2. Objectives
By end of this Session We shall Understand
• Basic HRM Frame work
• Recruitment and its Cycle
• Techniques of effective Sourcing
• Etiquettes of Interview Scheduling
3. Human Resource Management
Human Resource Management is the management of
an organization's employees.
Human resource management is sometimes referred to as
a "soft" management skill, effective practice within an
organization requires a strategic focus to ensure that
people resources can facilitate the achievement of
organizational goals.
5. HR-Managerial Functions
• Planning
What should I achieve? Goals and standards
What are the binding ties and
methods? Rules and procedures
How do I see the future? Forecasting
• Organizing
What work? Departments
Tasks
Where?
Who decides & How? Authority&communication
Who should do what? Delegation
What are the linkages?
Coordinating
10. PRE-RECRUITMENT PROCESS
Collection of requirement of manpower from various
departmental heads
Securitization of the requirement and take approval from the
concerned authorities, if the post is new one.
Preparation of recruitment budget and CTC for the employee
and take approval from the concerned authorities.
Selection of appropriate Recruitment process.
11. RECRUITMENT PROCESS
Preparation of Advertisement materials for the
recruitment
Securitization and short listing of the applications
received
Sending interview call letters/ mails as required
Conducting Interviews through panels
Preparation of offer letters as required
12. JOINING FORMALITIES
Administrating Joining formalities
Pre Employment Reference checks
Preparation of Appointment Advice and intimation of
the same to other departments
Preparing and entering new hire paper works
Coordinating to get Employee ID Cards
Handling over the new hire to the concerned
HOD/Manager
Preparation of Job Profiles – coordination with
HOD/Managers for new posts.
13. EMPLOYEES PERSONAL FILE MAINTENANCE
Opening new file and closing the resigned
employee's file
Make sure all Employees files are maintained safely
with care.
Make sure all personal records are available in the
files.
Periodic Personal File Auditing
14. EMPLOYEES DATABASE
Keeping Track of Knowledge Management Software
Maintenance of Employees Database Management
System (EDMS)
15. CONFIRMATION FORMALITIES
Intimating the concerned HOD/Manager about the
due date for confirmation
Conducting Confirmation Appraisals
Coordinating for Skill Gap Analysis
Coordinating to set Quality Objectives for each job
profile
Ensuring updating of the Existing Job Profiles
Processing the Confirmation
16. ISO COMPLIANCE
Ensuring all the updating of the ISO documentation
and HR Formats
Learning and enforcing Standard Operating
Procedures (SOP)
Facing the Internal and External Audits, accountable
to enforce the correctional action.
17. TRAINING & DEVELOPMENT
Conducting Induction Training for new hires
Training Need Analysis based on Skill Gap Analysis,
Appraisal Feedback and suggestions
Coordinating External and Internal Training
Programs
Maintaining Training Records
Analysis of Training Feedback
18. PERFORMANCE APPRAISAL
Preparation of New Appraisal Form
Self appraisal
Provide inputs to HODs for Appraisal
Prepare Appraisal Letters
19. EMPLOYEES RELATION
Formal and informal counseling with employees
Prepare Event Calendar of monthly recreation to
motivate employees
Handling Corporate Medical Insurance
Processing required letters on employee's request
20. REPORT GENERATION
Preparation MIS Repot
Generating and analyzing Employees Attrition
Reports, Training Evaluation, Manpower Status etc.
Weekly and monthly recruitment reports
Report generation of Pre appraisal, Appraisal and
post appraisals
Salary details report to Accounts Department
Reports as per the HOD`s request
21. EXIT FORMALITIES
Generation of Exit Interview Formats
Conducting Exit Interviews
Preparation of Exit Interview summary
Administering Exit paper work including all statutory
requirements.
22.
