Company’s Pay Package

RECRUITMENT

“A process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for efficient workforce.” “The process of searching for prospective employees and stimulating them to apply for jobs in the organization.” - Edwin B. Flippo

RECRUITMENT

OBJECTIVES OF RECRUITMENT

• To attract people with multi-dimensional skills and experience that suits the present and future organizational strategies

• To induct outsiders with a new perspective to lead the company

• To infuse fresh blood at all levels of the organization

• To search or head hunt people whose skills fit the company’s values

RECRUITMENT

OBJECTIVES OF RECRUITMENT • To devise methodologies for assessing psychological traits

• To search for talent globally and not just within the company

• To anticipate and find people for positions that do not exist yet

RECRUITMENT

FACTORS AFFECTING RECRUITMENT Internal Factors

External Factors

• Company’s Pay Package

• Socio-economic Factors

• Quality of Work life

• Supply and Demand Factors

• Organizational Culture • Career Planning and Growth • Company’s Size • Company’s Products/Services • Geographical Spread of the Company’s Operations • Company’s Growth Rate • Role of Trade Unions • Cost of Recruitment

• Employment Rate • Labor Market Conditions • Political, Legal and Governmental Factors like reservations for SC/ST/BC

RECRUITMENT

SOURCES OF RECRUITMENT Internal Sources • Present permanent employees • Present temporary/casual employees • Retrenched or retired employees • Dependents of deceased, disabled, retired and present employees

External Sources • Campus Recruitment • Private Employment Agencies / Consultants • Public Employment Exchanges • Professional Associations • Data Banks • Casual Applicants • Trade Unions • Poaching • E-Recruitment

RECRUITMENT

SOURCES OF RECRUITMENT Why do Organizations Prefer Internal Sources of Recruitment ?

• Internal recruitment can be used as a technique of motivation

• Morale of the employees can be improved • Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced. • Employees’ psychological needs can be met by providing an opportunity for advancement.

RECRUITMENT

SOURCES OF RECRUITMENT Why do Organizations Prefer Internal Sources of Recruitment ?

• Employees economic needs for promotion, higher income can be satisfied • Cost of recruitment & selection can be minimized • Cost of training, induction, orientation, period of adaptability to the organization can be reduced • Trade unions can be satisfied • Stability of employment can be ensured.

RECRUITMENT

SOURCES OF RECRUITMENT Why do Organizations Prefer External Sources of Recruitment ?

• The suitable candidates with skill, knowledge, talent etc., are available

• Candidates can be selected without any pre-conceived notion or reservations

• Cost of employees can be minimized because employees selected from this source are generally placed in minimum pay scale

• Expertise, excellence and experience in other organizations can be easily brought into the organization

RECRUITMENT

SOURCES OF RECRUITMENT Why do Organizations Prefer External Sources of Recruitment ?

• Human resources mix can be balanced with different background, experience, skill etc

• Latest knowledge, skill, innovative or creative talent can be brought into the organization

• It will benefit the organization in the long-run

RECRUITMENT

RECRUITMENT TECHNIQUES

Modern Sources and Techniques of Recruitment

•Walk-In •Consult-In

•Business Alliances •Poaching

•Head-hunting •Body Shopping

•E-Recruitment

RECRUITMENT

RECRUITMENT TECHNIQUES

Techniques of Recruitment:• For internal candidates: Promotions Transfers • For external candidates: Recommendations of Present Employees Scouting Advertising

Recruitment – The Cisco Way “Our philosophy is very simple – if you get the best people in the industry to fit into your culture and you motivate them properly, then you’re going to be an industry leader.’ John Chamber CEO, Cisco Systems

RECRUITMENT - THE CISCO WAY

INTRODUCTION The Case: The case examines various changes brought about by global networking major Cisco, in its recruitment policies in the mid-1990s

Background of Cisco: • Cisco was founded in 1984 by a group of computer scientists at Stanford, who designed an operating software called IOS (Internet Operating System)

• In 1985, the company started a customer support site from where customers could download software over FTP and also upgrade the downloaded software. It provided technical support to its customers through emails

RECRUITMENT - THE CISCO WAY

INTRODUCTION Introduction to the case: In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people every three months during the year, the company still had hundreds of openings. Cisco hired more than 1,000 employees every quarter – around 10 percent of the total jobs generated through Internet in the Silicon Valley. The management realized that they had to adopt innovative recruitment measures to get the best people and remain the leader in the Internet era. Foremost among these was the first of its kind online recruitment called the ‘Friends program’.

RECRUITMENT - THE CISCO WAY

INTRODUCTION Introduction to the case: In 2001, the company recruited around 40-50% of its employees through ‘Make a friend @ Cisco’ online program and other such initiatives

“Friends is designed to put some grace into the hiring process.”. Cisco recruiters have also began to target passive job seekers, who were content and successful in their existing jobs. - Michael McNeal, Director, Corporate Employment

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO Cisco’s Vision Statement: “Attracting, growing and retaining great talent is critical to sustaining Cisco’s competitive advantage.” Cisco sources revealed that the company had a policy of attracting the ‘top 10-15 percent’ people in the networking industry. It believed that if it could get the best people in the industry and retain them, it would remain the industry leader.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO Cisco’s recruiting team identified the candidates whom they felt that the company ‘should hire,’ and then figured out ways those potential candidates did their job hunting and designed hiring processes to attract them to the company.

