recruitment

7/21/2019 recruitment

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RECRUITMENT, SELECTION, PROCESS, METHODS AND STEPS,

ROLE OF RECRUITMENT CONSULTANT, ADVERTISMENT AND INDUCTION



Recruitment:-

Organizational activities that provide apool of applicants for the purpose of lling job openings.

It is a process of searching forprospective employees .

Stimulating !ncouraging them to applyfor jobs in the org.



Importance ofrecruitmentRevie" of organisational objectives

#orecasting of personal re$uirements

#orecasting of personal supplyInnovative ideas

Organisation culture



Sources Of Recruitment:

%resent !mployees

!ducational and %rofessional Instituitions

%ublic !mployment O&ces%rivate employment 'gencies

!mployee Referrals

(elp "anted 'dvertising

)al*-Ins



#actors +overning

RecruitmentInternal #actors

Recruitment %olicy of the Org,ost Involved in Recruitment+ro"th !pansion %lans of the Org.,orporate image

!ternal #actorsSupply emand of Specic S*ills in the /ar*et%olitical 0egal considerations such as

Reservations of jobs for reserved ,atagories 1echnological !nvironment



Selection:Is the process of discovering the

$ualications characteristics of the jobapplicant in order to establish their li*elysuitability for the job position.

' good selection re$uires a methodical

approach to the problem of nding thebest matched person for the job



Importance of Selection#acilitates %lacement

#acilitates training

Optimum use of resourcesImproves e&ciency

/otivation

Reduce in absenteesim



Selection Process2. %reliminary Intervie"

3. Selection 1ests

4. !mployment Intervie"5. Reference and 6ac*ground 'nalysis

7. %hysical !amination

8. 9ob Oer

;. !mployment ,ontract



%sychological tests<denition and dimensions=' selection procedure measure the personality characteristics of

applicants that are related to future job performance. %ersonalitytests typically measure one or more of ve personality dimensions:

!troversion>

!motional stability>

'greeableness>

,onscientiousness and

Openness to eperience.



1ypes Of %sychological 1ests

%sychological tests fall into several categories:

Aptitude tests: It refers to potentiality that a person has to prot fromcertain *ind of training.

performance tests: It helps to measure the prociency that a person hasbeen able to achieve.

Intelligence tests: It attempts to measure the intelligence—that is>basic ability to understand the "orld around you> assimilate itsfunctioning> and apply this *no"ledge to enhance the $uality of yourlife. Or> as 'lfred )hitehead said about intelligence> “it enables theindividual to prot by error "ithout being slaughtered by it.”?2@Intelligence> therefore> is a measure of a potential> not a measure of"hat you’ve learned <as in an achievement test=> and so it is supposed

to be independent of culture.IAB/ental 'geC'ctual 'geD2EE

#or eample> a si year old child "ith a mental age of 8 "ould have anIA of 2EE <the “average” IA score=F a si year old child "ith a mental ageof G "ould have an IA of 27E. 1oday> intelligence is measured accordingto individual deviation from standardized norms> "ith 2EE being theaverage.

http://www.guidetopsychology.com/testing.htm

http://www.guidetopsychology.com/testing.htm



,ontH Occupational tests : It attempts to match your interests "ith the

interests of persons in *no"n careers. 1he logic here is that if the thingsthat interest you in life match up "ith> say> the things that interest mostschool teachers> then you might ma*e a good school teacher yourself.

Personality tests : It attempts to measure your basic personality styleand helps in judging maturity> social or interpersonal s*ills> behaviour understress etc.

Projective test: 1his test re$uires interpretation of problems or situations. #or eample a picture sho"n to candidate and as*ed about vie" on it.

General Knowledge test: 1o nd general a"areness in eld of sports>politics> "orld aairs> current aairs.



S!S O# 1!S1S !valuation of right candidate

%roper selection of candidate

Identifying the candidates personality



%laces )here %sychological

1esting Is sed,olleges or !ducational Institutes

'rmy>Javy etc.6an*'irlines,ompanies

SchoolsSo> no" a days in most of the places

candidates are evaluated on the basis of thepsychological test.



