Tuesday, January 29, 2008
Friday, January 25, 2008
The main stages of Recruitment are identified in the below flow chart
Prepare Job Description and person Specification
Managing the Response
Conduct The Interview
Convey The Decision
Checklist: Recruitment and Selection
Staffing Action For:
Name of position
Before You Recruit
o Review the organization’s recruitment and selection policy and/or practices
o Review the strategic and operational plans to determine if the position should be filled
o Confirm that funding exists to recruit for and staff the position
o Obtain the necessary approvals to staff the position
o Develop a job description if the position is new
o Review and update the job description for an existing position
o Decide on the type of employment (full-time; part-time; permanent; contract; short-term; etc)
o Identify constraints that will have an impact on the staffing process (need someone soon; specialized skills; supply/demand, etc)
Establish the recruitment and selection criteria
o Develop recruitment and selection criteria based on the job description
o Establish the minimum qualification for the position
o Review all recruitment and selection criteria to ensure they are job-related and measurable
o Ensure that all recruitment and selection criteria comply with Human Rights Legislation
o Determine the best method for recruiting for the position
o Draft the job announcement using the job description, minimum qualifications and selection criteria
o Include the following in the job announcement:
o Application deadline
o Request for references
o Start date
o Salary range
o Contact information
o Format for submission
o Ensure that the job announcement complies with Human Rights Legislation
Before the Interview:
o Plan the interview process:
o Number of rounds of interviews
o Number of interviewers
o Length of the interview
o Location of the interview
o Date of the interviews
o Any materials the candidate should bring to the interview
o Ask colleagues to sit on the interview panel
o Give the interview panel the logistical information about the interviews
o Develop the interview questions
o Prepare an interview rating guide
o Develop a reference check guide
o Prepare a reference release form
o Ensure that the interview questions, reference questions and other selection criteria comply with Human Rights Legislation
o Prescreen applications using the selection criteria
o Set up the interviews with the selected candidates
o Forward the applications of those candidates being interviewed to the interview panel
o Forward the interview questions and interview rating guide to the interview panel
o Meet with the interview panel to brief them on the interview process
Conduct the Interview
o Review the candidate’s application before each interview
o Welcome the candidate to the interview
o Introduce the interview panel
o Explain the interview process
o Rate the candidate’s responses to the questions
o Give the candidate an opportunity to ask questions
o Close the interview by explaining the next step and thanking the candidate for coming to the interview
o Ensure that the discussion and the note taking during the interview complies with Human Rights Legislation
After the Interview
o Finalize your interview notes
Select the right candidate
o Use other selection methods as appropriate
o Telephone the references
o Use the reference checking guide to document the conversation
o Ensure that the discussion and the note taking during the reference check complies with Human Rights Legislation
Conclude the staffing process
o Make your decision and review it
o Make a verbal offer of the position to the selected candidate
o Follow-up the verbal offer in writing
o Prepare the job contract and have it signed before the new staff member starts work
o Send out rejection letters to the other candidates that were interviewed
o Set up a competition file
o Complete the paperwork necessary for the new staff member to start work
Thursday, January 24, 2008
Human-resource management is undergoing a massive transformation that will change career paths in as-yet uncertain ways. Employers are placing greater emphasis on business acumen and are automating and outsourcing many administrative functions, which will force many HR professionals to demonstrate new skills and compete for new, sometimes unfamiliar roles.
Job titles and functions will likely remain in flux for some time, say business leaders, academics, HR consultants and HR professionals. But they say that some of the standard niches -- such as HR generalist and benefits specialist -- will become less common and less important, giving way over time to new ones such as HR financial analyst.
Those who aspire to leadership roles within the profession will have to become more strategic, more proactive and more involved in the overall business of their employer, say the experts.
But there is an upside to this upheaval: HR people who develop business competencies and embrace the new roles -- in the process redefining themselves and their profession -- can aspire to greater and much more rewarding careers than were possible for HR people a generation ago.
"HR is dead. Long live HR," says David Ulrich, a professor of business administration at the
In its place will rise a leaner, refocused cadre of professionals who put the business first and foremost. The most successful HR people will be those who "think from the outside in," according to Richard Beatty, an HR management professor at
In this new HR, professionals are expected to know the business well enough to align human capital with business needs, either developing the needed talent or going outside the organization to get it. HR is proactive. HR goes looking for problems to solve. HR doesn't just have a seat at the table; HR helps set the agenda.