23. Role of HR Executives
• Service Provider (head hunting,
pay rates, labor laws)
• Executive (Recruitment,
Compensation)
• Facilitator (Training, and
Development activities within
company, Oversee other
managers)
• Consultant (Managers seek
advice of HR specialists)
• Auditor (Ensure optimum and
effective use of HR)
24. Line and Staff Aspects of HRM
• Authority
– Making decisions
– Directing work
– Giving orders
• Line Managers
– Accomplishing goals
• Staff Managers
– Assisting and advising line managers
25. Line Manager‟s HRM Jobs
• The right person
• Orientation
• Policies and procedures
• Training
• Labor costs
• Performance
• Development
• Creativity
• Morale
• Working relationships
• Protecting
26. Staff Manager‟s HRM Jobs
• Line authority
• Implied authority
• Functional control
• Employee advocacy
27. Challenges to HR Professionals
• Worker Productivity (flexible
manufacturing & shorter
product development cycles, • Impact of Government
service orientation) • Quality of Work life
• Quality Improvement • Technology and Training
(Education&Training,
Teamwork, Total systems
approach, Employee
Involvement, Top
Management Commitment,
Customer driven standards
and so on)
• Changing Attitudes and
lifestyles of Workforce
28. Technological Advances and the
Nature of Work
• Technology mandates and enables companies to be more
competitive
• Knowledge intensive jobs in industries such as aerospace,
computers, telecommunications, and biotechnology are replacing
factory jobs in steel, auto, rubber and textiles
29. Consequences of these basic trends
Global expansion
Companies
Uncertainty,
Technology must be Fast,
Turbulence,
Responsive,
Strengths and Rapid
and
Weaknesses Change,
Cost-effective
Changing
Improved competition power bases
30. HR‟s evolving role
Protector Change Agent
and
Screener
Strategic Partner
31. How HR helps form strategy
• Formation of a company‟s
strategy = identifying,
analyzing and balancing
external opportunities and
threats with internal
strengths and weaknesses
• Environmental scanning
32. HR means performance
• Can HR have a measurable impact
on a company‟s bottom line?
• Better HRM translates into
improved employee attitudes and
motivation
• Well run HR programs drive
employee commitment
33. Is There a “One Best HR Way”?
• Follow a company‟s operating and strategic
initiatives
• All companies can benefit from
– Profit sharing programs
– Results oriented appraisals
– Employment security
– Foster informal relationships- promote
worldwide communications
– Develop global executives
* HR Out Sourcing
.
34. HR Outsourcing Benefits
Improvement and Performance Driven Reasons
• Improved Operating Cost
• obtain Expertise and Technologies that
would not otherwise available
• improve Management and control
• Improve risk Management
• Acquire Innovative ideas
• Improve credibility and image by associating
with superior providers
37. What is Recruitment ?
Recruitment refers to the process of finding possible candidates for a
job or function. It may be undertaken by an employment agency or a
member of staff at the business or organization looking for recruits.
Recruitment is a combination of art and
science. It requires a great deal of
enthusiasm, inquisitiveness and patience to
thrive as a good recruiter.
38. Why Recruit ?
Some of the more common business reasons for hiring include:
• Business Expansion or Diversification
• New Client, Customer, Market or Product
• Career Progression or Retirement
• Dismissal
• Attrition
• Upsizing the caliber of talent because top
talent has become available
• Increasing the capability of your firm by
adding new skill sets
Also, as a recruiter you should know your organisation very well and
determine the need for recruitment. Know the Vision, Mission,
Objective, Culture, Policies and the Long term and Short term
business need of your organisation.
39. Objectives of Recruitment
1. To attract people with multi-dimensional skills and experiences
that suits the present and future organizational strategies.
2. To induct outsiders with a new perspective to lead the company.
3. To infuse fresh blood at all levels of the organization.
4. To develop an organizational culture that attracts competent
people to the company,
5. To search or head hunt people whose skills fit the company‟s
values.
6. To devise methodologies for assessing psychological traits,
7. To seek out non-conventional development grounds of talent,
8. To search for talent globally and not just within the company.
9. To design entry pay that competes on quality but not on quantum,
10.To anticipate and find people for positions that does not exist yet.
40. Types of Recruitment
Centralized and Decentralized Recruitment
Recruitment practices vary from one organization to another. Some
organizations like commercial banks resort to centralized recruitment
while some organizations like the Indian Railways (for junior level
positions) resort to decentralized recruitment practices. Personnel
department at the central office performs all the functions of
recruitment in case of centralized recruitment and personnel
departments at unit level / zonal level perform all the functions of
recruitment concerning to the jobs of the respective unit or zone.