'dvantages can result in lo"er turnover due if applicants are selected fortraits that are highly correlated "ith employees "ho have highlongevity "ithin the organization

can reveal more information about applicantKs abilities and

interests can identify interpersonal traits that may be needed for certain

jobs

%roper placement

ierentiate bet"een suitable and unsuitable



isadvantages di&cult to measure personality traits that may not be "ell dened

applicantKs training and eperience may have greater impact on job performance than applicantKs personality

responses by applicant may may be altered by applicantKs desireto respond in a "ay they feel "ould result in their selection

lac* of diversity if all selected applicants have same personalitytraits

cost may be prohibitive for both the test and interpretation ofresults

lac* of evidence to support validity of use of personality tests



+uidelines for eective test

Before Test

/a*e proper arrangement

Intimate the candidate

Schedule the testStructure the test

During Test

%roper Supervision

#acilitate the candidate

After test

%roper assessment

%reparation of report

Intimation to candidate



Role of Intervie" 1o get information of candidate

'ssists promotion transfer

Opportunity

Information about job and company



Types of InterviewsStructured

nstructured#ormal

Informal

%anel

Stressful!it inetvie"



BARRIERS TO EFFECTIVE

SELECTION

%erception

#airnessLalidity

Reliability

%ressure



Stages In Selection %rocess:

• Stage 2: Screening Of 'pplication #orms.

• Stage 3: 1ests--Intelligence> 'ptitude> 1echnical> %sychometric> 'bility>Interest.

• Stage 4: Selection Intervie".

• Stage 5: Selection ecision



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Steps Of Recruitment %rocess



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SELECTION PROCEDURE/STEPSSELECTION PROCEDURE/STEPS

1 PRELIMINARY SCREENING

2 SENDING APPLICATION FORMS

3 TRADE TEST

4 WRITTEN TEST

5 PSYCHOLOGICAL TEST

6 INTERVIEW

7 PHYSICAL TEST

8 ON THE JOB TEST

9 REFERENCE

1 ORIENTATION

11 FINAL SELECTION

12 INTIMATION TO SALARY DEPT!



i&culties in Recruitmentprocess

1alent 'c$uistion.

!pensive.

1ime ,onstraint. Retention of employees.

/anaging lo" attrition rate.

6udget.



,hallenges in Recruitent

Selection: 1alent Shortage

'ttrition Rate

Reservations and other +ov. %olicies

Remoteness of 9ob

Scrutinity of employeeNs credentials





Denitions

According to Newstrom, “It is the process of evaluatingthe performance of employees, sharing that

information with them and searching for ways to

improve their performance’’.



%erformance 'ppraisal

Performance Appraisal (PA) refers to all thoseprocedures that are used to evaluate the

personalityperformance

potential of its group members



!eaning

Performance appraisal is the step where the

management finds out how effective it has been at

hiring and placing employees .

A “Performance appraisal” is a process ofevaluating an employee’s performance of a job in terms

of its requirements.





O"jectives of Performance Appraisal

Employee Organization

measuring the efficiency

maintaining organizational

control.

concrete and tangible

particulars about their work

assessment of

performance

mutual goals of the

employees & the organization.

growth & development

increase harmony & enhance

effectiveness

Personal development

work satisfaction

involvement in the

organization.

According to:

Aims at:



)hy 'ppraisals 're Important Set goals

Recognize performance

+uide progress

Identify problems

Improve performance iscuss career advancement

Set goals

Recognize performance

+uide progress

Identify !"#$e%&

I%!"'e e!f"!%(n)e

Di&)*&& )(!ee! (d'(n)e%ent



Settingperformancestandards Taking corrective

standards

Discussingresults

Comparingstandards

Measuring

standards

Communicatingstandards

Process



%erformance 'ppraisal :

past-oriented methods

Rating scale ,ondential report !ssay evaluation ,ritical incident method

,hec*lists #orced choice method 6ehaviorally anchored rating scale Ran*ing



%ast-oriented /ethods ,ontd.