“The top 10 percent are not typically found in the first round of layoffs from other companies, and they usually aren’t cruising through the want ads.”

- Barbara Beck, Vice President, Human Resources

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO

Since the most sought after employees were not accessible, Cisco deviced a strategy to lure them. As part of its strategy to attract the best talent, Cisco changed the way it used wanted advertisements in newspapers. Instead of listing specific job openings, the company featured its Internet address in its ads and invited prospective candidates to apply.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO The company learned to attract happily employed people through focus groups. For example, it was found that most professionals like to watch movies in their free time, websites on ‘corporate cartoon Dilbert’ were extremely popular and most professionals hated job hunting. Cisco linked its website to the Dilbert web page, which registered around 2.5 million hits per day, mainly from engineers and Internet-savvy managers.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO The focus group’s exercise made Cisco realize that a candidate would approach the company if he had been informed by a friend about better opportunities at Cisco. Cisco also reached out to potential applicants through a variety of routes which were unusual in recruiting. It began frequenting art fairs, beer festivals and certain annual events in which people from Silicon Valley participated. These places proved to be very ‘fruitful hunting venues’ as they attracted young achievers from various successful infotech companies.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO

Cisco recruiters mingled with the crowd, collected business cards from prospective candidates and spoke to them informally about their careers. The Cisco employees then called the prospective candidates to inform them in their own words about life at the company. By 1999, about one third of new recruitments were made through the Friends program. Cisco launched a tool called Profiler on the employment page of its website to accelerate and standardize online resume submission.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO To avoid applicants from being caught by their current employers while using Profiler, Cisco designed each screen with an escape button that opened web page about gift suggestions for co-workers.

To speed up the hiring process, Cisco hired inhouse headhunters to identify qualified candidates for managers.

RECRUITMENT - THE CISCO WAY

RECRUITMENT AT CISCO Cisco also encouraged internal referrals for recruitment through a program called ‘Amazing People.’ This system allowed Cisco employees to refer their friends, acquaintances for positions in Cisco. Employees were given bonus if the company hired the person they referred. Every new recruit was assigned a ‘buddy’ who clarified all doubts and answered questions about Cisco and work in general.

RECRUITMENT - THE CISCO WAY

REAPING THE BENFITS Cisco believed that its new recruitment philosophy should be made a part of the overall corporate culture. By the end of year 2000, Cisco’s job page was recording around 500,000 hits per month. Cisco, which was hiring approximately 8,000 people a year, received 81 percent of the resumes from the web. Eventually, 66 percent of the new recruits were the candidates who had sent their resumes through the Cisco website.

RECRUITMENT - THE CISCO WAY

REAPING THE BENFITS It was also reported that about 45 percent of the company’s new recruits came from the Amazing People program. Cisco’s hiring cycle also came down to 45 days from 68 days. The recruitment costs in this ‘direct mode’ was around 40 percent below the industry average.

RECRUITMENT - THE CISCO WAY

REAPING THE BENFITS Referral rates at Cisco were twice the industry norm and that created a performance edge, as most recruits were qualified employees with vast experience.

By 2002, referrals and the friends program accounted for 50-60 percent of new employees. Most importantly, the retention rate at the company had also increased.

RECRUITMENT - THE CISCO WAY

REAPING THE BENFITS Analysts claimed that Cisco’s innovative and aggressive recruiting initiatives were to a large extent responsible for the company’s expansion at 40 percent every year and recruiting 250 employees every week despite the global dot-cum slump.

Industry observers felt that other players should also change their recruitment policies to keep up with Cisco’s ‘power-staffing’ recruitment.

RECRUITMENT

HOW PEPSI RECRUITS FOR ITS FIT THE FIT • A winner’s mindset • An ability to lead dramatic change • Hands-on • An ability to stretch • An ability to deal with ambiguity • An orientation towards the business • A certain impact and presence • Flair and style • Open and informal • Aggression • Innovation • High achievement

THE PROBES STARTER PROBES: To build a rapport with the candidate, give the interviewer immediate control of the interview, and probe what the interviewer believes is the major issue in the candidate’s background JOB FIT PROBES: Probes the candidate’s educational background, work experience, career expectations, preferences on national – and international – mobility, and the expected compensation package SUCCESS FACTOR PROBES: Looks at the candidate’s ability to be successful at his or her job. Executive maturity, ability to lead and manage people, excecutional excellence, and knowledge of the business are probed FATAL FLAW PROCESS: If a candidate exhibits certain traits – lack of drive, a penchant for playing office politics, losing cool under pressure, promoting self-interest, and low integrity – these automatically disqualify him

SELECTION “The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates’ specifications are in line with the job specifications and requirements or not.” The selection procedure cannot be effective until and unless: 1. Requirements of the job to be filled have been clearly specified (Job analysis, etc.) 2. Employee specifications (physical, mental, social, behavioral, etc.) have been clearly specified.

