Recruitment and selection
Theoretical basis recruitment and selection methods: internal or external recruitment, job resume, job interview. Recruitment process design and development. Evaluation of methods of recruitment and selection on example of "Procter and Gamble".
|Рубрика||Менеджмент и трудовые отношения|
Ministry of education and science of the Republic of Kazakhstan
University of internayional business
discipline «Personnel management»
on a theme: «Recruitment and selection»
4 course student
434 group management
recruitment selection interview
Chapter 1. Theoretical basis recruitment and selection methods
1.1 Internal or external recruitment
1.2 Job resume
1.3 Job interview
1.4 Recruitment process design and development
Chapter 2. Evaluation of methods of recruitment and selection on example of “Procter and Gamble” LLC
2.1 Procter and Gamble, job areas and job descriptions
2.2 Procter & Gamble application process
List of used literature
The Recruitment and Selection Process is one of the basic HR Processes. Recruitment and Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. The Recruitment and Selection Process must be simple and must be robust enough to operate excellently in the moment of the insufficient number of candidates on the job market and the process must be also able to process a large number of candidates within given time limit. The clearly defined Recruitment and Selection Process is a key to the success of any Human Resources Department.
The Recruitment and Selection Process has several critical points. The Recruitment and Selection Process is very sensible to the changes in the internal organization of the company and to the changes on the external job market.
The whole Recruitment and Selection Process must meet several criteria:
The process must be easy to understand for the target audience of the Recruitment and Selection Process. The process is not created for employees of HRM, the process is developed mainly for the managers in the organization. The managers are the most important clients of the Recruitment and Selection Process, HRM has to follow the standard defined in the Recruitment and Selection Process. HRM cannot afford to draw the nice process maps and document flows in the organization and not to follow them. When HRM does not follow the rules defined, then HRM cannot expect the managers to define such a process.
HRM must be able to get a buy-in from the managers in the organization to use standards defined and to keep the process consistent. For example the graph illustrates one of the most common mistakes in the Recruitment and Selection Process. The HRM starts to fill the vacancy without a clear agreement about the profile and job content of the vacancy to be filled. This mistake takes a long time to correct and the whole cycle time of the recruitment gets too long and produces a confusion among all the participants in the process.
The Recruitment Strategy is a complete mix of the recruitment processes, targets to hire and approach to hire the best talents. The Recruitment Strategy is a document to define the approaches and to get the best talents from the job market. The recruitment strategy has to be connected fully with other strategic HR documents to provide the rest of the organization with a clear picture about the HRM approach to the issue.
Sometimes the Recruitment Strategy helps to face the issue of the organization and Human Resources - this is many times a case of the older population in the organization and how to get the young potential into the organization.
The recruitment strategy defines the following approaches:
- the target group of the recruitment
- how the target group will be approached
- the recruitment sources to be used
- the recruitment processes to be used to serve the load
The recruitment strategy can also define some special programs to get the best potential candidates to the company and to attract them to be employed with the organization. The recruitment strategy cannot define the general goals as "Being the employer of choice". The strategy should define the clear actions and steps to be the real employer of choice to keep the attraction of the target audience.
The recruitment strategy has to main sources of the information. The recruitment strategy has to be based on the organizational scan inside the organization and the market research. The recruitment strategy has to target the reachable goals and it cannot be focused on attracting the candidates, who are not available on the market. In case of lack of resources on the market, the Recruitment Strategy has to define another way to grow the potential inside the organization.
Chapter 1. Theoretical basis recruitment and selection methods
1.1 Internal or External recruitment
The Internal Recruitment is the most favorite source of candidates in the stable and developed companies. The Internal Recruitmentneeds a strong support from other HR Processes, because the unmanaged internal recruitment process can lead to disappointed managers and employees in the organization. The Succession Planning and strong and consistent Performance Management are needed to ensure the success of the internal recruitment.
The internal recruitment can offer the chance to change the job position to anyone in the organization, but the efficient internal recruitment process needs a strong help from other processes to provide managers with the additional information to work with. In case of the unknown additional information, the internal recruitment process can not offer much of the value added. The internal job candidate should be known to the organization and the HRM Function should provide the hiring manager with the information about the background information.
The internal recruitment process has to be driven by strict and agreed HR Rules and HR Policies as the unclear rules for the process can bring a lot of tension inside the organization as the best employees can be easily stolen among different units and different managers. This issue looks pretty simple to solve, but the reality can bring difficult issues and conflicts among the management team and can affect the performance of the organization hardly.
