Hnd Business Environment Essay
Hnd Business Environment
According to the my selected organization they used external recruitment in practice to attract candidates, They post a job vacancies on weekend newspaper . 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 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 .
Selection: Is the process of discovering the qualifications & characteristics of the job applicant in order to establish their likely suitability for the job position. A good selection requires a methodical approach to the problem of finding the best matched person for the job
. Selection Process Preliminary Interview Selection Tests Employment Interview Reference and Background Analysis Physical Examination Job Offer Employment Contract
. Use of psychological test in selection
Why choose testing Objectivity – good psychological tests are standardised on a large sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident. Validity – psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilised in combination (for example in an assessment centre) are highly predictive of future job performance. Cost – the cost of selection errors is large for both the employer and the employee. Psychometric tests help to minimise costs while maximizing potential fit between the candidate and the job.
Army Alpha and Beta tests (WW1) – developed out of an urgent need to select personnel with specific aptitudes for training in specialist and strategic roles. Today – Psychological tests widely used in selection practices.
USES OF TESTS Evaluation of right candidate Proper selection of candidate Identifying the candidates personality
Places Where Psychological Testing Is Used Colleges or Educational Institutes Army,Navy etc. Bank Airlines Companies Schools So, now a days in most of the places candidates are evaluated on the basis of the psychological test.
Advantages can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization can reveal more information about applicant’s abilities and interests can identify interpersonal traits that may be needed for certain jobs
Disadvantages difficult to measure personality traits that may not be well defined applicant’s training and experience may have greater impact on job performance than applicant’s personality responses by applicant may may be altered by applicant’s desire to respond in a way they feel would result in their selection lack of diversity if all selected applicants have same personality traits cost may be prohibitive for both the test and interpretation of results lack of evidence to support validity of use of personality tests
Tips Select traits carefully : An employer that selects applicants with high degree of ‘assertiveness’, ‘independence’, and ‘self-confidence’ may end up excluding females significantly more than males which would result in adverse impact. Select tests carefully: Any tests should have been analyzed for (high) reliability and (low) adverse impact. Not used exclusively: Personality tests should not be the sole instrument used for selecting applicants. Rather, they should be used in conjunction with other procedures as one element of the selection process. Applicants should not be selected on the basis of personality tests alone.
. Stages In Selection Process:
Stage 1: Screening Of Application Forms
. Stage 2: Tests–Intelligence, Aptitude, Technical, Psychometric, Ability, Interest.
Stage 3: Selection Interview.
Stage 4: Selection Decision
. RECRUITMENT PROCESS PRACTICE
. RECRUITMENT PROCESS FOR FRESHER WRITTEN /APPTITUDE. GROUP DISCUSSION. PSYCHOMETRIC TEST(CONDITIONAL). TECHNICAL INTERVIEWS(CONDITIONAL). HR INTERVIEWS.
RECRUITMENT PROCESS FOR HIGHER POST PSYCHOMETRIC TEST. BUSINESS GAME. HR
– PRELIMINARY SCREENING
– WRITTEN TEST
– PSYCHOLOGICAL TEST
– PHYSICAL TEST
– FINAL SELECTION
. Difficulties in Recruitment process Talent Acquistion. Expensive. Time Constraint. Retention of employees. Managing low attrition rate. Budget.
Challenges in Recruitent & Selection: Talent Shortage Attrition Rate Reservations and other Gov. Policies Remoteness of Job Scrutinity of employee’s credentials
. – Basic Different. Between Recruitment and Selection: Recruitment searching for and attracting applicants qualified to fill vacant positions Selection- Analyzing the qualifications of applicants and deciding upon those who show the most potential
Take part in the selection process
….. How do you come to know about no. of candidates to be recruited? First do check about current workforce which is on bench and having the required skill then we decide about no. of candidate to be recruited. What’s the first process of recruitment? If the recruitment is on small level and the skillset is easily available then we scan our database for candidates but if the recruitment is very large and skillset is presice (or scarcity of skillset ) then we give the advertise in news papers.
….. What is the next step you follow ? We shortlisted the resume on the basis of skill and experience and availability of skill set in market, then we invite them for further process like Aptitude Test ,Group Discussion, Interview.
