1. Organizational Resource Management
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Unauthorized use of the contents, information and materials is prohibited
ORM 3: Nov-2012
Westford School of Management – All rights reserved

2. Recruitment

3. Steps in the process Identify the vacancy Draw up a job description
Draw up a person specification
Advertise the vacancy
These steps are relatively self-explanatory and are described in more detail on subsequent slides.
Shortlist the candidates
Interview the applicants
Select and appoint the best candidate

4. RECRUITMENT-THE LABOUR MARKET
DEFINITION: LABOUR MARKET IS THE SPHERE IN WHICH LABOUR IS ‘BOUGHT’ & ‘SOLD’ AND IN WHICH MARKET CONCEPTS SUCH AS SUPPLY, DEMAND & PRICE OPERATE WITH REGARD TO HUMAN RESOURCES.
Recruiting: is the process of developing an applicant pool, either from internal sources of applicants or external ones

5. INTERNAL SOURCES OF LABOUR: RETAINING SKILLED INDIVIDUALS.
THE LABOUR MARKET
INTERNAL SOURCES OF LABOUR:
RETAINING SKILLED INDIVIDUALS.
TRANSFERRING OR DEPLOYING INDIVIDUALS IN OTHER UNDER-UTILIZED DOMAINS.
TRAINING & DEVELOPING IN THE REQUIRED SKILLS & ABILITIES.

6. PROMOTION & SUCCESSION
DEFINITION: SUCCESSION IS THE ACT, PROCESS OR RIGHT BY WHICH ONE PERSON ‘SUCCEEDS TO’ OR TAKES OVER THE OFFICE OR POST OF ANOTHER PERSON. IN A BUSINESS ORGANIZATION, THERE MAY BE A POLICY WHEREBY A ‘SUCCESSOR’ IS DEVELOPED TO REPLACE A MORE SENIOR MANAGER WHO RETIRES OR LEAVES.

7. ACTIVITY 1 OUTLINE WHAT YOU THINK WOULD BE THE ADVANTAGES OF PROMOTING FROM WITHIN THE ORGANIZATION, INSTEAD OF RECRUITING SOMEONE FROM OUTSIDE. WHAT WOULD BE THE MAIN DISADVANTAGES?

8. SYSTEMATIC APPROACH TO RECRUITMENT PROCESS
JOB ANALYSIS.
JOB DESCRIPTION.
JOP SPECIFICATION.
IDENTIFICATION OF VACANCIES AS PER HR PLAN OR JOB REQUISITION FROM A DEPARTMENT.
EVALUATION OF SOURCE OF SKILLS AS PER HR PLAN & IDENTIFY INTERNAL OR EXTERNAL RECRUITMENT SOURCES.

9. RECRUITMENT METHODS & MEDIA
EXTERNAL RECRUITMENT .
EXISTING CONTACTS.
REFERRALS.
JOB CENTRES NETWORK OF AGENCIES PROVIDED BY CENTRAL GOVT.
CAREER SERVICES – PLACING GRADUATES OF SCHOOLS & TRAINING INSTITUTIONS.
CONSULTANCIES & SELECTION CONSULTANTS.
OUTPLACEMENT CONSULTANTS FOR RE-TRAINING, REDUNDANT & EARLY RETIRED EMPLOYEES.
SEARCH CONSULTANTS – HEAD HUNTERS TRACK HIGHLY EMPLOYABLE INDIVIDUALS & CANDIDATES PRO-ACTIVELY APPROACHED.
DIRECT TO SOURCE – SCHOOLS, COLLEGES, UNIVERSITIES.
INTERNET – INTERNET PORTALS, WEB ADVERTISING, ETC.

10. Outside Sources of Candidates
Locating Outside Candidates 1 6 2 3 8
Recruiting via the Internet 7
Executive Recruiters 4 9
Advertising
On Demand Recruiting Services (ODRS) 5
Employment Agencies
College Recruiting
Temp Agencies and Alternative Staffing
Referrals and Walk-ins
Offshoring/Outsourcing
© 2008 Prentice Hall, Inc. All rights reserved.