Successful Internal Recruitment
The Internal Recruitment is one of the basic HR Processes required by the employees and managers. For the employees, the Internal Recruitment process can offer more career opportunities inside the organization and for the managers can offer a delivery of skilled and oriented employees for their vacancies.
In case, the Internal Recruitment Process is well managed by the HRM Function, it can offer many opportunities for both sides of the clients of the process and can improve the overall satisfaction with the services provided by HRM Function.
The Internal Recruitment Process also brings a huge workload to the HRM Function as all the candidates for the positions have to be managed and communicated with clear and strict Roles and Responsibilities in the Internal Recruitment Process.
Internal Recruitment Process
The implementation of the Internal Recruitment Process is easy and can be seen as a quick win. The most important part of the process is to define clearly the conditions for the Internal Recruitment.
Many employees can change themselves into tourists inside the organization and they can benefit from unclearly set rules for the Internal Recruitment Process.
The HRM Function has to define the following rules.
The Internal Recruitment Process Pitfalls
The Internal Recruitment Process is about clearly set communication channels and Roles and Responsibilities in the process.
The HRM Function has to agree the rules for the process and has to stick to these rules. The break of the rules will always be seen as an unfair game from the HRM side and it will be returned in the final evaluation of the performance of Human Resources.
In many cases, the strict communication is very hard, but the HRM Function has to demonstrate its role in the corporate culture. The only strict definition of roles and responsibilities can help.
HRM Role at Job Interview
The job interview is not just about the selection of the best candidate for the vacancy in the organization. The role of the HRM Function during job interviews is to keep the alignment of the candidates with the corporate culture and overall recruitment strategy of the organization.
The HR Recruiter has to know all the details about the corporate culture and the HR Recruiter is the person to test the fit between the candidate and the conditions inside the organization. The HR Recruiter has to be skilled and trained to recognize the values and drivers of the candidate to have a quick opinion about the fit of the candidate and the corporate culture.
The HR Recruiter has two different roles in the recruitment and selection process. The HR Recruiter is responsible for the efficiency of the whole recruitment and selection process and he/she is responsible for the fit of the candidates with the organization and the final department. The HR Recruiter uses the brief from the HR Business Partner to match the age, sex and the behavior of the candidate to fit in the department, but the HR Recruiter is never briefed on the corporate culture.
The HRM Function does not test the skills needed for the job tasks, the HR Recruiter focuses on the soft skills part of the candidate. The HR Recruiter asks those “stupid HR questions” to find out more about the candidate. The most skilled HR Recruiters do not ask the questions, they use the technique of the “behavioral job interview”, where the candidate is put to the different situations during the job interview. The HR Recruiter just observes the reactions and answers provided by the candidate. There are no right and bad answers, but the behavior can indicate the fit with the corporate culture and the team dynamics.
The working role of the HRM Function in the recruitment and selection process needs a clear split of responsibilities between the HRM Function and the line manager. The HRM Function has to have the right to say “NO” to the candidate, which is really skilled, but his profile does not match with the organization and its corporate culture.
The managers tend to favor the hard skills as they see as the benefit for the beginning of the candidate in the new job position. But the role of the HRM Function in the recruitment and selection process is to provide the manager with the honest feedback during the process to make clear agreement about the fit with the corporate culture. The hard skills can be learned, but the fit with the corporate culture does not have to make an immediate impact, but it can generate huge conflicts later. The role of the HRM Function in the recruitment process is to protect the organization from such conflicts and to help building the common corporate culture.
The External Recruitment is the source of the fresh blood for the organization. As a very critical HR Process, the external recruitment process has to be set up very carefully. The external recruitment is a process, which is very sensitive to changes on the external market and the managers are very sensitive about that as well.
The external recruitment process is mainly about:
- How to be successful with the External Recruitment
- The Job Market Analysis
- Sources for the External Recruitment
- What kind of the sources to be used? Decision process
- Job offer
- Process monitoring
- External Recruitment Success Factors
The external recruitment is the HR Process, which is not fully manageable by the HRM Function. The external recruitment involves other external parties and they have to cooperate closely to bring a common success for the organization. The external recruitment is a difficult HR Process when it has to be done properly and meeting stretching requirements and goals of the top management.
The HRM Function has to take initiatives in four important areas to make the external recruitment efficient, quick and bringing the right quality of candidates:
- Organization Brand Name
- Correct Positioning of Job Posting
- Channels Used to promote the job vacancy
- Speed of the Recruitment Process
The brand name is very important for the external recruitment. The potential job candidates will not apply for the position with the organization, which has no name. The trust of the candidates is the essential for the successful external recruitment. The only way how to hide “no name” organization is the use of the recruitment agency, which can work without announcing the name of the client.