%aired comparison method

#orced distribution method

#ield revie" techni$ue



#uture-oriented /ethods /anagement by objective

48Eo #eedbac* /ethod

%sychological 'ppraisals

'ssessment ,entre



Rating scale 1he rating scale consist of several numerical scales> each

representing a job li*e related performance criterionsuch as dependability> initiative> output> attendance>attitude> co-operation



Example:

!mployee namePPPPPPPPP eptPPPPPPP RaterNs name PPPPPPPPPPP atePPPPPPPP

PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

!c. +ood 'cceptable #air %oor

PPPPPPPPPPPPPPPPPPPPPP7PPPPPPP5PPPPPPPP4PPPPPPPPPP3PPPPPP2PPPPPPPPPPPPPPPPPPP ependability

Initiative Overall output 'ttendance 'ttitude ,ooperation

PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

1otal score



,ondential Report

escriptive report

%repared by the employeeNs immediate supervisor

1he report highlights the strengths and "ea*nesses ofemployees

%repared in +overnment organizations

oes not oer any feedbac* to the employee



!ssay !valuation /ethod

1he rater is as*ed to epress the strong as "ell as "ea*

points of employeeNs behavior

1he rater considers the employeeNs : 9ob *no"ledge and potential

nderstanding of companyNs programs> policies>

objectives etc

Relation "ith co-"or*ers and supervisors

%lanning> organizing and controlling ability

'ttitude and perception



!ssay !valuation

1his method has the follo"ing limitations:

(ighly subjective

Supervisor may "rite biased essay

i&cult to nd eective "riters

' busy appraiser may "rite the essay hurriedly

"ithout assessing properly the actual performance of

the "or*er

If the appraiser ta*es a long time it becomes

uneconomical from the vie" point of the rm



,ritical Incident 1echni$ue

/anager prepares lists of statements of very

eective and ineective behavior of an employee

1hese critical incidents represent the outstanding or

poor behavior of the employees

1he manager periodically records critical incidents

of employeeNs behavior



,ritical Incident 1echni$ue0imitation of this techni$ue are:

Jegative incidents may be more noticeable thanpositive incidents.

Results in very close supervision "hich may not beli*ed by the employee.

1he recording of incidents is a chore for the supervisorconcerned "ho may be too busy or forget to do it.



,ritical Incident 1echni$ue

Example:

9une 32 - Sales cler* patiently attended to the customers

complaint. (e

is polite> prompt> enthusiastic in solving the customersN problem

9une 32 - 1he sales assistant stayed 57 minutes beyond his brea*

during

the busiest part of the day. (e failed to ans"er store managerNs

call

thrice. (e is lazy> negligent> stubborn and uninterested in "or*



!: ' re> sudden brea*do"n> accident

)or*ers reaction scale

' informed the supervisor immediately 56 6ecome anious on loss of output 4

, tried to repair the machine 3

,omplained for poor maintenance 2



,hec*list

,hec*list contains a list of statements on thebasis of "hich the rater describes the on jobperformance of the employees

Example:

Is employee regular MCJ

Is employee respected by subordinate MCJ

Is employee helpful MCJ

oes he follo" instruction MCJ oes he *eep the e$uipment in order MCJ



6ehaviorally 'nchoredRating Scale6'RS represent a range of descriptive statements of

behavior varying from the least to the most eective

In this a rater is epected to indicate "hich behavior on

each scale best describes an employeeNs performance



Example:Performance Points Be#avior

!tremely good ; ,an epect trainee to ma*e valuable suggestions for

increased sales and to have positive relationships "ithcustomers all over the country.

+ood 8 ,an epect to initiate creative ideas for improved sales.

'bove average 7 ,an epect to *eep in touch "ith the customers

throughout the year.

'verage 5 ,an manage> "ith di&culty> to deliver the goods in time.

6elo" average 4 ,an epect to unload the truc*s "hen as*ed by thesupervisor.

%oor 3 ,an epect to inform only a part of the customers.

!tremely poor 2 ,an epect to ta*e etended coee brea*s and roamaround purposelessly.



#orced ,hoice /ethod

In the forced choice method the rater is forced to

select statements "hich are readymade

1he rater is as*ed to indicate "hich of the phrases is

the most and least descriptive of a particular "or*er

#avorable $ualities earn plus credit and unfavorable

ones earn the reverse



Example:

,riteria Rating

2.Regularity on the job /ost 0east

'l"ays regular Inform in advance for delay

Jever regular

Remain absent

Jeither regular nor irregular



#orced istribution method

Example:

$%& '%& (%& '%& $%&

poor Belowaverage

average good )*cellent

+o,ofemployees

-orce distri"ution curve



%aired comparison method

#or several traits paired comparisons are made> tabulated

and then ran* is assigned to each "or*er

Jo. of comparisons is calculated by the formula: J<J-2=C3

1his method is not applicable "hen the group is large



Ran*ing method

1he evaluator rates the employee from highest to lo"est onsome overall criteria. In this Qho" and Q"hy are not$uestioned nor ans"ered

