Introduction to Human Resource Management

Sub -Module 4
(Day 4 & 5 )
Talent Acquisition
The process of attracting individuals on a timely basis, in sufficient numbers, and with
appropriate qualifications, and encouraging them to apply for jobs with an organization.

3
Two Parts in Talent Acquisition

1. How to attract people and bring them to the door?

2. How to select people?

Two different stories

4
Talent Acquisition
Sources of supply of Manpower employees

INTERNAL SOURCES EXTERNAL SOURCES

Include Personnel which are already on rolls Sources That lie outside the organization
of the organization

Improves Morale of the company Sources provide a wide market for

Improves loyalty of the organization available skills.
Employee don’t require induction. Helps bring in new ideas into organization
Available Real Time Source ‘Never dries up’

× Leeds to inbreeding ×Employee loyalty and desire to continue

× Discourage new blood from entering cant be predicted.
organization. ×Larger investments required on training
× If Promotion based on seniority, real and induction.
capable may left behind
Talent Acquisition -Internal versus External Hiring

Internal Hiring External Hiring

 Lower risk  New perspectives/ideas

 Short time to fill the vacancy  Lower training efforts
 Lower costs  Competitor insights
+  Internal competition  More options
 Faster integration
 Development opportunities

 Less options  Higher costs

 Higher training costs  More integration efforts
−  Disappointed colleagues  Higher recruiting risks
 Conflicts among managers  Higher turnover

More competitor insights in external hiring but greater integration with company culture
required. Candidates more familiar in internal hiring .
6
Talent Acquisition
Sources/Methods of hiring

DIRECT SOURCES INDIRECT SOURCES THIRD PARTY SOURCES

Campus Hiring- Advertising – Headhunters/Search
School/colleges Print/Electronics Partners
Employee contacts and Social Media hiring Recruitment consultants
References
Job fairs and other trade State or Public Employment
conventions and seminars Agencies
Internal database through Trade Unions
direct applications
Walkins /casual applications Professional Societies

Casual Labour
Recruitment Strategy –Six step Approach
Recruitment strategy should answer the following questions
related to their target populations:
1. Who is being targeted through the recruitment?
2. Where is the appropriate place to recruit clients?
3. When should recruitment be done?
4. What messages should be delivered during recruitment?
5. How should the messages be delivered?
6. Who is the most appropriate person to do recruitment?
Strategic Recruitment Decision points
Human Resource Planning Organizational Responsibilities
• How many employees are needed? •HR staff & operating managers
• When employees will be needed? •Recruiting presence and image
• What specific KSA’s( knowledge, •Training of recruiters
Skills & Attitudes) are needed?

Strategic Recruiting Decisions Recruiting Methods

• Internal methods
• Organizational-based Vs. outsourcing
• Regular Vs. flexible staffing
• Internet/ web-based
• Recruiting source choices • External methods
Traditional Vs Strategic Staffing
How do organizations structure their recruiting departments ?
Three Main Functions of Recruitment Process are:

– Attract a pool of suitable candidates

– Deter unsuitable candidates from applying
– Create a positive image of the organization
Recruitment Policy –key elements
– Manpower budgeting and approval
– Interview & offer Management
– Hiring, Duplication Checks & Invoicing Process
– Rehiring
– Hiring of Relatives
– Employee referral awards
– Contractual elements
– Pre –employment Medical check
– Reference Checks
– Interview expense reimbursement
– New Joining Expenses Reimbursement
 Assessment of Talent Acquisition Process
• Cost
– In terms of financial resources
• Validity
– refers to the extent to which a particular recruitment or
selection technique is an accurate or valid predictor of actual job
performance. (0-1)
• Fairness
– Possibility of bias

14
Main Questions
1. What does the traditional approach in recruiting look like?

2. How is a company able to position and present itself as an

attractive place to work through building an employer brand?

3. Which active search strategies help companies to find and

approach passive candidates?

4. How can companies retain promising and talented

candidates?

15
Traditional Approach

Textbook style of recruiting

Advertisements

But new modern approaches are required because talent

shortage is grave
Employer Brand
What do companies precisely offer/promise prospective employees or
the people they seek to hire?

More important in today’s scenario

To attract talented people

Difference between employer image and employer brand? What is

company image?
Active Search Strategies
Modern approaches to talent acquisition. Ads are passive strategies

Active search strategies target passive candidates: Those who are

talented, motivated, well qualified and employed and hence are not
looking for a job. Don’t go to job fairs. Best candidates are usually
passive

Social media platforms for hiring and reaching such candidates

 Retention
Retaining promising talent is only possible if companies build good
relationship with the candidate/prospective employee: psychological
and economic
Traditional Approach

20
Job Ads
 Employee Value
Proposition
 Job
 Job ID
 Location
 Social Media
 Tasks and
Responsibilities
 Requirements,
Education,
Competencies
 Attractive aspects
 Application
 Send-to-friend

21
 a. Advertisements

Where can you post an Ad?

Newspaper, TV, Buses, Career websites of different companies, Job

boards, Internet sites (social media)

Wrong way to post an Ad?

When the company only says what is required (a wish list)

A better way would be to put in front as to why the job is attractive.

One can’t assume that people wish to work in a certain company.

Why is it a great job? Say ADIDAS : “Shape the future of sports” (a

hidden promise)
 Communication about the job more important

“Selling the job”

Employee Value Proposition (like a promise to the employee,

detailed later)

WIIFM
b. Career Fairs
• Direct and immediate
contact with potential
candiates
• Immediate pre-selection
and job offering
• Direct Competition with
other employers
• Limited focus on specific
target groups
• Limited contact with
passive seekers
• Lower quality
candidates
• Additional information
Do they really pay off? services

24
b. Career Fairs
Require days, space, money

Helps students more:

They come in direct contact with the companies. No e-mail ids of key
people on career websites. Hence, more networking and exchange.

Comparisons between companies possible

For companies:

They can hire in bulk. Say a student with talent for software development.
But have limited contact with passive candidates.

Publicity. Have to be there whether it pays or not because a bad message

goes to the labour market. Show to the world that they are there.

25
Contingent Workforce

Contract
Employment Worker Performance
Contract

Salary Direction

Agreement

Supplier Client
26
Fee

Another alternative. The trend today Lean Management

Contingent Workforce
Example: Siemens AG
60 contract workers for building a plant
Lets say one worker earns 100 rupees/hour.

How much will the company pay to the supplier?

Rs 200/worker as a rule

Why can’t they hire directly and pay a worker Rs 150?

Economical in terms of time. In general, contingent workers can

be hired for a project, easy to get rid of them. Cheaper than
regular employees.