What exactly will be the desirable HR jobs in the next decade and beyond? How does HR get there from here? And how can HR people obtain the education and training they need to secure and keep those jobs?
HR Jobs of the Future
Though the job picture is still developing, experts see several possible critical roles on the horizon for HR professionals. Among them:
• The CFO for HR. This number cruncher can apply the metrics to demonstrate the inherent economic value of HR and to analyze the cost-effectiveness of various practices HR proposes or implements: How much do certain employees contribute to the bottom line? How much does the right training help the business? Which functions or programs do not add value and should be eliminated?
• The internal consultant. This person helps spread HR competencies through the organization, empowering line managers to recruit, interview, hire and retain the talent that they need while counseling the managers on crucial legal and ethical matters such as disability and age discrimination laws.
• The talent manager. This person is responsible for finding, developing and keeping the best and the brightest workers to meet the needs of the organization. He or she will manage learning and succession planning, moving people through the talent pipeline.
• The vendor manager. He or she determines which functions can be handled better and less expensively outside the organization. This professional monitors quality and costs, stays on top of trends in this business, and maintains a close working relationship with outsourcing firms and other vendors.
• The self-service leader. This person works with internal- and outside-information-technology specialists to establish and run Web-based portals for many automated functions, such as benefits and pension administration, which employees can access from their desktop computers.
In these and other possible HR jobs of the future, HR leaders "have got to create a product at the right price and with certain characteristics that the buyer needs," says David Rhodes, a principal at consulting firm Towers Perrin. The product is the contribution of the workforce to specific business goals. The buyer is senior management.
Skills for Survival
"People are finally realizing that, to be successful in HR, you need more than HR knowledge," says Susan Meisinger, SPHR, president and CEO of the Society for Human Resource Management (SHRM). The primary missing link, say Meisinger and other experts, is knowing business and its language.
"Get thee off to business school. Study finance," says Dave Kieffer, who heads Mercer Human Resource Consulting's human capital strategy practice. Once considered a bonus for an HR worker, business literacy will be a prerequisite for almost every desirable HR job, says Kieffer.
"There's a technical skill set and a strategic skill set that you're going to need to survive," agrees
"When you don't do business speak, you're immediately marginalized," says Michael J. Lotito, SPHR, a partner in the law firm Jackson Lewis and 2000 board chair of SHRM.
"For HR to make a breakthrough, it has to focus on cost," says Ed Jensen, an HR expert with the Accenture consulting firm. "If you can impact labor cost, you've made a real bottom-line impact. "You have to say: 'I'm reducing your business costs. I'm reducing your overtime because I'm scheduling people better.' There are all kinds of ways you can have a direct cause-and-effect impact, and you can go from there to a bigger, strategic role."
But Jensen concedes: "It's a fundamental shift in thinking" from traditional HR roles.
Bonnie Cundiff, an HR expert with consultant Watson Wyatt, agrees. "HR people have to be true believers" that the business comes ahead of advocacy for employees. "You have to be recognized first as a contributor to the business. "I may not like what I'm saying," she adds. But the business mindset "is not something that is just needed to win. It's needed to play" in the new world of HR.
The ultimate goal of this transformation of HR is "the integration of HR becoming good business people and business people becoming good HR people," says Cundiff. "I won't say it's an easy path. I do think it's an exciting path."
"You can't just raise your hand or go to another person in your organization and say: 'I'm your business partner,'" says Jensen. "You've got to bring something to the table. "There isn't some magical answer," he states. "It's basic stuff. Get smarter about what's going on around you. Mimic the HR consultants; what kinds of training and reading they do. Go out to lunch with other people in the organization -- not just HR people."
"Everybody should have a line of sight between their goals and those of the business," says Ulrich. "You have to know finance, market strategy, technology, staffing and training needs, managing change, managing culture. You have to develop credibility."
In some organizations, "it's going to be very difficult" persuading top management that you've ratcheted up your skills through business education and can take on new responsibilities, says Roger Herman, a business futurist and consultant with the Herman Group in Greensboro, N.C. "The process will take some time, some dedication."
