HRM module-4 recruitment to development function: Jinuachan Vimal Jyothi

Recruitment – Training- Development- HRM
Competencies- Talent Pool
Jinuachan Vadakkemulanjanal
Vimal Jyothi Institute of Management & Research,
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
Module- 4
HRM- Human Resource Management

Unit-IV
• Expanding the Talent Pool: Recruitment,
Selection
• Career Management- Career Development
Initiatives
• HRM Competencies: Roles of HR Generalists
and HR Specialists-
• Training & Development-
2HRM- jinuachan@gmail.com

Procurement Function
RECRUITMENT
HR PLANNING- SHRM
JOB DESCRIPTION
JOB SPECIFICATION
JOB ANALYSIS
Organization Vision
Vacancy/forecasting
Talent Pool/CV

Procurement Function
• The first operative function of personnel
management is procurement.
• It is concerned with procuring and employing
people who possess necessary skill, knowledge
and aptitude.
• It does job analysis, manpower planning,
recruitment, selection, placement, induction
and internal mobility.
HRM- jinuachan@gmail.com 5

RECRUITMENT
• Recruitment (hiring) is a core function of HRM.
• It refers to the overall process of attracting, selecting
and appointing suitable candidates for jobs (permanent
or temporary) within an organization.
• Recruitment is a positive process of searching for
prospective employees and stimulating them to apply
for the jobs in the organization…it rejects a good
number of those who apply, leaving only the best to be
hired.’ Edwin B. Flippo
• ‘The process of attracting individuals in sufficient
numbers with the right skills and at appropriate times
to apply for open positions within the organization’.
Staffing Management •SHRM• Myrna L. Gusdorf, MBA, SPHR • 2008

STRATEGIC RECRUITING
DECISIONS
HR PLANNING
STRATEGIC
RECRUITING
DECISIONS ON
RECRUITING
SOURCES/METHODS
 How Many Employees Needed
 When Needed
 KSAs Needed
 Special Qualifications
 Where to Recruit: Internal/External
 Who to Recruit: Flexible Staffing
Options
 Nature of Job Requirements
Alternative modes
 Advertising Choices
 Recruiting Activities

STRATEGIC RECRUITING DECISIONS/
sources
• Internal recruitment
• External Recruitment
• Alternative models

Alternatives to recruitments
–Outsourcing.
–Contingent labour.
–Part-time employees.
–Overtime.
–Temporary workers
–Contract basis employee
–Subcontracting
–Employee leasing

 Employees hired for a limited time to
perform a specific job are called temporary
employees.
 Overtime: Short term fluctuations in
work volume could best be solved through
overtime, by the existing employees by
offering them overtime with good salary
and incentives.
 Subcontracting: Due to sudden increase
in demand of the product any organization
instead of expansion can go in contract
with an outside specialist agency to carry
out the work with mutual benefit

Contract labour: company can hire employee
on contract basis for a specified time period to
meet short time demand.
Employee leasing: Company can hire
permanent employee of another organization
who have the required skills, for a short period
of time to meet short time requirement.

Outsourcing: In this company can hire employees
from an specialized HR firm which take care of
everything for the employees from recruitment till
exit including payroll.
Temporary employees: Employees hired for a
limited time to perform a specific job are called
temporary employees.

INTERNAL
SOURCES
SOURCES OF RECRUITMENT
• Human Resources
Information Systems (HRIS)
• Re-recruiting former
Employees & Applicants
• Internal Recruiting Data
base
• Employee Referrals Job
Posting & Bidding
• Promotions and Transfers
• Relatives of the employees
• From own institutions

INTERNAL SOURCES
ADVANTAGES DISADVANTAGES
Promote Morale
 Better assessment of abilities
 Lower cost for some jobs
 Motivator for good
performance
 Causes a succession of
promotions
 Have to hire only at entry
level
 Inbreeding
 Possible morale problems of
those not promoted
“Political” infighting for
 Promotions
 Need for management-
 Development program
 Nepotism: Hiring relatives

Recruiting Talent Externally
• Labour Market
– Area from which applicants are to be recruited.
• Tight market: high employment, few available workers
• Loose market: low employment, many available workers
• Factors determining the relevant labour market:
– Skills and knowledge required for a job
– Level of compensation offered for a job
– Reluctance of job seekers to relocate
– Ease of commuting to workplace
– Location of job (urban or nonurban)

Outside Sources of Recruitment
1. Advertisements-
print/audio/visual medias
2. Unsolicited applications
and resumes
3. Internet recruiting portals
4. Employee referrals
5. Executive search firms
6. Professional associations
7. Job fairs.
8. Walk-in candidates
9. Through Labor unions
10. Public employment
agencies- UPSE, PSE
11. Private employment
agencies
12. Temporary help
agencies/ NGOs
13. Employee leasing
14. Campus: Schools
Colleges &Universities 16HRM- jinuachan@gmail.com