Discuss the Merits and Demerits
41. The recruitment process
Recruitment sequence/procedure in any organization is as follows:
• Identify vacancy
• Prepare job description and person specification
• Sourcing
• Managing the response
• Short-listing
•Scheduling interviews
• Conduct the interview
• Decision making
• Convey the decision
• Appointment action
42.
43. Identify Vacancy
The recruitment process begins when
1. An employee is to be transferred,
2. Promoted to another post,
3. Resigns,
4. Dismissed
5. Retire or
6. Other business needs
44. Job Description
The primary purpose of a job description is to identify the
essential functions of the position. Essential functions are those
tasks or functions of a particular position that are fundamental to
the position (as opposed to marginal).
Knowing the essential functions of the job will aid you in:
* writing appropriate interview questions; and
* determining whether a person is qualified to perform the essential
functions; and
* identifying reasonable accommodations to enable a disabled
person to perform the essential functions.
45. Define a Job
To define the job and its requirements, you need to determine the
primary responsibilities and tasks involved in the job.
Answer the question, "What does this person have to do in this job?"
What are the background characteristics needed to perform the job
and the personal characteristics required.
The two major background characteristics to consider are
education and experience.
Personal characteristics indicate how the candidate will approach
the job and how he or she might relate to co-workers.
46. Sub-systems of Sourcing
The recruitment consists of the following sub-functions :
1. Finding out and developing the sources where the
required number and kind of employees will be available.
2. Developing suitable techniques to attract the desirable
candidates.
3. Employing the techniques to attract candidates.
4. Stimulating as many candidates as possible and asking them to
apply for jobs irrespective of number of candidates required.
Factors affecting recruitment - discuss
47. Recruitment Sources
Internal Recruitment:
• Personal Recommendations
• Notice Boards
• News Letters
• Memoranda
External Recruitment:
(a) The Press or Newspaper Advertisement (b) Radio (c) Campus
Recruitment, (d) Private Employment Agencies/Consultants,
(e) Public Employment Exchanges, (f) Professional Associations,
(g) Data Banks, (h) Casual Applicants, (i) Similar Organizations,
(j) Trade Union. (k) Internet.
48. Profile Matching for the Best Fit
A job match includes not only a match in job skills, work history, and
education to the job but also a match between the supervisor and
new employees, as well.
Profile Matching can be done by the following ways:
• Invite resumes through Advertisement and match
them with your job specification.
• Search for the resumes through job sites on the
internet matching your job specification.
• References or Word of mouth.
• Search for candidates in your competitors.
• The person whose behavioral style and talent matches
the profile of the job will do that job the best. They‟ll be
the perfect „fit‟ for the job.
49. Steps to match profile for the best fit:
1. Develop accurate job descriptions.
2. Compile a "success profile"
3. Draft the ad, describing the position and the key qualifications required
4. Post the ad in the mediums most likely to reach your potential job candidates
5. Develop a series of phone-screening questions
6. Review the resumes you receive and identify your best candidates
7. Screen candidates by phone
8. Select candidates for assessment
9. Assess your potential candidates for their skills and attributes using a proven
assessment tool
10. Schedule and conduct candidate interviews
11. Select the candidate
12. Run a background check on the individual to uncover any potential problems not
revealed by previous testing and interviews
13. Make your offer to the candidate
50. Interview Preparation
1. Line - up Candidates
2. Form the Interview Team
3. Familiarize the Interviewer(s) With the Position
4. Establish Criteria for Selection
5. Develop Job-Related Questions
6. Develop Interviewing Strategies
7. Establish a System to Evaluate the Responses
8. Also
• Schedule interviews to allow sufficient time for post interview discussion,
completion of notes, etc.
• Secure an interview setting that is free from interruptions or distractions.
• Review applications and resumes provided by the applicants.
• Provide an accurate position description to each applicant and allow
adequate time for reading before the interview begins.
