E Force Business

Solutions.
presents
Competency Based
Recruitment
Program
Scope of the program

1. Understanding Recruitment Need

2. The Recruitment Challenges
3. The Recruitment Process
4. The Recruitment Management System
5. The Recruitment Framework
6. Attracting the Right Candidate
7. Selection Methods
8. Competency Bases Recruitment
9. Employment Checks
10. Effective Interviewing
11. Assessment Centers

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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 organisation
looking for recruits.

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Why Recruit ?
The first element of recruiting strategy is to determine "why"
you are hiring outside people. First, you must determine your
firm's business goals and then what recruiting can do to
contribute to each of them.
Some of the more common business reasons for hiring include:

1. Business Expansion or Diversification

2. New Client, Customer, Market or Product
3. Career Progression or Retirement
4. Dismissal
5. Attrition
6. Upsizing the caliber of talent because top talent has
become available
7. Increasing the capability of your firm by adding new skill
sets

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Also Remember
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.

This will give you an idea of the

manpower requirement of your
organisation and also the kind of
manpower you need to recruit.

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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 companys
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.

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 Sub-systems of
Recruitment
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.

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 Factors Affecting
Recruitment
Both internal and external factors affect recruitment.
External Factors:
supply of and demand for human resources, employment opportunities
and/or unemployment rate, labor market conditions, political, legal
requirement and government policies, social factors, information
systems etc.

Internal Factors:

the companys pay package including salary, fringe benefits and

incentives, quality of work life, organizational culture, career planning
and growth opportunities, size of the company, companys
product/services, geographical spread of the companys operations viz.,
local, national or global, companys growth rate, Role of Trade Unions
and cost of recruitment.

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The Recruitment
Challenges
Recruitment processes

Turnover

Planning for success

Reducing bureaucracy

Managing quality

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The Recruitment Process
Recruitment sequence/procedure in any organization is as fo

1. Identify vacancy
2. Prepare job description and person
specification
3. Advertise
4. Managing the response
5. Short-listing
6. Visits
7. References
8. Arrange interviews
9. Conduct the interview
10.Decision making
11.Convey the decision
12.Appointment action

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 ROI on Recruitment
Start off with a clear analysis of the organizational and commercial
outcomes
What shouldfrom
required a Recruitment/Hiring
recruitment. WhatManager do to calculate
is the business trying the return on
to achieve,
investments
and what part on recruitment?
will successful candidates need to play?
Develop clear ways of tracking and measuring these outcomes
Carry out an objective and open-minded analysis of the qualities
people need to
perform. Ruthlessly avoid your judgment being colored by past
practice or
"knowing what works from experience". if doing this well seems
expensive in the
short run, it's never as expensive as doing it badly in the long run!
Ensure that you assess the full range of qualities needed for success
- include
personality, motivation and aptitude as well as experience
Ensure that everyone involved in recruitment is trained to the
highest possible
standards
Carefully connect recruitment to induction, training, management
and
performance management - to ensure that the business does not
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ROI on Recruitment
(contd..)
These approaches deliver returns of investment
because

They identify people who perform,

Reduce the risk of employing people who

cannot (or will not) perform,

Cut the costs of recruitment and development, and

Play a major part in driving forwards organizational change.

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RECRUITMENT MANAGEMENT
SYSTEM
For most recruiters, a basic applicant tracking system, even if it starts as an Excel
spreadsheet or Access database, is a key to survival and certainly to efficiency.

Recruitment Management picks up where applicant tracking left off. Tracking your applicants
efficiently is no longer a self-sustaining hiring process and you will inevitably start focusing
on the following areas to raise your recruiting process to the next level:
Tight integration between the hiring management system and corporate recruitment site.
Engaging above-average talent by providing a streamlined and user-friendly online
application process-one that candidates tell you is better than your competitors.
The ability to seamlessly pre-screen candidates by asking job-specific questions in addition
to collecting their resumes.
The ability, at a glance, to see how a candidate fits with the job he or she has applied for,
individually and in comparison with all other applicants.
Making it easy for your recruiters to communicate and build relationships with candidates
throughout the recruiting process.
Additional recruiter productivity enhancement tools.
The ability to extract data from your system to make decisions that support continuously
improving your recruiting and talent attraction process.

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 The Recruitment
Framework
Who deals with recruitment?
When deciding who should carry out recruitment, the organisation
should make sure that:

Those dealing with recruitment have the capacity to deal with the
volume and nature of job vacancies in terms of training and resources.

Systems are set up for record-keeping which:

Comply with any corporate monitoring requirements;

Are adequate to defend any potential discrimination claims;
Comply with the requirements of the Data Protection Act;
If the process is devolved to line managers or directorate-based HR
teams, consistency is maintained as far as possible;
The speed and success of the recruitment process is monitored.

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 Outsourcing
The recruitment process can be contracted out partly or wholly to an
external organisation. This outsourcing may be for a specific vacancy, such
as the use of a recruitment agency to recruit for a senior level post, or for all
vacancies.

Benefits may arise from outsourcing because of economies of scale,

particularly where the agency has invested heavily in technology.

When outsourcing it is important that line managers remain sufficiently

involved in the recruitment process because of their understanding of a
vacancy's requirements. It is also important for the authority to set clear
roles, responsibilities and standards to ensure that they retain some
control over the process.

