Competencies for Recruitment \u0026 Selection Professionals

$Page 1: Competencies for Recruitment \u0026 Selection Professionals$
Building the Performance Pipeline

Siraj Ur Rahman,

Research Scholar, Dr. M. G.R. Educational & Research Institute, Chennai, India.

January 8-10, 2015

Plan of Presentation

44th IFTDO 2015 World Conference 2

Paper Title

Objectives of the Study

Research Methodology

Significance of the Study

Scope of the Study

Limitation of the study

Review of Literature

Theoretical framework

Variables

Recruitment Competency Model

Reliability statistics

Correlation Analysis

The fate of your business is held in the hands of the youngest recruit of the staff.

- Akio Morita.

3 44th IFTDO 2015 World Conference

Paper Title

Competencies for Developing Recruitment & Selection Professionals in Large Organizations


Objectives of Study

1. To study if any correlations exist between the competencies of recruiters and the recruitment effectiveness measures and outcomes.

2. To study the reliability of the factors selected for the study i.e. the competencies and recruitment effectiveness measures.

3. To develop strategies for developing recruiters for enhancing their contribution to building performance pipeline.


Research Methodology


Type of Research Descriptive

Research strategy Survey

Sample Size 236

Data Collection April 2014- May 2015

Sampling Technique Random Sampling with Schedule

Data Analysis Tools Pearson’s Correlation Regression Factor Analysis etc. Confirmatory Factor Analysis SEM

Type of Data Source Primary & Secondary Data

Tools for Data Collection Questionnaires & Interviews

Significance of the Study


Stable and competent manpower

Reduced attrition Levels

Improve productivity

Improve Profitability

Scope of the Study

Focuses on large and medium companies.

IT, Manufacturing and Services Sectors.

Covers the competencies required for recruitment and selection professionals.

It may not get into other aspects of HRM such as Compensation, Performance Management etc.

NGO’s not included.


Limitations of the Study This study will be limited to the organizations having operations in India.

The research will be a general research involving three important sectors, Manufacturing, IT and Services Sectors. It doesn’t focus on any particular sectors.

It doesn’t involve nonprofit organizations and NGO’s.

It doesn’t address the issues and challenges recruitment professionals are facing in other countries outside India.


Review of Literature

Books

Journals

Research Papers

Industry Reports


HRM

Recruitment

Performance Management

Training & Development

Compensation & Benefits

Succession Planning

Career Planning

Generic HR Competencies Functional HR

Competencies

•Business Results

•Business Goals

Business Outcomes


Theoretical Framework

Recruitment &

Selection

Function

Competencies

R1, R2

R3, R4

R5, R6

R7, R8

R9, R10

R 11, R 12

R 13, R14

R15, R16

Measures

•Cost Per hire

•Cycle time

•Retention •Performance •Quality of hire

Business

Results


Theoretical Framework

R1-Communication

R2- Relationship

R3- Empathy

R4-Influence

R5-Felxibility

R6-Networking

R7-Result sOrientation

R8- Planning

R9-Domain

R10-Hiring Tools

R11-Assessment

R12-HR Sub Sys

R13- Strategic Orien

R14-Business Know.

R15-Marekt Intelli

R16- Talent Mind

R17-Credibility

CoH- Cost of Hire

QoH-Quality of Hire

PoH-Performance of hire

ToH-Cycle time

RoH-Retention of Hire


Independent & Dependent Variables

Core

Competencies

Functional

Competencies

Personal

Credibility

Business

Competencies

Recruiters Competency Model


What is a Competency

A competency is an underlying characteristic of an individual that is causally related to criterion referenced effective or superior performance in a job or situation.

- Lyle M Spencer


What is a Competency

A competency is an underlying characteristics of a person in that it may be a motive, trait or skill, aspect of one’s self image or social role or body of knowledge.

Boyatzis


What is a Competency?

Competencies are the Knowledge, skills, attitudes, values, behaviors and characteristics that people need to do a job successfully.

Competencies:

Correlate with job performance

Can be measured against standards

Can be improved with training


Skills

Knowledge

Self- concept

Traits

Motives

The Ice Berg Model of a Competency

Visible

Hidden


Competencies

• Measurable

• Observable

• Relevant

Organization Capability

• Focused on Strategy

• Difficult to Copy

Business Goals

• Market share

• Talent Retention

• Revenue Growth

Competencies and Business Success...


Core

Competencies

Functional

Competencies

Personal

Credibility

Business

Competencies

Recruiters Competency Model


Core

Competencies

Functional

Competencies

Personal

Credibility

Business

Competencies

Business Competencies

• Strategic Orientation.

• Knowledge of Business.

• Market intelligence.

• Talent Mindset

Functional Competencies

• Networking ability

• Result Orientation

• Planning & organizing

• Domain expertise

• Ability to use hiring tools

• Assessment ability

• Knowledge of HR sub systems

Core Competencies

• Communication Ability

• Building Relationships

• Empathy

• Influence & Persuasive ability

• Flexibility.


Competency: Communication Ability

Definition: It includes the ability to communicate clearly and in a respectful manner with the candidates and others.

Level 1 Level 2 Level3 Level

Communicates clearly in one

to one meetings.

Makes eye contact with the

other person.

Listens effectively.

Seeks clarifications

Summarizes often.

Shows respect to the

other persons

Can plan and present

thoughts and ideas to larger

groups.

Can author reports with fact

and figures.

Communicates assertively.

Communicates to convince

the other person.

Can build a strong bond with

the other person enhancing

the organizations brand

image.

Recruiters Competency-Sample



Reliability Statistics

constructs Cronbach's Alpha N of Items

Communication Ability .815 4

Relationship Building Ability .800 4

Empathy .817 4

Influence & Persuasive Ability .776 4

Flexibility .830 4

Networking Ability .829 4

Result Orientation .874 4

Planning & Organizing .857 4

Domain Expertise .849 4

Ability to use hiring tools .871 4

Assessment Ability .863 4

Knowledge of HR Sub Systems .862 4

Strategic Orientation .900 4

Knowledge of Business .835 4

Market Intelligence .880 4

Talent Mindset .891 4

Personal Credibility .881 4

Quality of hire .851 4

Cost of Hire .898 4

Performance of Hires .851 4

Time taken of Hiring .911 4

Retention of hires .896 4


Correlations

Business Outcomes

HR Generics comptencies Pearson Correlation .763

Sig. (2-tailed) .000

N 217

Personal Interview

Behavioural Interview

Presentation

Case Study

Role Play

Group Activities

Leaderless Group activities

Psychometric Tools

360 Degree Feedback

Self Assessment

Assessment Centre

Methods for Competency Assessment


Mentoring

Coaching

Feedback

Counseling

E-Learning

Group activities

Training Films & Videos

Outbound Learning

Training

Development Centres

Competency Development Interventions


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Competencies for Recruitment \u0026 Selection Professionals

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