!mployee Ran*

' 3

6 2

, 4

7

! 5



Future-oriented

appraisals



/anagement by Objectives </6O=

#irst step: /6O emphasizes collectively set goals that

are tangible> veriable> and measurable

Second step: setting the performance standard for the

subordinates

1hird step: the actual level of goal attainment is

compared "ith the goals agreed upon

#inal step: involves establishing ne" goals and possibly

ne" strategies for goals not previously achieved



48Eo #eedbac* /ethod

It is a systematic collection and feedbac* of performance

data on an individual or group> derived from a number of

sta*eholders

ata is gathered and fed bac* to the individual participant in

a clear "ay designed to promote understanding> acceptance

and ultimately behavior

It ma*es the employee feel much more accountable



#ield Revie" /ethod

1he appraiser goes to the eld and obtains the

information about "or* performance of the employee by

"ay of $uestioning the said individual> his peer group>

and his superiors



Example:

!mployee

SuppliersCvend-ors

1eammembers

superiorscustomer

s

peers

subordinates



%sychological 'ppraisals It focuses on the future potential of an employee

past performance or the actual performance is not ta*eninto consideration

!valuation is based on employeeNs intellectual> emotional>motivational and other related characteristics



'ssessment ,entres

'n assessment centre is a central location "here managersmay come

together to have their participation in job-related eercisesevaluated by

trained observers



1.Paired comparison

2.Graphic Rating scales

3. Forced choice Description

method

4.Forced Distribution Method5.Checks lists

6.Free essay method

7.Critical Incidents

8.Group Appraisal

9.Field Review Method

10.Confidential Report

11.Ranking

1.Assessment Center

2.Appraisal by Results or

Management by

Objectives3.Human Asset

Accounting

4.Behaviorally Anchored

Rating scales

Traditional Methods Modern Methods

!et#ods of Performance Appraisal

1an2ing employees "y paired comparison !et#od



As compared to AB .

A /0 /

B 0/ 0

. /

0 /

For the Trait “Quality of

work”

A 0/ /

B /0 /

. /

As compared to AB .

For the Trait “Creativity”

"

"

""

"

"

"

" "

#

#

#

##

# #

# #

Person rated Person rated

1an2ing employees "y paired comparison !et#od

#i i i l



Grap#ic or 3inear 1ating 4cales

Attitude

No interestIn work:consistentcomplainer

Careless:In-differentInstructions

Interestedin work:

Acceptsopinions &advice ofothers

Enthusiastic about job&fellow-

workers

Enthusiastic opinions &advicesought byothers

Decisiveness

Take decisionsinconsultation

with others whose viewshe values

Slow totakedecisions

Takedecisionsafter carefulconsideration

Takesdecisionspromptly

Takedecisions

withoutconsultation

E 7 2E 27

3E

E 7 2E 273E

-orced c#oice



Criteria Rating

1.Regularity on the job Most Least

-orced c#oicemet#od

•Always regular

•Inform in advance for delay

•Never regular

•Remain absent•Neither regular nor irregular

-orced distri"ution met#od



No.ofemployees 10% 20% 40% 20% 10%

poor Belowaverage

average good Excellent

Force distribution curve

-orced distri"ution met#od

4pecimen of 4ta5 Assessment -orm 6Descriptive )ssayType7



Staff AppraisalName . . . . . . . Job Title . . . . . . .Department . . . . . . . . . . . . Date of Review . . . . . . .

Age . . . . . .. . Years in present jobSection I Appraisal Of Performance

Note to Appraiser1.Appraisal must cover the period of the preceding 12 months2.Consideration to every function & responsibility of the job

