cept mba hrm 2013 6
TRANSCRIPT
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Human Resource ManagementJanuary March 2013
RECRUITMENT
Dr KSB [email protected]
Session 6/20022013
mailto:[email protected]:[email protected] -
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YES BANK
STARTED OPERATIONS IN 2004; BY 2008, IT HAD SIGNIFI-CANT PRESENCE IN CORPORATE AND INSTITUTIONALBANKING, FINANCIAL MARKETS, INVESTMENT BANKING,AND WEALTH MANAGEMENT
ATTRIBUTES ITS SUCCESS TO ITS HIGH-QUALITY HUMANCAPITAL BUILT PAINSTAKINGLY WITH HELP OF ITS HR
PRACTICES
THROUGH ITS RECRUITMENT DRIVES
PROMOTERS HAVE VIEWED HUMAN RESOURCE AS ASOURCE OF COMPETITIVE ADVANTAGE AND ENABLER OFOPERATIONAL STRATEGY
COMPANY DEPENDED ON EMPLOYEE REFERRALS, CONSUL-
TANTS & WEB-BASED HIRING TO SOURCE BEST TALENT
WELL-KNOWN HR CONSULTING AGENCIES LIKE ABC,PLANMAN, EMMAY AND KOM/FERRY INTERNATIONALHELPED IN RECRUITMENT CAMPAIGNS TO ATTRACT TOPPERFORMERS
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YES BANK
YES BANK IS STRIVING HARD TO CREATE STRONGEMPLOYER BRAND IN TERMS OF EMPLOYEE VALUEPROPOSITION INTEGRALLY LINKED TO THE COREVALUES AND HR SYSTEMS AND PROCESSES
ESSENCE OF EMPLOYEE VALUE PROPOSITION IS TOENABLE EMPLOYEES TO ABSORB ORGANIZATIONALVALUES AND THEN SHARE THE SAME VALUES WITHITS VALUABLE CUSTOMERS
ULTIMATE AIM OF BRAND CREATION MEASURE ARERETAINING TALENTED EMPLOYEES AND MAKING IT APREFERRED DESTINATION FOR SUPERIOR HUMANRESOURCES
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INTRODUCTION
PRIMARY TASK OF HRM IS TO CHOOSE THE RIGHT KIND OFPERSON FOR THE RIGHT JOB
THIS IS BECAUSE THE ABILITY OF ANORGANIZATION ISDETERMINED BY THE ABILITY OF THE WORKFORCE
OLD BELIEF THAT CAPITAL WAS FUNDAMENTAL TO THEPROGRESS OF THE ORGANIZATION DOES NOT HOLD GOODANY LONGER
EMPLOYERS BEGAN TO BELIEVE THAT SMART WORKFORCEIS THE KEY TO SUCCESS
IT IS WITH THE PEOPLE THAT QUALITY PERFORMANCEBEGINS AND ENDS
MAJOR CHALLENGE OF HR MANAGER LIES NOT INCHOOSING THE RIGHT PEOPLE BUT IN LOCATING ANDREACHING OUT TO THESE PEOPLE & MOTIVATING THEM TOOFFER THEMSELVES AS PROSPECTIVE JOB ASPIRANTS
RECRUITMENT MAY BE DEFINED AS A SEARCH FORPROMISING JOB APPLICANTS TO FILL VACANCIES THATMAY ARISE IN THE ORGANIZATION
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FEATURES OF RECRUITMENT
IT IS A POSITIVE ACT
ENCOURAGE POTENTIAL APPLI-CANTS TO SEEK JOBS IN THE FIRM
INVOLVES A SERIES OF PLANNED ACTIVITIES NOT ASINGLE TASK
IT PROPOSES TO DEVELOP AN APPLICANT POOL IN THEDESIRED HIRING RATIO (NUMBER OF APPLICANTS FOR AJOB) TO ENSURE EFFECTIVE SELECTION PROCEDURE
REPRESENTS THE FIRST CONTACT BETWEEN ORGANI-ZATION AND POTENTIAL EMPLOYEES
INTENDS TO LOCATE AND REACH OUT TO POTENTIALAPPLICANTS
CONTINUED CONTACT BETWEEN ORGANIZATION &COMMUNITY
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FEATURES OF A GOOD RECRUITMENT POLICY
RECRUITMENT POLICY IS THE GUIDING PRINCIPLE THAT GOVERNS THE HRPRACTICES RELATING TO RECRUITMENT
IT PROVIDES A BROAD FRAMEWORK FOR HR DEPARTMENT TO CHOOSEPRIORITIES RELATING TO RECRUITMENT
THESE PRIORITIES MAY INCLUDE GENDER EQUATION, OPTIONS FORSOCIALLY MARGINALIZED, PHYSICALLY CHALLENGED & COMPASSIONATEAPPOINTMENTS FOR DEPENDENTS OF DECEASED & RETIRED EMPLOYEES
A GOOD RECRUITMENT POLICY MUST BE IN CONFORMITY WITH RELEVANTPUBLIC POLICY AND LEGISLATIONS
IT MUST SUPPLEMENT AND NOT CONTRAVENETHE HR POLICIES
IT MUST DISPLAY ENOUGH DYNAMISM AND PROGRESSIVENESS IN ITSAPPROACH TO ATTRACT THE BEST TALENTS
IT MUST CONSTANTLY STRIVE TO MAKE NECESSARY HUMAN RESOURCESAVAILABLE TO MATCH THE SKILLS REQUIREMENT
IT MUST ENSURE EQUAL EMPLOYMENT OPPORTUNITIES FOR ALLSECTIONS OF SOCIETY