Supplier could be manpower

27
Executive Search
Usually executive positions are filled through the (secret) help of executive search
consultants

Leading executive search agencies are Egon Zehnder International, Heiddrick &
Struggle, Russel Reynolds, Korn/Ferry, Kienbaum

The overall fee is 33% of the candidate‘s future total target annual salary which is
billed independently of the success of the search (retained search)

There is a difference between active search based on research and ad-based

search

Poaching
Executive Search Process
Determine requirements
related to position to be Interview candidates
filled

Identify target companies Check references of most

(Consider off-limits) suitable candidates

Negotiate job-related
Candidate search and direct Conditions (e.g. Salary, Sign-
approach on Bonus)

Present profiles of three Coach new executive during

possibly suitable candidates first 100 days of employment

29
Executive Search Process
Posts of General Manager, Managing Director
Head Hunter Consultant Firms, their websites.
Egon Zehnder International (all are former executives, globally
operating).

Other people in the company do not know about the search.

BMW may be looking for a different CFO
Consultant firm will earn 1/3 of his annual salary. Even if the company
eventually hires an internal candidate, it has to pay to the consultant
firm.

Active search through market research in the same industry. Huge

databases, network as in who reporting to whom.

30
Executive Search Process
The process:
Create the profile
Relevant target companies and the market in general except off-limits i.e.
clients of the company in search of the executive. Say, an agreement with
Audi AG (becomes an off limit).
Don’t know the CFO. How to get in touch? Spies. Dial extension. Gauge the
motivation of the prospective executive. Eventually meet him in person.

Sign-on bonus: Contract signed

E.g. Relocate

Reasons:
To expand experience and profile (different industries, countries, and jobs)
Ambitious, Dissatisfied
Lack of decision-making
E.g. Marissa Mayer (Google to Yahoo, 2012)

31
Are they willing to go through the whole
process of interview etc.?

32
New ways of how companies hire
and acquire talent (competitive
recruiting strategies in times of
talent shortage)
Talent (Employee) Relationship
Management
Talent (Employee) Relationship Management

Employee
Target Group Active Candidate
Value
Definition Sourcing Retention
Proposition

Positive Recruiting
Candidate &
Experience Selection

Source: Trost, A. (2012). Talent Relationship Management

35
Four Building Blocks of Talent Relationship Management

1. Employee Value Proposition (building an employer brand)

2. Active Sourcing (Sourcing is the process of finding resumes while recruiting.

Recruiters, both third party and corporate, need to find qualified candidates, often,
with very unique or niche work experience. Sourcing is many times used to refer to
highly specialized talent searches)

3. Candidate Retention

4. Positive Candidate Experience

1. Building an Employer Brand
Brand triggers functional and emotional ideas. Linked to concrete ideas. It is
about a promise (If you buy this, you will get this). An argument as to why the
product should be bought.

Red Bull: Doing crazy things

Nivea: Care
Marlboro: Freedom and adventure
Puma: Sporty lifestyle
H & M: cheap, fashion, young
Beck’s is a brewery
Hugo Boss: Fashion store
SAP: Reliability and innovation
Apple: Design and innovation
Bosch: German engineering company
Which Promise?
Employer Image as a Competitive Advantage

Awareness Company Employer Job Application Retention

Image Image Appeal

Branding Personnel Marketing/

Relationship Management
A kind of a funnel
Product Brand versus Employer Attributes
Different considerations /dimensions /criteria all together

Product Employer
Why should I buy? Why should I work?

Function
Innovation
Prestige
Quality
Design
Price Products
Company
People
Values
Offers
Tasks
A representative of PriceWaterHouseCoopers
(PwC), for example, will reach a target group
and would think on the following lines:

How am I seen by the target group?

What is important to the group?
What can I offer?
What do others offer?

After this analysis a strategy is formulated and

implemented. It is a systematic process.
Building an Employer Brand

Target Group Definition

Operation Analysis
Creative Formats, Rules Employer Image,
& Processes, Validation, Target Group Preferences,
Campaigns Employer Strengths,
Labour Competition

Strategy
Employee Value
Proposition (EVP),
Media Strategy Current and Potential Employees
Source: Trost, A (2009). Employer Branding
What should they promise on their career
website?

Online Activity: Go to career websites of famous companies

Potential Employee Value Propositions
Offers Tasks Company People Values Purpose

Compensation Attractive Tasks Products/ People‘s Company Environment &

& Projects Services Personality Culture Climate
Benefits
International Technology Qualification Leadership Social
Career Work Leader Level of the Quality Responsibility
Opportunities Workforce
Innovation Market Leader Famous Leader Health of
Work-Life Collaboration Others
Balance Impact Success Trust &
Diversity Respect Quality of Life
Location
Work Flexibility
Public
Reputation
Security
Customers

What should I pick from this list keeping in mind my company?

Mc D: job security, career opportunities, global presence, will exist in future. However, will not highlight all of
these in the career website . WHY? The target group may not require all of these. Say engineers
An Historical Example of EVP

45
To the point

It is not about salary, promotions etc. How do they get to choose these features? EVP has
to be a differentiator. Why should somebody work with us?
Defining the Employee Value Proposition

Employer Target Group Competitor‘s EVP

Employee Value
Strengths Preferences Strengths Proposition

A A A

B B B

C C C

D D

E E E

Authentic Relevant Different A logical process. Where are we strong?

USP
Say , University xyz
Target Group: Faculty for Management School

What are the strengths of xyz University?

A - Career and Growth Opportunities (workshops, conferences)

B - Benefits (work-life balance)
C - Qualified Faculty
D - Among India’s reputed universities
E - Global tie ups
What the target group prefers? A, B, C, E

Competitor Strengths? B, C, D

EVP will be based on career opportunities ( A) and international exchange (E). The slogan
on the career portal for management faculty could be something like:
“Grow and Go Global!”
Please note: EVP of an employing organization will be different for different target groups.

48
Defining the Product UVP/USP

Target Group Competitor‘s UVP/USP

Product Strengths
Preferences Strengths

A A A

B B B

C C C

D D

49
E E E

Authentic Relevant Different

Say Soap
Target Group: Adolescents

What your product has ?

A Fragrance
B Lather
C Colour
D Price (not costly)
E Skin friendly

What the target group prefers? A, B, C, E

Competitor Strengths? B, C, D

USP based on Fragrance (A) and Skin Friendliness (E)

“Friendly and Fragrant”

50
Focus on Opportunities, Chances, Perspectives

Go to career website: a single argument * Grades are not everything. Your talent also matters!
IBM: You can solve great problems that are relevant for the
planet

HOW DO THEY COMMUNICATE THE EVP?

On understanding my EVP, I translate it into a campaign and

communicate to the prospective employees in the market.

EVP built around what the target group prefers (say

engineers wish to do complex tasks, working hours may not
matter) and what the competitor can’t offer.

52
Media Channels

Facebook

Internet-Forums,
Communities

Twitter
Blogs

YouTube
Career
Fairs
Workshop

Personal Company- Career-

Conversation presentation Website Print

53
From EVP to Specific Messages

EVP

Strengths

Evidence & Stories

Target group specific messages

2. Active Sourcing Strategies

If the best people are passive, you as an employer

have to be active and approach them

Active sourcing (A job ad or a career fair is passive.