3.An objective factual assessment of an employee’s improvement ordeterioration

Section II Promotability & Potential

Promotability1.Promotion now

2.Within 2 years3.Within 5 years4.Unlikely to qualify for promotion

Section III Career Development

Section IV Notes on Interview with employee

Section V Comments on & Endorsement by Reviewing Authority

Type7

. iti l I id t t# d



E+ A fi!e, &*dden #!e(-d".n, ())ident

Workers Reaction scale

A Informed the supervisor immediately 5

B Become anxious on loss of output 4

C Tried to repair the machine 3

D Complained for poor maintenance 2E Was happy to forced test 1

.ritical Incident met#od

-ield review met#od



Performance subordinate peers superior customerDimension

Leadership ^ ^

Communication ̂ ^

Interpersonal skills ̂ ^

Decision making ^ ^ ^

Technical skills ^ ^ ^

Motivation ^ ^ ^

-ield review met#od

+ i l th d



+roup appraisal method

!BO P



!BO Process

Set organizational goalsDefining performance target

Performance review

feedback

Be#avioral Anc#ored 1ating 4cales



Performance Points Behavior

Extremely

good

7 Can expect trainee to make valuable suggestions

for increased sales and to have positive

relationships with customers all over the

country.

Good 6 Can expect to initiate creative ideas for improved

sales.

Above average 5 Can expect to keep in touch with the customersthroughout the year.

Average 4 Can manage, with difficulty, to deliver the goods

in time.

Below average 3 Can expect to unload the trucks when asked by

the supervisor.

Poor 2 Can expect to inform only a part of the

customers.

Extremely poor1 Can expect to take extended coffee breaks &

roam around purposelessly.

Be#avioral Anc#ored 1ating 4cales

48E degree performance appraisal



48E degree performance appraisal

)*amples of 89% degree performance



These companies are using 360 DegreePerformance Appraisal Method

p g pappraisal met#od

Wipro

InfosysReliance Industries

Maruti Udyog

HCL Technologies Wyeth ConsumerHealth (WCH)

Issues in appraisal system



Issues in appraisal system

Appraisal Design

Formal and informal

Whose performance?

Who are the raters?

What problems?

How to solve?

What to evaluate?

When to evaluate?

What methods?



C o n s t a n t c h e c k i n d u c e s e m p l o y e

e t o p e r f o r m b e t t e r

Advantages



Advantages

Disadvantages



Disadvantages





6asic i. 6et"een

Recruitment and Selection:Recruitment- searching for and attractingapplicants $ualied to ll vacant positions

Selection- 'nalyzing the $ualications ofapplicants and deciding upon those "ho sho" themost potential



,ase Study: Selection 'nd

Recruitment %ractices in)ipro 1ech )ipro 1ech is an information technology service

company established in India in 2GE.

(ead$uarter 6angalore

Ran* 1hird largest I1 servicescompany in India

!mployees Strength ;>EEE as of September3EE;



A ' Session "ith

)I%RO (R:(o" re$uiremnt arises in )ipro

'c$uisition of %rojects> as per needs of %/>10.

(o" do you come to *no" about technology on"hich the "or*force have to be recruited.

%roject manager> technical lead

handover<or mail= (R team about 9obdescription as "ell as little bit projectdescription > re$uired technicalcompetencies.



,ont....(o" do you come to *no" about no. of candidates to be recruited

#irst do chec* about current "or*force "hich is on bench andhaving the re$uired s*ill then "e decide about no. of candidate to

be recruited.

)hatKs the rst process of recruitment

If the recruitment is on small level and the s*illset is easily availablethen "e scan our database for candidates but if the recruitment is

very large and s*illset is presice <or scarcity of s*illset = then "e givethe advt in ne"s papers.



,ont....)hat is the net step you follo" )e shortlisted the resume on the basis of s*ill and

eperience and availability of s*ill set in mar*et>then "e invite them for further process li*e 'ptitude 1est >+roup iscussion> Intervie".



,ont....)hat *ind of professionals can nd job opportunities "ith thecompany

)e have a rigorous recruitment process to ensure that "e hirethe best talent in the industry. 'll our (R processes arecompetency based.

!ducational $ualications are function dependent.

In addition to a good education> "e loo* for candidates "ith highpotential> integrity and the ability to lead the organisation infuture.

Our main focus is on Tinternal gro"thK and hence "e loo* forcandidates "ho are steady> interested in building a career "ith)ipro and "ho bring a ne" perspective to the organisation.



,ont...)hat *ind of retention policies do you implement to ghtattrition

Our values and culture> freedom and autonomy> eciting challengesand opportunities for career advancement are our *ey retention tools.

)e "or* in a highly charged environment "ith talented and successful

people that motivate one and all.)e believe that apart from salaries> employees see* fast gro"th>

eciting "or* environment and opportunity to ma*e a dierencethrough entrepreneurial ventures> amongst other things.