"There's going to be a lot of HR people feeling like victims," says Ed Lawler, an author and director of the Center for Effective Organizations at the Marshall School of Business in Los Angeles. "The world is changing around them." Herman says HR professionals need to motivate themselves to keep up with changes in the profession, not waiting for their HR colleagues to join them: "Most of your peers will not do this. You are driving your own career. Do not depend on anyone else to drive your career."
In many organizations, the future of HR is up for grabs, says Philip D. Simshauser, president of DBM's Center for Executive Options, which offers executive coaching at several locations. "Fashion it. Create it."
These changes will take place in different ways, and at different rates, in various organizations. However, they are being accelerated by the furious phenomenon of HR outsourcing, which was a roughly $60 billion business in 2001 and could soon top $100 billion per year, say industry insiders.
Simply put, the economies of scale allow an outside firm to do most transactional HR functions more cheaply than the organization itself. What started with a trickle in payroll outsourcing during the 1980s and 1990s has become a flood, with some large corporations moving toward "total HR outsourcing" to vendors such as Exult Inc. Exult has signed billions of dollars worth of long-term HR contracts with large multinational corporations and is being challenged by other aggressive outsourcing firms.
"The market is huge. And the market has not been fully understood," says Rohail Khan, North American COO for the e-peopleserve outsourcing firm. Business outsourcing "is where the Internet was five years ago."
Outsourcers, and many of their clients, say that the big upside of outsourcing routine HR functions is that it frees HR to do more strategic work within the organization. But taking advantage of that opportunity requires the right background. A master's degree in business administration is ideal, but an undergraduate business degree or community college courses can help, say the experts.
The goal is to be able to understand financial statements and gain insight about executive compensation issues -- the visible, marketable skills of the new HR. "It doesn't matter how you get there," says Rhodes of Towers Perrin.
While business knowledge is a significant way to advance the profession and the careers of individual professionals, certification programs can help as well, say many in the HR field. Many HR professionals, organizations and academics note that current HR professionals and young entrants can gain a competitive edge through certification.
"In a good economy or a bad economy, people look for ways to differentiate themselves," and one of the best is professional certification, says Cornelia Cont, director of the Human Resource Certification Institute (HRCI), an affiliate of SHRM.
Passing the PHR exam "is definitely a goal of mine," says Kiyoski "KC" Shinozaki, an HR generalist and assistant manager for accounting and administration with the NIKKEI Japanese business publishing group in
Shinozaki has a master's degree in HR management and has been taking accounting and finance courses to help him "translate HR into business." He says those courses had an additional, unexpected benefit: solid advice from his professors about how to build a career. "One of the lessons I learned is that HR can be reactive or proactive," he says, and he definitely favors the latter approach. "We need to change our thinking."
"We have to shift the focus of HR away from training and process to the outcomes, away from a people function to an organization function. I'm not optimistic about all HR people" making that transition, he concedes.
Jobs will still be available for many who want to stay roughly where they are today, some experts say.
"HR professionals have to examine their own background and what they are comfortable doing," says SHRM's Meisinger. Regardless of whether they aspire to be on the cutting edge of human capital management or to remain in their current niche, "if they don't execute the basics of HR flawlessly, they won't succeed."
'Visit Your Customer'
In many cases, HR professionals will need to start small in their efforts to demonstrate hands-on competency in business matters. Advises Herman: "Go visit your customer" -- the line managers in your organization. "Spend a day shadowing your customer. What kinds of things are they dealing with? How can you help" measure and analyze how well employees are matched with the talent needs of these managers?
"Do this at several levels -- front-line supervisors; mid-level supervisors; senior management -- even if you're a fly on the wall. Then get a mentor at that higher level," suggests Herman. "Find out what they see as the challenges in five years." This internal consultant role could be the trickiest. Technology will enable line managers to lessen their dependence on HR departments by handling recruitment, salary reviews, succession planning and other functions at their computers, notes a new report, "2002 SHRM Workplace Forecast: A Strategic Outlook."