11. E-RECRUITMENT TO POST OR ADVERTISE VACANCIES.
TO PROVIDE INFORMATION OF THE EMPLOYER, POLICIES & JOBS.
TO ALLOW DATABASE SEARCHES, MATCHING EMPLOYERS’ REQUIREMENTS & JOB SEEKERS’ CVs.
TO FACILITATE COMMUNICATION VIA BETWEEN APPLICANTS & EMPLOYERS.
TO COMPLETE ONLINE RECRUITMENT APPLICATIONS, TESTS, ETC.
ADVANTAGES:
ABILITY TO REACH WIDE GEOGRAPHICALLY DISPERSED AREAS.
COST-EFFECTIVE.
ABILITY TO OFFER MAXIMUM INFORMATION.
DEMONSTRATES BASIC COMPUTER LITERACY OF APPLICANTS.

12. ACTIVITY 3 WHAT ARE THE IMPORTANT INGREDIENTS OF A GOOD CV.

13. EVALUATING RECRUITMENT
CONNOCK (1991) SUGGESTED THAT RECRUITMENT PROCESS CAN BE AUDITED AT 4 LEVELS:
PERFORMANCE INDICATORS SHOULD BE ESTABLISHED & MEASURED AT EACH STAGE OF THE PROCESS.
COST EFFECTIVENESS OF VARIOUS METHODS USED SHOULD BE MEASURED, FOR E.G. MEASURE COST VS. RESPONSE OF CANDIDATES.
MONITORING THE MAKEUP OF THE WORKFORCE TO FIND WHERE CERTAIN GROUPS COULD BE UNDER-REPRESENTED.
AN ATTITUDE SURVEY CONDUCTED AMONGST RECRUITS TO MEASURE SATISFACTION & GATHER FEEDBACK.

14. CONNOCK SUGGESTED THE FRAMEWORK BELOW TO DETERMINE THE COST PER PERSON APPOINTED FOR EACH METHOD.
Source of Application
Number of Applications
Number of Shortlisted Candidates
Number Offered Job
Number Commenced Employment
Total Cost
Cost Per Head Appointed
*Local Press Advert
*National Press Advert
*Referral

15. LATERAL THINKING
A LANDLORD IS THREATENING TO EVICT A FATHER AND HIS BEAUTIFUL YOUNG DAUGHTER, UNLESS SHE AGREES TO MARRY HIM. IN A FALSE GESTURE OF SINCERITY, HE OFFERS HER AN OPPORTUNITY FOR HER AND HER FATHER TO REMAIN IN THE HOUSE, WITHOUT MARRYING HIM. HE HAS A SILK BAG IN WHICH HE SAYS HE HAS PLACED A WHITE AND A BLACK STONE FROM THE FOOTPATH ON WHICH THEY'RE STANDING. IF SHE PICKS THE WHITE STONE FROM THE BAG, WITHOUT LOOKING, SHE WINS; IF SHE PICKS THE BLACK, SHE LOSES. HOWEVER, THE YOUNG GIRL SAW HIM PLACE TWO BLACK STONES IN THE BAG. SHE CAN'T EXPOSE HIM IN FRONT OF THE WITNESSES WITHOUT ANGERING HIM AND MAKING THINGS WORSE. HOW DOES THE CLEVER GIRL WIN?

16. Job Analysis

17. JOB ANALYSIS
DEFINITION: IT IS THE DETERMINATION OF THE ESSENTIAL CHARACTERISTICS OF A JOB, THE PROCESS OF EXAMING A JOB TO IDENTIFY ITS COMPONENT PARTS & THE CIRCUMSTANCES IN WHICH IT IS PERFORMED.

18. IN RECRUITMENT & SELECTION TO PREPARE A JOB DESCRIPTION.
USES OF JOB ANALYSIS
IN RECRUITMENT & SELECTION TO PREPARE A JOB DESCRIPTION.
FOR APPRAISAL.
IN TRAINING PROGRAMS.
IN ESTABLISHING RATES OF PAY.
IN RE-STRUCTURING.

19. CONTENTS OF JOB ANALYSIS
INITIAL REQUIREMENTS OF THE EMPLOYEE, E.G. APTITUDES, QUALIFICATIONS, EXPERIENCE, ETC.
DUTIES & RESPONSIBILITIES OF THE JOB.
ENVIRONMENT & CONDITIONS OF THE JOB, E.G. SAFETY REQUIREMENTS, HOURS OF SHIFTS, BENEFITS, ETC.
SOCIAL FACTORS OF THE JOB, E.G. SIZE OF DEPARTMENT, TEAMWORK OR INDIVIDUAL, SENIOR MANAGEMENT, SUPERVISION, JOB STATUS, ETC.

