4 staffing activities

1. Staffing Activities

2. Staffing Activities
• Recruitment
• Recruitment Planning
• Recruitment Challenges
• Recruitment Sources
• Electronic Recruiting
• Recruitment yield pyramid
• Legal Issue
• Selection
• Selection Process,
• Interview Components Techniques,
• Types of Interviews
• Interviewing and Legal Considerations
• Assessment Centers

3. • According to Flippo
“Recruitment is the process of attracting potential
employees and stimulating them to apply for the jobs
in the organization.”

4. 1. Determine the present and future requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability of leaving the job after a short period of
time.
5. Meet the organization's legal and social obligations regarding the
composition of its workforce
4
Recruitment has several benefits for a firm:

5. Factors affecting
recruitment
Internal factors
External factors

6. INTERNAL FACTORS
Size of the organization
Image of the organization
Image of the job
Recruiting policy
Temporary and part-time employee
Recruitment of local citizens
Cost of recruitment
Company’s growth and expansion

7. EXTERNAL FACTORS
Demographic factors
Unemployment situation
Labor laws
Supply and Demand factors
Unemployment Rate
Labor-market conditions
PESTEL FRAMEWOK

8. Recruitment process
Offer Letter
Test & Interviews
Short-listing
Managing the response
Advertising the vacancy
Prepare job description and Job
specification
Identifying the vacancy
Selection
process
starts

9. Sources
of
Recruitment
Internal
Sources
External
Sources

10. Internal sources External Sources
Transfers Factory gate hiring
Promotions Unsolicited applicants
Employee referrals Job portals (monster.com, naukri.com)
Lay-off University or institute campus
Circulars Public Employment exchange
Notification Labour contractors
Extension of services Head hunters
Informal Search Internships
Employment Agencies/ Consultancies
Poaching / Raiding
E-Recruitment
Internships
Outsourcing
Walk-in Interviews
Advertisement
Tele recruiting

11. Alternatives to
recruiting
Overtime
Subcontracting
Temporary employees
Employee leasing
Outsourcing

12. Recruitment yield
pyramid

13. Evaluation of a
Recruitment program
The number of successful placements.
The number of hiring.
The number of offers made.
The number of applicants.
The cost involved.
The time taken for filling up the position.
The success of the recruitment program can be judged based on a
number of criteria :

14. Electronic Recruiting

15. E-recruiting, embracing the term web-based
recruiting, can be described as any recruiting
processes that a business organization conducts
via web-based tools, such as a firm’s public
Internet site or its corporate intranet. We use the
terms online recruitment, Internet recruitment,
and e-recruitment interchangeably.
Electronic Recruiting

16. • What are the overall trends in e-recruitment use and
practice? Which parts of systems are web-enabled and
what are the related benefits and challenges?
• What is happening in practice? What are the e-recruitment
methods that are being used, and what are the real
experiences from organisations attempting
implementation?
• Does it work? How do organisations evaluate the success of
their e-recruitment initiative?

17. Trends in e-recruitment
Drivers behind the decisions to pursue e-recruitment
were to:
• improve corporate image and profile
• reduce recruitment costs
• reduce administrative burden
• employ better tools for the recruitment team.

18. E - Recruiting Methods
• Leverage Smart Phones
• Blogging on Social Networking Sites
• Job portal
• Company website
• Commercial Job Boards: classified ads in the
newspaper.
• Resume Scanners/text – based resumes
• Sending of SMS
• Video / Visual Networks
• E-Mail
• Employment website

19. Evaluating impact
• Quantity
• Quality
• cost of recruitment and selection activities
• Impact on HR Outcomes
– Employee satisfaction
– Job performance
– Diversity
– Retention
• Potential Recruiting Metrics for Different Sources time
taken to fill vacancies

20. 6-20
Talent Management System
• Comprehensive method for monitoring and tracking employee
skills and abilities
– Identify the KSAOs required for all jobs
– The complete set of KSAOs is compiled into a master list.
– The current workforce will need to be assessed for its competence in
this set of KSAOs
– When positions come open, managers make a query to the talent
management system to determine which employees are ready to come
into open positions.
• Often coupled with specific human resources information
systems (HRIS) to facilitate tracking KSAOs in the workforce