Wait for people to come to you)
Active, Passive and Non-seeking Candidates (in the labour market)

 Read job ads, visit career

Active fairs, apply actively
Seeker
 Have a job, are open for new
opportunities, observe the
Passive market but don‘t visit career
Candidates fairs. But not that not
interested in a new job.
Passively open.

 Are not interested in a new job

Non-Seeker opportunity by any means, are 56
happy with their situation, new
in their current position or
close to retirement ...

The better you are the more passive you can be.
The differentiation is significant.
 Active and Passive Ways of Talent Sourcing
High
Guerilla
Recruiting

Social
Competitiveness Community
Recruiting
of the employer LinkedIn Employee Referrals
firm

Executive Campus
Search Recruiting

Career Fairs
Networks
Job Ad
As we go to the top, the
methods become more Low
competitive n aggressive
Low Line Engagement (more managers outside of the High
HR Dept. are involved in the recruiting process)
Social Community Recruiting
LinkedIn: Employers and consultants contact you

Guerrilla Recruiting: low cost, high impact,

unconventional tactics, aggressive, creative new
ideas (See next slide)

58
Most Creative Recruitment Marketing Campaigns (Job Marketing
Through Guerrilla Tactics )

We love a good creative recruitment marketing campaign that really stands out
from the crowd. In a world where passive candidates are saturated by standard job
ads that don’t really motivate them to take action, it’s always great to see the few
campaigns out there that really create the interest.

IKEA’s ‘Career Instructions’

Probably one of the most famously creative recruitment marketing campaigns. For
the opening of its brand new Australian mega store, IKEA embarked on a simple
but brilliantly effective recruitment campaign. There were 100 available positions at
the new store and IKEA wanted to fill these with a direct, yet cost-effective
approach, by placing career instructions (i.e. job descriptions for open positions) in
every product box sold.
What made this campaign so great is that IKEA were targeting people who were
already familiar with the company and brand – they were existing customers after
all. IKEA received 4,285 quality applications and made 280 hires.

59
Uber’s  ‘Undercover Recruiter’

Another creative recruitment campaign but definitely the most controversial. Uber has
a massive reputation of being a ferocious competitor, especially since more players
have started to enter the online transport network industry. In 2014, Uber created a
new project named Operation SLOG where they hired contractors to take Lyft (on-
demand transportation company based in California) rides and open discussion about
switching services to Uber before they reach their destination. During these
discussions, the contractors (also referred to as ‘brand ambassadors’) would gather as
much intelligence on Lyft as possible.

Uber’s aggressive tactics is very symptomatic of the cut-throat industry that they
operate in. Despite the controversial nature of this campaign, it is still very much legal
as it has been determined that there is nothing wrong with giving drivers information
about a competing service.

60
a. Campus Recruiting

Marketing Activities/
Target Universities Relationship Building Campus Recruiting
Measures
Criteria definition, Building social relationships Measures to get in touch,
prioritization of with students, professors, evaluate and retain
universities, focus on a few with student organizations, students with high level of
faculties placement cell talent and motivation
(internships, projects,
assignments). Posters

Partnering between employer and target

university (give n take)
Campus Recruiting Roles

Student
Ambassador

Top-Manager HR

Students

Manager/
Professors
Employees

Career
Center
Campus Recruiting Measures

High
Internships
Theses

Presentations/
lectures Scholarships

Benefit* Case-Study
Workshops Company
In house Sponsorship
Days

University
Days Theses Award

Posters

Low

Low Effort High

* Based on numbers of applications
Employee Referral Programs
 Employees refer to
potential candidates
(friends, former
colleagues etc.)
 Company gets in Recommended
Person
touch with
recommended person
Hiring
 Once the Referral
recommended person
gets hired the
Company
employee who Employee
referred to him/her
gains a bonus Bonus
b. Social Networks

• A-Players know A-Players

• The strength of weak ties

• Growing usage of employee referral

programs

• Referrals are seen as highly

credible

• Growing social media usage

65
Social Community Recruiting

66
3. Candidate Retention

For interns

Putting people in the talent pool

Keeping in touch with promising candidates

Internship Program

Employee

Company keeps
Talent relationship with former
Formal Assessment Pool intern (Database)

Responsibility for a small

project of relevance for
Project Work
the company/business
function

Transactional work on a
daily basis in one or more
Regular Internship
business functions
Candidate Segmentation

Very
High
A

Candidate B
Potential

C
Medium/
High
Low High

Relevance to Key/ Bottleneck Function

Candidate Retention Measures

C B A
Regular Conversation with
line representatives
Invitation to Breakfast
company events with the CEO
Intensity of Greeting Weekend- Job-Offers
Retention cards workshops
Measures Social Projects
Media

Access to Company Personal

Intranet magazine gifts
Information about vacant positions
Newsletter

Priority of the Candidate

4. Positive Candidate Experience

• Candidate decides where to work if he is qualified enough in

terms of grades, experience, personality. Job seekers now in
control.

• Try applying under a fake name to see the experience!

• Should not be at the receiving end

• Parking place, refreshments

Positive Candidate Experience

Speed Transparency Appreciation

The company‘s reaction The candidate is always The candidate is treated

on incoming applications clear about current with full respect. The
and throughout the entire status. He/She company consequently
recruiting process is understands why certain demonstrates its interest
faster than those of the selection instruments are in those candidates it
competitors used and gets wants to hire.
appropriate feedback.
The process is
transparent.
Key Terms
Internal versus External Hiring - Job Posting/ Advertisement -
Career Website - Contingent Workforce - Career Fair - Public Job
board - Executive Search – Off Limit - Talent Shortage - Talent
Relationship Management (TRM) – Employer Image - Brand -
Product versus Employer Brand - Employee Value Proposition -
Employer Positioning - Employer's Strengths - Labor Competition -
Target Group Preferences - Active Seeker - Passive Seeker - Active
Sourcing - Social Community Recruiting - Referral Program -
Guerilla Recruiting - Campus Recruiting - Internship Program -
Talent Pool - Candidate Retention - Candidate Experience

