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BT Track - 2

Recruitment Techniques

Group 4 URANASUma Nath Tripathi (2013SMN6762)

Rajat Jain (2013SMN6949)

Akshat Mehta (2013SMN6750)

Nitin Mohan (2013SMN6790)

Anuj Gulati (2013SMN6960)Shalabh A arwal 2013SMN6962

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Today..

We will review following recruitment techniques, with some

case studies -

Depth Interview

Thomas Profiling

Graphology

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Recruiting Right People

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General Selection..

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Case Study: EICE Recruitment Process

Initial Recruitment Process (2010)

Current Recruitment Process (2013)

Multiple External Consultants.

4 level interview / written test process defined.

Still no formal HR, but HR activities more structured.

Most selection from Market.

No formal recruitment process.

Random interview techniques.

No formal HR department.

Most selections based on internal reference / ex colleagues

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What to look in candidate??

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Current Selection Process

Manpower

Planning

Prepare JD

Recruitment

Method

Inter

nal

External

Advertise

Internally

Screening

Applications

Received

Four Level

InterviewRelease Offer

ThroughConsultants

Screening

Applications

Received

Three LevelInterview

Release Offer

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Show your skills

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At a Glance

Data of Last 1 years

CV Received (From All Sources) 109

Shortlisted for 1st

Round (Objective Test) 75

Shortlisted for 2ndRound (Written Test on computer making a

program

43

Shortlisted for 3rdRound (Technical / HR round) 14

Job Offers 12

Joined 11

Recruiting Yield :

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Depth Interview

DESCRIPTION: Structured verbal interactions with a candidate togauge his suitability for the job and the firm

ORIGIN: Conceptualized by Arthur Anderson in 1992

METHOD OF APPLICATION:

Five employees from different levels hold segmented 45-minutesinterview with the candidate

1. HR Screens the Biodata

2. Interviewer

Staff Consultant (6 months

2yrs with the firm)

3. InterviewerSenior Consultant (34 yrs with the firm)

4. Interviewer Jr or Dr Manager (5 8 yrs with the firm)

5. Business Head or Partner (12 yrs with the firm)

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Merits

Allows optimum utilisation of time by interviews

Eliminates bias and prejudices

Match Job Specs to Candidate

Evaluate behavioural qualities

Introduces company and applicant

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DeMerits

Structured and Lengthy

Slow process candidates may dislike

Collective Discrimination may creep into the process

May create stereotypes rather than leaders

Errors of judgement may distort decisions

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Thomas Profiling

Often we find that businesses

hire for skills and fire for behaviours.

On the other hand, it is recommended that they

hire for behaviour and train for the skills.

Thomas PPA is used for recruiting, Identifying people for

promotion, and Managing performance

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Thomas Personal Profile Analysis

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Thomas Personal Profile Analysis

Profile graphs

Source: http://www.tgassociates.com/products/DISCprofiling.pdf

http://www.tgassociates.com/products/DISCprofiling.pdfhttp://www.tgassociates.com/products/DISCprofiling.pdf

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Myers-Briggs Type Indicator (MBTI)

The MBTI techniqueidentifies and describes 16

distinctive personality types

that result from the

interactions among the

preferences:

Extraversion (E) or

Introversion (I)

Sensing (S) or Intuition (N)

Thinking (T) or Feeling (F) Judging (J) or Perceiving (P).

The 16 personality types of the Myers-Briggs Type Indicatorinstrument are

listed here

Source: http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/

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Belbin Team Inventory

Team leaders and team development practitioners often use the Belbin model tohelp create more balanced teams

Action Oriented Roles

ShaperChallenges the team to

improve.

Implementer Puts ideas into action.

Completer Finisher Ensures thorough, timelycompletion.

People Oriented Roles

Coordinator Acts as a chairperson.

Team Worker Encourages cooperation.

Resource InvestigatorExplores outside

opportunities.

Thought Oriented Roles

PlantPresents new ideas and

approaches.

Monitor-Evaluator Analyzes the options.

Specialist Provides specialized skills.

Source: http://www.mindtools.com/pages/article/newLDR_83.htm

http://www.mindtools.com/pages/article/newLDR_83.htmhttp://www.mindtools.com/pages/article/newLDR_83.htm

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Demerits

Psychological testing can be unreliable.

Job requirement specs may be subjective.

Results are open to interpretation rather than conclusive.

Doesn't account for recruits intellect or exposure.

Should never be used as stand alone technique.

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Graphology Technique

DESCRIPTION: An analysis of a job-seekers handwriting toidentify personality traits and a suitable profession

ORIGIN: First used by French priest Jean-Hippolyte Michon,Circa 1830

METHOD OF APPLICATION:

Invite handwritten application from candidate. Filter outcultural biases. Conclude analysis and identify job-fits

USER COMPANIES:

Many US companies

Critics: Compared to interviews, tests, simulations graphologyranked the lowest for its validity/quantitative assessment

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Merits

Measures the match between personality and Job

Suggests Jobs that suit the candidate best

Reveals characteristics that other tests cant

Gauges personality without candidates awareness

Insights can be validated by other measurements.

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Case Study- On Google

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Google, the world's only corporate

Recruiting Machine"Strategy "Disruptive Recruiting"

Develop the world's first "recruiting culture.

The World's Largest Recruiting Budget

Google recruitment has a ratio of 1 recruiter for

every 14 employees (14:1)

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RECRUITING STRUCTURE

A centralized operations model

Recruiting is done by recruiting professionals

The recruiting model has been broken up into very distinct roles. These

activities, carried out in a highly choreographed manner by teams tied to

divisions and business units, include:

Recruiting research analysts

Candidate developers (sourcers)

Process coordinators

Candidate screeners

Specialized recruiters for college

Specialized recruiters for technical and leadership executive search

Specialized international recruiters to be located in Asia and EuropeRecruiting program managers

Recruiting project managers

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Recruitment tools of Google

Wow Recruiting Tools

Standard Recruiting Tools

Ad Words as a recruiting tool

Contests as recruiting tools

Brain teasers as recruiting

tools

Friends of Google.

Employee referral

College recruiting

Professional networking

Recruiter training

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Hiring process

Job search

Applying at Googles job portal

Phone interview

Onsite interview

Hire by committee

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ANSWERA person who can solve this puzzles is a person of interest

to Google.

The location of the answer:

2.71828182845904523536028747135266249

7757247093699959574966967627724076630

3535475945713821785251664274274663919

3200305992181741359662904357290033429

5260595630738132328627943490763233829

8807531952510190115738341879307021540

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References

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