Correct Positioning of the job vacancies is a role of the HRM Function. The HR Recruiter has to recognize the correct media and approach to the advertisement of the job vacancy. The job posting is the same as the commercial advertisement. The target group has to have a chance to be approached by the job advertisement to know about it.
The channels used to advertise the job vacancy. The common answer of the HR Recruiters is - use the Internet, you cannot lose anything. But the candidates for the position do not have to browse the Internet every day to look for the vacancies. The HR Recruiter has to know the habits and emotions of the target group to select the best channel, which mix the quality of the candidates and the price per one candidate.
The speed of the external recruitment process is crucial condition for the success. The candidates have to catch and followed very quickly not to lose them in favor of a different organization. When the candidate decides to look for a new career opportunity, then he or she expects to find a solution pretty quickly. The candidate will not wait for a long time to be invited for the job interview and then for the final decision of the organization. The HRM Function has to arrange everything before the external recruitment starts.
External Recruitment Channels
The External Recruitment Channels are the channels used to communicate job vacancies to the public audience and the correct usage of the external recruitment channels brings the right candidates for the positions.
Generally, the HRM Function is responsible for monitoring the job market and react appropriately to the changes on the job market with the right mix of the channels used to bring the expected level and number of candidates at the affordable costs. The external recruitment is a very costly HR Process and it is under the pressure for the cost savings all the time.
The HR Recruiter has always to make a complex decision based on the following criteria:
- Job Position Requirements
- Job Openings Plan and Forecast
- Available external recruitment budget
At first, the external recruitment channels are restricted by the available funds in the allocated budget and the overall job openings plan and forecast. The HRM Function has to prepare the recruitment plan in the beginning of the year as it can allocate funds per channel. Some channels are paid on case-by-case basis, but other channels (mainly the Internet ones) can run on the flat fee basis. The HRM Function has to make the analysis of the cost per hire and to take the right decisions on the level of the whole organization.
The individual channels used by the HR Recruiter depend on the needs by the position and the requirements of the hiring manager. The HR Recruiter follows the criteria, which can disqualify the least expensive external recruitment channels in favor of more expensive ones.
The Recruitment Sources in the recruitment process are the sources of candidates. Generally, the HRM Function recognizes two main sources of candidates for the job positions: internal andexternal sources of candidates.
The internal recruitment sources are very important, but they cannot be used to fill every vacancy in the organization. It is very important to realize, that in many organization, the internal recruitment is divided into two separate processes: internal recruitment and promotions. The promotion is the move of the employee when the organization initiates the whole process. The real internal recruitment is than a move of the employee initiated by the employee him or herself.
The external recruitment sources bring job candidates from the external environment using different techniques. The oldest, but still pretty efficient is a newspaper job advertisement. Many HRM Professionals do not believe in the power of the newspaper advertising, but for many jobs it is still one of the best techniques with the best cost/income ratio.
The modern recruitment source fully managed by the organization is the web job advertisement. It is very cheap, but it can flood the organization with many useless job resumes. This can make the final decision almost impossible. The cost/income ratio is always attractive, but the success rate can be really low.
A very special kind of the recruitment source is the referral recruitment, when the employees are paid to provide the organization with their friends as potential employees. This can look strange, but it can provide the organization with many interesting candidates, who are not reachable via any other recruitment source.
What is War for Talents?
The competition on the market grows, including the job market. On the job market, it has a nice marketing name “War for Talents” as it can make the communication with the Top Management of the organization much easier.
The War for Talents means the tough competition for highly skilled employees, who can help the organization to survive on the market. The War for Talents is not just about the recruitment, it is also about the Leadership Development and other related HR Processes.
The War for Talents has a huge impact on the recruitment capabilities of the organization as the staffing procedures have to become more complex and with a lot of creativity in mind. The organization has to keep its ability to raise the attraction and to make the people to send their resume for a consideration.
In the past, the external recruitment was about posting the vacancies in newspapers and waiting for the reaction from the potential candidates. The whole recruitment process was long and the organization had a lot of time to make a final decision as the job candidates waited for a decision.
Today, the organization has to find a creative way of job posting to make the people attracted to send their job resume and the organization has to make the selection process as quick as possible. Many organization fail in the proper execution of the recruitment process and they lose a lot of good potential on the way of selecting the “brilliant one” job candidate.
