Showing posts with label Recruitment. Show all posts
Showing posts with label Recruitment. Show all posts

Managing Staffing Management

Posted by Tanuj , Labels: , Monday, November 1, 2010 4:52 PM

Daniel Margolis

Staffing agency Kelly Services places top talent in employment opportunities across the globe — all while developing its own internal talent.

As a staffing agency, Kelly Services operates in a space unique to its industry; its product is people. According to Nina Ramsey, senior vice president of human resources for Kelly Services, the overall company strategy as well as the company’s individual employee development plans are built around an understanding that Kelly deals in human capital.

“We ask people to connect their goals to the three strategic objectives of the company, which are all centered [on] people, profit and customers,” Ramsey said.

Kelly provides staffing services and employment opportunities globally. As with any international endeavor, it requires a fair amount of manpower to do so, boasting a workforce of 7,500 full-time employees. Ramsey spoke with Talent Management about the challenges involved in managing staff who manage staff.

TM: Describe Kelly Services’ approach to talent management.

Ramsey: As a company, strategically we made a commitment over the last couple of years toward creating a high engagement culture and [being] an employer of choice. We believe in a connection between employee engagement, customer engagement and then profitability — that whole equation. We know we need to focus on having the right leaders in place and additionally that we need to make it possible for people to grow and develop in their careers, not only for their current jobs but also for future roles. So our approach to talent management really touches every step of the employee’s life cycle while they’re with us, from the point in time that you’re sourcing and recruiting all the way to the point in time when they’re transitioning to other employment or to retirement, whatever the case might be.

TM: What processes or programs have you established to improve the performance of Kelly’s entire workforce?

Ramsey: First of all, we’ve built multiple competency models for all levels of the organization. Whether you’re an individual performer or you’re a leader of people, we have competency models that really cover all positions within the company. We developed an assessment methodology that we use for all our leadership roles. We have an extensive on-boarding program that was designed to establish an early connection to the employee as well as to reduce time to productivity. We’ve had great success with it because it’s allowed us to see an improvement in turnover for the people who go through this on-boarding program, and we’ve also seen a decrease in the time to productivity.

Right now, we’re in the process of developing career maps for every position in the organization so that people can see what their options are across the company — so not just in the group that they work with now, but in other groups down the road. We’re hoping to have a good number of those finished by the end of the year.

TM: How is performance management linked to Kelly’s strategic objectives?

Ramsey: Over the last few years, we’ve been sharing what the plan of the company is across the world through our intranet. And so our employees get a chance to see what the strategy of the company is in a concise fashion; we’ve got what we refer to as “the strategic plan on a page.” Department plans are linked to people, profit [and] customer strategy, and then we ask folks to fill out their performance plans to correspond with those three strategic objectives. And those plans are developed early in the year and reviewed at various points throughout the year — minimally at midyear, at which point we do an extensive check in on their development progress — as well as at the end of the year to evaluate overall performance for the year.

TM: What challenges impact talent management at Kelly?

Ramsey: From a technology standpoint, we’re a bit challenged in that we don’t have a single HRIM [human resource information management] tool across the world, and while we’re pleased with all of the capability that we have across the U.S., we are a global company, and we are finding it a challenge to connect all the dots across the world from an HRIM perspective. We are making progress in that manner, but we’re definitely challenged on the technology front from an HRIM standpoint.

The whole role of the leader as the most significant career coach the person will have in their journey — just establishing the role of the leader as coach — is new. So getting our leaders up to speed fast enough on what it means to be a career development coach is another challenge. We’ve had in the last couple of years, particularly with the economic challenges around the world, some limited resources in terms of rewarding developing people, and so that’s been a challenge. I don’t think we’re alone in that. Getting beyond the view that compensation is the answer to retention of top talent has been another challenge as well. Many of our leaders now understand and embrace that it’s more than just paying people enough, it’s everything you do for them from an environment standpoint and culture, as well as from a development perspective.

TM: How does Kelly work to change or create leadership and management behaviors that lead to optimal workforce performance?

Ramsey: We’re really privileged to have a talent leadership advisory board at Kelly that’s comprised of senior leaders across the company, so their prime focus is to ensure that we’re building the bench strength needed for the company.

We’ve created and launched a leadership blueprint for the company, and the blueprint is really an aspirational competency model for what it means to be a leader at Kelly today and our vision for what the leaders of the future will look like. That’s really the basis from which we’re developing selection tools [and] development opportunities and we’re making succession and transition moves for the company.

TM: How does Kelly develop organizational culture and employee attitudes to optimize workforce performance?

Ramsey: There’s been an intentional focus over the last few years on executive messaging around the strategic direction of the company and the expectations of leaders and the progress that we’re making against the strategy. We are committed to engagement surveying and action planning, and we’re open about the results and the actions that we’re taking. [We have] an increased focus on acknowledging and celebrating success where we see it happening around the company.