51. Ethics and Recruitment
The challenge of acquiring large volumes of employable candidates
is so immense that organizations prefer to pass on this task to a
recruitment agency. These agencies are faced with their own share
of troubles.
• Most candidates lie to varying degrees on their CVs.
• The rapidly multiplying of job websites is something of a problem.
Recruiters to maintain ethical standards must follow:
• Maintain high moral standards and deliver full value for money to the clients.
• Candidate‟s confidentiality is really kept confidential.
• Avoid cutting service levels to get assignments at cut prices.
• Keep away from corrupting clients‟ HR people for more assignments.
• Get assignments from clients by proven track record in recruitments.
52. Ethics and Recruitment
Assuming you practice ethical recruiting, how can your organization
meet its needs for talent?
There are many alternatives to unethical recruiting and to filling
talent shortages.
• Create a Strong Brand
• Hire a Recruitment Process Outsourcing Firm
• Look Inside
• Short-Term Training and Coaching
• Rotations
• Educating Hiring Managers
53.
54.
55. Sourcing
Definition
Sourcing in personnel management work refers to the identification and
uncovering of candidates (also known as talent) through proactive
recruiting techniques.
56. Sourcing
Sourcing is not easy to master, Why?
• Because no search is usually ever the same.
• You could have several Recruiters search the same database
yielding completely different results.
• Because there is no set formula for successful sourcing.
Sourcing is an art where one should master the skills to be
successful
57. Sourcing
Unlocking the Skills to Master Sourcing
• Understand
• Translate
• Start Small
• Check
• Consider
• Don‟t Stop
• Be Patient
58. Sourcing
Unlocking the Skills to Master Sourcing
Understand - EXACTLY What You Are Searching For
– “my search is only as good as the order taken”..
Translate the Job Description to a Resume
– Keywords are crucial when sourcing.
– keywords will be on the resumes you need are vital.
59. Sourcing
Unlocking the Skills to Master Sourcing
Start Small and Smart
– An ideal string is one in which every other resume click
through, identifies a match.
– By focusing on a strong search string you are eliminating
wasted time clicking through unqualified resumes.
Double Check Your Search String
–Lack of results in your search it could very well be because
there is a mistake in your search string
60. Sourcing
Unlocking the Skills to Master Sourcing
Consider the Search “A Work In Progress”
– Mold and shape your search String
Don‟t Stop Short
– Make sure you use all available search strings .
– It‟s a numbers game ,take advantage of the existing search
and time.
61. Sourcing
Unlocking the Skills to Master Sourcing
Be Patient
– Sourcing takes a lot of time and attention.
– Don‟t lose your focus.
62. Sourcing - Types of Candidates
Types of Candidates
Sourcing refers to proactively identifying people who are either
•not actively looking for job opportunities (passive candidates)
• actively searching for job opportunities (active candidates)
63. Sourcing - Activities and Category
Activities and Category
Sourcing be categorized based on its activities into
•Push activities
•Pull activities
•Call to Action
64. Sourcing - Techniques
Techniques
Proactive techniques
•Using Boolean operators on major search engine sites
•Searching for candidates in job board resume databases
•Looking in own recruitment database.
•Networking with individuals to uncover candidates.
•"Phone sourcing" or cold calling into companies that might
contain individuals that match the key requirements
65. Sourcing - Techniques
Techniques
Reactive techniques
•Reviewing candidates who have applied to positions through
the corporate/agency web site
•Processing an employee referral
•Corporate recruiter receiving candidates from employment
agencies
•Screening candidates at a career fair
66. Sourcing - CV Screening
CV Screening
Screening resumes is an important part of the selection process.
There are many aspects to consider when screening resumes, such
as the appearance and organization of the resume as well as the job
responsibilities listed.
67. Sourcing - CV Screening
Types of Resume/CV
There are two main types of resumes--chronological and functional.
•Chronological resumes are those that list educational
background and positions held and experiences.
•Functional resumes group specific skills and abilities the
candidate possesses.
68. Sourcing - CV Screening
Steps to follow in CV Screening
•Read the customized cover letter.
•Scan the resume to obtain an overall impression of the applicant.