73
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, public affairs, communication, engineering,
graphic design, or waste management.
• A consultant is self-employed or works for a consultancy firm, usually with
multiple and changing clients.
TYPES OF CONSULTANTS
• Environmental consultants.
• Technology Consultant.
• Human Resource Consultant
• Marketing Consultant
• Law Consultant
• Medicine Consultant
• Finance Consultant
and many more….
What Is Recruitment Consultant
• "Recruitment consultants work with companies to help them find the right
people for their positions. They also work for candidates to find a role that is
suitable for them.
• The key skill of a recruitment consultant is to meet the needs of both the client
and the candidate to ensure the best mutual fit; this is not simply a case of
skills matching but of truly understanding the business and its culture, as well
as the aspirations of the candidate."
• A recruitment consultant is responsible for helping employer clients to recruit
staff for job vacancies. These vacancies can be permanent or temporary roles.
• Recruitment consultants develop an understanding of their client's
requirements, then identify potential staff (candidates) through existing
contacts or by advertising roles/headhunting (executive search). They assess
candidates' skills through interviews, tests and background checks, then make
recommendations to their client.
• Consultants also provide advice to both clients and candidates on salary levels,
training requirements and career opportunities. Developing solid relationships
with clients is integral to the role.
Typical work activities
A recruitment consultant's role is demanding and diverse.
– using marketing and business knowledge to extend company contacts.
– identifying and evaluating employers' recruitment needs.
– negotiating terms of employment.
– interviewing potential candidates
– clarifying and negotiating salary and benefits relating to the role.
– headhunting - identifying and approaching suitable candidates.
– monitoring candidates once placed.
– collecting feedback from employers on the performance of candidates
who have previously been placed with them.
– maintaining current records and personal statistics for review against
performance targets.
– documenting clients' details and vacancy requirements in a brief.
Various Players In Recruitment Consultancy
• 3P Consultant Pvt. Ltd.
• ABC International Placement Services
• Active Consultant
• Beta Consultancy HR Services
• Browse Consulting
• Career Graph
• Career India
• Dynamic Consultant
• Enterprise Consulting
• HUDDAR
• Human Ware India
• JCG Associates
and many more……
• ADD Resources
• BLT
• Camron James
• Osiris Connections
• Prism Executive Recruitment
Advantages
– Fast Response
– Broad customer base in private and public sectors
– Improved attraction and recruitment strategies
– Identifies and prepares potential job applicants
• who will be appropriate candidates.
– Higher succession rate of the selection process by
• reducing the number of visibility under-qualified
• or overqualified job applicants.
Disadvantages

– Non -ethical strategies.

– It won't always work.
– Cost.
Advertisement
What is advertisement?
Advertising is a one-way communication whose purpose is to
inform potential customers about products and services and
how to obtain them

For Recruitment –
To provide information that will attract a significant pool of qualified
candidates and discourage unqualified ones from applying.

80
Various kinds of Advertisement
Media
(E.g. billboards, printed flyers , radio, web banners, web
popups, human directorial, magazines, newspapers, posters)
• Above the line Media: Press, TV, Outdoor, posters, and radio
( recognized ad agencies get commission from these media)
• Below-the-line Media: Direct mail, Sale Promotion, merchandizing,
exhibitions

81
Various kinds of Advertisement

• Price Advertisement
• Covert Advertisement
• Local Service advertisement
• Business to Business Advertisement
• Direct Response Advertisement

82
Medium for Recruitment Advertising
• Television
(e.g. News pop-ups, Commercial ads like Accenture & many more)

• Radio (e.g. Radio Mirchi… )

• Magazines (e.g. Business Today, Winning Edge, Human capital…)

• Newspapers (e.g. Blind Box Ads, Business accents, Times classified etc..)

• Internet (e.g. Web portal like Naukri.com, Monster.com…)

• Direct Mail

83
Use of Advertisements in Recruitment Process.
• Creating awareness of Job Opportunities in the
specified field of Interest.
• Finding Desirable Candidates
• Keeping an competitive edge over competitors as
more advertisements attracts best of the job seekers.
• Advertisement is the fastest way to spread recruitment
hiring information.

84
Evaluation and Effects
Newspapers
Advantages – Short lead time, flexible, reach large audience, community prestige,
intense coverage, reader control of exposure, coordination with national
advertising, merchandising service, segment consumer by geography.
Disadvantages -- short life span, may be expensive relative to other media, hasty
reading, poor reproduction, lack of creativity.

Radio
Advantages – audio capacity, short lead time, low cost relative to other media, reach
demographic and geographic segmented audience, reach large audience.

Disadvantages – don’t have visual capacity, fragmented and inflexible, temporary

nature of message.

85
Evaluation and Effects

Magazines and Journals

Advantages -- selectivity for demographic and geographic segments, high in quality
reproduction, lasts as long as magazine is kept, prestigious advertisement is credibility
of magazine is high, extra services, issue may be read by more than one person.

Disadvantages – long lead time, lack of flexibility in gaining attention, often limited
control over location of advertisement.

Television
Advantages -- impact mass coverage, repetition, flexibility in getting attention of
consumer, prestige, visual and audio capabilities, short lead time.

Disadvantages -- temporary nature of message, high cost relative to other media, high
mortality rate for commercials, evidence of public distrust, lack of selectivity, hard to
target customer, requires production specialists

86
Evaluation and Effects
Outdoor Advertising

Advantages – inexpensive relative to other media, quick communication of

simple ideas, repetition of exposure to customers, ability to promote products
available for sale nearby

Disadvantages -- brevity of the message, short exposure time, cannot target

customer, public concern over aesthetics.
Internet & Direct Mail

Advantages – flexibility in reaching target audience, short lead time, intense

coverage, flexibility of format, complete information, easy to personalize

Disadvantages -- high cost per person, dependency on quality of mailing list,

consumer resistance, may be considered as junk mail, may be difficult and
expensive to access mailing lists

87
Base data - Dashboard

88
Base data - Dashboard

89
Recruitment dash boards

250

200

150
Walkins

100

50

0
Advertisement Consultant

90
Recruitment dash boards
Joined Amount per candidate
30
5000

4500
25
4000

20 3500

3000
Joined Amount per
15 candidate
2500

2000
10
1500

5 1000

500
0
0
Advertisement Consultant
Advertisement Consultant

91
Recruitment dash boards
Convertion Ratio Avg of Total Hiring
25 60

50
20

40

15
Avg of Total Hiring
Convertion Ratio
30

10
20

5 10

0
0 Advertisement Consultant
Advertisement Consultant

92
Recruitment Measurement Techniques
Yield Ratio
– Percentage of applicants from a recruitment source that make
it to the next stage of the selection process.
• 100 resumes received, 50 found acceptable = 50% yield.

93
Recruitment Measurement Techniques
Cost of Recruitment (per employee hired)

• SC = source cost
• AC = advertising costs, total monthly expenditure (example: $28,000)
• AF = agency fees, total for the month (example: $19,000)
• RB = referral bonuses, total paid (example: $2,300)
• NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
• H = total hires (example: 119)
Cost to hire one employee = $414

SC AC  AF  RB  NC

H H
94
Recruitment Measurement Techniques

• Recruitment return on investment (ROI)

understands and compares the elements, costs
and risks of a recruitment related project to the
expected benefits
Recruitment Measurement Techniques

Recruiter effectiveness

RE = RT+TF+HR+C/H +QH
N

RE = Overall Recruiter effectiveness

RT = Response Time
TF = Time to Fill
HR = Hire Rate
C/H = Cost Per Hire
QH= Quality of Hire
N = Number of Indices Used.
Recruitment Measurement Techniques
Cost per Hire
CPH = SC+ST+MC+PC+TR=RL+MS
H

SC = Sourcing costs (Advertising + Agency Fees + Employee Referrals)

ST = Staff Time [Travel + Interview ] x [Recruiter Pay and Benefits] or
External Agency Fee
MT = Management Time x Managements Pay and Benefits
PC = Processing Costs/ Operating Expenses
TR = Travel Cost of Applicants
RL = Relocations Costs
MS = Miscellaneous
H = Full Time or Part Time Employees Hired
Recruitment Measurement Techniques
Quality of Hire
QH = PR + HP + HS
N
PR= Average job performance ratings of new hires
HP= Percent of new hires promoted within one year
HS = Percent of new hires retained after one year
N = Number of indicators used

Satisfaction of new employees with hiring.