The War for Talents means the creative way of job posting and quick selection of the right final job candidate. It is pretty simple.
The recruitment strategy is a complete mix of techniques and procedures used by the HRM Function in the recruitment and staffing area to bring value added to the organization. The recruitment strategy can be simple or very complex and it depends on the sector of the market, the organization lives in.
The recruitment strategy should be one for the whole organization and it should cover internal and external recruitment in one document to show consistency and links between these two recruitment sources. Many organizations do not distinguish between the internal and external recruitment, but the majority of organization does.
The recruitment strategy describes the position of the organization on the job market and finds the best ways to bring the right candidates to the organization. The recruitment strategy clearly defines the preference of the channels to be used and it states the relationship of the internal and external recruitment.
The recruitment strategy describes the ideal candidate. The ideal candidate has the set of values and skills, which are requested by the organization. The salary requested is clearly in the boundaries defined by the organization. The mindset is compatible with the organization. The ideal candidate usually does not exist.
Recruitment Process Key Issues
The recruitment process has its issues in almost every organization. As the recruitment process is complex, the small issues for every organization are unique, but the key issues are pretty general for all of them.
The HRM Function usually has a lack of the job market knowledge and the organization suffer from the bad competition on the job market. The organization usually know excellently the market with its products and services, but they lack the knowledge about the job market and they do not use proper marketing channels to bring the best job potential to the organization. The HR Marketing is not experienced enough in the techniques of the job market analysis and the money invested in the job brand name can be lost easily.
As the HRM Function has no proper arguments for the job advertisement campaigns, the HRM Function operates with a limited recruitment advertisement budget and the impact can be very low, which leads the organization to decide about canceling the job advertisement. In reality, the critical mass was not reached to make a huge impact on the job market. The HR Marketing has to be strengthened to deliver the right arguments to support the external recruitment process.
The organizations tend to spend their external job recruitment advertisement campaigns at the same time. As the budgets are limited, the impact and the success rate of the advertisement campaigns is limited. The HR Marketing and HRM Recruiters should find the best time to advertise the job vacancies with the organization. The organization should differ itself from the others on the job market to be the winner.
The successful recruitment process is also about targeting the right target group of the potential best job candidates. The HRM Function without a proper measurement can invest huge amounts of money to the recruitment channels, which do not work for the organization. The recruitment measurement can help a lot in targeting the job advertisement to attract the right potential.
Cost of the Recruitment
The recruitment process is not cheap for the organization. The HRM Function reports the cost of the external recruitment agencies, but the real cost of the recruitment process is more significant for the organization.
The visible cost of the external recruitment is about the invoices from the recruitment agencies and external job websites, but the internal damages and costs of the vacancy can be much higher to the organization.
The organization usually decides about the acceptable cost of the vacancy and it does not have to be expressed, but it can be tolerated. Many organizations decide to pay a lower salary and they accept the cost of the vacancy and the managers have to agree with that.
The organization makes a decision about the lost additional income each vacancy could produce. This is more easy for the sales function to have a clear view about the real damage made to the sales function, for the supporting staff the calculation is much heavier as the other members of the team can produce almost the same result. The most visible damage is the error rate of the team.
The organization decides by the proper setting of the compensation policy about the potential cost of the recruitment. The organization makes a decision between the visible cost of the external recruitment and invisible costs of the vacancy in the organization.
Internal Recruitment Benefits
The internal recruitment process has a lot of benefits and it is always difficult to decide whether to use internal or external recruitment process. The internal recruitment is a right recruitment process for the large organization, which promote friendliness in their corporate culture.
The corporate culture, which supports the employees to look for the opportunities in the organization, is well designed for the internal recruitment process and the process can be a big benefit for the organization. The corporate culture, which is focused on a strong competition among employees and with the external environment, this corporate culture does not support the internal recruitment process.
The corporate culture should drive the decision process. In case of two candidates for the position, the corporate culture should navigate the HRM Function and the hiring manager to decide correctly about the winning job candidate. The corporate culture has to provide a guidance for the last decision about the winning candidate.
The cost side is a clear internal recruitment benefit. The internal recruitment can be quicker and cheaper than the external recruitment. The employee who works with the organization usually does not ask a huge salary and is available for a transfer much quicker.
Another internal recruitment benefit is a smaller pressure for the compensation and benefits. The moving employees get promoted and they do not press for a higher salary for just being with the organization.
Internal Recruitment Process Weaknesses
The Internal Recruitment Process does not have just benefits, this process has some disadvantages as well. The Internal Recruitment Process is a very powerful tool, but it can be misused in hands of some employees and managers.
