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RECRUITMENT & SELECTIONAnd Induction
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Johnson & Johnson Co.
IF WORKERS ARE CAREFULLY
SELECTED, THE PROBLEMS OF
DISCIPLINE WILL BE
NEGLIGIBLE.
Employee Relations Manual, 1932
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Attracting a pool ofviable job
applicants.
EMPLOYEE RECRUITING
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Recruitment is the process of
searching for prospectiveemployees and stimulating and
encouraging them to apply for jobs
in an organization.
RECRUITMENT
Selection is the process of
weeding out unsuitable candidates
and finally choosing the mostsuitable persons out of all the
applicants.
SELECTION
WHAT IS RECRUITMENT & SELECTION?
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RECRUITMENT GOALS
A commonly mentioned goal is to attract a large
pool of applicants, but applicant pools can be toolarge and thus very costly to process.
Recruiting must also attract a high proportion ofwell-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.
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Recruitment follows HR planning and
goes hand in hand with the selectionprocess by which organizations
evaluate the suitability of candidates
for various jobs.
Without accurate planning,
organizations may recruit the wrongnumber or type of employees.
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FIGURE 9
2
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External Recruiting
Employment Agencies
College and
University RecruitingInternet
Labor
Unions
ExternalRecruitingSources
Job Fairs
Referrals &
Walk-Ins Advertising
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EMPLOYMENT TEST
A test is a standardized objective measure of
a sample of behavior. It is standardized
because the procedure of administering thetest, the environment in which the test is
taken, and the method of evaluating the
individual score are uniformally applied.
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TYPES OF TESTS
Aptitude Tests: These tests measure the ability orpotential of a candidate to learn a new job or skill.
Peculiarities or defects in a persons sensory orintellectual capacity can be detected through these tests.It indicates how a person would be able to perform aftertraining 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 measure what aperson can do. These determine the skill or knowledgealready acquired through training and on the job
experience. These tests are of two kinds: KnowledgeTest or trade test, and work sample test or proficiencytest.
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RECRUITMENT GOALS
Personality Tests: These probe deeply to discover cluesto an individuals value system, emotional reactions and
maturity, and his or her characteristic mode. These help inassessing 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.
Interest Tests: These tests are inventories of acandidates 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 well-designed questionnaire is used to assess the likes and
dislikes.
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PRECAUTIONS IN USING TESTS
Test of Validity:
Content Validity: It implies the extent to which thecontents of a test are related to the job requirements.
Criterion Validity: It implies the degree to which testscores 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 refersto the consistency of scores obtained by the same personwhen retested with the identical or equivalent tests.
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INTERVIEW
Employment interview is a selection procedure designed to predict
future job performance on the basis ofapplicants oral responses to
oral inquiries. In the selection process, interviews serve the following purposes:
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 tofind whether or not to select him or her.
To give a candidate essential facts about the company and the job toenable 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 thecompany and the candidate and to promote the companys goodwill.
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TYPES OF INTERVIEW
Interviews can be classified in four ways
according to
(a) the structure of the interview,
(b) the content of the interview,
(c) the purpose of the interview, and
(d) the ways of administering the interview
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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 askedthe same or similar questions, and the interviews unstructurednature allows the interviewer to asks questions based on thecandidates last statements and to pursue points of interest asthey come up in response to questions.
Structured Interview: In a structured interview, questions areplanned in advance and are asked of each candidate in thesame way. The only difference between interviews withdifferent 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 alsoprovide structured rating scales on which to evaluate applicantsafter the interview.
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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR CONTENT
Situational Interview: A situational interview is one inwhich a series of hypothetical job oriented questions
focus on the individuals ability to project what his or herbehavior would be in a given situation. Actually, acommittee of persons familiar with the job developsituational questions based on the actual job duties. Theythen reach consensus on what are or are not acceptable
answers to these questions.
Behavioural Interview: In a behavioral interview, asituation is described and interviewees are asked howthey have behaved in the past in such a situation. Thus,
while situational interviews ask interviewers to describehow they would react to a situation today or tomorrow, thebehavioral interviews ask interviewers to describe howthey did react to the situation in the past.
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CLASSIFICATION OF INTERVIEWS ACCORDING TO THEIR PURPOSE
Stress interview: In a stress interview, the applicant is madeuncomfortable by a series of often-rude questions. Stress in
induced by not allowing the candidate to complete his or heranswers 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.
Depth Interview: In a depth interview, details concerning onekey 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 throughdeep 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.
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CLASSIFICATION OF INTERVIEWS BASED ON HOW THEY ARE ADMINISTERED
Sequential Interview: The sequential interview means the applicantis interviewed by several persons in sequence before a selectiondecision is made. In an structured sequential interview, eachinterviewer rates the candidate on a standard evaluation form, andthe ratings are compared before the higher decision is made.
Panel Interview: The panel interview means the candidate isinterviewed simultaneously by a group (panel) of interviewers (ratherthan sequentially). This type of interview allows each interviewer to
pick up on the candidates answers, much as reporters do in pressconference.
Group interview: In this type of interview, groups rather thanindividuals are interviewed. Generally, a topic for discussion is givento the group. Candidates are carefully observed as to who will lead
the discussion, how well they will participate in the discussion, howeach 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
Plan the interview1 Review the candidates application and resume, and note any areas
that are vague or that may indicate strengths or weaknesses.
2 Convert job descriptions into interview questions and prepare a
structured guideline or checklist of what to look for in a candidate.
3 Develop benchmark answers and a five-point rating scale for each
question.
4 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.
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GUIDELINES FOR CONDUCTING AN INTERVIEW
Conducting the interview
7 Try to follow structured guideline or the questions wrote out ahead of
time.
8 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.
9 Ask open-ended questions instead of those that lead to yes-no answers.
Follow these explanatory questions by probing and seeking illustrative orhypothetical situation and related replies.
10 Avoid asking leading or loaded questions that might lead to debate
instead of dialogue.
11 Listen carefully to what the applicant has to say without interruption.
Provide positive feedback to encourage him or her to talk.12 Ensure that sufficient time is taken by the applicant while replying to
questions.
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GUIDELINES FOR CONDUCTING AN INTERVIEW
Review the interview
13 After the candidate leaves, review your interview notes and fill in the
structured interview guide (if this was not done during the interview).
14 First rate independent ratings on the applicant and then discuss them.
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COMMON INTERVIEW QUESTIONS
1. Tell me a little about yourself...?
2.
Why do you want to leave your current position?3. In your CV you mentioned ---------; can you
elaborate?
4. What do you feel are your strengths and
weaknesses?5. Where do you see yourself in 2/3/5 years time etc?
6. Why does this job appeal to you?
7.
Why should we employ you?8. Why do you want to leave your present position?
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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. Leave.
Grievance procedure.
Education and training facilities.
Medical and first aid facilities.
Telephone calls and correspondence.
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INDUCTION CHECKLIST
Travailing and subsistence expenses.
The job /dept. for which the employee is hired, nature ofwork, working hours, wages, work place, tools, equipment.
opportunity to promotion.
The supervisor of the new employee introduce to him, toother 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 answerfurther questions; reviewing key initial job placementduring the probationary period of employment.