Satisfaction of managers with new employees.

Recruitment Measurement Techniques
Time to Fill

TF =RR – OD

RR = Date requisition is received

OD = Date offer is accepted

Number Hired (Hit Rate)

HO = OA/OE

OA = Offer accepted
OE = Offers extended
HO = Percentage of offers that result in hire
Recruitment Today
Recruitment within most organizations is:
• Under funded based on expectations
• Limited by Recruitment Capacity
• Limited by Recruiter Capabilities
• Under represented with Recruitment Branding
• Inadequately championed at the Executive level
• Treated as an Admin Process
Recruitment Today
The Key Challenges Continue to Remain
the Same:
• Finding Good Candidates
• Filling Positions Quickly
• Engaging Hiring Managers
• Candidate Care
Talent Acquisition Trends
“Unplugging your ATS”

Get back to “Old School” Recruitment

Applicant Tracking system

“Unplugging your ATS”

Replace with a CRM Tool

(Candidate Relationship Management)
Candidate Sourcing

No longer about “Post & Pray”

Candidate Sourcing

Constantly Align to the

Business Goals

Talent Pipelines
Candidate Sourcing
Ensuring the most effective use of tools your
already likely paying for
Candidate Sourcing
Ensure your Recruitment Function has
the capacity and capability to
effectively source!
Candidate Sourcing
Evolving into a Talent Hunter Culture
Talent Calibration
Assess your Internal Talent versus Top External Talent to Hire the
Best overall – don’t be afraid to compare

Where does your internal talent compare?

“Who the right person is can greatly depend
on the moment. Someone who has performed
an exemplary job leading one leg of that
journey may not be ideally suited for the next.”
- Meg Whitman HP CEO
Recruiters now need to be Talent Advisors
Recruiters must no longer be Recruitment Coordinators & Administrators

Must be the Trusted Advisors & Partners to the Business

– not just a simple title change

Recruiters must become a Talent Influencer for your

organization
Best Practices
Best Practices

Boomerang Hiring makes up 10%

of their hires each year
Best Practices - Interviewing

Uses panels of varied employees to handle the

interviewing & selection process – 4 interview maximum.
(no direct hiring managers or peers to remove the subjectivity)
Best Practices - Mobile

63% of people search for jobs on their smartphone

Best Practices - LinkedIn
Recruitment and Selection: Country Differences

• Anti-discrimination law in the US means that any R&S process has to be undertaken
very carefully.
• Eg, words and phrases such as – man/girl; saleswoman; bar maid; waitress; college
student; recently retired; bilingual, are all potentially illegal.
• Each of these indicates a preference – gender, age, education and nationality.
• Selection procedures are also subject to legal constraints in US.
• Application forms, interviews etc should all conform to the requirement of being job
related.

117
Recruitment and Selection: Country Differences
• In HK recruitment has traditionally occurred through family networks (Torrington and Tan,
1995), although it has been noted that ‘western’ methods have grown since the 1980’s with
the increasing use of advertising (Kirkbride and Tang, 1989).
• In Singapore only 53% of women are economically active. One challenge is to attract
women into the workforce.
• There are also Tripartite Guidelines on Non-Discriminatory Job Advertisements. These do
not have legal force but aim to reduce discrimination in this process.
• Criteria that should not be used in job advertisements – race, religion (unless required),
marital status, age, gender (unless required).
• Acceptable criteria are – educational qualifications, relevant skills and knowledge (‘proficient
in both English and Malay’), relevant attributes, relevant experience, other job requirements.
118
Recruitment and Selection: Country Differences

• Core workers in Japanese corporations are recruited and selected through

rigorous processes requiring – resume, photograph, an official family record,
physical examination, letters of recommendation. An entrance examination
will also be administered.
• Japanese employers will seek the following – stability, commitment,
teamworking capability, and generalist rather than specialist skills. Japanese
companies tend to operate the ‘core’/’peripheral’ split. Women in Japan are
recruited more casually as their role is perceived as homemaker.

119
Recruitment and Selection: Country Differences

• In Korea employees are separated into 3 types of employees – core, basic

(permanent employees), temporary employees.
• Elements of the selection process in Korea would include – test for specialist
knowledge, test of English proficiency, a personal interview.
• The split between core and peripheral workers is again an important one.

120
Factors That Motivate Top Talent
Vendor Management

• Vendor Empanelment

• Vendor evaluation
• Vendor rewards and Recognition

• Vendor Enablement

122
Difference between Recruitment and Selection
Recruitment Selection

• Process of searching candidates • Process of selection of right types of

for vacant jobs and making candidate and offering them jobs.
them apply for the same.
• It is a positive process • It is a negative process.
• Aims to attract more and more • Aims to reject unsuitable candidates
employees and pick up the most suitable for the
• Firm notifies (informs vacant job
officially/formally) through • Firm asks the candidate to pass
various sources and distributes through number of stages.
application forms to candidates.

Elimination

123
Selection Process
Selection Tests
Test Is a sample of an aspect of an individual behavior, performance or
attitude.

Purpose
The purpose of the tests is to accurately measure job-related abilities
and skills
Removes prejudice on the part of interviewer
Tests can uncover abilities and talents unhidden during interview process

Type of tests
Achievement or intelligence tests
Aptitude or potential ability test
Personality test
Interest tests
Selection Tests - Achievement or intelligence tests

Also called proficiency tests

A. Test for measuring job knowledge-known as trade test

To measure job knowledge
Usually oral test .Sometime supplemented by written

B. Work knowledge tests

 On the job test
 Given real piece of work to check performance
Selection Tests – Aptitude or Potential Ability tests
A. Mental Tests
 Measure overall intellectual ability or intelligence quotient(IQ)
 Determine employee’s fluency in language, memory,
reasoning, speed of perception, Interaction and spatial
visualization
B. Mechanical Aptitude Test
 Measure the capacity of the person to learn a particular type
of mechanical work .
C. Psychomotor or skill tests
 Administered to measure mental dexterity or motor ability in
various jobs like assembly work, packing, testing etc
Selection Tests – Personality tests
These tests discover clues to individual value systems, his emotional
reactions, maturity and his characteristic mood.

A. Objective tests-These tests measure neurotic tendencies, self-

sufficiency, dominance, submission and self confidence

B. Projective tests- in these tests, candidate is asked to project his own

interpretation onto standard stimuli

C. Situation tests- These measure an applicant's reaction when he is

placed in a peculiar situation
Selection Tests – Interest tests
Designed to discover person area of interest and to identify what kind of work will motivate him
Usually administered on form of questionnaires
What is Interview?