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FACTORS OF GOOD RECRUITMENT POLICY
INTERNAL FACTORSwell within control of an organization that influence recruitment
policy
HR POLICY OF THE ORGANIZATION states the intent of theorganization about recruitment, training, promotion, compen-
sation and other aspects of human resource management
NATURE OF THE JOB has a bearing on the recruitment policythat may be different for managerial and non-managerialpositions in the management
REPUTATION OF THE FIRM or goodwill enjoyed by an
organization in the labour market influences its recruitmentpolicy. A positive image among prospective job seekers caneasily attract the required number of candidates
CONVENTIONAL WISDOM ensures consistency in recruitmentpractices for a fairly long time
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FACTORS OF GOOD RECRUITMENT POLICY
EXTERNAL FACTORSbeyond the control of the organization and affect the quantity and
quality of labour available
LABOUR MARKET CONDITIONSdemand and supply of labour
in the market influence the recruitment policy
LEGAL PROVISIONS contribute to the formation of recruitmentpolicy
SOCIOECONOMIC FACTORS like level ofeducation, average
age of people available in the market, economic necessity oflabour force, licensing and certification requirements toperform a job and attitude of society towards the weakersections like women, physically handicapped and availability oftechnology have an effect on the recruitment policy
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RECRUITMENT ORGANIZATION
IN SMALL ORGANIZATIONS, LINE MANAGERS MAY HANDLE ALLASPECTS OF HR WORK ON THEIR OWN
AS ORGANIZATIONS GROW IN SIZE, THEY MAY FIND IT DIFFICULT
TO CARRY OUT PERSONAL DUTIES IN ADDITION TO ROUTINE WORK
LARGE ORGANIZATIONS ESTABLISH SEPARATE HR DEPARTMENTS
AND CENTRALIZE HR ACTIVITIES LIKE RECRUITMENT
CENTRALIZED RECRUITMENT HAS FOLLOWING ADVANTAGES:
ENSURES UNIFORMITY IN RECRUITMENT POLICY
HELPS REDUCE COST SINCE ADMIN COSTS CAN BE KEPT TO A MINIMUM
ENSURES BEST POSSIBLE UTILIZATION OF EXPERTISE OF HR
AVOIDS PERSONAL BIAS & PREJUDICE IN RECRUITMENT & SELECTION
FACILITATES MAINTENANCE OF CENTRALIZED TALENT POOL
ALLOWS LINE MANAGERS TO DEVOTE MORE TIME TO OPERATIONS
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RECRUITMENT PROCESS
THE RECRUITMENT PROCESS IS CONCERNED WITH
THE PROCEDURE FOR IDENTIFICATION AND
CLASSIFICATION OF THE POTENTIAL SOURCE OF
HUMAN RESOURCES SUPPLY AND EFFECTIVELY
UTILIZING THOSE SOURCES IN THE OVERALL PROCESS OF PROCURING AND
INDUCTING HUMAN RESOURCES, RECRUITMENT IS
ONE OF THE CRITICAL SUB-PROCESSES
A WELL-PLANNED AND WELL-MANAGED RECRUITINGPROCESS IS ESSENTIAL FOR ATTRACTING HIGH-
QUALITY APPLICANTS
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STEPS IN RECRUITMENT PROCESS
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STEPS IN RECRUITMENT PROCESS
HUMAN RESOURCES PLANNING
Framing of HR Plans in tune with organizational objectives clearlyestimating levels and kinds of HR required to ensure accomplish-ment of strategic plan of the organization
Estimation of how many qualified persons are necessary to carry
out assigned activities (personnel demand) How many people will be available (internal supply)
What must be done to ensure that the personal supply equalspersonnel demand at appropriate point (reconciliation process)
DETERMINATION OF STRATEGY
for choosing the candidates. It may include
Development of different sources of recruitment
Preferences to be followed
Recruitment method to be used and a series of activities to beundertaken