The Internal Recruitment Process is not a process to steal the best employees from their departments. These employees should be treated as a very scarce resource and the internal recruitment procedures should work differently for them.
The managers use the internal recruitment process as a tool to transfer their own issues to the other departments. This is very dangerous as other managers will not trust the internal recruitment process and will block the ambitions of employees to be transferred.
The employees can misuse the internal recruitment process, when there are no clear rules and procedures applied. The organization can support internal rotations of employees, but the rules must be clear about the length of the stay of the employee in one department.
The employee can enjoy the benefit of quick internal job hopping and the results achieved are very difficult to be recognized by the organization. No manager is able to make a full performance appraisal as the whole year in one department is unique then. The employee is just focused on his or her promotion in the organization and the salary can be increased in every step.
The internal recruitment can be sometimes taken as an obligatory option by the organization. The employees suppose to be first in the queue before any applicant from the external job market. But this approach is very dangerous for the organization. The external candidates bring know how and external knowledge, which can help to the organization to perform even better.
The internal recruitment process cannot solve all the recruitment issues in the organization, but there should be a right mixture of the internal and external recruitment to keep the organization in a healthy shaInternal versus External Job Candidate
The selection of the winning internal or external job candidate is a common dilemma of the internal recruitment process. Many times, the external and the internal final candidates compete for the job position. The HRM Function and the hiring manager have to make a correct decision.
The efficient internal recruitment needs clear rules for the decision about the winning candidate. The organization has to clearly define the condition for the final decision based on the corporate culture and habits inside the organization.
The corporate culture should be the main driver of the final decision. The internal candidate has to be sure about the evaluation not to become de-motivated. The clear rules for the preference of the internal candidate over the external candidate will help to set the clear expectations.
The common rule is the “winner takes it all”. This rule can be applied in the organizations focused on the internal and external competition. The organization makes no difference between internal and external candidates. This approach looks fair to the employees, but it can bring a lot of confusion as the employees feel no preference of the internal and existing employees and they feel no interest of the organization in their own personal career development.
1.2 Job Resume
The Job Resume or Curriculum Vitae (also CV) is the basic document about the job candidate the HR Recruiter works with. The Job Resume has usually defined structure and the HR Recruiter has to be able to find that different one from the other job resumes.
Reading and sorting of job resumes is a basic skill and competency of the HR Recruiter and they have to learn to make it quickly as the recruitment process is about quality and speed. The hiring manager and the job candidates do not wait for the long time.
Quick selection of Job Resumes in Graduates Campaigns
The Graduate Recruitment and Job Fairs Campaigns are very special part of the year for the HR Recruiters. They are in a real flood of job resumes and they have to sort them quickly to invite the right people for the job interview.
The Graduate Recruitment is even worse as there are a lot of opportunities in the organization and the job resumes of all the applicants look pretty similar and they have no idea about their dream position or department within the organization. They just simply apply for a position within the organization or their idea about the job is not correct and needs to be corrected during the job interviewing.
The HR Recruiter has to find an approach to sort the job resumes quickly starting the job interviewing process as soon as possible. The HR Recruiter has to develop the simple, efficient and consistent way of sorting job resumes. The consistency is very important to make sure the results of sorting evaluate everyone correctly.
The HR Recruiter has to keep in mind the corporate values and corporate culture to set the correct thresholds to the decision process. The sorting of job resumes has to be quick as well as the HR Recruiter cannot spend long time on it.
The HR Recruiter has to split the selection of job resumes to several steps:
The HR Recruiter has to focus on the job resume cover letters and the grammar used. When there is a mistake, the resume should be refused as the job candidate should make sure the job resume contains no errors. Lack of attention to the details. Using this approach many job resumes will be refused.
The HR Recruiter should focus on the cover letter and job resume and their links and logics. When the HR Recruiter sees a mismatch in the cover letter and the job resume, the job resume can be refused as well.
The HR Recruiter has to develop a quick questionnaire for the phone job interview. This phone job interview has to be standardized with no more than 10 questions to make it quick and efficient. Every single note has to be taken and the candidates have to be evaluated after a battery of 5 phone job interviews. 1 job resume can be selected; the rest has to be refused.
This approach looks very aggressive and potentially rejecting good candidates, but the Graduate Recruitment is mainly about the speed of the recruitment process and this approach allows the organization to react really quickly.
Job Resume Components to Observe
The HR Recruiters are under a huge pressure to select a lot of job resumes quickly every day and to make it consistently. The HR Recruiter has to follow some easy set of the internal rules to decide about the invitation for the job interview.