Interview is a formal meeting or

conversation between employer
and  job applicant.
The term interview has been
derived from the French word
entre voir that means to glimpse or
to see each other.
By definition it means a meeting
for obtaining information by
questioning a person or persons.

Learn By Watch | www.learnbywatch.com

Interview as defined by The Oxford Advanced Learner’s dictionary

• A formal meeting at which somebody is asked questions to see if they

are suitable for a particular job or course of study of a
college/university.
• Private meeting between people where questions are asked and
answered.
• To ask somebody about their life, opinions especially on radio or
television or for the newspaper or magazine.
• To give an interview is to agree to answer questions.
Meaning of the term ‘Interview’
• Basically ,an interview is a conversation between two people (the interviewer and
the interviewee) where questions are asked by the interviewer to obtain information
from the interviewee.
• The word interview can have different meanings. For example a reporter interviews a
celebrity for television. This kind of interviews can be one-on-one but usually when it
comes to television there are many reporters from different channels.
• There are also job interviews which a person has to go through in order to get a job
he wants. Job interviews are usually face-to-face interviews and include paperwork.
• During an interview you can expect to be asked questions about your educational
background, previous work experiences and questions relating to your personal
characteristics and goals. But what happens after that? It depends on what interview
style your interviewer prefers. Below are some of the more common interview styles
used.
The Purpose of an Interview

An interview has two purposes :-

– To find if the candidate has the right attitude and fits the requirement
and company culture
– To find the best candidate to fill a vacancy
Interviews- Advantages/Disadvantages
ADVANTAGES DISADVANTAGES

costly in time
Deep and free response
and personnel
impractical with large numbers
Flexible, adaptable
of respondents
Glimpse into respondent’s tone,
requires skill
gestures

Ability to probe, follow-up, clarify may be difficult to summarize

misunderstandings about responses
questions possible biases: interviewer,
respondent, situation
What does an interviewer look for ?
• Who you are as a person
• Your knowledge
• Your skills
• Your attitude
• Your ability to interact with people
• Your capacity to take work pressure
Types of interviews
• Informal interview
• Formal Interview
• Planned interview
• Patterned
• Non directive interview
• One-on-One / Face to Face Interview
• Group Interview
• Panel Interview
• Behavioral Interview
• Sequential Interview
• Stress interview
• Screening / Telephone Interview
• Video Conferencing

Learn By Watch | www.learnbywatch.com

Screening / Telephone Interview
 Telephone Interviews are done for initial

screening of candidates from the pool of

applicants.

 Screening Interviews are done by

interviewer of human resource department.

 This type of interview allows an employer

to screen candidates on the candidates

experience, qualifications, and salary

expectations pertaining to the position and

the company.

Learn By Watch | www.learnbywatch.com

Video conferencing

Video conferencing is used to

conduct interviews using
video technology from a
distance.

Learn By Watch | www.learnbywatch.com

One-on-One / Face to Face Interview

• This is the traditional form of

interview where one candidate is
interviewed by one interviewer of the
company.
• This is most common interview
format conducted by a direct HR
professional or employer of a
company.

Learn By Watch | www.learnbywatch.com

Group Interview
• A group interview occurs when small
groups of candidates are interviewed
together.
• Time saving form of interview.
• Candidates may also be asked to
solve a problem together which allows
interviewers to assess candidate’s
skills in action (e.g. teamwork).
• Companies conduct a group interview
to quickly prescreen candidates for
the job opening A group interview is
similar to a group discussion. A topic
is given to the group, and they are
asked to discuss it.

Learn By Watch | www.learnbywatch.com

Panel Interview
• A panel interview takes place when a job
applicant is interviewed by a panel of
interviewers.
• Panel means a selection committee or
interview committee that is appointed for
interviewing the candidates. The panel may
include three or five members.
• In some cases, the individual candidate will
meet with the panel of interviewers or in other
cases, multiple candidates will meet the panel
of interviewers.
• The panel may consist of different
representatives of the company such as human
resources, management, and employees.
• Time Saving form of Interview.
• Collective judgment of panel regarding the
candidate helps in fast decision making for
selection of right candidate.

Learn By Watch | www.learnbywatch.com

Behavioral Interview
• Behavioral interview is based on knowing
that how the interviewee acted in past
employment-related situations.
• The logic is that how you behaved in the
past will predict how you will behave in the
future i.e. past performance predicts future
performance.
• The Interviewer will ask for specific
examples from your past experiences.
• You should prepare by thinking of specific
examples that demonstrate your
competence in core behaviors such as
teamwork, problem-solving,
communication, creativity, flexibility and
organizational skills. 
• Employer might give you a imaginary
situation and ask you that how you will you
handle this situation to judge the required
skills.
Learn By Watch | www.learnbywatch.com
Sequential Interview
• A sequential interview is conducted by
two or more interviewers, separately or
in sequence. 
• The candidate either moves from one
location to another or stays in one
room and while different interviewers
join them.  
• Sequential interviews involve a number
of ‘first impression’ opportunities so be
aware of how you present yourself
each time.
• At the end of the process, the
interviewers meet to evaluate each
applicant and make their decision. 
Learn By Watch | www.learnbywatch.com
Case interview

During a case interview and employer will

ask you to analyze a situation, identify key
business issues, and discuss how you would
address the problems involved.

Case interviews are designed to test

multiple skills including: quantitative skills,
analytical skills, problem-solving ability,
communications skills, creativity, the ability
to think quickly under pressure, listening
skills, interpersonal skills, professional
demeanor, and powers of persuasion.

InovaHire.com
Stress interview
The stress interviewing technique is typically
used only for positions in which the job-seeker
will be facing stress on the job, and the
interviewer wants to see how well you can
handle the pressure.

The interviewer may try to stress you in one of

several ways, such as asking four or five
questions in a row, acting rude or sarcastic,
disagreeing with you, or simply keeping you
waiting for a long period.

InovaHire.com
Limitations of interviews
• Subjective judgment of the interviewer may
be based on his prejudices, like ,dislikes,
biases.
• One prominent characteristic of a candidate
may be allowed to dominate the interview
process
Limitations of interviews
• Personal Bias
• The Halo Effect
• Constant error
• Leniency
• Projection
• Stereotyping
• Snap judgement
• Lack of Integration
• Pressure to Hire
• Too much/ Too Little Talking
Classification according to structure of Interview
Structured /Direct Interview
• The questions and acceptable responses are specified in advance
• Responses are rated for appropriateness of content
• Also called standardized interviews as they are pre planned to a high degree of
accuracy and precision
Unstructured /Indirect/Open-ended Interview
• Not directed by questions or comments as to what the candidate should be asked
• No set format is followed.Candidate is encouraged to express himself on any topic of
his interest, his expectations, background etc.
• Interviewers look for traits of character and nature of his aspirations, strengths,
weaknesses, potential etc.
Semi- structured Interview
• specific topic areas
• a general set of questions
• but the interview flows like a conversation and topics are covered as they come up.
Pros and Cons of Structured & Unstructured Interview
STRUCTURED INTERVIEWS
• More reliable and valid as all candidates are asked the same set of
questions
• Enhance consistency across candidates
UNSTRUCTURED INTERVIEWS
• Flexibility to pursue points of interest as they develop
• Help in assessing the clarity of thoughts of the candidate
The Interview Process