SELECTION

SELECTION PROCEDURE 1 Job Analysis

2 Recruitment

3 Application Form

4 Written Examination

5 Preliminary Interview

6 Business Games

7 Tests

8 Final Interview

9 Medical Examination 11 Line Manager’s Decision

10 Reference Checks 12 Employment

SELECTION

INTERVIEW PROCESS a

Preparation for the Interview Appropriate type of interview The areas to be tested Type and number of interviewers Review the information

b Conduct the Interview Open the interview

Get complete and accurate information Record observations and impressions Guide the interview Check the success of the interviewer c

Close the Interview

d Evaluate Interview Results

SELECTION

FREQUENTLY ASKED QUESTIONS IN INTERVIEWS • What goals have you set for yourself? How are you planning to achieve them? • What factors did you consider in

choosing your majors? • Tell me how do you perceive your strengths.

Your weaknesses. How do you evaluate yourself?

• What was the most useful criticism you ever received and who was it from? • How do you motivate people?

SELECTION

FREQUENTLY FREQUENTLY ASKED ASKED QUESTIONSQUESTIONS IN INTERVIEWS IN INTERVIEWS • Why did you choose the extra-curricular activities you did?

• Give an example of a situation in which you failed. How did you handle it?

• What two or three accomplishments have given you the most satisfaction?

SELECTION

FREQUENTLY FREQUENTLY ASKED ASKED QUESTIONSQUESTIONS IN INTERVIEWS IN INTERVIEWS • What idea have you developed and implemented that was particularly creative or innovative?

• Describe a situation where you had to work with someone who was difficult. How was the person difficult and how did you handle it?

SELECTION

FREQUENTLY ASKED QUESTIONS IN INTERVIEWS

• Describe a leadership role of yours and how you committed time to it?

• What work experience has been the most valuable to you and why?

• What are your team player qualities? Give examples.

• Describe a situation were you had a conflict with another individual and how you dealt with it.

• Tell me about your expectations from your future employer?

SELECTION

INTERVIEWER'S SAMPLE SHEET Candidate’s Name Source Referral

Date Direct

Computer Institute

Internet

Advertisement

Placement Agency

Campus

Position Parameter Functional Ability / Computer Skills Work Exp. Value Addition Mental Acumen General Knowledge Assertiveness / Initiative Leadership Capability Team Work & Adaptability Maturity Personal Impact / Communication Potential

Overall Rating

Test Score 0 No Data

1 Deficient

2 Average

3 Capable

4 Strong

5 Exceptional

SELECTION

INTERVIEWER'S SAMPLE SHEET Strengths

Recommendation Allocation

Financial Information Processing

Technology

Collections

Sales

Work Experience Weightage: Candidate open to:

Development Areas

0%

Staggered Hours

Call Centers

25% - 50%

75%

Sunday working

100%

Overnight Shift working

Overall Comments:

Recommendation Interviewer’s Name

Hire

Hold for Comparison Signature

Turndown Date

PLACEMENT & INDUCTION

“When once the candidate reports for duty, the organization has to place him initially in that job for which he is selected.”

PLACEMENT & INDUCTION

EMPLOYEE PLACEMENT PROCESS Collect details about the employee Construct the employee’s profile Match between sub-group profile and individual’s profile Compare sub-group profile to job family profile Match between job family profiles and sub-group profiles Assign the individuals to job family Assign the individual to specific job after further counseling and assignment

PLACEMENT & INDUCTION

INDUCTION PROCEDURE AND PROGRAMME • Word of welcome • Explain overall departmental organization and its relationship to other activities of the company • Explain employee’s individual contribution to the objectives of the department and his starting assignment

• Discuss job content with the employee and give him a copy of job description (if available)

PLACEMENT & INDUCTION

INDUCTION PROCEDURE AND PROGRAMME • Explain departmental training programmes and salary increase practices and procedures

• Discuss where the employee lives and transportation facilities available

• Explain working conditions a)Hours of work b)Use of employee entrance and exit c)Lunch hours

PLACEMENT & INDUCTION

INDUCTION PROCEDURE AND PROGRAMME • Overtime policy and requirements

• Pay days and procedure for being paid

• Other – Safety habits and security regulations

PLACEMENT & INDUCTION

INDUCTION PROCEDURE AND PROGRAMME • Explain company standards as to:

a) Performance of duties b) Attendance and punctuality c) Handling confidential information d) Behavior e) Dress Code

PLACEMENT & INDUCTION

INDUCTION PROCEDURE AND PROGRAMME • Introduce the new staff member to other manager (s) and supervisors

• The immediate supervisor should: a)Introduce new staff member to fellow workers b)Familiarize the employee with his work place c)Begin on – the – job training

PLACEMENT & INDUCTION

MERITS AND DEMERITS OF INDUCTION MERITS

Prevents inductees from being over-specialized Makes a recruit productive to the company quickly

Familiarizes new entrants with the corporate culture

Imparts training on the job rather than theoretically