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RECRUITMENT, SELECTION, PROCESS, METHODS AND STEPS,
ROLE OF RECRUITMENT CONSULTANT, ADVERTISMENT AND INDUCTION
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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.
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Importance ofrecruitmentRevie" of organisational objectives
#orecasting of personal re$uirements
#orecasting of personal supplyInnovative ideas
Organisation culture
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Sources Of Recruitment:
%resent !mployees
!ducational and %rofessional Instituitions
%ublic !mployment O&ces%rivate employment 'gencies
!mployee Referrals
(elp "anted 'dvertising
)al*-Ins
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#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
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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
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Importance of Selection#acilitates %lacement
#acilitates training
Optimum use of resourcesImproves e&ciency
/otivation
Reduce in absenteesim
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Selection Process2. %reliminary Intervie"
3. Selection 1ests
4. !mployment Intervie"5. Reference and 6ac*ground 'nalysis
7. %hysical !amination
8. 9ob Oer
;. !mployment ,ontract
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%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.
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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 $uality of yourlife. Or> as 'lfred )hitehead said about intelligence> “it enables theindividual to prot by error "ithout being slaughtered by it.”?2@Intelligence> therefore> is a measure of a potential> not a measure of"hat you’ve learned <as in an achievement test=> and so it is supposed
to be independent of culture.IAB/ental 'geC'ctual 'geD2EE
#or eample> a si year old child "ith a mental age of 8 "ould have anIA of 2EE <the “average” IA score=F a si year old child "ith a mental ageof G "ould have an IA of 27E. 1oday> intelligence is measured accordingto individual deviation from standardized norms> "ith 2EE being theaverage.
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,ontH Occupational tests : It attempts to match your interests "ith the
interests of persons in *no"n careers. 1he logic here is that if the thingsthat interest you in life match up "ith> say> the things that interest mostschool teachers> then you might ma*e a good school teacher yourself.
Personality tests : It attempts to measure your basic personality styleand helps in judging maturity> social or interpersonal s*ills> behaviour understress etc.
Projective test: 1his test re$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.
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S!S O# 1!S1S !valuation of right candidate
%roper selection of candidate
Identifying the candidates personality
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%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.
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'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
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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
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+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
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Role of Intervie" 1o get information of candidate
'ssists promotion transfer
Opportunity
Information about job and company
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Types of InterviewsStructured
nstructured#ormal
Informal
%anel
Stressful!it inetvie"
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BARRIERS TO EFFECTIVE
SELECTION
%erception
#airnessLalidity
Reliability
%ressure
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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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R!,RI1/!J1 %RO,!SS
%R',1I,!S 6M,'%+!/IJI IJI'
St Of R it t %
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Steps Of Recruitment %rocess
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R!,RI1/!J1 %RO,!SS #OR
#R!S(!R)RI11!J C'%%1I1!.
+RO% IS,SSIOJ.
%SM,(O/!1RI, 1!S1<,OJI1IOJ'0=. 1!,(JI,'0 IJ1!RLI!)S<,OJI1IOJ'0=.
(R IJ1!RLI!)S.
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R!,RI1/!J1 %RO,!SS
#OR (I+(!R %OS1
%SM,(O/!1RI, 1!S1.
6SIJ!SS +'/!.
(R IJ1!RLI!)S.
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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!
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i&culties in Recruitmentprocess
1alent 'c$uistion.
!pensive.
1ime ,onstraint. Retention of employees.
/anaging lo" attrition rate.
6udget.
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,hallenges in Recruitent
Selection: 1alent Shortage
'ttrition Rate
Reservations and other +ov. %olicies
Remoteness of 9ob
Scrutinity of employeeNs credentials
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Denitions
According to Newstrom, “It is the process of evaluatingthe performance of employees, sharing that
information with them and searching for ways to
improve their performance’’.
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%erformance 'ppraisal
Performance Appraisal (PA) refers to all thoseprocedures that are used to evaluate the
personalityperformance
potential of its group members
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!eaning
Performance appraisal is the step where the
management finds out how effective it has been at
hiring and placing employees .
A “Performance appraisal” is a process ofevaluating an employee’s performance of a job in terms
of its requirements.