Preparation
Preparation

Setting
Setting

Conduct
Conductof
ofInterview
Interview

Closing
Closingan
anInterview
Interview

Evaluation
Evaluation
DOs and DON’Ts for an interview- Candidate Perspective

DOs DON’Ts
Groom yourself well Do not demonstrate overconfidence
Show enthusiasm Do not answer before the question has
been completed

Carry extra copies of your resume Do not talk continuously

Wear a cheerful smile Do not be rude or get into an argument
with the interviewers

Be polite, assertive and firm Do not fiddle with your tie or pen
Be genuine and truthful when you reply Do not extend your hand first for a
handshake

Look into the eyes of the interviewer Do not be unclear about your
while talking to him/her expectations from the job
Questions you must prepare for
• Tell me something about yourself.
• What are your hobbies ?
• Why did you do your MBA after graduation ?
• Which is the most recent book that you have read ?
• Have you heard about …. (a current topic) ?
• What will you do if you reach office one morning and find out that you have
lost your job ?
• What was your role in your previous company ?
• Where do you see yourself two years down the line ?
• What are your expectations from the job ?
• What are your strengths and weaknesses ?
• Give us an example of an adverse situation at work and how you tackled it ?
Following up ..
• The last logical step after an interview.
• It has mainly two purposes.
(i) to demonstrate good etiquette
(ii) to give a gentle reminder to the interviewer
Follow-up should be done either over phone or email.
THANK-YOU NOTE
It is generally written in a positive and direct tone to the interviewer. Its purpose is to
express gratitude for the interview’s time and for giving a positive impression about
you at the interview. You can say that you are hoping for a quick decision from them.
It is also written after you have received the offer letter.
INQUIRY
There could be a situation when you were confident that you would be selected but
have not heard from your prospective employer. If you have not heard from an
interviewer, you can raise an enquiry. Adopt a direct approach for such
correspondence. Try and restrict yourself to two paragraphs- neither too long, nor too
short.
Conclusion
• The candidate has to physically and emotionally be
prepared apart from being knowledgeable in the
domain area.
• Many of the recruiters believe in recruit for attitude,
train for skills.
• Apart from a pleasing personality, grooming and
effective communication play a vital role in
succeeding at interviews.
Assessment Centers
• Assessment centers
– Participants undertake a variety of tests, group exercises and interviews
– observed by a team of multiple assessors
– Final decision based on pooled information
– Several days to complete -- costly process
– Accuracy is high but should be conducted properly
– Reserved for management and graduate selection - due to high costs

155
Effectiveness of interview

• A lot of evidence to suggest that their effectiveness is poor

• Structured interviews that are effective as predictors of future
job performance have validity of 0.62
• Unstructured interviews Validity rating of 0.31 (Anderson and
Shackleton, 1993)
• Structured interviews as Behavioural interviews rather than as
a situational interview (Barclay, 2001)
• When interviews are unstructured –difficult
• Highly subjective
• Reduces the validity of the process 156
Effectiveness of interview

• Why are structured interviews so much more

effective than unstructured interviews?
– Easier to objectively compare
– Necessarily asked the same set of questions
– Extremely difficult

157
Effectiveness of interview

• Researchers have found that subjectivity within the

unstructured interview process takes a number of
forms.
– Expectancy effect( expect interviewer to behave/answer in
certain manner)
– Primacy effect(information made available before interview)
– Contrast effect( comparison to earlier)
– Similar-to-me effect
– Personal liking bias (Eg. Common sports ,likes,hobbies)
– Physical cues (Wearing Glasses are often equated to intelligence)
– Ability to recall information (Memory of interviewers??)
158
Effectiveness of interview
• Unstructured interviewing can be said as a Hallmark of
an incompetent interviewer
• US suggest that only about 35 per cent of companies
use structured interviews (Cascio, 1991)
• Implication is - 65 per cent of companies rely on
unstructured interviewing

159
 Sample Situational Interview Question
QUESTION:
• It is the night before your scheduled vacation. You are all packed and ready to go. Just before you get into
bed, you receive a phone call from the plant. A problem has arisen that only you can handle. You are asked
to come in to take care of things. What would you do in this situation?

• RECORD ANSWER:

• SCORING GUIDE:
• Good: “I would go in to work and make certain that everything is O.K. then I would go on vacation.”
• Good: “There are no problems that only I can handle. I would make certain that someone qualified was
there to handle things.”
• Fair: “I would try to find someone else to deal with the problem.”

•
Fair: “I would go on vacation. ” 160
Assessment thru Interviewing

VIDEO - Misaligned Hiring Goals

http://www.youtube.com/watch?v=OVUZKvAwwd8

VIDEO – Hiring Managers and their self made

candidate interviewing tests
http://www.youtube.com/watch?v=5KV2rxpQ_Js
Deeper Assessment of Candidates
Does a 1 hour interview provide you with a true
indication of a candidate fit?
Deeper Assessment of Candidates
Top Influencing Factors in Hiring Candidates*
1. Candidate’s Sense of Humour – 27%
2. Involved in Community – 26%
3. Candidate who is Better Dressed – 22%
4. Candidate with whom the Hiring Manager has
more in common with – 21%
5. Physically Fit – 13%
Deeper Assessment of Candidates
Focus on Quality & Thorough Interviewing
Deeper Assessment of Candidates
Assume 50% of your candidates misrepresent themselves on their
resume or exaggerate their experience in an interview – is your
organization equipped to assess which ones?
Deeper Assessment of Candidates

Are your Recruiters & Hiring Managers aligned with

your organization’s hiring goals?

• Skills & Experience (usually)

• Organizational Fit (sometimes)
• Potential (rarely)
Deeper Assessment of Candidates
Engage & Train your Recruiters & Leaders on
Effectively Assessing Candidates
 Importance of recruitment and selection

• Management or Professional positions vs Clerical or Shop floor levels

• Value of commitment and motivation
• Getting people with exact skills, qualities and attitudes
• Workforce is becoming increasingly heterogeneous
• Unsophisticated

168
Recruitment and selection at Nissan UK

Shopfloor Production jobs

11,500 applied for the first 500 vacancies
• Sophisticated selection process
• Application form -Seven pages in length
• Focus - Attitude and approach to problem-solving rather then
simple technical knowledge.