TM: How does Kelly use learning and development to manage talent?

Ramsey: Every employee is encouraged to have a professional development plan to begin with. In our performance management technology, we’ve got a skills assessment that’s mapped to the learning available to them. It has recommendations in it that balance out traditional ways in which one can learn via classroom and online to even on the job. We also [offer] more experience-based learning recommendations, providing development opportunities for people that we view as top talent to prepare them for future roles that we’ve identified they’d be capable of performing.

TM: What processes or programs have you established to attract, recruit and retain top talent?

Ramsey: The on-boarding program that we implemented has been one of our most extensive efforts with regard to engagement and retention. We’ve seen a decrease by 85 percent in turnover and a 27 percent improvement in productivity with the folks who have been through that program, so it’s been very encouraging. We also launched a pivotal talent initiative a little over a year ago where we’re beginning to look more carefully at revenue-generating roles, honing in on what the customers require of those roles; what skills and capabilities are needed to perform them; [and] what do we need to do to make sure that we have the right reward strategy in place for those roles.

TM: How do you measure workforce performance?

Ramsey: We do it through looking at individual accomplishments against one’s goals on their performance plans. We look at unit and organizational measures as well, largely either key projects that have been accomplished, whether the financial measures have been achieved, both on an individual unit or organizational level. We measure turnover and hold leaders accountable for [it, and] we measure engagement and hold leaders accountable for their engagement scores.

TM: How do you use assessments to manage Kelly’s talent?

Ramsey: Beginning a couple of years ago, we installed a leadership assessment approach for the company, and we’ve thus far looked at the top 200 folks primarily in our operational roles in the company. We’ve not gotten to all of the support staff yet, but [we have done it] in the operations area. That assessment process is comprised of some self-assessment, but also 360-degree assessment, looking at one’s current performance as well as potential. So we’ve done that across the organization, and the result of that has really told us where the common development needs are. We’re able to use that information as a basis for which we develop curriculum and implement programs around the world that will support those more common development needs.

TM: What’s next for your organization in terms of talent management and workforce performance development?

Ramsey: We intend to continue using the pivotal talent approach that we’re taking to look at revenue-generating roles and developing the right approach for selecting, developing and rewarding [talent]. We will be doing some targeted workforce planning to correspond with the strategy of the company. We’re going to do some targeted succession and development of folks that are working on key business initiatives, some folks that have been identified as top talent for successor roles. And we’re adding some additional leadership curriculum over the next several months to correspond with what we learned through our assessment pro

Daniel Margolis is a managing editor for Talent Management magazine.

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Recruitment Process

Posted by Tanuj , Labels: , Monday, July 5, 2010 6:42 PM

According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation”. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool.

The main objective of the recruitment process is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED
i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs


PURPOSE & IMPORTANCE OF RECRUITMENT

The Purpose and Importance of Recruitment are given below:

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the organisation.

Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.


Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants


RECRUITMENT PROCESS

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:

Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
Preparing the job description and person specification.


Locating and developing the sources of required number and type of employees (Advertising etc).


Short-listing and identifying the prospective employee with required characteristics.


Arranging the interviews with the selected candidates.


Conducting the interview and decision making




The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities


SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment




FACTORS EFFECTING RECRUITMENT

The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are:




RECRUITMENT POLICY OF A COMPANY

In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.

It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with dignity and respect.

Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weightage during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and employment relationship.

Integrates employee needs with the organisational needs.


FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

Recruitment costs and financial implications.


RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:

OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services.

Advantages of outsourcing are:

Company need not plan for human resources much in advance.

Value creation, operational flexibility and competitive advantage

turning the management's focus to strategic level processes of HRM

Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

Company can save a lot of its resources and time


POACHING/RAIDING

“Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.


E-RECRUITMENT
Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements.

Advantages of recruitment are:

Low cost.
No intermediaries
Reduction in time for recruitment.
Recruitment of right type of people.
Efficiency of recruitment process.


RECRUITMENT Vs. SELECTION

Both recruitment and selection are the two phases of the employment process. The differences between the two are:

1. The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to
fill the various positions in the organisation.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee



TYPES OF JOB SEEKERS

1. Quid Pro Que
These are the people who say that “ I can do this for you, what can you give me” These people value high responsibilities, higher risks, and expect higher rewards, personal development and company profiles doesn’t matter to them.

2. I will be with you
These people like to be with big brands. Importance is given to brands. They are not bothered about work ethic, culture mission etc.

3. I will do you what you want
These people are concerned about how meaningful the job is and they define meaning parameters criteria known by previous job.