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O"jectives of Performance Appraisal
Employee Organization
measuring the efficiency
maintaining organizational
control.
concrete and tangible
particulars about their work
assessment of
performance
mutual goals of the
employees & the organization.
growth & development
increase harmony & enhance
effectiveness
Personal development
work satisfaction
involvement in the
organization.
According to:
Aims at:
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)hy 'ppraisals 're Important Set goals
Recognize performance
+uide progress
Identify problems
Improve performance iscuss career advancement
Set goals
Recognize performance
+uide progress
Identify !"#$e%&
I%!"'e e!f"!%(n)e
Di&)*&& )(!ee! (d'(n)e%ent
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Settingperformancestandards Taking corrective
standards
Discussingresults
Comparingstandards
Measuring
standards
Communicatingstandards
Process
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%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
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%ast-oriented /ethods ,ontd.
%aired comparison method
#orced distribution method
#ield revie" techni$ue
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#uture-oriented /ethods /anagement by objective
48Eo #eedbac* /ethod
%sychological 'ppraisals
'ssessment ,entre
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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
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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
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,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
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!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
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!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
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,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
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,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.
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,ritical Incident 1echni$ue
Example:
9une 32 - Sales cler* patiently attended to the customers
complaint. (e
is polite> prompt> enthusiastic in solving the customersN problem
9une 32 - 1he sales assistant stayed 57 minutes beyond his brea*
during
the busiest part of the day. (e failed to ans"er store managerNs
call
thrice. (e is lazy> negligent> stubborn and uninterested in "or*
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!: ' re> sudden brea*do"n> accident
)or*ers reaction scale
' informed the supervisor immediately 56 6ecome anious on loss of output 4
, tried to repair the machine 3
,omplained for poor maintenance 2
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,hec*list
,hec*list contains a list of statements on thebasis of "hich the rater describes the on jobperformance of the employees
Example:
Is employee regular MCJ
Is employee respected by subordinate MCJ
Is employee helpful MCJ
oes he follo" instruction MCJ oes he *eep the e$uipment in order MCJ
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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
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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.
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#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
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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
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#orced istribution method
Example:
$%& '%& (%& '%& $%&
poor Belowaverage
average good )*cellent
+o,ofemployees
-orce distri"ution curve
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%aired comparison method
#or several traits paired comparisons are made> tabulated
and then ran* is assigned to each "or*er
Jo. of comparisons is calculated by the formula: J<J-2=C3
1his method is not applicable "hen the group is large
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Ran*ing method
1he evaluator rates the employee from highest to lo"est onsome overall criteria. In this Qho" and Q"hy are not$uestioned nor ans"ered
!mployee Ran*
' 3
6 2
, 4
7
! 5
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Future-oriented
appraisals
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/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
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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
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#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
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Example:
!mployee
SuppliersCvend-ors
1eammembers
superiorscustomer
s
peers
subordinates
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%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
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'ssessment ,entres
'n assessment centre is a central location "here managersmay come
together to have their participation in job-related eercisesevaluated by
trained observers
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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
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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
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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
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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
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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
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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
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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
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Performance subordinate peers superior customerDimension
Leadership ^ ^
Communication ̂ ^
Interpersonal skills ̂ ^
Decision making ^ ^ ^
Technical skills ^ ^ ^
Motivation ^ ^ ^
-ield review met#od
+ i l th d
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+roup appraisal method
!BO P
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!BO Process
Set organizational goalsDefining performance target
Performance review
feedback
Be#avioral Anc#ored 1ating 4cales
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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
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48E degree performance appraisal
)*amples of 89% degree performance
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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
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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?
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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
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Advantages
Disadvantages
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Disadvantages
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6asic i. 6et"een
Recruitment and Selection:Recruitment- searching for and attractingapplicants $ualied to ll vacant positions
Selection- 'nalyzing the $ualications ofapplicants and deciding upon those "ho sho" themost potential
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,ase Study: Selection 'nd
Recruitment %ractices in)ipro 1ech )ipro 1ech is an information technology service
company established in India in 2GE.
(ead$uarter 6angalore
Ran* 1hird largest I1 servicescompany in India
!mployees Strength ;>EEE as of September3EE;
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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$uired technicalcompetencies.