20. Methods of Collecting Job Analysis Information
Interviews
Questionnaire
Observation
Participant Diary/ Logs

21. Interviews
Job analysis interviews may involve interviewing job incumbents or one or more supervisors who are thoroughly knowledgeable about the job.
Typical interview questions might include: “What is the job being performed?” “What are the major duties of your position?” “What exactly do you do ?” “What activities do you participate in?”

22. Questionnaire
Employees can also be asked to fill out questionnaires to describe their job related duties and responsibilities.
Here it is important to decide how structured the questionnaire should be and what questions to include.

23. Observation
Direct observation is especially useful when jobs consist mainly of observable physical activity.
On the other hand, observation is usually not appropriate when the job entails a lot of mental activity.

24. Participant Diary/Log
Another approach is to ask workers to keep a list of what they do during the day.
For every activity the employee engages in, he or she records the activity (along with the time) in a log.
This can produce a complete picture of the job, especially when supplemented with subsequent interviews with the worker and his or her supervisors.

25. ACTIVITY 5 THE FACT THAT A JOB ANALYSIS IS BEING CARRIED OUT MAY CAUSE SOME CONCERN AMONG EMPLOYEES: THEY MAY FEAR THAT STANDARDS WILL BE RAISED, RATES CUT, OR THAT THE JOB MAY BE FOUND TO BE REDUNDANT OR REQUIRE RATIONALISATION. HOW MIGHT THE ANALYST NEED TO CARRY OUT HIS OR HER WORK IN ORDER TO GAIN THEIR CONFIDENCE?

26. JOB DESCRIPTION
DEFINITION: IT IS A BROAD DESCRIPTION OF A JOB POSITION AT A GIVEN TIME. IT IS A WRITTEN STATEMENT OF THOSE FACTS WHICH ARE IMPORTANT REGARDING THE DUTIES, RESPONSIBILITIES, & THEIR ORGANIZATIONAL & OPERATIONAL INTER-RELATIONSHIPS.

27. USES OF JOB DESCRIPTION
TO DECIDE WHAT SKILLS & QUALIFICATIONS ARE REQUIRED FOR A JOB HOLDER DURING RECRUITMENT.
TO ASSESS WHETHER THE JOB WILL EFFICIENTLY UTILIZE THE ABILITIES & PROVIDE SCOPE FOR THE ASPIRATIONS OF THE PROSPECTIVE JOB HOLDER.
TO DETERMINE A RATE OF PAY WHICH IS FAIR FOR THE JOB, IN CASE NOT DECIDED.

28. CONTENTS OF JOB DESCRIPTION
Job Identification: contains the job title.
Job Summary: describes the general nature of the job, listing only its major functions or activities.
Relationships: A relationships statement may show the jobholder’s relationships with others inside and outside organizations, e.g. reports to; supervises; works with; outside the company
Responsibilities and Duties: this section is the heart of the job description and presents a detailed list of the job’s responsibilities and duties.
Authority: This section defines limits of the job holder’s authority.
Standards of Performance: This states the standards the employee is expected to achieve in each of the job description’s main duties and responsibilities.

29. PERSON SPECIFICATION
DEFINITION: It shows what kind of person to recruit and for what qualities that person should be tested THE ‘IDEAL’ CANDIDATE.
Here you need to specify qualities such as physical traits, personality, interests or sensory skills that imply some potential for performing the job or having the ability to be trained for the job

30. PERSON SPECIFICATION
EACH FEATURE IN THE SPECIFICATION MAY BE CLASSIFIED AS:
ESSENTIAL – E.G. HONESTY IN A CASHIER.
DESIRABLE – E.G. PLEASANT MANNERS WHILE DEALING WITH PUBLIC.
CONTRA-INDICATED – SOME FEATURES ARE ACTIVELY DISADVANTAGEOUS, E.G. INABILITY TO WORK IN A TEAM WHEN ACTING AS PROJECT LEADER.

31. PERSON SPECIFICATION LIMITATIONS OF PERSON SPECIFICATIONS:
ATTAINMENTS ARE OFTEN FOCUSED ON EDUCATIONAL ACHIEVEMENTS, HOWEVER, THIS MAY NOT REFLECT THE RANGE OF LEARNING & EXPERIENCE AVAILABLE.
PHYSICAL ATTRIBUTES & BACKGROUND CIRCUMSTANCES MAY BE INTERPRETED AS DISCRIMINATORY.
THE CATEGORY OF GENERAL INTELLIGENCE HAS TRADITIONALLY BEEN BASED ON ‘IQ’, intelligence quotient A NARROW DEFINITION OF INTELLIGENCE AS MENTAL DEXTERITY.

32. ?