But working with line managers who welcome regular collaboration with seasoned HR professionals can be one of the most effective roles for HR in the coming decades, say the experts. That will be particularly true for HR professionals who can master the numbers, the holy grail of HR statistics demonstrating which practices generate profits.
"We are on the cusp of measuring things in human capital and human resources that have never been measured before," says Mercer's Kieffer. "People with a strong sense of empirical methods will distinguish themselves," he says.
"Top executives are going to be turning to HR" to set financial baselines for recruitment, training, turnover and the like -- not content to accept benchmarks or best practices from other organizations that might not apply equally in theirs, Kieffer says.
In many organizations, there will be a struggle to update the image of the HR profession and the practitioner. "To change your image, don't be afraid to take on a challenge," says attorney Lotito. Eventually, "you'll be invited to the table," he says, "and you can demonstrate your value to management once you're there."
"HR people need to be very savvy in terms of the relationships they strike up," says Lynda Ford of the Ford Group, an HR consulting firm in Lee Center, N.Y. "Build internal relationships" not only to learn the business but also to improve your image, she suggests.
"If you can push interviewing and hiring out to the line managers, that's great," says Ford. "Where the glory goes is not an issue," she says, because the line people you help will know the value of your contributions.
HR's image has been worse than it should be because "some HR people have continued to be bogged down in administration, preventing them from demonstrating the value they can provide," says Accenture's Jensen.
"Most HR organizations I know are still struggling with that."
But changing the image of HR does not require that HR abandon its roots, says Ulrich. "We need to quit lamenting our [administrative] heritage. We have a great heritage," he says. "We need to stop calling for action and just act. We're going to experiment. We're going to succeed. We're going to fail."
Despite all the growing pain, Ulrich concludes, "The future of HR is phenomenal."
An exit interview is an entirely voluntary conversation.
HR dept. conducts exit interviews (also called exit surveys) to gather data for improving working conditions and retaining employees.
Success of an exit interview depends upon the approach taken by the HR who is conducting this interview
After the feedback form is filled the HR should have a very friendly approach towards the Ex-Employee and conduct this conversation tactfully. He should understand the nonverbal behavior, handle the communication problem with an employee who talks too little or too much etc. A Exit Interview should be taken atleast for min half hour.
For example, if you think that the employee is quitting due to a negative relationship with his or her supervisor, ask questions related to that problem. You can ask the employee to rate his or her experience, you can inquire about his or her relationship with coworkers, and you can request information about his or her department that you might not otherwise have known. While you shouldn't turn it into a fishing expedition or a manhunt for negative information, you should facilitate honest and open communication. Have a list of questions that you want to ask ready before the interview.
May be very few of the employees may not give proper feedback. But Exit Interview are very important
Based on the interview data, statics can be made quarterly to find out the attrition cause. Further steps can be taken to retain and handle the present employees. Infact Exit Interviews are must in IT and BPO Industries where the attrition rate is very high.
1.What does your company do?"
Ask questions that show you’re well informed and eager to work at the company, not those to which you should already know the answers, or that can be easily gleaned from the company's website or annual report.
2. "My salary requirements are very flexible."
Compensation is often the touchiest subject in an interview. Certainly you want to know what a company will pay, and interviewers want to know what you're willing to take. It’s a negotiation, not a game. When push comes to shove, you should be willing at least to give a range, even if you have to be broad and say, for example, “I’m looking for something between $30,000 and $60,000.”
But don’t pretend to be flexible when you aren’t. If you’re worried that your salary requirements are too high for the job, you may need to do some serious thinking about how low you're willing to go. Don't sell yourself short, but ask yourself how much you honestly think you’re worth. Do research about what similar jobs pay and what salaries are like in the region. If a company comes back with too low an offer, you can always try and negotiate up.
3. "It would be hella cool to get jiggy with this job."
Maybe that is how all of your friends talk (and it’s become a habit with you), but it’s not the way you should speak during a job interview. Using slang is a serious turnoff for interviewers. You may be articulate, intelligent, and confident, but like, you sure won’t sound that way.
4. "Bill Gates himself offered me a $100,000 bonus."
Don’t lie! You’ll be found out, and you’ll regret it. Someday when you least expect it, someone somewhere will discover that you didn’t really increase sales by 999 percent in six months. Interviewers know you’ll probably exaggerate a little to sell yourself; but don’t cross the line between exaggeration and out-and-out lying.