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,ont....(o" do you come to *no" about no. of candidates to be recruited
#irst do chec* about current "or*force "hich is on bench andhaving the re$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.
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,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".
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,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.
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,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.
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Role of recruitment
consultants
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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!
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1ypes of ,onsultant #nvironmental consultants!
$echnology Consultant!
%uman &esource Consultant
'arketing Consultant
Law Consultant 'edicine Consultant
inance Consultant
and many moreH!
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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
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&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)! $hey assess candidates skills through interviews,tests and ackground checks, then make recommendations to their client!
Consultants also provide advice to oth clients and candidates on salary levels, trainingre-uirements and career opportunities! /eveloping solid relationships with clients isintegral to the role!
!
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Typical wor activities A recruitment consultants role is demanding and diverse! using marketing and usiness knowledge to extend company contacts!
identifying and evaluating employers recruitment needs! negotiating terms of employment! interviewing potential candidates clarifying and negotiating salary and enefits relating to the role! headhunting identifying and approaching suitale candidates! monitoring candidates once placed!
collecting feedack from employers on the performance of candidates who have previously een placed with them!
maintaining current records and personal statistics for review against performance targets! documenting clients details and vacancy re-uirements in a rief!
Larious %layers In
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Larious %layers In
Recruitment ,onsultancyAt National Level
01 Consultant 1vt! Ltd!
A2C nternational 1lacement 3ervices
Active Consultant
2eta Consultancy %& 3ervices 2rowse Consulting
Career 4raph
Careerndia
/ynamic Consultant
#nterprise Consulting
%5//A& %uman Ware ndia
6C4 Associates
and many moreHH
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At !lo"al Level
A## Resources
BLT
Ca$ron %a$es
Osiris Connections Pris$ E&ecutive Recruit$ent
)hat ma*es a +ood
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)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
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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
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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 !
$hree key areas which every consultant should e well conversant
8)knowledge and skills related to 'anmanagement!
9)2usiness development, and :uality assurance!
0) evaluation techni-ue!
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$o maintain #ffectiveness and #fficiency!
nnovation and :uality Assurance are two key elements in the success of any consultingfirm!
'aintain the customer relationship!
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'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.
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isadvantagesisadvantages Jon -ethical strategies.
It "onKt al"ays "or*.
,ost.
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102
)hat are'dvertisementsH..
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'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!"%($yin02
2E4
Larious *inds of
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Larious *inds of
'dvertisement
!edia
<!.g. billboards> printed Wyers > radio>"eb banners> "eb popups> human directorial>
magazines> ne"spapers> posters=$,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
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%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
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/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
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2E;
,OS1
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,OS1
2E
+raphical ,omparison
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+raphical ,omparison
2EG
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22E
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222
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223
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224
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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
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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
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!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;
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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 $uality reproduction> lastsas long as magazine is *ept> prestigious advertisement iscredibility of magazine is high> etra services> issue maybe read by more than one person.
isadvantages X long lead time> lac* of Weibility ingaining attention> often limited control over location ofadvertisement.
22
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Television
'dvantages -- impact mass coverage>repetition> Weibility in getting attention ofconsumer> prestige> visual and audiocapabilities> short lead time.
isadvantages -- temporary nature of message>high cost relative to other media> high mortalityrate for commercials> evidence of public
distrust> lac* of selectivity> hard to targetcustomer> re$uires production specialists
22G
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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
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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
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@#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.
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@#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
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,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
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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
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6efore designing induction programme rmneed to decide four strategic choice.
#ormal Informal
ivestiture
,ollectiveIndividual
Investiture
Serial isjunctiv
e
67;
@#o is responsi"le for
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@#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
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-ormal Induction
(RRepresentative
al Issues!mployee6enets
Introduction
Supervisor
Specic 9ob0ocation and
uties
Special'nietyReductio
n
Seminars
1o %lacement
67=
%oints "hile
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%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>
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,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
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a ua o
#eedbac* from "hom "ho completedinduction
Retention rates
!it intervie"s
/onitoring $ueries
686
1 d i I d ti
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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
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%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
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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
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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
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,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