Comparative Study Of The Process Of Recruitment, Induction And Performance Management Across Organizations

A Comparative Study :
Process of recruitment, induction & performance
management across organizations

An Industry Wide Point of View
July, 2010

Vino Thomas
MBA 2009-11
DoMS IIT Madras

SECTION 1 CONTEXT SETTING

© Vino Thomas, MBA 2009-11, DoMS IIT Madras 1

To study and analyze
the broad aspects of how
SCOPE recruitment, induction & performance management
processes are conducted in different organizations
across different sectors

Study excludes all policy related aspects
SCOPE
of recruitment, induction &
EXCLUSION
performance management processes


Total time allocated for the project : 3 weeks

Week 1 Week 2 Week 3

Questionnaire
development
Review & closure

Data collection through
persona l/ telephonic interaction with participants
from identified organizations

Data analysis &
interpretation

Developing report &
Final presentation


1 1
2 2
3 3
4

ORGANIZATIONS SURVEYED
ORGANIZATIONS TARGETED
4
5 5
6 6
7 7
8 8
9 9
10 10
11 11
12 12
13 13
14 14
15 15
16 16


SECTION 2 RECRUITMENT


Selection process for internal job posting

36.36 % of the organizations do not use psychometric
testing as part of their selection process.
72.73%
80.00%
The employee category for which the psychometric
70.00%
testing is used varies from organization to
60.00%
organization
50.00%

40.00% 27.27% Though organizations understand the merits of using
30.00%
psychometric testing, the issues related to administering
20.00% and interpreting the results is limiting its use.
10.00%

0.00%
Process same as external recruitment
Process different from external recruitment Use of psychometrics

36.36%

27.27 % of the organizations have similar selection
process for internal and external candidates 63.64%

These organizations make their internal candidates
undertake the rigorous external selection process to yes no
ensure that they get the right person – role fit.
* Information cited is from the sample size of 11 organizations


27.27% of the organizations still don’t have a
structured referral programme Referral Programme

YES NO
Organizations are yet to consider referrals as a 27.27%
recruitment channel.
The organizations that use referrals mentioned
that it is the best method to get candidates who
are aligned to the values. Referrals also helped to
reduce the recruitment cost

Method for referral application submission 72.73%

70.00%
62.50%
Out of the organizations that have a referral
60.00%
programme, 37.5 % still have their employees
50.00% mail the referred CV to the HR
37.50%
40.00%
Organizations are yet to explore the advantages of
30.00%
having a central portal to upload the referred CVs.
20.00% Existence of a central portal also helps maintain a
10.00% database of resumes which can be used for future
recruitment.
0.00%
Employee t o uploads CV on to an online port al
Employee emails CV to t he HR f rom his off icial ID



Social netw orking sites as a mode of recruitment

YES NO
Only 38.45 % of the organizations prefer to 70%
61.54%
use social networking sites like linkedin, 60%
facebook etc as a mode of recruitment 50%
38.46%
40%
The lack of clarity on ‘how the use of social
networking sites as a mode of recruitment will 30%
affect the brand name of the organization’ is 20%
still preventing them from exploring this avenue
10%
0%
YES NO
Documentation of recruitment process

45.45 % of the organizations still document
45.45% the recruitment process manually using
forms, excel sheets etc
54.55%
Organizations are yet to invest in advanced
HRIMS software capable of documenting
many of these HR activities
Softw are databases Manually using forms, excel sheets etc



SECTION 3 INDUCTION


Separate induction sessions for different
employee categories
Only 45.45 % of the organizations have separate
induction programs for different employee
categories

45.45% Organizations are yet to acknowledge the role of a
54.55% customized induction program in employee retention

Pre Joining Kit
YES NO
70.00% 63.64%
60.00%
50.00%
36.36 % of the organizations have the 40.00%
36.36%
practice of sending out pre joining kit as 30.00%
part of their induction programme 20.00%
10.00%
Organizations have started to realize the 0.00%
importance of maintaining constant
YES NO
communication with the candidates till they
come on board YES NO



Other structured support provided to new joiner as part of induction

90% 81.82%
80%
70% 63.64%
54.55%
60%
45.45% YES
50% 36.36%
40% NO
30% 18.18%
20%
10%
0%
Socializing sessions with Buddy programme Mentoring programme
senior management

54.55% of the organizations organize socializing sessions with their senior
management for the new joiners as part of their induction programme Organizations are yet to fully
explore socializing sessions, &
Though 36.36% of the organization surveyed had a buddy programme as buddy & mentor programs to
part of their induction, only 18.18% provided mentoring support to the new expedite the process of making
joiner. The organizations providing mentoring support also had a buddy the new joiner job ready.
programme.



SECTION 4 PERFORMANCE MANAGEMENT


Competency framework
In 45.45 % of the organizations, the reporting manager
sets the goals for the employee, subsequent to which 70% 63.64%
the discussion takes place. 60%
50%
In the remaining organizations, the employee sets the 36.36%
40%
goals around which the discussion takes place.
30%
20%
Many organizations are yet to move to a system where the
employee takes ownership for her/ his performance goals 10%
0%
Present Not Present

Intialization individual goal setting

60%
54.55%
55%
36.36 % of the organizations do not have a
50%
45.45%
competency framework in place
45%
Competencies are still an evolving concept. Many
40% organizations are yet to fully understand its merits.
employee initiates goal s etting
reporting manager initiates goal s etting for the em ployee


45.45 % of the organizations did not conduct any structured performance review (which gets
documented) before the year end performance appraisal

Though many organizations appreciate the importance of having periodic performance reviews, the
issues related to administration & documentation, are preventing it from evolving into a structured
process.

Structure and documented perf ormance review s

50% 45.45%
45%
40% 36.36%
35%
30%
25%
20%
15% 9.09% 9.09%
10%
5%
0%
Mid year Quarterly bi annual No review



Em ployes conducts s elf evaluation prior to final
perform ance apprais al
Majority of the organizations encourage the
employees to do a self evaluation prior to 100%
81.82%
the final performance discussion 80%

60%
Organizations have recognized the merit in
making the performance appraisal a more 40%
18.18%
inclusive process 20%

0%
YES NO

Performance appraisal related grievance
resolution mechanism
81.82 % of the organizations do not have a
structured grievance resolution 100%
81.82%
mechanism as part of their performance 80%
management process 60%
40%
Organizations prefer to take up grievance 20%
18.18%
resolution on a case to case basis
0%
Structured No formal
mechanism



THANK YOU


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