5. "In five years, I see myself on a boat in the
When interviewers ask you about long-term goals, they want an answer that relates to the company. Telling them that you really want to be living on a farm (unless you're applying for an agricultural job) isn’t going to convince them that you're an ambitious professional in your chosen field.
Even if you don't plan to stick around long, say something that reflects a commitment to the position and the company. This may seem to contradict the previous exhortation about lying, but try to think of it as a rhetorical question. You might still be at the same company in five years, right?
6. “Sorry, I don’t know how to do that.”
Rather than admitting that you don't have a specific skill, stress that you’re a fast learner and are excited about the possibility of acquiring new skills. Most companies would rather hire an enthusiastic, smart person who needs to be trained than someone who already has the required skills but isn’t as eager to learn.
7. “You see, I just went through a painful divorce. . . .”
Even if an interviewer starts getting personal, don’t follow suit. You may think you’re being open and honest, but you’re really just coming across as unprofessional, unfocused, and disrespectful. Keep it businesslike and polite.
8. “What can your company do for me?”
Interviewers hate arrogance and selfishness. They want to know why they should hire you. Stress the contributions you can make. Tell them about how your efforts helped previous employers. Don’t start asking about raises, bonuses, and promotions right away.
Remember, you’re the one being interviewed, and while you should use the opportunity to get your questions answered, you shouldn't make it seem as if you'll be doing them a favor if they hire you.
9. “I left my last job because my boss was a real jerk.”
Bad-mouthing your previous employer is possibly the dumbest thing you can do during an interview. Even if your last company was a chaotic hellhole, your boss was a monster, your coworkers were Martians, and you got paid in tin cans, say that you left to look for more responsibility, you wanted greater opportunity for advancement, or you were just ready for a change.
No matter how well qualified and articulate one is for a job, there is nothing to replace thorough preparation for the interview. Have a good grip of your strengths and weakness. Know what to talk at the interview and how to handle the situation, if things do not go as planned.
Planning a Strategy
The first step in preparing for an interview is to put together a strategy. Try and analyze that the interviewer would have already reviewed your resume, which provide the hard facts of your employment history and skills. You can make a good impression by reviewing how to bring forth your essential skills.
There is a need to portray sincerely and politely, though enthusiastically your knowledge about the organization and its mission. For instance, it would be good to know the names and positions of key people in the organization, its products/service and key business competitors.
PREPARATION FOR THE INTERVIEW
• Keep yourself calm. Often going well prepared is the best way to enhance your confidence.
• Know all about the company, its business. Research the company and interviewer if possible.
• Analyze why you want the job.
• What soft skills do you have to offer the organization? For instance the resume may have shown some concrete examples of skills as a team player, but you need to convince interviewer of your ability to fit within a team.
• Prepare questions you wish to ask about the job or organization.
• Line up reference in advance in case you are asked for them.
• Punctuality is of essence. Arrive well in time for the Appointment.
• Be positive to everyone that you meet at the office, it counts. Be aware of body language, vibes and reactions, as someone might be noticing them.
• Be personable yet professional in your conduct.
• Do not assume that the interviewer knows how to elicit the information he is looking for. Bring it out clearly.
• Answer all questions honestly but in the positive light.
• Take some time to formulate your answers before you speak.
Formal office dress Code Look Calm & Composed Read Newspaper Headlines Speak In a Clear Voice Carry Your Folder Sit Alert & Maintain Eye Contact Arrive Early May Accept the Cup Of Coffee Make A Natural Entry Go With an Open & Positive Mind
At the Interview
• Shake hands with the interviewer firmly.
• Appear confident.
• Remember the names of the interviewers.
• Make eye contact when you talk to people and be natural.
• Answer questions honestly. If you mentioned something on your resume, make sure you know about it. If you don’t know much, mention that you have not worked too much detail in the area.
• Ask the interviewers about the company. You are usually given time for this.
• Find out what the advertised job involves so it will enable you to make a fairly quick decision if you are made an offer.
• Thank the interviewers after the interview.
• If you have been interviewing at other companies, it is not unfair to ask when you can expect them to make a decision.