…. What kind of professionals can find job opportunities with the company? We have a rigorous recruitment process to ensure that we hire the best talent in the industry. All our HR processes are competency based. Educational qualifications are function dependent. In addition to a good education, we look for candidates with high potential, integrity and the ability to lead the organisation in future. Our main focus is on `internal growth’ and hence we look for candidates who are steady, interested in building a career with Wipro and who bring a new perspective to the organisation.
… What kind of retention policies do you implement to fight attrition? Our values and culture, freedom and autonomy, exciting challenges and opportunities for career advancement are our key retention tools. We work in a highly charged environment with talented and successful people that motivate one and all. We believe that apart from salaries, employees seek fast growth, exciting work environment and opportunity to make a difference through entrepreneurial ventures, amongst other things. Each employee has a career growth plan in place. Based on the career plan we give each of them opportunity to work in various functions to get a wide and varied exposure. We also have a compensation design, which aggressively differentiates between performers and non-performers. We also purge
ETHICS OF RECRUITING AND SELECTION
Executives are often surprised to discover how many ethical dimensions exist in recruiting, probably because selection is typically viewed as a practical, rather than philosophical, decision-support system. Our experience has demonstrated that personal and corporate ethics influence not only who is selected, but how jobs are defined and who becomes a candidate. In the pages that follow, we will explore the implications of those (often subtle) ethical issues that impact every employment decision. We will highlight our belief that there is a moral imperative attached to the recruitment and selection process which can be stated as arriving at a decision which — within the constraints of time, economics and the law — places the future of the candidate and that of the employer in the least possible jeopardy.
It is epitomized by choosing a candidate who will be challenged while succeeding and who contributes to the organization’s goal attainment by adding uniquely to its fabric of talents. Making an ethical personnel selection involves gathering and carefully analyzing all relevant data so that the decision is wisely drawn, balancing the short and long-term benefits — as well as the liabilities — which could accrue to the organization and the individual. To achieve such an optimal result requires thoughtful vigilance throughout the planning, sourcing, interviewing and referencing process. www.integrepartners.com (o) 312-819-5900, (f) 312-819-5924 1
The legislations of Recruitment and Selection
The contents of this section include:
Data protection and freedom of information legislation
Types of discrimination – direct and indirect
What you can and can’t ask candidates
Equality and Diversity policy
Individual merit principle
Good practice guide for interviewing (personal questions)
Data protection and freedom of information legislation
Data protection and freedom of information legislation are important considerations during the recruitment and selection process. Generally, personal data is only to be obtained for specified and lawful purposes (such as obtaining information for selection purposes) and relevant to employment.
All information is to be confidentially maintained (e.g. Appointing Committee members must not discuss with anyone other than HR and other Committee members any candidate details).
Appointing Committee members should be aware that all documentation (hard copies and electronic copies) about a candidate is potentially disclosable at their request (i.e. application to the University’s Data Protection and Freedom of Information Office). This includes:
notes on tests
It is, however, important that notes have sufficient detail so that decisions are fully transparent. This is both in the interests of candidates (who are increasingly seeking feedback on why they were rejected) and of the Appointment Committee members in the event there is a complaint. It is difficult, if not impossible, to recall specific details of a specific candidate months later in the event that accusations of unfair treatment are made.
There are a number of pieces of legislation impacting the recruitment and selection process. They include:
Equal Pay Act 1970
Sex Discrimination Act 1975
Race Relations Act 1976 / Amendment Act 2000
Parental Leave Regulations 1999
The Disability Discrimination Act 1996, 2005, 2006
EU Directive 1000/78/EC on Equal Treatment in Employment Equality Act 2006
Work and Families Act 2006
Collectively these Acts prohibit discrimination in employment (including the recruitment and selection process) on any of the following grounds:
nationality, national or ethnic origin
religion or beliefs
Types of discrimination – direct and indirect
Direct discrimination is where an individual is treated less favourably than another because of sex, marital status, colour, nation origin, disability etc. An example would be rejecting all women candidates for positions traditionally held by men (e.g. security), or advertising for ‘young researchers’ (rather than ‘early career researchers’).
Indirect discrimination is where everyone is treated the same but there are requirements that disproportionately impact members of a group protected from discrimination (e.g. women, members of a particular religion or race). An example would be height or weight or strength requirements that discriminate against women but cannot be demonstrated to be related to the ability to competently perform the job in question.
Indirect discrimination is the most common form of discrimination though often inadvertent and unintentional. However, the legality of the recruitment and selection process does not rest on good intentions and cannot be used as a defence to a complaint.