Recruitment ,Sourcing And Interview Scheduling

Sourcing and Interview
     Scheduling

                Module Prepared by
                Pravin Suresh
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
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.
Human Resource Management


Managerial Functions

•   Planning
•   Organizing
•   Staffing
•   Leading
•   Controlling
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
HR-Managerial Functions…cont‟d

• Staffing

   – Recruiting
   –   Performance standards
   –   Compensation
   –   Evaluating performance
   –   Counseling
   –   Training and developing
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
HR FUNCTIONS AT A GLANCE
Human Resource Department
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.
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
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.
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
EMPLOYEES DATABASE


 Keeping Track of Knowledge Management Software
 Maintenance of Employees Database Management
  System (EDMS)
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
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.
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
PERFORMANCE APPRAISAL

   Preparation of New Appraisal Form
   Self appraisal
   Provide inputs to HODs for Appraisal
   Prepare Appraisal Letters
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
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
EXIT FORMALITIES

   Generation of Exit Interview Formats
   Conducting Exit Interviews
   Preparation of Exit Interview summary
   Administering Exit paper work including all statutory
    requirements.
Recruitment ,Sourcing And Interview Scheduling
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)
Line and Staff Aspects of HRM

   • Authority
      – Making decisions
      – Directing work
      – Giving orders
   • Line Managers
      – Accomplishing goals
   • Staff Managers
      – Assisting and advising line managers
Line Manager‟s HRM Jobs


•   The right person
•   Orientation
                            •   Policies and procedures
•   Training
                            •   Labor costs
•   Performance
                            •   Development
•   Creativity
                            •   Morale
•   Working relationships
                            •   Protecting
Staff Manager‟s HRM Jobs



•   Line authority
•   Implied authority
•   Functional control
•   Employee advocacy
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
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
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
HR‟s evolving role




    Protector          Change Agent
    and
    Screener


                     Strategic Partner
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
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
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

   .
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
Recruitment ,Sourcing And Interview Scheduling
Recruitment – An Art
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.
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.
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.
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
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
Recruitment ,Sourcing And Interview Scheduling
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
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.
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.
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
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.
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.
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
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.
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.
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
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
Sourcing
Definition


Sourcing in personnel management work refers to the identification and
uncovering of candidates (also known as talent) through proactive
recruiting techniques.
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
Sourcing

 Unlocking the Skills to Master Sourcing

         •   Understand

         •   Translate

         •   Start Small

         •   Check

         •   Consider

         •   Don‟t Stop

         •   Be Patient
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.
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
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.
Sourcing

Unlocking the Skills to Master Sourcing

Be Patient
       – Sourcing takes a lot of time and attention.
       – Don‟t lose your focus.
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)
Sourcing - Activities and Category

Activities and Category

Sourcing be categorized based on its activities into

   •Push activities

   •Pull activities

   •Call to Action
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
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
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.
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.
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
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.
Recruitment ,Sourcing And Interview Scheduling
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.
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.
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.
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.
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.
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.
Recruitment ,Sourcing And Interview Scheduling
Recruitment ,Sourcing And Interview Scheduling
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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
  • 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
  • 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.

Hinweis der Redaktion

  1. 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.
  2. 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
  3. 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:
  4. We shall discuss all the points in detail nest few slides
  5. 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
  6. 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.
  7. 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.
  8. 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.
  9. 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.
  10. 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.
  11. 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
  12. 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
  13. 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
  14. · 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
  15. · 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.
  16. 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
  17. 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.
  18. 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.
  19. 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.
  20. 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.
  21. 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.