The HR Recruiter has to develop a set of rules to recognize the good job resume quickly and with no a high level of mistakes. The HR Recruiter needs some time of practicing to be sure to make the best selection of the good job resumes.
The HR Recruiter monitors three main components of job resumes:
- clear message of the content
The design of the job resume is the first thing to notice. The design of the job resume express the personality of the job candidate. The design of the job resume should correspond with the corporate culture as the organization with the a clear and quick decision process should have a mirror in a very clean job resume design. On the other hand, the design is the easiest part of the job resume to get from a specialized job resume web services, which can provide the job candidate with many job resume templates and the HR Recruiter cannot decide just on the basis of the cute job resume design.
The structure of the job resume is very important as it helps to recognize the personality of the job candidate. The structure and logics behind the job resume is very important sign about the personality. When the job resume is excellently structured, the HR Recruiter can expect the same at the job candidate. The structure of the job resume looks pretty simple, but in the reality is not an easy task to accomplish. The structure of the job resume is one of the most important factors to observe during the job resume preselection phase.
The clarity of messages in the job resume is very important as well. The design of the job resume can be very cute, but the unclear messages can destroy the whole job resume. The clarity and structure of the job resume make the final decision about the job candidate at the HR Recruiter's side. The clarity of the messages cannot be changed for the HRM Buzzwords, the clarity is about the clear statements and a clear focus of the job resume.
1.3 Job Interview
The Job Interview is a key step in the recruitment and staffing process. The job interview can be different for the internal and external recruitment, but the job interview is a key step in the process with a significant impact on the result of the whole recruitment and staffing process.
The job candidate also decides about the job position and the impression from the job interview is very important part of his or her decision. The job candidate can just decide based on the professionalism and information provided during the job interview.
The role of the HRM Function is to prepare the job interview and be the professional part of the job interviewing, guiding all the involved parts to the successful decision at the end. The role of the HR Recruiter is to let all the participants feel they did the best.
1.4 Recruitment Process Design and Development
The good design of the recruitment process is a key to the successful recruitment and staffing process. The HRM Function has to focus on the design of the process and to cooperate with all the involved parties - managers, employees, agencies and web recruitment services.
The recruitment process is unique for each organization and the HRM Function has to make adjustments in the general design of the recruitment process, which can be taken from any source.
The recruitment process design is not an easy job, but the HR Recruiter has to be smart enough to bring the recruitment design, which will fit the organization's need.
The recruitment and staffing process can be designed without the actual needs of the organization, but the HRM Function should invest time and effort into designing the correct recruitment process to make sure, the organization will take the result of the design as a benefit. The design of the recruitment process is about the cooperation of the involved parties, it cannot be just a result of the individual job of the HRM Function.
The design of the recruitment process needs a lot preparation before the designing and drawing the recruitment process. The HR Recruiter has to make several steps to be sure to design the process, which will fit the organization.
The HRM Function should focus on the following areas to make a deeper research:
questionnaire for managers
questionnaire for recruitment agencies
The questionnaire for the managers can help to give the basic idea of the expectations of the organization. The managers are a real users of the recruitment process and they should be fully involved in the design of the recruitment process in the organization. They can provide useful information about the speed, cost and quality of the recruitment process.
The recruitment agencies are usually interested in the cooperation with the client as a good design of the recruitment process can help to increase their income, which is always good for them. The recruitment agencies can provide the design of the recruitment process with a very useful information - the best practices collected at the clients. They provide these best practices for free as they want to help.
The measurement is the most important part of the design of the recruitment process. The measurement shows the performance of the current recruitment process and help to identify the weak points in the current set up. The measurement can identify real quick wins, which can help to improve the performance quickly and without any major effort.
Designing Recruitment Process: Recruitment Measures
The measurement of the recruitment process can to design the better recruitment process. The measurement of the recruitment process helps to identify gaps in the process and document them on the basis of numbers. The design of the recruitment process must be done on the basis of the numbers as the managers will try to make a benefit of the new design in their favor and the numbers are the only argument to make them sure about the benefits for the whole organization.
The HRM Function has to identify the correct measures to measure the recruitment process end-to-end as the design of the new recruitment process covers all the identified gaps.
The measures should include:
- number of candidates
- positions open
- sources of the recruitment
Measuring time helps to set the realistic expectations from the new recruitment process. The HRM Function can promise a significant improvement in the time to fill the position, but it has to know the time of the recruitment process right now.
