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How Do Organizations Attract A Quality Workforce?

The document discusses how organizations can attract a quality workforce through effective job analysis and recruitment processes such as developing clear job descriptions and personnel specifications, using both internal and external recruitment methods, and establishing a recruitment information system to efficiently manage applicant data and selection processes. It provides details on developing competency models and applicant profiles to identify ideal candidates that fit organizational needs.

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Parul Tandon
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82 views19 pages

How Do Organizations Attract A Quality Workforce?

The document discusses how organizations can attract a quality workforce through effective job analysis and recruitment processes such as developing clear job descriptions and personnel specifications, using both internal and external recruitment methods, and establishing a recruitment information system to efficiently manage applicant data and selection processes. It provides details on developing competency models and applicant profiles to identify ideal candidates that fit organizational needs.

Uploaded by

Parul Tandon
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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HOW DO ORGANIZATIONS ATTRACT

A QUALITY WORKFORCE?
JOB ANALYSIS PRODUCTS

 Job description
 Title, reporting relationships (up, down, sideways, external)
 job summary, responsibilities, duties, MbO/R: key result areas,
scope of authority. Position of “organisation chart”.
Career/promotion path.
 working conditions
 Competencies specification
 levels, range of situations, performance indicators,
knowledge/wisdom, experience, skills (psycho-motor, technical,
analytical, literary, spoken, numeric, social and emotional), personal
orientations and motivators.
 Personnel specification (person profile)
 characteristics of ideal candidate. Essentials - desireables -
disqualifiers
 Applicant profiles
 built up from evidence/data from forms, interviews, other tests,
references
Job Analysis Orange: Label the Key Result Area segments

Now define the key KT1


tasks of KRA 5 KT5
KT2 KT3 KT4

KRA
KRA 2 4

KRA 3 KRA
KRA 1 5 • role demands
• choices, constraints
• ambiguities
• possible overload
• pressures/conflicts
• organisational change
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
 age, plans, domestic ties, mobility, domicile, other Essential?
Desireable?
Disqualifier?
RECRUITMENT
1. The process of searching for prospective
employees and stimulating them to apply for
jobs in the organization.
2. The activity of publicising information about
vacancies / jobs in the organization and
inducing the prospective candidates to apply
for the jobs.
RECRUITMENT

 Recruitment
 Activities designed to attract a qualified pool of job
applicants to an organization.
 Steps in the recruitment process:
 Advertisement of a job vacancy.
 Preliminary contact with potential job candidates.
 Initial screening to create a pool of qualified applicants.
AIM

To provide a sufficiently large number of


qualified and experienced candidates so that
the most eligible applicants can be selected.
RECRUITMENT METHODS
 Recruitment methods:
 External recruitment — candidates are sought from outside the
hiring organization.

 Internal recruitment — candidates are sought from within the


organization.
SOURCES …CONTD.
1. Internal – Internal sources refer to the
recruitment for jobs from within the enterprise.
Common internal sources are:
1. Promotion
2. Transfer
3. Ex-employees
Sources …Contd.
Advantages of Internal Sources:

(1) Familiarity
(2) Better utilization of internal talent
(3) Economy
(4) Motivational value
Sources …Contd.
Limitations of Internal Sources:

(1) Restricted choice


(2) Inbreeding
(3) Absence of Competition
(4) Conflict
Sources …Contd.
2. External – External sources refer to the
recruitment of candidates from outside the
enterprise.

Common External sources are:


1. Advertisement
2. Employment Exchange
3. Employment Agencies
4. Employment Consultants
Sources …Contd.
5. Head Hunters
6. Casual Callers
7. Word of Mouth
8. Unsolicited Applications
9. Gate Hiring
10. Campus Recruitment
11. Union Recommendations
12. Employee Recommendations
13. Other Recommendations
Sources …Contd.
Advantages of External Sources:

(1) Wide option


(2) Infusion of new blood
(3) Element of competition
Sources …Contd.
Limitations of External Sources:

(1) Frustration among existing employees


(2) Expensive method
(3) Time consuming
(4) Lack of certainty
Electronic recruiting

•Recruitment thru internet


•Advantage is wide publicity and a chance for a large
number of applicants to choose
•Best method to be assessed depends upon:
- Cost per hire
- Number of resumes
- Time-lapse between recruitment and placement ratio
- Applicant performance and turnover
Initiate recruitment
request

Recruitment Flow Review & approval


by level 5 and
Chart above managers

Intimation to the
Approval No Original
received requester
A Yes

Advertise/
References
Agencies

Screening
Profiles

Eligible
Profiles No
found

Yes

Is written Conduct
Yes
A test Written
required test

No

Yes
Arrange & conduct Qualified/
Interviews Short listed

Yes NO

Intimate to the
Qualified/ No candidate about not
A Short listed short listed/selected

Yes

Final selection

A Selected No

Yes

Send offer
letter
Sample Examination Question

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) How will you specify the quality of recruitment services.


b) What issues, procedures and practices will you research?
c) What problems will you encounter in specifying recruitment service
quality?
d) 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?
RECRUITMENT INFORMATION SYSTEM

 data in/out flows


 inquiries, application packs (out/in +CVs), requests for references, security vetting, invitations for
interview + joining instructions, offer letters, rejections, contract documentation
 sources and sinks
 candidates, dept. managers, receptionist, security, referees, clients
 data capture/storage? Find/collate, candidates in progress.
Printing
 volume, handling, copying & distribution, short-listing, briefing.
 use of IT - PC networks,word processing, databases,
Intranet/Internet,
 Data Protection Act, Asylum & Immigration Act
 filtering & co-ordination of selection decision-makers?
 expenses, agency fees, costing the whole process

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