EXTERNAL SOURCES
ADVANTAGES DISADVANTAGES
 New “blood” brings new
perspectives
 Cheaper and faster than training
 Professionals
 No group of political supporters
in company
 Organization already
 May bring new industry insights
 May not select someone who
will
“fit” the job or organization
 May cause morale problems for
internal
 Candidates not selected
 Longer “adjustment” or
orientation
time

Internet Recruiting
• Advantages:
– Inexpensive.
– Quick and easy to post announcement.
– Responses arrive faster and in greater quantity.
– Will generate a wider range of applicants.
– Applicants can be screened by computer.
– Some selection tests can be administered by
computer.
– Automated applicant tracking.
• Disadvantages:
– Ease of submission will result in a lot of applicants,
many whom are not qualified.
– May take more HR time to sort through the greater
quantity of applicants. 18HRM- jinuachan@gmail.com

External Recruitment
• 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.
• Cost of Recruitment (per employee hired)
H
NCRBAFAC
H
SC 

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

External Recruitment Considerations
• Sources of Organizational Recruiters
– Professional HR recruiters
– HR generalists
– Work team members
• Requirements for Effective Recruiters
– Knowledge of the recruited job’s requirements and of
the organization
– Training as an interviewer
– Personable and competent to represent the
organization

Recruitment process

Selection Process
“Selection is the process of differentiating between
applicants in order to identify and hire those with a
greater likelihood of success in a job.”
• Recruitment
1. Recruitment refers to the process of identifying and
encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it
seeks to attract as many candidates as possible.
• Selection
1. Selection is concerned with picking up the right
candidates from a pool of applicants.
2. Selection on the other hand is negative in its
application -it seeks to eliminate as many unqualified
applicants as possible in order to identify the right
candidates.

Selection Steps
1. Invitation of Application/ Data base search
2. Application sorting
3. Sifting of application
4. Short listing for interview process
5. Formal application filling /document verification
6. Aptitude and other Tests
7. Group Discussion
8. Technical Interview
9. Skill tests
10. HR Interview
11. Back ground/reference checking/
12. Offer and clarification/ salary – conditions negotiation
13. Acceptance of offer and DoJ
14. Joining and induction

Types of Tests
Ability test
Aptitude tests
Achievement tests
Intelligence test
Judgement test
Personality test
Situational tests
Interest tests
Personality tests
Projective tests
Attitude test
Critical Incident Tests

RECRUITMENT PROCESS
ORGANIZATION CANDIDATE
Acquire Employment Experience
Receive Education and choose
Occupation
Search for Job Openings
Apply for jobs
Impress Company during Selection
process
Evaluate Jobs and Companies
Accept or Reject Job Offers
Generate candidate pool via
internal or external recruitment
methods
Vacant or New position
occurs
Impress Candidates
Make Offer
Evaluate Candidates via
Selection process

Concept of Career
• A career is a sequence of separate but related work
activities that provide continuity, order and meaning
to a person’s life” - Edwin B. Flippo
• “The occupational positions a person has had over
many years”- Garry Dessler
• A person’s course or progress through life. It also
pertains to his occupational or profession that
usually involves special training or formal education
and is considered to be a person’s lifework -Oxford
English Dictionary

• Work/project
• Assignment
• Job
• Career
Concept of Career…

Career management
It is the process through which employees:
 Become aware of their own interests, values,
strengths, and weaknesses.
 Obtain information about job opportunities
within the company.
 Identify career goals.
 Establish action plans to achieve career goals.
 companies provide development opportunities,
mentoring, and training managers in how to
coach employees, etc

Career motivation
• Employees’ energy to invest in their careers
• Their awareness of the direction they want
their careers to take
• The ability to maintain energy and direction
despite barriers they may encounter
• Career motivation has three aspects:
*Career resilience * Career insight * Career
identity

Components of Career Motivation….
• Career Resilience – flexibility
• Company Values
• Innovation
• Employees adapting to unexpected changes
• Commitment to Company
• Be aware of skill strengths and weaknesses
• Participate in learning activities
• Cope with less than ideal working conditions
• Avoid skill obsolescence Career Identity

Career Development Initiatives
• Career development is the process by which
employees progress through a series of stages.
• Each stage is characterized by a different set
of developmental tasks, activities, and
relationships.
• There are four career stages: a) Exploration
b) Establishment c) Maintenance
d)Disengagement