•In the first skim, look for the easy-to-find qualifications.
•Read the description of what the candidate says they are looking
for in their next job
69. Sourcing - CV Screening
Steps to follow in CV Screening
•Look for a summary statement of qualifications and experience.
•Review the most recent employers and the applicant‟s stated
experience, accomplishments, and contributions.
-employment gaps,
-evidence of decreasing responsibility,
- evidence of a career that has reached a plateau or gone
backwards,
-short term employment at several jobs, and
-multiple shifts in career path.
•Review your selected resumes against your criteria and each other.
•Telephones screen the seemingly qualified candidates.
70.
71. Interview Scheduling
Interview Scheduling
Being a talent acquisition Team, we have to learn a lot about the art
of scheduling interviews.
Now lets Discuss the Steps involved Interview scheduling.
72. Interview Scheduling
Steps involved in interview scheduling
Step 1:
When you first call a candidate always introduce yourself and the
company you represent. Immediately after the introduction, mention
that “this call is regarding a job opportunity” so that s/he doesn‟t
disconnect the call assuming it‟s a telemarketing one.
In case you‟re calling after the candidate has applied for your
job, you need to still follow Step 1.
If you‟re calling the candidate who‟s replied to a mail sent by the
company, you would still need to follow Step 1.
Note: One should do this because candidates often apply for
jobs without reading the job description thoroughly. They would
hardly remember what you‟re talking about.
73. Interview Scheduling
Steps involved in interview scheduling
Step 2:
Make it very clear that you‟re a company and not an HR/Recruitment
Consultancy. Though you/I might not consider this very important, it
has proven to make a difference in the mind of the candidate. Some
candidates don‟t value a consultants‟ call as much as a direct call
from the company.
Step :3
Don‟t hold back in saying that you‟ve liked their profile and are
interested to know more about them. This increases their interest
levels and they will be more forthcoming in explaining more about
themselves and share info with sincerity.
74. Interview Scheduling
Steps involved in interview scheduling
Step 4:
If needed, do mention aspects like weekly offs, work timings,
freebies, etc. and if you‟re weekly offs/work timings are not very
attractive you can always say “we can talk about it when we meet”,
because you might not mind being flexible for the right candidate.
Step :5
Some job seekers (seasoned ones, especially) are apprehensive of
interviews without knowing the salary range a company can offer,
They would hint/directly demand.
You can always say, “We can offer more than that also, as long as
we’re convinced the candidate is good enough”, don‟t hesitate to
drop rigid candidate off your list.
75. Interview Scheduling
Steps involved in interview scheduling
Step :6
If you‟re alright with considering candidates do inform him/her
about the next levels of interviews.
Drop him an email on the time ,date and location of the interview
and the name of the Interviewer.
Step :7
Some candidates might play tough .Don‟t lose your cool or let your
ego come in the way here. Just calmly handle the situation, and use
turn the conversation in your favour.
76. Interview Scheduling
Steps involved in interview scheduling
Step :6
Last but not the least, the follow-up calls
1st call is as per the above Steps, when you discuss the possible
date/time for the interview
2nd call is 1 day before the interview – perhaps in the evening
before the end of day
3rd call is an hour or two before the actual time of the interview
You might think 3 calls are too much, but I can bet that sometimes
even 3 are not enough.
Notas do Editor
Recruitment refers to the process of attracting, screening, and selecting a qualified person for a job. All companies in any industry can benefit from contingency or retain professional recruiters or outsourcing the process to recruitment agencies.The recruitment industry has four basic types of firms. 1). Employment agencies deal with clerical, trades, temporary and temporary to hire employment opportunities. 2). Recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. Although thought to be a cost effective alternative, a human resource department or department manager will spend time outside their normal duties reading and screening resumes. A professional recruiter has the ability to read and screen resumes, talk to potential candidates and deliver a selective group in a timely manner. 3). "headhunters" for executive and professional positions. These firms are either contingency or retained. Although advertising is used to keep a flow of candidates these firms rely on networking as their main source of candidates. 4). Niche agencies specialize in a particular industrial area of staffing.