Number of candidates, measured per position and in total helps to find out the potential issues in the area of insufficient number of candidates, which can identify the issue in the recruitment sources or bad cooperation with the recruitment agencies.
The number of open positions at one time can indicate many issues in the organization and help the HRM Function to move more responsibilities to the line management to make the recruitment process more smooth.
The sources of the recruitment are very important as the sources with the highest number of candidates and with the highest success rate should be the favorite source of candidates in the future and the newly designed recruitment process should be built around.
The costs of the recruitment are very important. It is easy to use executive search for all the positions, but the cost per hire is enormous then and the HRM Function has to find the optimum way to hire the new hires at affordable cost to the organization.
The quality of the recruitment is also very important. Nothing can beat the Internet job posting in number of job resumes received, but when the quality has to be proven, the Internet based recruitment can be easily the least efficient source of candidates.
Main Recruitment Process Steps
The aim of the HRM Function is keeping the recruitment process design as simple as possible. The HR Recruiters should not forget about this main goal during the design phase of the recruitment process development.
The recruitment process is simple on the high level, but it contains a lot of interaction among different participants in the recruitment process. The HRM Function, the line manager and candidates need to receive and share a lot of information and their interaction is usually the main issue during the recruitment process.
The main steps of the recruitment process are:
1. Job Design
2. Opening Job Position
3. Collecting Job Resumes
4. Preselection of Job Resumes
5. Job Interviews
6. Job Offer
The job design is the most important part of the recruitment process. The job design is a phase about design of the job profile and a clear agreement between the line manager and the HRM Function. The Job Design is about the the agreement about the profile of the ideal job candidate and the agreement about the skills and competencies, which are essential. The information gathered can be used during other steps of the recruitment process to speed it up.
Chapter 2. Evaluation of methods of recruitment and selection on example of “Procter and Gamble” LLC
Procter and Gamble Company Recruitment and Selection Processes
Procter & Gamble (P&G) is a large multinational manufacturer of various product ranges sold in supermarkets all around the world. Procter & Gamble produce goods including personal care products, household cleaning products, laundry detergents, prescription drugs and disposable nappies.
Procter & Gamble consists of over 138,000 employees working in over 80 countries worldwide. Procter & Gamble goods are sold to consumers in over 180 countries worldwide. P&G is a global company with the annual turnover of $68 bln in fiscal year 2005/2006 and with 1.6 mln shareholders around the globe. P&G operates in more than 160 countries and employs around 135,000 (including the Gillette business).
Operating in Kazakhstan since 1991, P&G Russia is now one of the fastest developing subsidiaries of the Procter & Gamble Company. It has in Kazakhstan a solid portfolio of over 70 P&G brands, the key of them are Ariel, Tide, Fairy, Blend-a-med, Pampers, Always, Pantene, Head & Shoulders, Wella, Gillette and possesses leading market shares in 3/4 of the categories where it operates, esp. detergents, shampoos and diapers. Since the start of its activities in Russia, P&G contributed more than $1.2 billion US dollars in taxes and duties to federal, local and regional budgets.
P&G continually aim to attract, recruit, reward, and advance the finest people in the world. P&G people get involved - with their workplace, their community, their planet, people in need, and each other. So if you're looking for a company whose actions reflect its principles and values and whose people continually expect, contribute, and do more, P&G is a very exciting choice.
By beginning your career at P&G, you'll enjoy:
ь Leadership & Responsibility from Day 1
ь Challenging & Innovative Work Every Day
ь The Best Training & Career Development
ь Opportunities to Customize Your Career
ь Global Leadership with a Social Conscience
As a "build from within" organization, we see 95% of our people start at an entry level and then progress and prosper throughout the organization. This not only creates many wonderful opportunities to grow and advance, it creates a special camaraderie among fellow P&Gers, many of whom came up through the ranks together.
Here, we want you to get your career off to a fast start. That's why we don't have any rotational development programs or gradual ramping-up periods. From day one, you'll help develop or support exciting brands you know while working on projects that have a direct impact on our global, $76.7 billion business.
What's more, you won't get lost in the shuffle of a big, huge organization (even though we are one). We operate under the belief that everyone's desk is a help desk. This means you'll work with truly brilliant innovators who are not only tops in their field - they're approachable, friendly, and happy to take the time to mentor, teach, and pass on their experience.
"Influencing customers to best meet consumer needs."
CBD is more than mere "selling" - it's a P&G - specific approach which enables us to grow our business by working as a "strategic partner" (as opposed to just a supplier) with those who ultimately sell our products to consumers.