4. Where do you want me to come
These people observe things like where is your office, what atmosphere do you offer. Career prospects and exciting projects don’t entice them as much. It is the responsibility of the recruiter to decide what the employee might face in given job and thus take decision. A good decision will help cut down employee retention costs and future recruitment costs

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Recruitment

Posted by Tanuj , Labels: , Saturday, June 26, 2010 6:39 PM

Vacancy triggers recruitment process

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization


Recruitment process –

.. Identification of vacancy

.. Analyzing the vacant job

.. Applying the sources of recruitment (internal & external sources)

.. Screening of suitable resumes for interview

.. Initial interview with the candidates and shortlisting the suitable

.. Call candidates for further / final rounds of interviews

.. Selection of suitable candidates for the positions vacant

.. Complete the documentation process and verification

.. Issue offer letter

.. Perform the joining formalities

.. Recruit the personnel

.. Schedule induction programme for new joinees

.. Follow up of other HR activities


Sources of Recruitment –

(1) Internal sources

.. Internal job posting

.. Considering previous and current employees of the orgn.


(2) External sources

.. Employee reference

.. Application data bank

.. Advertising

.. Employment agencies

.. Schools & colleges

.. Job portals


Interviews

.. Personal interview is the most universally used tool in any selection process

.. Generally, an employment interview will serve 3 purposes

Obtaining information – About prospective employees background, work history, education and interests

Giving information – About company, specific job and personnel policies

Motivation – It will also help in establishing a friendly relationship between the employer and the applicant and motivate the satisfactory applicant to want to work for the company or orgn.


.. But in reality, it is not so. It helps only in obtaining information about the candidate. The other 2 purposes are generally not served


Types of interviews –


.. Informal interviews

It is not planned and is used when labour market is tight and we need workers badly. Sometimes a friend or relative may take a candidate to the house of the employer, where this type of interview may be conducted.


.. Formal interviews

It’s a planned interview. This is held in a formal atmosphere in employment office with a well structured questions. Here the interviewer has a plan of action, time to be devoted to each candidate, modality of interview and so on.


.. Patterned interviews

A well planned interview with higher degree of accuracy and precision. A list of questions and areas is carefully prepared. The interviewer goes down the list of questions, asking them one after another.


.. Non-directive interviews

Under this type, the candidate is allowed to express his opinion freely.

Interviewer is a careful and patient listener, prodding whenever the candidate is silent. The purpose of the interview is to give the candidate, complete freedom to sell himself without encumbrances of the interviewer’s questions.


.. In-depth interviews

It is intended to mainly examine the candidate’s background and thinking and to go into considerable detail on a particular subject of special interest to the candidate.


.. Stress interview

This method will test the candidate and his conduct & behaviour by putting him under conditions of stress and strain. This is more advantageous type as it tests the behaviour of individuals under disagreeable and trying situations.


.. Group interview

The candidates response and reaction will be tested. Candidates will be given a topic for discussion and be observed as to who will lead the discussion, how reasonable their views are, how they react to other’s opinions and so on.


.. Panel interview
The members of interview board will conduct the interview. This is done usually for supervisory and managerial positions. It coordinates the collective judgement and wisdom of the members of the panel.


Suggestions for improving the effectiveness of interviews –


.. An interview should follow a definite time schedule with ample time for
interview

.. The interview should be conducted in a calm and cool atmosphere

.. Interview should have necessary elements of privacy

.. The interview should not lead a mental tension and stress and should avoid arguments

.. Attention should be paid not only to the communication skills (if the job requirement can be satisfied with average of it), but also the managerial abilities and attitude

.. A panel should conduct the interview avoiding exhibiting their individual talent before other members, which causes inconvenience to the candidate


.. The interviewee should be informed about the method and maximum time in getting result

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Recruitment System

Posted by Tanuj , Labels: , Tuesday, June 22, 2010 6:44 PM

Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organisation are a vital resource and can be a core competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organisation to achieve its goals and objectives. With the same objective, recruitment helps to create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool.

Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Using and following the right recruitment processes can facilitate the selection of the best candidates for the organisation.




Recruitment Management System :


Recruitment management system is the comprehensive tool to manage the entire recruitment processes of an organisation. It is one of the technological tools facilitated by the information management systems to the HR of organisations. Just like performance management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effectively managing the ROI on recruitment. The features, functions and major benefits of the recruitment management system are explained below:

  • Structure and systematically organize the entire recruitment processes.
  • Recruitment management system facilitates faster, unbiased, accurate and reliable processing of applications from various applications.

  • Helps to reduce the time-per-hire and cost-per-hire.
  • Recruitment management system helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process.
  • Recruitment management system maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes.
  • Recruitment management system provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker.
  • Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI.
  • Recruitment management system helps to communicate and create healthy relationships with the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system tool which helps to sane the time and costs of the recruiters and improving the recruitment processes

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