The actual act of sourcing for candidates is performed by either a recruiter (be it an internal corporate recruiter or agency recruiter) or a dedicated recruiter just focused on the sourcing function. The definition of sourcing needs to be clearly defined by what it is, as much as what it is not. Candidate sourcing activity typically ends once the name, job title, job function and contact information for the potential candidate is determined by the candidate sourcer. To further develop a list of names that were sourced some companies have a second person then reach out to the names on the list to initiate a dialogue with them with the intention of pre-screening the candidate against the job requirements and gauging the interest level in hearing about new job opportunitites. This activity is called "candidate profiling" or "candidate pre-screening". The term candidate sourcing should not be confused with candidate research.In some situations a person that "sources" candidates can and will perform both 'primary' and 'secondary' sourcing techniques to identify candidates as well as the candidate profiling to further pre-screen candidates but there is a growing market for experts solely focused on "telephone sourcing", "internet sourcing/researching" and candidate profiling. The actual act to source candidates can usually be split out into two clearly defined techniques: primary sourcing and secondary sourcing
Sourcing is a skill that is not easy to master. Why? Because no search is usually ever the same. You could have several Recruiters search the same database yielding completely different results. Why? Because there is no set formula for successful sourcing. Understanding that no search is the same, I have listed a few tried and true sourcing tricks that will help you in your searching. I’m sure you may have a couple tricks of your own up your sleeve here is a few that work well:
We shall discuss all the points in detail nest few slides
Understand EXACTLY What You Are Searching For – This usually goes without saying but is usually the first thing to trip up your sourcing efforts. At my company the Recruiter’s motto is “my search is only as good as the order taken”. Taking a good order or requisition from your hiring managers is imperative. Do some homework and research ahead of time to make sure you are asking all the right questions.Translate the Job Description to a Resume – Keywords are crucial when sourcing, so understanding what kind of keywords will be on the resumes you need are vital. Too many times the job description uses minute detail keywords that your candidates would not bother with on their resume. Don’t let one keyword throw off your entire search. Consider the words a candidate would use on their resume and use those for your search
Start Small and Smart – Don’t waste time sifting through tons of resumes. Use a narrow search string to identify no more than 50 resumes. If you have to click through more than 8 resumes to identify 1 fit ,then your search string should be altered. An ideal string is one in which every other resume click through, identifies a match. By focusing on a strong search string you are eliminating wasted time clicking through unqualified resumes. Broaden your search as you go to make sure you have identified every possible candidate match.Double Check Your Search String – Sometimes these strings get very long and it’s easy to make a grammatical mistake! If you are surprised at the lack of results in your search it could very well be because there is a mistake in your search string.
Consider the Search “A Work In Progress” – Mold and shape your search by pulling out good keywords identified from those resumes that were a match. These words may not even be skill sets. For instance, in one case my search string for a Technical Project Manager used words like “led”, “team” and “lead” because I had identified a pattern in the resumes that were qualified. Keep a sharp eye and look for similarities in the words used in resumes to change your search string as you go.Don’t Stop Short – Too many times we try a couple search strings, contact a few candidates and stop there. Make sure you use all available search strings to pull and contact as many candidates as you can. It’s a numbers game so take advantage of the existing search and time.Be Patient – Sourcing takes a lot of time and attention to detail. Don’t start a search at the end of the day; you’ll forget where you left off. Don’t answer your phone or accept visitors during your sourcing time; you’ll lose your focus. Don’t expect instant results right away. It takes time and experience to be strong at sourcing and it does not come instantaneously.
Be Patient – Sourcing takes a lot of time and attention to detail. Don’t start a search at the end of the day; you’ll forget where you left off. Don’t answer your phone or accept visitors during your sourcing time; you’ll lose your focus. Don’t expect instant results right away. It takes time and experience to be strong at sourcing and it does not come instantaneously.
Sourcing for candidates refers to proactively identifying people who are either a) not actively looking for job opportunities (passive candidates) or b) candidates who are actively searching for job opportunities (active candidates), though the industry also recognizes the existence of 'active candidate sourcing' using candidate databases, job boards and the like.Though there has been much debate within the staffing community as to how to accurately define an "active candidate" versus a "passive candidate," typically either term is irrelevant to a candidate sourcer as the status of any particular candidate can change from moment to moment or with a simple phone call from a recruiter that happens to present a job opportunity. The status of being an "active" or "passive" candidate is fluid and changes depending on the circumstances, including the position being offered.
