected. ----- Werther and Davis
Human Resource
Planning
Recruitment
Selection
Placement
Job Analysis
2.
3.
4.
5.
6.
v
v
v
v
v
v
External factors:
Socio economic factors;
Supply and demand factors;
Employment rate;
Labour market conditions;
Political, legal and governmental factors;
Information systems.
Process of Recruitment
According to Famularo 4 elements
1. Recruitment Policy
2. Recruitment organization
3. Forecast of manpower
Recruitment Policy
1.
2.
3.
4.
5.
Must contain
Organizations objectives
Identification of the recruitment needs
Preferred sources of recruitment
Criteria of selection & preferences
Cost of recruitment
Should satisfy
1.
2.
3.
4.
Recruitment organization
All employment activity should be centralized
Merits of centralization
1.Reduces administrative cost
2.Scientific selection
3.Reduce favoritism
Sourcing Channels
Internal
Employee Referrals by Other
Departments
Present Permanent employees
Present temporary and casual
employees
Retrenched or retired
employees
Dependents of deceased,
disabled, retired and present
employees
Promotions
Transfers
Recruitment methods
External
Advertisement
Placement Agencies
Internships
Job Sites
E-Recruiting
Campus
Data Base
Alumni
Associations/Interest Groups/
Networks
Temporary Leasing
Trade unions
Passive Recruiting (Unsolicited application)
Career Fairs
Sources of Recruitment
I. Internal sources - present working force
HR inventory an outcome of HRP base
Announce vacancies through notice boards,
circulars, office bulletins job posting
Management evaluates application final selection
1.
2.
3.
4.
Merits
Improves employee morale
Encourages competent and ambitious employees
Improves employee loyalty
Employer is in the better position to evaluate the
candidates (e/es)
5. Minimum cost
6. Time and resources - saves selection and
induction cost
A. Direct methods
Traveling recruiters educational and professional
institutions
Recruiting is done in cooperation with placement
office of a college
Evaluation of a recruitment
program
For effectiveness
Success of RP can be judged based on,
Number of successful placements
Number of hirings
Number of offers made
Number of applicants
Cost involved
Time taken for filling up the position
Alternatives to Recruitment
Outsourcing
Contingent Workers
Professional Employer
Organizations (Employee
Leasing)
Overtime
Selection
Concept of selection
The process of choosing the most suitable
candidate for a job from among the available
applicants
The
selection
The selection
process
process
Application forms
Also called as application blank
It is a formal record of an individuals appeal or
intention for employment
Helps in initial screening of the applicants
Pros
Applications
Resumes
Straight forward
Structured
Limit embellishment
Easier to evaluate
Cons
Foster embellishment
Harder to evaluate
Overall appearance
Layout
Experience
Education and credentials
Relevant affiliations and activities
References
Selection Tests
1. Intelligence tests
Standardized tests
They define the components of intelligence as
reasoning, judgment, memory and power of
abstraction
I.Q. = (Mental age / Chronological age) * 100
Interviews
A procedure designed to obtain information from a
person through oral responses to oral inquiries
Selection interview a selection procedure
designed to predict future job performance on the
basis of applicants oral responses to oral inquiries
Intrarater
Reliability
Interview
Reliability and
Validity Issues
Face
Validity
Selection Interviewing
Reliability and Validity of Interviews
Intra-rater reliability: interviewers who are
consistent in their ability to select individuals who will
perform well.
Inter-rater reliability: the extent to which different
interviewers agree in the selection of individuals who
will perform well.
Face validity: a test that appears to be valid because
external observers assume, without proof, that it is.
Unstructured interviews are less reliable and less
valid than structured interviews.
Advantages
Cross check the information provided in the
application
Part of recruitment process
E/r can sell his org & job to candidate
Disadvantages
Subjectivity opinion & perception of the
interviewer
Individual bias gender, religion, nationality,
education
Interview contd..
I.
Preliminary interview
Interview contd..
II. Selection interviews/ Core
Interviews Contd..
III. Decision making interview
Selected applicants interviewed by HR
mgr and dept head
Informal
Try to find out salary expectation and other
detail
HR mgr & Dept head communicate their
decision to concerned authority
Interview process
1. Preparation
Determine the objectives
Read the application
Determine the mode of evaluation
2. Setting
Pleasant seating arrangements
Avoid attending phone calls, meeting
colleagues
Make the candidate feel relaxed
7. Medical examination
Conducted if mandatory
30% - Problem
solving
20% - Team
work
15% - Attention
to detail
15% - Responsibility
20% - Flexibility
Placement
Right candidate is placed at the right
position
Orientation
Process to introduce new employees to
organization
Familiarize new employee to job and work
unit
Help employee to understand values,
beliefs, and acceptable behaviours
Feeling secure
in job
Savings for a
home
Having
financial
security
Preparing for
retirement
Savings for
childs tuition
Retiring early
Making more
money
Furthering my
education
outside work
Staying
healthy
Having more
tiime for
family
Placement
When once the candidate reports for duty, the
organization has to place him initially in that job for
which he is selected.
- Employees are trained for the job and also in relation
to related jobs.
- Employee is placed on the actual position, only when
the probation period is over.
- if the performance is satisfactory then only the
candidates are regularized.
INDUCTION
Induction is the process of receiving and welcoming
an employee when he first joins a company and giving
him the basic information he needs to settle down
quickly and happily and start work.
This process is having lot of significance, as the rate
of turnover among new employees is very high in
comparison to senior executives.
(Lectures, handbooks, films, group seminars are used
to impart the information to new employees about the
environment of the job)
Grievances procedures
Objectives of Induction
Putting new employees at ease
Creating the interest in his job and the company
Providing basic information about working
arrangements
Indicating the standards of performance and
behaviour
Informing them about training facilities
Creating the feeling of social security
Minimizing the reality shock which would be
caused due to incompatibility.
Internal Mobility
The lateral or vertical movement (promotion, transfer,
demotion or separation) of an employee within an
organization is called internal mobility.
It may take place between jobs in various departments or
divisions.
Some employees may leave the organization for reasons
such as better prospects, retirement, terminations etc.
Such movements are known as external mobility.
Transfers
A transfer is a change in job assignment.
It may involve a promotion or demotion or
no change at all in status and
responsibility.
Purpose of Transfer
Promotion
Promotion refer to upward movement of an
employee from current from current job to
another that is higher in pay, responsibility
and/or organizational level. promotion brings
enhanced status, better pay, increased
responsibility, better working condition to the
promote.
Purpose of promotion
To utilize the employee skill, knowledge
To develop competitive spirit
To develop competent internal source of
employees
To promote employee self-development
To promote interest in training
To build loyalty
To reward committed
Demotion
Demotion is the downward movement of an employee in
the organizational hierarchy with lower status and pay.
It is a downgrading process where the employee suffers
considerable emotional and financial loss in the form of
lower rank, power and status, lower pay and poor
working conditions.
Causes of Demotion
A promote is unable to meet the challenges
posed by the new job
Due to adverse business conditions,organization
may decide to lay off some and downgrade
other jobs.
Demotion may be used as disciplinary tools
against errant employees
Separations
A separations is a decision that the individual
and the organization should part.
separations can take several forms, such as
temporary leaves of absence, attrition,
layoffs.
Separations