!ach employee has a career gro"th plan in place. 6ased on the careerplan "e give each of them opportunity to "or* in various functions toget a "ide and varied eposure.

)e also have a compensation design> "hich aggressivelydierentiates bet"een performers and non-performers.)e "ere arguably the rst #/,+ company in India to oer stoc*

options to employees.)e also purge the bottom 2EU on a regular basis so that they do not

become a liability for others.



Role of recruitment

consultants



What is Consultant

A consultant (from the Latin consultare means "to discuss" ) is a professional who

provides advice in a particular area of expertise such as accountancy, the environment,

technology, law, human resources, marketing, medicine, finance, pulic affairs,

communication, engineering, graphic design, or waste management!

A consultant is selfemployed or works for a consultancy firm, usually with multiple and

changing clients!



1ypes of ,onsultant #nvironmental consultants!

$echnology Consultant!

%uman &esource Consultant

'arketing Consultant

Law Consultant 'edicine Consultant

inance Consultant

and many moreH!



What s &ecruitment Consultant "&ecruitment consultants work with companies to help them find the right people for

their positions! $hey also work for candidates to find a role that is suitale for them!

$he key skill of a recruitment consultant is to meet the needs of oth the client and the

candidate to ensure the est mutual fit* this is not simply a case of skills matching ut oftruly understanding the usiness and its culture, as well as the aspirations of thecandidate!"

&ecruitment Consultant



&ecruitment Consultant

Activities A recruitment consultant is responsile for helping employer clients to recruit staff for +o vacancies! $hese vacancies can e permanent or temporary roles!

&ecruitment consultants develop an understanding of their clients re-uirements, thenidentify potential staff (candidates) through existing contacts or y advertisingroles.headhunting (executive search)! $hey assess candidates skills through interviews,tests and ackground checks, then make recommendations to their client!

Consultants also provide advice to oth clients and candidates on salary levels, trainingre-uirements and career opportunities! /eveloping solid relationships with clients isintegral to the role!

!



Typical wor activities A recruitment consultants role is demanding and diverse! using marketing and usiness knowledge to extend company contacts!

identifying and evaluating employers recruitment needs! negotiating terms of employment! interviewing potential candidates clarifying and negotiating salary and enefits relating to the role! headhunting identifying and approaching suitale candidates! monitoring candidates once placed!

collecting feedack from employers on the performance of candidates who have previously een placed with them!

maintaining current records and personal statistics for review against performance targets! documenting clients details and vacancy re-uirements in a rief!

Larious %layers In



Larious %layers In

Recruitment ,onsultancyAt National Level

01 Consultant 1vt! Ltd!

A2C nternational 1lacement 3ervices

Active Consultant

2eta Consultancy %& 3ervices 2rowse Consulting

Career 4raph

Careerndia

/ynamic Consultant

#nterprise Consulting

%5//A& %uman Ware ndia

6C4 Associates

and many moreHH



At !lo"al Level

A## Resources

BLT

Ca$ron %a$es

Osiris Connections Pris$ E&ecutive Recruit$ent

)hat ma*es a +ood



)hat ma*es a +ood

Recruitment ,onsultant 1o be successful in the recruitment industry you must: e amitious and confident

e goal orientated

have good interpersonal and communications skills

e a good team player e ale to handle multiple priorities

e tenacious

e a prolem solver

e ale to work to deadlines and targets

en+oy responsiility and working in a highpressure environment

have a good sense of humour

Opportunity as a



Opportunity as a

Recruitment ,onsultant

A chance to work with a large successful organi7ation! An opportunity to develop within the &ecruitment ndustry with one of the most

supportive and resourceful organi7ations! A role that could provide you with a solid future within &ecruitment! A competitive annual salary and excellent commission packages antastic training and mentoring opportunities

Challenges aced 2y



Challenges aced 2y

&ecruitment Consultant /evelop expertise in those strategic areas, where the consultants have not developedexpertise when firm is focused and the consultant is a generalist!

&einforce and update knowledge and skills in the areas of focus of the firm when the firmis focused and the consultant is an expert!

1rovide the consultants exposure to areas where they do not have expertise in a nonfocused firm with expert consultant! %ere, the longterm o+ectives of the consulting firmis to operate in a wide range of sections.functions!