Activities related to sourcing in recruiting can also be categorized into "push activities" and "pull activities." Push activities are activities undertaken to reach out to the target audience. This generally includes headhunting, HTML mailers, referral follow-ups, etc.Pull activities are activities that result in applicants coming to know of an opportunity on their own. Pull activities may include the following: advertising on a microsite with a registration process (this makes search engines index the ad), advertising (in newspapers, on cable TV, through flyers/leaflets, etc.), posting a job in job portals, etc.In summary, a push activity is akin to a direct marketing activity, whereas pull activities are more indirect marketing of the same concept. Both ideally result in applicants becoming interested and the interest triggering a response (applying, referring, calling, sending an SMS, etc.). These action triggers are also sometimes referred to as Call To Action (CTA) steps.
Proactive techniquesUsing Boolean operators on major search engine sites (Google, Live.com, Yahoo!, etc.) to identify potential candidates who might meet the criteria of the position to be filled based on targeted keywords. Example string in Google: "SAP consultant" (resume | CV | "curriculum vitae").[4]Searching for candidates in job board resume databases (e.g. Monster.com) using keywords related to the position requirements.Looking in own recruitment database.Networking with individuals to uncover candidates. This includes the use of social networking tools and sites such as LinkedIn."Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements of the position that needs to be filled.[edit]Examples of what sourcing is not[edit]Reactive techniquesReviewing candidates who have applied to positions through the corporate/agency web siteProcessing an employee referralCorporate recruiter receiving candidates from employment agenciesScreening candidates at a career fair
Proactive techniquesUsing Boolean operators on major search engine sites (Google, Live.com, Yahoo!, etc.) to identify potential candidates who might meet the criteria of the position to be filled based on targeted keywords. Example string in Google: "SAP consultant" (resume | CV | "curriculum vitae").[4]Searching for candidates in job board resume databases (e.g. Monster.com) using keywords related to the position requirements.Looking in own recruitment database.Networking with individuals to uncover candidates. This includes the use of social networking tools and sites such as LinkedIn."Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements of the position that needs to be filled.[edit]Examples of what sourcing is not[edit]Reactive techniquesReviewing candidates who have applied to positions through the corporate/agency web siteProcessing an employee referralCorporate recruiter receiving candidates from employment agenciesScreening candidates at a career fair
There are two main types of resumes--chronological and functional. Chronological resumes are those that list educational background and positions held and experiences gained by date, usually starting with the most recent or current job.Functional resumes group specific skills and abilities the candidate possesses. A functional resume allows the reader to easily locate the candidate’s skills on the resume; however, it may be difficult to see how the applicant’s skills were gained or if the candidate has demonstrated job stability
· Read the customized cover letter. Look especially for a flawless presentation, correct spelling and grammar, and the applicant’s attention to detail. What – there is no cover letter? This is the downside of electronic resume spamming. Receiving countless, usually unqualified, applicant resumes, occurs following every job posting. The tip off? Usually, unqualified applicants fail to write a cover letter. Choose, or choose not, to continue your resume review at this Step.· Scan the resume to obtain an overall impression of the applicant. Look especially for a flawless presentation, correct spelling and grammar, and their attention to detail. Paper resumes must pass the “feel” test.· In the first skim, look for the easy-to-find qualifications. (As an example, if you are requiring a college degree, does the applicant have one?) If not, reject the resume or place it in your “maybe” meets qualifications pile or electronic folder.· Read the description of what the candidate says they are looking for in their next job. Is the statement customized to your job or does it describe any job in the world? As an example, I generally reject resumes that make statements such as, “I seek a challenging opportunity to utilize my skills with a progressive employer who will provide opportunities for growth." Honestly, you’ve got to do better than to offer this type of generality to pass the resume screen
· Look for a summary statement of qualifications and experience. If the candidate has taken the time and customized their summary for your job, this enables you to quickly find the characteristics you seek from your role profile. These resumes quickly hit the “further review” pile. Applicants also need to recognize that more and more larger organizations are scanning resumes into data bases. When a job becomes available, resumes are scanned for relevant keywords. Make the keywords easy to find.· Review the most recent employers and the applicant’s stated experience, accomplishments, and contributions. At this Step, you must have found significant cross-over between the applicant’s resume and your requirements. Place the resume in your “to be reviewed further” folder unless you have encountered problems. Red flags at this Step in your resume review, that are unexplained on the resume or in the cover letter, include:--employment gaps, --evidence of decreasing responsibility,-- evidence of a career that has reached a plateau or gone backwards,--short term employment at several jobs, and--multiple shifts in career path.· Review your selected resumes against your criteria and each other.· Telephones screen the seemingly qualified candidates. Schedule interviews with the candidates who pass your initial screen.The more you review resumes, the better your resume review will become. With practice, your resume review may be called gone in twenty seconds, or even, gone in ten seconds, while your resume review continues to yield great candidates.
