Recruitment ,Sourcing And Interview Scheduling

1. Sourcing and Interview
Scheduling
Module Prepared by
Pravin Suresh

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.

4. Human Resource Management
Managerial Functions
• Planning
• Organizing
• Staffing
• Leading
• Controlling

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

6. HR-Managerial Functions…cont‟d
• Staffing
– Recruiting
– Performance standards
– Compensation
– Evaluating performance
– Counseling
– Training and developing

7. HR-Managerial Functions…cont‟d
• Leading/Directing
– Getting the job done-towards organizational goals
– Morale
– Motivation
• Controlling
– Setting standards
– Comparing actual performance to standards
– Corrective action

8. HR FUNCTIONS AT A GLANCE

9. Human Resource Department

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.

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

36. Recruitment – An Art

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

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

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.

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.