#xpose the consultants to all upcoming sectors.functions in a nonfocused firm withgeneralist consultant !

$hree key areas which every consultant should e well conversant

8)knowledge and skills related to 'anmanagement!

9)2usiness development, and :uality assurance!

0) evaluation techni-ue!



$o maintain #ffectiveness and #fficiency!

nnovation and :uality Assurance are two key elements in the success of any consultingfirm!

'aintain the customer relationship!



'dvantages'dvantages #ast Response

6road customer base in private and public sectors

Improved attraction and recruitment strategies

Identies and prepares potential job applicants

"ho "ill be appropriate candidates.

(igher succession rate of the selection process by

reducing the number of visibility under-$ualiedor over$ualied job applicants.



isadvantagesisadvantages Jon -ethical strategies.

It "onKt al"ays "or*.

,ost.



102

)hat are'dvertisementsH..



'L!R1IS!/!J1)hat is advertisement

Advertising is a one-"ay communication"hose

purpose is to inform potential customers aboutproducts

and services and ho" to obtain them

-or 1ecruitment <T" !"'ide inf"!%(ti"n t/(t .i$$ (tt!()t ( &i0nifi)(nt ""$ "f

1*($ified )(ndid(te& (nd di&)"*!(0e *n1*($ified "ne& f!"%($yin02

2E4

Larious *inds of



Larious *inds of

'dvertisement

!edia

<!.g. billboards> printed Wyers > radio>"eb banners> "eb popups> human directorial>

magazines> ne"spapers> posters=$,A"ove t#e line !edia: %ress> 1L> Outdoor>

posters> and radio < recognized ad agencies getcommission from these media=

',Below0t#e0line !edia: irect mail> Sale%romotion> merchandizing> ehibitions

2E5

V(!i"*& -ind& "f Ad'e!ti&e%ent



%rice 'dvertisement

,overt 'dvertisement

0ocal Service advertisement

6usiness to 6usiness 'dvertisement

irect Response 'dvertisement

2E7

V(!i"*& -ind& "f Ad'e!ti&e%ent

di f i



/edium for Recruitment

'dvertisingTelevision<e.g. Je"s pop-ups> ,ommercial ads li*e 'ccenture manymore=

1adio <e.g. Radio /irchiH =

!aga=ines <e.g. 6usiness 1oday> )inning !dge> (umancapitalH=

+ewspapers <e.g. 6lind 6o 'ds> 6usiness accents> 1imesclassied etc..=

Internet <e.g. )eb portal li*e Jau*ri.com> /onster.comH=

Direct !ail2E8

,OS1



2E;

,OS1



,OS1

2E

+raphical ,omparison



+raphical ,omparison

2EG



22E



222



223



224



225



Success #actors

,ustomer realization of %roduct.

Auality of a %roduct is determined.

!poses companyNs ,ulture

Ramp p '"areness of 6rand among masses andhence increase emand

227

f 'd ti t i



se of 'dvertisements in

Recruitment %rocess.C!e(tin0 (.(!ene&& "f 3"# O"!t*nitie& in t/e

&e)ified fie$d "f Inte!e&t2

Findin0 De&i!(#$e C(ndid(te&

4eein0 (n )"%etiti'e ed0e "'e! )"%etit"!&

(& %"!e (d'e!ti&e%ent& (tt!()t& #e&t "f t/e 5"#

&ee-e!&2

Ad'e!ti&e%ent i& t/e f(&te&t .(y t" &!e(d!e)!*it%ent /i!in0 inf"!%(ti"n.

228

!valuation and !ects



!valuation and !ects+ewspapers

'dvantages X Short lead time> Weible> reachlarge audience> community prestige> intense

coverage> reader control of eposure>coordination "ith national advertising>merchandising service> segment consumer bygeography.

isadvantages -- short life span> may beepensive relative to other media> hastyreading> poor reproduction> lac* of creativity.

22;



1adio'dvantages X audio capacity> short lead time> lo" cost

relative to other media> reach demographic andgeographic segmented audience> reach large audience.

isadvantages X donNt have visual capacity> fragmentedand inWeible> temporary nature of message.

!aga=ines and >ournals'dvantages -- selectivity for demographic and

geographic segments> high in $uality reproduction> lastsas long as magazine is *ept> prestigious advertisement iscredibility of magazine is high> etra services> issue maybe read by more than one person.

isadvantages X long lead time> lac* of Weibility ingaining attention> often limited control over location ofadvertisement.