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STEPS IN RECRUITMENT PROCESS
EVALUATION OF THE SOURCES OF RECRUITMENT
Internal and external
Evaluation refers to assessment of strengths and weaknesses of
sources like How many applicants did we generate through each of
our recruitment processes
IMPLEMENTATION OF RECRUITMENT METHODS AND
STRATEGIES
Regardless of whether the organization decides to recruit from
internal or external sources, recruitment method and strategy must
be in accordance with relevant laws and regulations
FEEDBACK AND CONTROL
To enhance its effectiveness
Quality of applicant pool is an indicator of efficiency of recruitment
process
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SOURCES OF RECRUITMENT
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EVALUATION OF INTERNAL RESOURCES
MERITS Helps Career Development Plans
Requires Less Orientation & Training
Can act as a good motivator and morale booster
Better Utilization of Skills, Experience and Qualification
Easy to Induct Employees into work environment
It is economical and less time-consuming compared with externalsources
Enhance Loyalty among employees
LIMITATIONS
Restricts the option of recruiting a more diverse workforce
Provide with better applicants but not necessarily the best
May result in in-breeding
Can affect unity and integrity selection procedure as unfair
Difficult to infuse with fresh talent and creativity
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SOURCES OF RECRUITMENT
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EVALUATION OF EXTERNAL RESOURCES
MERITS Enable generate a large applicants pool
Can adopt a rigorous, competitive and uncompromising selectionprocedure
Applicants pool is broad-based and representative of the real labormarket
Allows to bring fresh talents, adopt innovations and modify existingwork culture
Enable exploit labor market conditions (changes in demand & supply)
LIMITATIONS
Inadequate opportunities for promotion
These resources are costly and time-consuming
Induction and socialization may not be smooth for new employees
Outside candidates may be susceptible to poaching and raiding byrival concern
Greater possibility of hiring a wrong person from external sources
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CATEGORIZATION OF
SOURCES OF RECRUITMENT
LOOSE (VAST SURPLUS OF REQUIRED SKILLS IN THELABOUR MARKET) DIRECT AND IMMEDIATERECRUITMENT SUCH AS WALK-INS AND WRITE-INS
INTERMEDIATE (REASONABLE SURPLUS)
EMPLOYEEAND UNION REFERRALS AND EMPLOYMENT EXCHANGE
TIGHT (REASONABLE SHORTAGE) WIDE PUBLICITYTHROUGH ADVERTISING
VERY TIGHT (ACUTE SHORTAGE)
HEAD-HUNTING LIKERAIDING AND POACHING
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RECRUITMENT PRACTICES IN INDIA
BUSINESS ENVIRONMENT IN INDIA HAS BEEN DYNAMIC ANDCONTINUOUSLY CHANGING
ORGANIZATIONS ARE NOW LOOKING FOR GLOBALLY COMPETITIVEWORKFORCE
THESE REQUIREMENTS HAVE COMPELLED INDUSTRY TO INTRODUCECHANGES IN EVERY SPHARE OF HR ACTIVITY INCLUDING RECRUITMENT
COMPANIES JUDICIOUSLY COMBINE TRADITIONAL RECRUITMENT SOURCESAND MODERN ONES TO PROCURE BEST-OF-THE-BREED LABOUR FORCE
SEARCH FOR BEST SUITED HR TO ACHIEVING LONG-TERM OBJECTIVES
MAJOR SOURCES OF RECRUITMENT IN INDIA ARE:
EXISTING EMPLOYEES INDIAN COMPANIES ARE FOCUSED MORE ONTRAINING EMPLOYEES TO MAKE THEM FIT THROUGH PROMOTIONS AND
TRANSFERS EMPLOYEE REFERRALS ENTRY-LEVEL RECRUITMENT COSTS ARE
SUBSTANTIAL
ADVERTISING IN PRINT MEDIA LIKE MAGAZINES, NEWSPAPERS / JOURNALS
PRIVATE EMPLOYMENT AGENCIES REALIZING THEIR UTILITY
INTERNET RECRUITING THROUGH THEIR OWN DEDICATED RECRUITING SITESWHILE OTHERS EMPLOY SERVICES OF PROFESSIONAL JOB SITES