Recruitment

Recruitment * Backbone of any industry *

Many people aspire to be HR Managers once they complete their Masters in Business Administration specializing in Human Resources but not many of them are lucky. Out of the MBA (HR) pass out’s each year only 30 to 40 percentage of people get placed directly in a so called Corporate either through campus placements or through job hunt. What about the rest of the 60 to 70 percent???? They get into Recruitment's aspiring to become Recruitment Managers and some of them still hoping that some day or the other they will get into Core HRI have been into recruitment's for a small part of my life and have collected information I think will be helpful for freshers and also people with experience to do better @ interviews and @ work respectively

Tips for interviews

HOW TO BE THE BEST-PREPARED CANDIDATE

• Look closely at any information they have sent you, including:
• Person specification (ie, the list of qualities that they are looking for)
• Job description
• Organisational structure charts
• Information about the organisation
• Information about the selection process
• Don’t forget to look at the organisation’s website.

INTERVIEWS: MYTHS & REALITY

This is the myths:

• Interviews are fair and objective
• The job always goes to the best candidate
• Some people are naturally good at interviews, others aren’t; it’s not something you can change

This is the reality:

• Interviews are often a lottery. Lots of research shows that interviewers consistently misjudge how good the candidate will be when they actually start doing the job
• The job usually goes to the person who performs best at the interview.
  Often theyaren’t the best person for the job. Some people are particularly good at impressing interviewers
• Everyone can get better, a lot better. All it takes is preparation and practice

IN THE INTERVIEW
MAKING AN ENTRANCE

THREE THINGS TO DO

Studies show that candidates who do three specificthings when they enter the room at the start of theinterview are scored more highly, on average, thancandidates who don’t. These three things are:

1. Smiling

2. Making eye contact with the interviewers

3. Shaking hands

MAKING AN ENTRANCE

WHY DO THESE THINGS MATTER?

Many interviewers make up their minds about a candidate in the first minute orso of the interview. They then spend the rest of the interview looking for evidenceto support their initial judgement. This is called the horns/halo effect. (It’s as if thecandidate who starts badly sprouts horns like a devil, and then can do nothing rightin the panel’s eyes, whereas a halo seems to appear above the head of thecandidate who starts well.)
Smiling says, ‘I’m confident’ and ‘I’m pleased to be here’. Most panels want to seethese attitudes. Deliberately having a smile on your face also prevents you fromwalking in with an anxious expression.

Making eye contact demonstrates confidence, starts to create a feeling of warmthbetween you and the panel, and prevents you being seen as shifty.

GETTING THE HANDSHAKE RIGHT

• Shaking hands can be problematic. It is possible to over-do it by bounding into theroom and thrusting your hand, martial arts fashion, towards the startled interviewers.
• It's better simply to raise your hand slightly from your side as you walk towards thepanel members.
• Hopefully, if they pick up the cue they will shake your hand. If theydon't, you can let your hand fall back unnoticed.
• One thing to remember is that, if you are carrying anything, you should hold it inyour left hand to leave your right hand free for shaking. This avoids any awkwardshuffling of handbags/files/briefcases from hand to hand.
• Practise shaking hands with your friends and family, and then ask them forfeedback. Make sure you aren’t using the limp wet fish shake or the bonecrusher

BODY LANGUAGEBE YOURSELF

• Your body language matters. The interviewers who like to play ‘amateur psychologist’will be scrutinising you closely. Other interviewers will be influenced by it, perhaps unconsciously.
• The trick in interviews is to be yourself as much as possible. This is because whenyou are being yourself you are at your most fluent and articulate. You probably have notrouble putting your views across when you are chatting with your friends.

SET YOUR HANDS FREE

• Being yourself in an interview means using your hands naturally.
• Some people advocate keeping your hands under control in order to look cool, calm and composed. This is a mistake because, in reality, it can make you look stilted and wooden.
• What’s more, having to remember to control your hands becomes one more thing thatyour overloaded brain has to worry about in the interview. Very few people haveobviously intrusive mannerisms, so free up your hands.

POSTURE

• Cross your legs One way of avoiding the child pose is to sit with one leg crossed over the other at the knee, with hands resting on your leg.
• If you sit upright and well back in your chair in this position, you will look confident and professional.
• Keep your hands off the table Generally, it is not a good idea to lean on the table orto put your hands across it. The interview panel may feel that you are invading their space.
• Tea? coffee? water?It is usually best politely to decline refreshments in the interview room. The combination of slightly shaky hands, hot liquids and crockery can spell trouble.

TEN TIPS TO TAKE AWAY

• Remember that the job goes to the candidate who performs best on the day of the interview: preparation is vital
• When you’re preparing for the interview, gather ‘intelligence’ in additionto the information the organisation sends you
• Rehearse stories and examples that illustrate your strengths
• Dress to fit in, and make sure you’re comfortable in your clothes
• Do a ‘dummy run’ of your journey to the interview venue so that you arrive on time
• Use breathing exercises to control your nerves
• When you walk into the interview room smile, make eye contact and shake hands
• Sit with a confident posture, then be yourself
• Ask great questions which sell you
• Ask for feedback after the interview

Recruitment as a Career

• Recruitment is as mentioned before is the backbone of any industry and for you tobe a person who knows his/her job well is very imprtant

Lets start with the initial ... the JD ( Job Description)
JOB DESCRIPTION
JOB DESCRIPTION COMES OUT OF AN EFFECTIVE JOB ANALYSIS.
JOB ANALYSIS is the foundation of any position.
The role of JOB DESCRIPTION is
-provide the lead for developing job specifications.
-provide the source for job recruitment.
-provide the source for selection process.
-provides the basis for developing KEY PERFORMANCE INDICATORS.
-provides the basis for job enrichment
-provides the basis for job rotation
-provides the source for COMPETENCY criteria development
-provides the basis for training / development-provides the basis for performance appraisal
-provides the source for performance management
-provides the basis for compensation package development-provides the resource for manpower planning

JOB ANALYSIS, JOB DESCRIPTION, JOB ENLARGEMENT

JD Enlargement is not the prime step in the recruitment Process. It is the JOB ANALYSIS , which is the primaryStep.
In certain circumstances, the job description is Enlarged to accommodate certain talented applicants.The enlargement expands the scope of the job , In an horizontal manner , and not vertical

Job Analysis

Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
Methods of Job Analysis

Several methods exist that may be used individually or in combination. These include:

• review of job classification systems
• incumbent interviews
• supervisor interviews
• expert panels
• structured questionnaires
• task inventories
• check lists
• open ended questionnaires
• observation
• incumbent work logs
• A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.

Job Description
A formal statement of duties, qualifications, and responsibilities associated with a job. job enlargement An increase in the number of tasks that an employee performs. It is associated with the Job redesign to attract talents, where required.

Telephone Questionnaire

• Total # of years of experience
• Number of years of relevant experience
• Technologies / skills worked in (use a rating scale of 1-5 or evaluate on levels – beginner, intermediate, proficient, expert)
• Education (from SSC till the highest level) – check for year of passing, percentage, grade, course / specialization, university, institute, etc.
• Work experience (all the companies worked so far) – duration, salary drawn, role & responsibilities, reason for leaving, probe on the company and URL if not known You can also get a list of basic questions from the technical panel with answers for initial screening
• Check for salary details (CTC, Gross, Take Home, Expected), Notice Period (official and how much it can be reduced, is a buy-out on notice possible?
• Check for any bond, duration, contents of the bond agreement if any
• Relocation – how comfortable is the person in relocating if based outside.