Strategy For Recruitment

Strategy for recruitment Zhu lei 51929774

Successful Selection Interviewing 

“Utilized properly; depending on its exact purpose, the interview emerges as a valid reliable tool in candidate assessment. Moreover its flexibility to act as a medium for mutual preview or as a final stage forum for negotiation between the parties, renders the interview more useful in selection than narrowly focused definitions of validity and reliability can convey”

Staffing activities : recruitment 

External recruitment



Internal recruitment

planning planning searching searching

Strategy Strategy development development

External/internal recruitment

Applicant Applicant reactions reactions

Transition Transition to to selection selection

Legal Legal issues issues

planning 



Made to coordinate the identification and attraction of applicants. Administrative issues need to be considered to ensure that there are adequate resources to conduct a successful recruitment campaign

planning A large business wants its HRM recruitment staff to specify the quality of the recruitment service they will deliver to departments and to establish service level agreements for recruitment. a) b) c) d)

How will you specify the quality of recruitment services. What issues, procedures and practices will you research? What problems will you encounter in specifying recruitment service quality? How can service quality be defined in terms of

  

functions and activities to be carried out and the potential strategic contribution of recruitment to organisational success and changing culture?

Strategy development 

Impact on the ability of factors: Beliefs and values Job skills Work experience Working enthusiasm Personality traits Emotion Intellectual

Strategy development 

Easy access to enhance the capacity of The ability to train subordinates Production efficiency Team spirit Professional knowledge and skills Performance Management

Strategy development 

It is very difficult to raise the: Initiative Innovation capability Integrity To deal with the pressure Flexibility The concept of thinking ability

searching    

open versus targeted recruitment Targeted recruitment Making the choice Below is a list of targeted recruitment groups key KSAO shortages: here, the objective is to identify applicants with specific new areas of knowledge or “hot” skills workforce diversity gaps: often one must go beyond open recruitment to reach diverse groups and make special efforts

searching      

Passive job seekers or noncandidates: sometimes Former military personnel Employment discouraged Reward seekers Former employees Reluctant applicants

Attract Candidates - Internal vs. external sources  

Nature of vacancy and open access? Internal  known qualities, locals vs. cosmopolitans  fluid internal market and contribution to culture,

rewards/expectations  staff database, career support planning - quicker/cheaper, incestuous? 

External - time consuming, uncertain, new blood, socialisation  inexpensive, limited choice approaches?  staff recommendation, on-spec applications, school-college links etc.  expensive, wider access approaches  head-hunters, general/specialist recruitment agencies, local/national press, professional & trade journals  poaching/fishing



Come and live/work in our house - forming, fight/flight, norming & performing

searching  Headhunting

company - Advanced Friend - reliable Online Recruitment - the quality of Media advertising - General Personnel exchanges will be -?

Finding and attracting candidates 



Sources  internal: word of mouth, internal vacancy notifications, staff newsletters. Staff analysis. Career planning  external: where are the candidates located, in what type of job? Local, national, overseas. Do they want to move? Schools, colleges, careers centres, job shops, employment fairs. Agencies  recruitment consultants/agencies, head hunters,  media: newspapers, journals, radio, WWW/Internet  advertising  advertising accounts, writing & designing the copy, targeting the advert, proof reading, publishing deadlines, costs  The emergence of on-line recruitment

Applicant reactions  CPI:

The first category: dominant, social skills, self-confidence measurement  The second category: a sense of responsibility, social maturity, and personal measurement of the intrinsic properties

A survey: What factors affect the recruitment      

Professional ethics: 59% Capacity: 23% Enthusiasm: 12% Level of education: 4% Others: 2% Therefore: take the initiative, honest, serious work is more important than for other reasons



  

 

Organizational development of human resources requirements are constantly meeting Filling and organizations need to attract employees Interview in terms of personnel recruitment irreplaceability Two 70%: 70% of the company's employees into the company through the interview 70% of interviews in 15 minutes before the interview had been Was interviewed by the examiner to determine whether the recruitment

Interview

Capacity

The possibility of judging

Outstanding people ?

Expected standards of performance

To reach organizational goals Useful?

Descriptive-Behavioural 





Focus on  actual recruitment experience/behaviour of personnel specialists and line managers Behaviour in front of audiences - on-stage, back stage, off stage Critical Evaluative  How does behaviour compare with textbook normative rhetoric?  Are the techniques reliable, valid, cost effective?  Is the process objective or prone to subjective bias?  Why?  Decision-making processes  Psychometric-objective versus  Subjective, social action process

Vacancy Processing 

involves  intra-organisational bargaining  Job/role and competence analysis  observation, interviews, knowledge of roles, skills, imperatives  Title, reports to, tenure, compensation package, scope of responsibilities and duties, authority, priorities, budget, staff team, location, conditions, knowledge, skills, experience, values, performance standards, problems/objectives, results/priorities, ideal candidate profile.  copy writing and internal/external advertising

Recruitment assumptions

…based on a psychometric-objective model.

 define job requirements  ascertain personal qualities – traits and competencies  match job requirements to person's profile.  Use techniques to Routinse and objectivise the process Reduce the risks Maximise predictive power

Personnel Specification: Rodger's 7 Point Plan 













physique, health and appearance  height, build, hearing, eyesight, health, looks, grooming, voice, disability? attainments  education/qualifications (school, HE), job training, experience & learning conceptual and reasoning ability  knowledge-base, perception, intellectual & conceptual capacities, wisdom special aptitudes  physical, verbal (speech/writing), technical, figures, art, music, social? interests  intellectual, cultural, practical, physically active, international, aesthetic disposition  acceptability, relationships, leadership/initiative, motivation and drive, reliability, stability/adjustment, proactivity, influencing circumstances Essential?  age, plans, domestic ties, mobility, domicile, other Desirable?

Disqualifier?

Job description - what use?   

reference point for induction, performance assessment & grading a basis for the job advert & recruitment literature indicates competencies required - generic + job specific

Core Competencies (example from major software house)  People relationships          

Customer relationships management Communication and persuasiveness We sell our Business and financial judgement skills and Knowledge sharing/management abilities! Vision, change and accountability Drive, motivation, planning and organising Problem-solving and decision-making People management capabilities Role specific technical and specialist capabilities Professional standards and values

2003-2005 units of different nature to receive the total proportion of graduates compared

2006 in different regions of the demand for the number of college graduates (formerly 10)

Q&A 



National graduates in 2008 reached 5.32 million people, the national average employment rate of 70 percent. Jobseekers in 2009 is expected to join the ranks of graduates of the total number of 5,920,000 people. Can the strategy for recruitment help National graduates to find a job?