"In Touch. Connecting People to Purpose"
Human Resources (HR) strategically partners with our Business Units and Leaders to achieve goals and ultimately drive P&G's growth. We do this by delivering two key outcomes: We Touch & Improve the Lives of our 129,000+ P&G employees AND Enable P&G People and Organizations to Perform at their Peak. When we do these two things successfully, we enable P&G to deliver its Purpose - To touch and improve more consumers' lives in more parts of the world more completely.
Whether it's designing or delivering tools, processes and systems to attract, inspire and develop our talent (people), designing organizations to maximize productivity and reduce complexity to enable peak performance, developing HR and people systems (benefits, payroll, etc.) that are User-Focused, Nurturing our P&G Purpose driven Culture through inclusion, coaching, policy and stewardship, or investing in HR Capability to accelerate the capability of our HR employees, we ensure the work of HR adds value for P&G, shareholders and employees.
P&G career model values breadth, depth and leadership. HR at P&G offers variety, the chance to explore, and to develop as a well-rounded business integrated partner across various parts of the P&G business.
"The backbone of the business."
Administrative/Non - Management positions are available within every department at P&G. Here, you will utilize your exceptional administrative and technical skills to help manage and analyze complex data in order to offer strategic recommendations and provide support in all areas and levels of the business. You'll become a valued partner in reaching team objectives by creating and improving processes that help our business maintain its competitive edge.
2.1 Procter and Gamble, Job Areas and Job Descriptions
Supply Network Operations (SNO)/Logistics
CBD/Sales Business Unit
Legal and Intellectual Property Administrator/Secretary
Finance and Accounting Associates
General Administrative Roles
Supply Network Operations (SNO)/Logistics
Impact business from start to finish. As an SNO/logistics coordinator, you will support external trade customers as well as internal sales personnel through order processing, shipping, invoicing, financial reconciliation, and data analysis. You'll also provide excellent customer service as you correspond with customers and manage replenishment to support target customer inventory/in - stock service levels.
You will manage internal websites, coordinate workshops, panels and events, negotiate with vendors, and work with external agencies to propose budgets. You will also own non - initiative projects, while managing promotion execution and our coupon process development. As a marketing specialist, you could take part in developing and sustaining a current, or one of our next, billion - dollar brands.
CBD/Sales Business Unit
You'll serve as a primary point of contact internally and externally regarding merchandising, pricing and new items. Specific work includes regular customer contact to complete necessary analysis, and administration for all merchandising, pricing and new - item distribution. Other duties include coordinating weekly meetings, writing SSO's and SKU fund rate management.
Legal and Intellectual Property Administrator/Secretary
Interfacing with large/diverse client groups, general counsel, and upper management, you'll handle confidential information daily while you help coordinate litigation and responses to foreign patent prosecution. You'll type legal opinions and memoranda from transcription, type and assemble patent applications, and prepare the "next papers" for attorneys' signatures. And as a notary public, you'll put your seal on many important documents.
If you love finding a bargain, you're perfect for this job. A P&G purchasing associate focuses on optimizing value through cost reductions. You'll also work closely with P&G's Package and Product Development, Contract Manufacturing, plants, and suppliers to ensure our supply system is reliable, dependable, and cost - effective. Purchasing associates develop sourcing strategies, award business, and manage cross - functional alignment while keeping an eye to quality improvements and supply assurance.
Finance and Accounting Associates
Finance opportunities exist throughout P&G, with the most available in Payroll, Treasury, Stockholder Services, Sales Accounting, and Accounts Payable. You can either concentrate on one area, or experience many divisions as you provide financial support to internal organizations as well as outside customers. Your job includes performing basic transactional accounting work in existing accounting systems. However, with budget/expense forecasting, you'll also get to see the financial future. You'll identify cost risks and opportunities by reconciling and analyzing actuals versus forecast while also ledgering important business transitions and work processes.
General Administrative Roles
You'll work on your own, and with teams, to generate new ideas and implement changes. You'll be accountable and own your results. You will need strong word processing, organizational, oral and written communication, and interpersonal skills along with solid leadership/innovative abilities.
At P&G, the opportunities for advancement are limitless. Whether you want to gain experience across departments, brands, or even locations, at P&G, you'll go as far as your talents will take you. Your skills and drive to succeed are the only determining factor in how far you will go! Take advantage of our build-from-within culture, top-notch training and outreach programs, and more to see where you can go. Our career management process allows you and your manager to develop a career path that meets both your individual and the Company's needs.
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