HRM Competencies: Generalists and Specialists
• Human resources professionals can have two
career paths: specialist or generalist.
• The human resources specialist develops expertise in
a specific HR discipline.
• The generalist is the HR Jack of all trades. In many
organizations, the generalist is the first point of
contact for employees and managers for all HR
related issues.
• Ref: Barbara Falkenrath , Demand Media

HR Specialty Functions
• Most common specialties: recruiting and staffing,
benefits design and administration, compensation,
training, payroll and human resources information
systems, or HRIS.
• People who enjoy focusing on a specific area of
knowledge are well suited to the specialist role.
• The job is usually more routine, with well defined
goals and time frames.
• Specialists create and administer benefits and
other systems which are competitive in the market.
These offerings make it easier to attract and retain
the best talent

HR Generalists
• They have expertise in one or more specialty areas of
HR, generally proficient enough in each area to provide
sound advice and direction to employees and managers.
• Ensure the accuracy and completeness of information
and programs provided by their specialist co-workers
• Role is less routine. -deal directly with employees, the
issues are variable as the individuals they serve.
• Deals everything from explaining benefits and
compensation to delivering training to mediating
disagreements between workers.
• Individuals who like variety in their work and can quickly
switch focus from one project or issue to another are
well suited to the generalist role.

Training & Development
• Employee training and development is a broad
term covering multiple kinds of employee
learning.
• T&D can be defined as any activity designed to
help individuals to become more effective at their
work by improving, updating or refining their
knowledge and skills.
• Training helps employees to learn specific
knowledge or skills to improve performance in
their current roles.

Purpose of T&D
• Organize and facilitate learning and development.
• Accelerate acquisition of the knowledge, skills, and
abilities required for effective job performance
Method
• It can be designed to improve speed, agility,
coordination, balance and strength.
• Continuous training involves working for a
sustained period of time without rest. It improves
fitness.
• Cross training involves using another sport or
activity to improve your work fitness

Types of Training
1. Postings regarding internal job openings.
2. Formal education as part of career development.
3. Performance appraisal as a basis for career planning.
4. Career counselling by manager.
5. Lateral moves to create cross-functional experience.
6. Career counselling by HR department.
7. Retirement preparation programmes.
8. Succession planning.
9. Formal mentoring.
10. Common career paths.

11.Dual ladder career paths (parallel hierarchy for
professional staff).
12.Books and/or pamphlets on career issues.
13.Written personal career planning (as done by
the organization or personally).
14.Assessment centres.
15.Peer appraisal.
16.Career workshops.
17.Upward (subordinate) appraisal
Ref Armstrong HRM p298

Development Models/ Formal
Approaches
1. Self directed training- structured
2. Planned experience
3. Action Learning
4. Outdoor learning
5. Performance Management
6. Coaching
7. E-Training
8. Mentoring
Ref. Armstrong HRM, p314

Group assignment
Identify the JD, selection process, interview
model needed to be adopted for
1. Retail mall- floor manager
2. Marketing manager- Adv in news paper
3. Service supervisor- Maruthi Center
4. Campus recruitment- team leader
5. 7 star hotel -hospitality manager
6. Multi specialty Hospital – CRM
7. Regional manager- Make my trip

References
• Mejia, Luis Gomez; Balkin, David B & Cardy, Robert L, Managing
Human Resources, PHI learning Pvt Ltd, Delhi 2006-5th edi
• Snell , Bohlander; Human Resource Management,
• Armstrong, Michael; Armstrongs’s Handbook of Human
Resource management Practice, 2012, 12th edi
• Belcourt Monica and McBey Kenneth J, ‘Strategic Human
Resources Planning’, 2nd ed. Noida: Thomson Pub, 2007
• https://cb.hbsp.harvard.edu/cbmp/pages/discipline/humanres
ources
• http://www.hrmguide.co.uk/hrm

Jinuachan Vadakkemulanjanal
Administrator & Faculty,
Vimal Jyothi Institutions
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in
jinuachan@gmail.com; +91-9447373415; 04602213399; 2212240
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Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in, office@vjim.ac.in
2) Vimal Jyothi Engineering College | BTech, MTech, PhD
Chemperi PO, Kannur Dr , Kerala-670632 www.vjim.ac.in; admission@vjec.ac.in
3) Vimal Jyothi Civil Service (IAS) Academy | fulltime & Integrated IAS by ALS Delhi
Chemperi PO, Kannur Dr , Kerala-670632. ias@vjec.ac.in
4) Vimal Jyothi Inspire Pvt Ltd | Tech-Management Solutions and innovations support
Chemperi PO, Kannur Dr , Kerala-670632. vji@vjec.ac.in

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