If you have scheduled interviews in the past, you’ll definitely have interesting stories to tell. From the most preposterous reasons for not turning up, to doing the Houdini acts and completely disappearing from the face of planet earth – we’ve seen it all.Being a talent acquisition company, we have learned a lot about the art of scheduling interviews. Now lets discuss and share this knowledge and prepare you for one of the most difficult aspects in the recruitment process.This article is also very important for us as a recruiting Team
When you first call a candidate always introduce yourself and the company you represent. Immediately after the introduction, mention that “this call is regarding a job opportunity” so that s/he doesn’t disconnect the call assuming it’s a telemarketing one.In case you’re calling after the candidate has applied for your job, you need to still follow point 1.If you’re calling the candidate who’s replied to a mail sent by the company, you would still need to follow point 1.Note: One should do this because candidates often apply for jobs without reading the job description thoroughly. They would hardly remember what you’re talking about.
Make it very clear that you’re a company and not an HR/Recruitment Consultancy. Though you/I might not consider this very important, it has proven to make a difference in the mind of the candidate. Some candidates don’t value a consultants’ call as much as a direct call from the company.Don’t hold back in saying that you’ve liked their profile and are interested to know more about them. This increases their interest levels and they will be more forthcoming in explaining more about themselves and share info with sincerity.
If needed, do mention aspects like weekly offs, work timings, freebies, etc. and if you’re weekly offs/work timings are not very attractive you can always say “we can talk about it when we meet”, because you might not mind being flexible for the right candidate.Some job seekers (seasoned ones, especially) are apprehensive of interviews without knowing the salary range a company can offer. They would hint/directly ask “I am drawing XX, I can come for the interview if you can offer XX+”. Don’t get annoyed and explain that the salary aspects can be touched upon only after meeting. You can always say, “We can offer more than that also, as long as we’re convinced the candidate is good enough”. If the candidate is very rigid and acting stuck-up on the salary bit, don’t hesitate to drop them off your list.
If you’re alright with considering candidates which live slightly far from your office, you must ensure that you provide more than enough info about ways to reach your office. Send an email with a google maps link, or a diagram route, Bus no. routes, Rickshaw/Taxi fare, etc. An SMS with the address and landmark info is also very helpful. Making standard templates of this would make it easier for you as well.Some candidates might play tough and act pricey when discussing date/time/venue aspects. Don’t lose your cool or let your ego come in the way here. Just calmly handle the situation, and use turn the conversation in your favour. Whether it’s you or someone from your office who’s going to schedule interviews – ensure the person is very good at negotiation skills.
Last but not the least, the followup calls1st call is as per the above Steps, when you discuss the possible date/time for the interview2nd call is 1 day before the interview – perhaps in the evening before the end of day3rd call is an hour or two before the actual time of the interviewYou might think 3 calls are too much, but I can bet that sometimes even 3 are not enough.If the call doesn’t go too well even when you’re simply trying to schedule his/her interview, don’t bother to follow up. And if it goes well, don’t miss the follow ups because he might just be your ideal candidate.