22



Television

'dvantages -- impact mass coverage>repetition> Weibility in getting attention ofconsumer> prestige> visual and audiocapabilities> short lead time.

isadvantages -- temporary nature of message>high cost relative to other media> high mortalityrate for commercials> evidence of public

distrust> lac* of selectivity> hard to targetcustomer> re$uires production specialists

22G



Outdoor Advertising

'dvantages X inepensive relative to othermedia> $uic* communication of simple ideas>repetition of eposure to customers> ability to

promote products available for sale nearby

isadvantages -- brevity of the message> shorteposure time> cannot target customer> public

concern over aesthetics.

23E



Internet ? Direct !ail

'dvantages X Weibility in reaching targetaudience> short lead time> intense coverage>Weibility of format> complete information> easy

to personalize

isadvantages -- high cost per person>dependency on $uality of mailing list> consumer

resistance> may be considered as jun* mail>may be di&cult and epensive to accessmailing lists

232

@#at is induction



@#at is induction

Induction is process meant to help the ne"employee to settle do"n $uic*ly into the jobby becoming familiar "ith the people> the

surroundings> the job> the rm and theindustry.

Induction is the process of ac$uainting thene" employees "ith the eisting culture and

practices of the ne" organization.

677



@#at is induction for

1o sort out all aniety of recruited person. 1o ensure the eective integration of sta.

(istory and introduction of founders.

nderstand the standards and rules <"ritten

and un"ritten= of the organisation.Introduction to the companyCdepartment and

its personnel structure.

678

d



,ontd.....Relevant personnel policies> such as training>

promotion and health and safety.

1o clear doubtful situation bet"een ne"

employee and eisting one.

679

@#o needs special



pattentionInstitute leavers.

%eople returning to "or* after a brea*.

isabled employees.

/anagement trainees.

!mployees "ith language di&culties.

67:

Induction %rogramme6 f d i i i d i



6efore designing induction programme rmneed to decide four strategic choice.

#ormal Informal

ivestiture

,ollectiveIndividual

Investiture

Serial isjunctiv

e

67;

@#o is responsi"le for



@#o is responsi"le for

t#e inductionprocess(R manager

(ealth and safety advisor

1raining o&cer

epartment or line managerSupervisor

1rade union or employee representative

67<

(R

Organisational Issues



-ormal Induction

(RRepresentative

al Issues!mployee6enets

Introduction

Supervisor

Specic 9ob0ocation and

uties

Special'nietyReductio

n

Seminars

1o %lacement

67=

%oints "hile



%oints "hile

implementing InductionIdentify the business objectives and desiredbenets.

Secure early commitment

'gree roles and responsibilities of dierentplayers in the process

1hin* of induction as a journey

67>

, td



,ontd.....!ngage sta prior to joining(ave clear learning objectives for training

sessions

Respect the induction needs of dierentaudiences

Yeep induction material up to date

68?

!valuation



a ua o

#eedbac* from "hom "ho completedinduction

Retention rates

!it intervie"s

/onitoring $ueries

686

1 d i I d ti



1rends in Induction,hal* and tal* session

Auestionnaire

#rom practicalities to discussion about culture

sing technologies li*e e-learning

1eam building eercise

687

% bl i i d ti



%roblem in induction 1o *eep it simple

Supervisor is not trained enough

!mployee get so much of information in short

span of time0arge no. of forms

!mployee is thro"n into action too soon

)rong perception develop in short span

688

'dvantages of +ood



g

Induction!mployee retention.

,reate good impression

It creates good adhesion

It ta*e less time to familiarise

0ess turnover ratio

Increase productivity

Jo chaos,ost reduction

689

I b f I d ti



In absence of Induction

neasiness of ne" employee in theenvironment of the org.

%oor integration in team

0o" morale

0oss of productivity#ailure to "or* "ith their highest potential

,ompany image goes do"n

68:

, td



,ontd.....0eads to !arly leaving. It leads many

problems li*e:-

a= (igh employee turnover

b= 0o"ering the morale of remaining stac= 'dditional cost for re-recruiting

d= amage the company reputation

e= 'ect ne" recruitment f= 0eaverNs record is aected

recruitment

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