21. Aptitude or Potential Ability Tests
• i) Mental Tests: These measure the overall intellectual ability or
the intelligence quotient (I.Q.) of a person and enable us to
know whether he has the mental capacity to deal with new
problems. These determine an employee’s fluency in language,
memory, interaction, reasoning, speed of perception, and
spatial visualisation.
• ii) Mechanical Aptitude Tests: These measure the capacity of
a person to learn a particular type of mechanical work. These
are useful when apprentices, machinists, mechanics,
maintenance workers, and mechanical technicians are to be
selected.
• iii) Psychomotor or Skill Tests: These measure a person’s
ability to do a specific job. These are administered to determine
mental dexterity or motor ability and similar attributes
involving muscular movement, control and coordination.
These are primarily used in the selection of workers who have
to perform semi-skilled and repetitive jobs, like assembly work,
packing, testing, inspection and so on.

22. Personality Tests
• i) Objective Tests: These measure neurotic tendencies, self-
sufficiency, dominance, submission and self-confidence.
• ii) Projective Tests: In these tests, a candidate is asked to
project his own interpretation onto certain standard
stimuli. The way in which he responds to these stimuli
depends on his own values, motives and personality.
• iii) Situation Tests: These measure an applicant’s reaction
when he is placed in a peculiar situation, his ability to
undergo stress and his demonstration of ingenuity under
pressure. These tests usually relate to a leaderless group
situation, in which some problems are posed to a group
and its members are asked to reach some conclusions
without the help of a leader.

23. Interest Tests
– These tests are designed to discover a person’s areas of interest
and to identify the kind of work that will satisfy him. The interest
tests are used for vocational guidance, and are assessed in the
form of answers to a well-prepared questionnaire.

24. SELECTION
test

25. SELECTION TESTS
• a) Achievement or Intelligence Tests,
• b) Aptitude or Potential Ability Tests,
• c) Personality Tests
• d) Interest Tests.

26. Achievement or Intelligence Tests
• Test for Measuring job Knowledge: These are known as ‘Trade
Tests’. These are administered to determine knowledge of typing,
shorthand and in operating calculators, adding machines, dictating
and transcribing machines or simple mechanical equipment. These
are primarily oral tests consisting of a series of questions which are
believed to be satisfactorily answered only by those who know and
thoroughly understand the trade or occupation. Oral tests may be
supplemented by written, picture or performance types.
• Work Sample Tests: These measure the proficiency with which
equipment can be handled by the candidate. This is done by giving
him a piece of work to judge how efficiently he does it. For
example, a typing test would provide the material to be typed and
note the time taken and mistakes committed.

27. Types of Interview
• Informal Interview: This is may take place anywhere. The employer or a manager in the
personnal department, may ask a few questions, like name, place of birth, previous
experience, etc. It is not planned and is used widely when the labour market is tight and you
need workers very badly. A friend or a relative of the employer may take a candidate to the
house of the employer or manager where this type of interview may be conducted.
• Formal Interview: This held in a more formal atmosphere in the employment office by the
employment officer with the help of well-structured questions. The time and place of the
interview are stipulated by the employment office.
• Planned Interview: This is a formal interview carefully planned. The interviewer has a plan
of action worked out in relation to time to be devoted to each candidate, type of
information to be sought, information to be given, the modality of interview and so on. He
may use the plan with some amount of flexibility.
• Patterned Interview: This is also a planned interview but planned to a higher degree of
accuracy, precision and exactitude. A list of questions and areas are carefully prepared. The
interviewer goes down the list of questions, asking them one after another.
• Non-directive Interview: This is designed to let the interviewee speak his mind freely. The
interviewer is a careful and patient listener, prodding whenever the candidate is silent. The
idea is to give the candidate complete freedom to ‘sell’ himself without encumbrances of
the interviewer’s questions.

28. Types of Interview
• Depth Interview: This is designed to intensively examine the candidate’s
background and thinking and to go into considerable detail on a particular
subject to special interest to the candidate. The theory behind it is that if
the candidate is found good in his area of special interest, the chances are
high that if given a job he would take serious interest in it.
• Stress Interview: This is designed to test the candidate and his conduct and
behavior by putting him under conditions of stress and strain. This is very
useful to test the behavior of individuals under disagreeable and trying
situations.
• Group Interview: This is designed to see how the candidates react to and
against each other. All the candidates may be brought together in the office
and they may be interviewed. The candidates may, alternatively, be given a
topic for discussion and be observed as to who will lead the discussion,
how they will participate in the discussion, how each will make his
presentation and how they will react to each other’s views and
presentation.
• Panel Interview: This is done by members of the interview board or a
selection committee. This is done usually for supervisory and managerial
positions. It pools the collective judgement and wisdom of members of the
panel. The candidate may be asked to meet the panel individually for a
fairly lengthy interview.