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 Human resource
management information
systems (HRMIS)
Depending on the software provided, HRMIS can help at every step of the recruitment
and selection process such as:
Recording job requirements, through on-line job descriptions and person
specifications;
Recording previous job advertisements, which may then be modified for the current
vacancy;
Producing information for the job pack, such as standard letters regarding the
application process etc;
Linking to web-based information, if the Internet is used for recruitment and the
receipt of applications;
Producing letters and information for candidates regarding the selection process,
such as invitations to attend interviews etc;
Record selection process results;
Producing standard letters for potential successful candidates, such as reference
requests, initial offer letters etc;
Producing contracts of employment for the successful candidate;
Recording the successful candidate's personal and job information for future use
during employment;
Recording information about applicants and the process for monitoring purposes.

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Attracting the Right
Candidate
In the process of persuading the right people to apply
for jobs, from assessing what the right person might
look like to making the job attractive to them, the
following issues need to be covered:

Job analysis
Whether to recruit internally or externally
Sources of recruitment
Employer branding
The promotion of the organisation's employment
package
The job pack

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Sources of recruitment
Redeployment
Advertisements
Newspapers and Specialist
Press/Magazines
Databases
Using external organisations
Executive search (headhunters)
Using the Internet

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Selection Methods
Application forms and CVs
Online screening and short listing
Interviews
Psychometric testing
Ability and aptitude tests
Personality profiling
Presentations
Group exercises
Assessment centers
References

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Competency Based
Recruitment.
What are competencies?
There are two main themes when defining competencies. These are:

Descriptions of work tasks or job outputs - a 'competence'.

Descriptions of behaviours - a 'competency'.

These have evolved from the work of researchers who linked into what
made effective managers.

Competency can be described as "an underlying characteristic of a

person in that it may be a motive, a trait, a skill, an aspect of one's self-
image or social role, or a body of knowledge which he or she uses."

In practice, many organisations include a mixture of tasks, job outputs

and behaviours as descriptions of competence/competency. The
organisation can also use the competency approach to incorporate its
values into each competency.

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Competency frameworks
When developing a competency approach, most organisations
develop a competency framework. This framework may consist of:

Competency 'clusters' - where a number of competencies are

linked
by a common theme such as interacting with other people.
The competency - the actual behaviour required
Behavioural indicators - descriptions that indicate how an
individual
can demonstrate that they meet the competency. There may be
different levels of indicator for different levels of job that require
the
same competency.

When using competencies for recruitment and selection it is for the

organisation to consider the full range of competencies required,
including the basic requirements, to ensure that a candidate is
selected who matches the competency requirements of the job.

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Why competencies?
A competency approach provides greater
clarity for the selector and candidate about
what is required.

By breaking the requirements of the job into

a list of competencies, the authority can then
determine the most appropriate method of
assessing an individual against each
competency.

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How can competencies be
identified?
When establishing appropriate competencies, it may
still be helpful to break down the competency areas.

The following may be a helpful model:

'Natural' competencies - personality traits and
characteristics;
'Acquired' competencies - those that the individual
has attained or developed such as qualifications
and experience;
'Adapting' competencies - how the individual has
applied themselves during their career.

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Identify the actual
competencies
This can be achieved through a number of techniques such :

Focus groups
Inventories and questionnaires
Interviews
Diaries and work logs
Repertory grid
Observation
Testing

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 Competency Based
Selection
As with any selection process, different competencies
may be identified best through different selection
methods and therefore using a range of selection
methods may be the most beneficial way to design a
selection process.
Application forms and CVs
Tests
Interviews
Assessment centers
References
Scoring
Evaluate the success of a competency-based approach

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Employment Checks
Carrying out checks prior to appointment is a vital part of the
recruitment process. There are a range of issues which can be
addressed, not all of which will be appropriate in the
circumstances.

Points to be considered are:

When to carry out checks;

Pre-employment medical assessments;
References;
Prevention of illegal working;
Criminal records.

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Effective Interviewing
Interview objectives -

Once face-to-face with candidates, you need to:

Promote the business to attract the best candidate for the job.
Assess how far their qualifications match the job.
Find out more about the candidates education, work experience,
career goals, skills and qualities.
Discover whether they would fit into the organisation.
Gauge candidates' interest in the position and the company.

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Effective Interviewing
(contd..)
A good interview is structured. Six stages to consider include:

1. Introduction
2. Initially assess the candidate
3. Discuss competencies, skills and capabilities
4. Sell the job
5. Candidate questions
6. Closing the session

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Effective Interviewing
(contd..)
Top tips :

Understand the purpose of the interview.

Rethink your interviewing strategy and tactics.
Develop a list of desired skills.
Create a list of interview questions.
Review your list of interview questions.
Tell the applicant about the interview format.
Prepare for questions from the candidate.
Take objective notes and record responses.
Respond swiftly to good candidates and give
prompt feedback.
Before you offer any position, obtain and follow
up references.
More on Interviewing Skills

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 Assessment Centers
An Assessment Center consists of a standardized evaluation of
behavior based on multiple evaluations including: job-related
simulations, interviews, and/or psychological tests. Job Simulations
are used to evaluate candidates on behaviors relevant to the most
critical aspects (or competencies) of the job.

Judgments about behavior are made and recorded on the basis of :

Leaderless Group Discussions

Role Plays

Other exercises e.g. In-basket exercise etc.

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Your Questions
Please !!