169
Does a vacancy exist?

• Avoid ‘automatic replacement syndrome’

– Really necessary to recruit a replacement or
– Work can be reorganized or
– Rescheduled amongst existing staff
• Initially via promotion, or whether it should be sourced
externally via recruitment
• Career advancement
– First step is to determined the type of person or
people the company ideally wishes to recruit
170
Internal Promotion and External Recruitment
President and Chief
Executive Officer
Promotion A. L. Weaver Retirement

Vice President, Human

Resources
Promotion
R. E. Lewis

Manager. Manager, Human Resource Manager, Compensation

Employment Department
R. R. Jackson M.L. Denney J. Hicks
Promotion
External Recruit Salary Analyst Benefit Analyst
B. Massenburg
G. L. Newman B. W. Swain
B.B.S., State University

171
The Recruitment strategy
• The Recruitment process is a marketing exercise
• Strength of their brands
• Reputations
– By merging their recruitment strategy with their product
marketing strategy. Such an approach involves adopting
similar formats, styles and colours in recruitment
advertisements as are used in product marketing
advertisements (Capelli, 2001)

172
E-recruitment

• Online application forms

• Online assessment tests
– More viable or more effective than traditional
recruitment methods
• In the US, 90 per cent of large US employers are
already using e-recruitment

173
Benefits of e-recruitment

Monster.com
• 18 million employee profiles and CV’s available on-line
• Some companies have also established Internet alumni
networks.
• Re-establish contacts with former employees that have left
the company to work for competitor organisations.

174
Benefits of e-recruitment
• 43 days to recruit - Using traditional techniques
• 6 days by posting jobs online
• 4 days if on-line application forms were used
• Further 7 days if applications were screened electronically (e-
rec - 17 days)
– Cost benefits
– Recruitment advertisements are expensive
– Quality of applicants higher

175
Hot Recruiting Sites

Career Builder: http://www.careerbuilder.com

• Carries its own listings and offers links to sixteen specialized career
sites.
Employment Guide: http://www.employmentguide.com
• Another leading career resource site, has thousands of job listings from
hundreds of major companies.
FlipDog: http://www.flipdog.com
• Features more than 400,000 jobs and 57,000 employers in 3,700
locations.
HotJobs: http://www.hotjobs.com
• Owned by Yahoo, offers advanced management features and smart
agents to streamline the recruiting process.
176
 Hot Recruiting Sites

JOBTRAK: http://www.jobtrak.com
• A leading college recruiting site, has more than 40,000 listings and links to
750 campuses in the United States.
JobWeb: http://www.jobweb.com
• A college recruiting site run by the National Association of Colleges and
Employers.
Monster.com: http://www.monster.com
• One of the oldest and largest general recruiting sites on the Internet, with
more than 50,000 listings.
Net-Temps: http://www.nettemps.com
• The web’s leading site for recruiting temps
Spherion (formerly E. Span): http://www.spherion.com
• One of the largest and best-known web recruiting sites. 177
e-recruitment at British Airways
www.britishairwaysjobs.com
• Merrick, N. ‘Wel.com aboard’, People Management, 17 may 2001
• “Leaders for Business” Management Training Programme - can
apply through e-mail only
• Ads posted traditionally & on web
– Received 5000 instead of 12000 (usual)
– Dealing with high quality base - valid way to screen out people who are
not conversant with web technology.

178
Which recruitment techniques should a company use?

Type and level of vacancy

• Managerial or executive job as opposed to a
semi-skilled manual job
• Time constraints
• Cost limitations

179
Initial screening

• Application form
– Many countries have regulations
• Biodata inventories
– Using psychometric techniques
• Realistic job previews
– Case studies, job sampling or videos
(Permack and Wanous, 1985)
180
Initial screening

• Drug screening
– Approximately 20 per cent of US private sector firms
now drug-screen their applicants (Cascio, 1991)
– Evidence to suggest that drug use predicts poorer job
performance
• Graphology
– Accuracy is unproven
– Experts argue that the tests can be ‘beaten’ (Saxe,
Dougherty and Cross, 1985)
181
Initial screening

• On-line tests
– Highly sophisticated psychometric instruments
– For example, JP Morgan Chase contains a clever
on-line application for college students: a game
based on job hunting and investment decisions,
which elicits information about applicants’
interests, attitudes and abilities (Capelli, 2001)

182
Initial screening

• Online Tests
– Unsupervised
– Quite easily seek assistance
– Non-controlled and non-supervised environment,
may well be less than rigorous
– Some companies retest candidates when they
attend interview (People Management, 2001)

183
Final selection

• Companies include selection techniques like

– Interviews
– Assessment centres
– Tests and work samples

184
Percentage of Job Skills Testing in Selected Industries

TEST ALL JOB ONLY SELECT

INDUSTRY APPLICANTS JOB CATEGORIES
Manufacturing 7% 49%
Financial Services 4% 68%
Wholesale and Retail 0% 53%
Business and Professional Services 2% 57%
Other Services 6% 63%
185
Source: American Management Association: “Job Skills Testing Questionnaire,” 1998.
Final selection tests

• Cognitive ability tests - Numerical and verbal

reasoning tests.
Ability tests fall into two categories:
– attainment tests (which assess the skills a candidate
already possesses, such as typing skills), and
– aptitude tests (which assess the likely ability of
candidates to acquire new skills).
186
Final selection tests

• Work sample tests/job simulation tests

– Candidate is placed in a situation that they are
likely to face in the job itself
– Example - In-tray tests, asked to prioritize the
hypothetical workload in a logical manner
– Mostly assess the methods and processes the
candidates utilises rather than results they achieve

187
Final selection tests

• Personality tests
– 100000 psychometric tests are taken every day in
Western countries (Wilson, 1999:30).
– Ability, aptitude and personality questionnaires are
used mainly for managerial posts, while literacy and
numeracy tests are more popular for clerical and
secretarial positions (Beardwell and Holden, 2001)
– Complementary to interviews, rather than replacing
188
them
Effectiveness of tests

• Ability, attainment and aptitude tests

– Ability tests – 0.54 vs Work sample tests- 0.55 (Anderson and
Shackleton, 1993)
– Criticized by Robert Stenberg,Professor, Yale University, People
Management, 1998 argues that successful people have 3 kinds of
abilities
• Analytical abilities
• Creative abilities
• Practical abilities
– Conventional ability tests focus primarily on measurement
189 of
Analytical or abstract skills
Effectiveness of tests

• Personality tests (Beardwell and Holden, 2001)

– The extent to which personality is measurable
– The extent to which personality remains stable
over time
– The extent to which personality traits can be
identified
– The extent to which the completion of a
questionnaire 190
Effectiveness of tests

• Personality tests
• Problem of cultural bias
– Need for achievement
– Assessing sales drive
– PA consulting (HR consultancy firm) iron out
Cultural inconsistencies

191
Effectiveness of tests

• Reference checks
– Reference request from previous and current
employers
– Mostly positive??
– Debatable - Referee’s knowledge on candidate’s
on the job performance??
– More used as factual check relating to candidate’s
qualifications and prior experience.
192
HRM Landscape

HR
Strategy &
Planning

Talent
Talent
Development
Development

Change
Change
Management
Management
Learning
Learning
Talent
Talent
Acquisition
Acquisition Work
Work
Retention
Retention
Candidate
Candidate Compensation
Compensation
Selection
Selection && Benefits
Benefits

HR Social HR 193
HR - IT
Organization Media Controlling
End of Lecture on Recruitment

194