31. BarrierstoEffective
selection
Ineffective Recruitment Strategy
Stereotyping
Gender Issue
Age/Race Issue.
Halo Effect
Quota System
Validity
Reliability
Pressure
Nepotism/ FavouriTsm
Cost and time

32. Assessment
Centers

33. Overview of
Assessment Centers
• Elaborate method of employee selection
• Involves using a collection of predictors to forecast success,
primarily in higher-level jobs
• Objective
– Predict an individual’s behavior and effectiveness in critical roles,
usually managerial
• Incorporates multiple methods of assessing multiple KSAOs
using multiple assessors

34. 10-34
Assessment Center
Rating Form
• Participants take part in
several exercises over
multiple days
– In-basket exercise
– Leaderless group discussion
– Case analysis
– Trained assessors evaluate
participants’ performance

35. 10-35
Other Substantive
Assessment
Methods
• Interview simulations
– Role-play: candidate must play work related role with
interviewer
– Fact finding: candidate needs to solicit information to
evaluate an incomplete case
– Oral presentations: candidate must prepare and make an
oral presentation on assigned topic
• Promotion panels and review boards: use multiple
raters, which can improve reliability and can broaden
commitment to decisions reached

36. • Psychometric Tests
• Interviews
• Leaderless Group Discussions
• Inbasket Techniques
• Management Games/Simulation Exercises
• Role Plays
• Presentations
Tools used in
Assessment Centers

37. Psychometric Test
Aptitude Test Personality TestAbility Test
Attempt to measure
awareness, knowledge
and other such aspects.
Attempt to evaluate
verbal and numerical
reasoning ability
are those tests which are
aimed at studying various
dimensions of personality
rather than the ability. (MBTI
and 16 PF)

38. Interviews
• Generally structured interviews are used.
Types of Interviews
• Background Interviews
• Critical Incident/situational Interview
• Behaviour Enter Interview

39. • Background Interviews If the
participant’s performance on his
current and previous jobs would be an
indicator of his success.
• Situational Interviews Three types of
questions are asked:-
– Situational (Hypothetical)
– Job Knowledge
– Willingness to comply with job
requirements.

40. • Behaviour Event Interviews (BEI) – It
is an unstructured interview, which
focuses on asking specific incidents
that reflect behaviour, thoughts,
actions that the interviewee has
shown in actual situations.

41. Leaderless Group Discussions
(LGD)
• An LGD consists of a group of four to six
participants who are given a problem to solve
and are instructed to arrive at a group decision
within a specified period of time.

42. In basket Techniques
• It represents day-to-day decision
making situation which a manager is
likely to face in the written form from
various sources. The in basket
contains a variety of material in the
form of memos, correspondence,
telephone messages, notes, requests,
etc. s

43. Management games/Simulation
Exercise
• The interactive nature of the
business game provides
opportunities to assess dimensions
such as strategic planning, team
work, team skills, leadership,
analytical ability, etc.

44. Role Plays
• It helps gain insights into various processes of
human relations and also the person’s attitudes
and behaviour in a particular role.
Dimensions judged through Role Plays:-
• Conflict management
• Leadership skills
• Group Problem Solving
• Team Skills
• Verbal and non-verbal communication
• Interpersonal skill
• Flexibility etc.

45. Presentations
• Presentations could be on vision, various
organizational issues, case studies etc.

46. 360 degree feedback as an
instrument
• Feedback can be sought on various managerial
and behavioural dimensions. Such multirater
feedback can then be compiled to prepare a
profile of the assessee.
• It highlights:-
– Performance
– Strengths and areas needing improvement.

47. Benefits of 360o feedback
• It is more objective and not so much
affected due to individual biases.
• Very involving and participative.
• Enables better planning of
performance.
• Provides opportunity to improve quality
of inputs.
• Helps discover unknown and blind
spots.
• Provide scope to get new ideas.