Hnd Business Environment Essay

According to the my selected organization they used external recruitment in practice to attract candidates, They send out a contrast vacancies on weekend newspaper . What is advertisement? Advertising is a one-way communication whose purpose is to in soma potential customers about products and run and how to obtain them For enlisting To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying Use of Advertisements in Recruitment Process. Creating aw areness of Job Opportunities in the specified field of Interest. Finding Desirable Candidates Keeping an competitive edge over competitors as more advertisements attracts scoop up of the job seekers. Advertisement is the fastest way to spread recruitment hiring information . alternative Is the forge of discovering the qualifications & characteristics of the job applicant in order to establish their the likely suitableness for the job position. A good alternativ e requires a methodical approach to the problem of finding the best matched person for the job. Selection Process earlier Interview Selection Tests Employment Interview Reference and Background Analysis Physical Examination Job Offer Employment Contract. Use of mental test in selectionWhy choose testing Objectivity good psychological tests are standardised on a large ingest and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that whitethorn otherwise non be evident. Validity psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilised in junto (for example in an assessment centre) are grittyly predictive of future job performance. Cost the cost of selection errors is large for both the employer and the employee. Psychometric tests do to minimise costs while maximizing potential fit between the candidate and the job.Ar my Alpha and Beta tests (WW1) developed out of an urgent want to select personnel with specific aptitudes for training in specialist and strategic roles. Today Psychological tests widely used in selection practices.USES OF examineS Evaluation of powerful candidate Proper selection of candidate Identifying the candidates personalityPlaces Where Psychological Testing Is Used Colleges or Educational Institutes Army,Navy etc. Bank Airlines Companies Schools So, now a years in most of the places candidates are evaluated on the basis of the psychological test.Advantages can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization can reveal more information about applicantsabilities and interests can get wind interpersonal traits that may be needed for certain jobsDisadvantages difficult to measure personality traits that may not be well defined applicants training and experience may have greater impact on job performance than applicants personality responses by applicant may may be altered by applicants desire to respond in a way they feel would result in their selection lack of diversity if all selected applicants have same personality traits cost may be prohibitive for both the test and interpretation of results lack of recite to support validity of use of personality testsTips Select traits carefully An employer that selects applicants with high degree of assertiveness, independence, and self-confidence may end up excluding females importantly more than males which would result in adverse impact. Select tests carefully Any tests should have been analyzed for (high) reliability and (low) adverse impact. Not used exclusively character tests should not be the sole instrument used for selecting applicants. Rather, they should be used in conjunction with other procedures as one element of the selection process. Applicants should not be selected on the basis of personality tests alone.. Stages In Selection ProcessStage 1 Screening Of Application Forms. Stage 2 TestsIntelligence, Aptitude, Technical, Psychometric, Ability, Interest.Stage 3 Selection Interview.Stage 4 Selection Decision. RECRUITMENT PROCESS PRACTICE. RECRUITMENT PROCESS FOR FRESHER WRITTEN /APPTITUDE. GROUP DISCUSSION. PSYCHOMETRIC TEST(CONDITIONAL). skilful INTERVIEWS(CONDITIONAL). HR INTERVIEWS.RECRUITMENT PROCESS FOR HIGHER POST PSYCHOMETRIC TEST. BUSINESS GAME. HRINTERVIEWS.SELECTION PROCEDURE/STEPS PRELIMINARY SCREENING WRITTEN TEST PSYCHOLOGICAL TEST-INTERVIEW PHYSICAL TEST REFERENCE FINAL SELECTION.. Difficulties in Recruitment process Talent Acquistion. Expensive. Time Constraint. Retention of employees. Managing low contrition rate. Budget.Challenges in Recruitent & Selection Talent Shortage Attrition Rate Reservations and other Gov. Policies Remoteness of Job Scrutinity of employees credentials. Basic Different. Between Recruitment and Selection Recruitment sea rching for and attracting applicants qualified to fill vacant positions Selection- Analyzing the qualifications of applicants and deciding upon those who show the most potentialTake part in the selection process.. How do you come to know about no. of candidates to be recruited? First do check about current attainforce which is on bench and having the required learning then we decide about no. of candidate to be recruited. Whats the first process of recruitment? If the recruitment is on small level and the skillset is tardily available then we scan our database for candidates but if the recruitment is very large and skillset is presice (or scarcity of skillset ) then we give the advertise in news papers... What is the next footfall you follow ? We shortlisted the resume onthe basis of skill and experience and availability of skill set in market, then we invite them for further process like Aptitude Test ,Group Discussion, Interview.. What kind of professionals can find job opp ortunities with the company? We have a rigorous recruitment process to ensure that we hire the best talent in the industry. All our HR processes are competency based. Educational qualifications are function dependent. In addition to a good education, we look for candidates with high potential, integrity and the ability to lead the organisation in future. Our main focus is on internal growth and hence we look for candidates who are steady, interested in building a career with Wipro and who bring a new perspective to the organisation. What kind of retention policies do you implement to fight attrition? Our values and culture, immunity and autonomy, exciting challenges and opportunities for career advancement are our key retention tools. We work in a highly charged environment with talented and successful mountain that motivate one and all. We believe that apart from salaries, employees seek fast growth, exciting work environment and opportunity to make a difference through entrepr eneurial ventures, amongst other things. Each employee has a career growth plan in place. Based on the career plan we give each of them opportunity to work in various functions to get a wide and varied exposure. We also have a compensation design, which aggressively differentiates between performers and non-performers. We also purge morals OF RECRUITING AND SELECTIONExecutives are often surprised to discover how many ethical dimensions exist in recruiting, probably because selection is typically viewed as a practical, quite an than philosophical, decision-support system. Our experience has demonstrated that personal and corporate ethics influence not lonesome(prenominal) who is selected, but how jobs are defined and who becomes a candidate. In the pages that follow, we will search the implications of those (often subtle) ethical issues that impact every employment decision. We willhighlight our belief that there is a moral imperative attached to the recruitment and selection proc ess which can be stated as arriving at a decision which within the constraints of time, economics and the law places the future of the candidate and that of the employer in the least practical jeopardy.It is epitomized by choosing a candidate who will be challenged while succeeding and who contributes to the organizations goal attainment by adding uniquely to its fabric of talents. fashioning an ethical personnel selection involves gathering and carefully analyzing all relevant data so that the decision is wisely drawn, balancing the short and long-term benefits as well as the liabilities which could accrue to the organization and the individual. To achieve such an optimal result requires thoughtful vigilance throughout the planning, sourcing, interviewing and referencing process. www.integrepartners.com (o) 312-819-5900, (f) 312-819-5924 1The legislations of Recruitment and SelectionThe contents of this section includeData guard and freedom of information legislationEqualit y legislationTypes of discrimination direct and indirectLawful discriminationindebtednessWhat you can and cant ask candidatesEquality and Diversity policyIndividual merit principleGood practice guide for interviewing (personal questions)Data protection and freedom of information legislationData protection and freedom of information legislation are important considerations during the recruitment and selection process. Generally, personal data is only to be obtained for specified and lawful purposes (such as obtaining information for selection purposes) and relevant to employment.All information is to be confidentially maintained (e.g. Appointing Committee members must not discuss with anyone other than HR and other Committee members any candidate details).Appointing Committee members should be aware that all documentation (hard copies and electronic copies) about a candidate is potentially disclosable at their request (i.e. application to the Universitys Data Protection and Freedom of Information Office). This includesshortlisting notesinterview notesnotes on testsreferencesIt is, however, important that notes have ample detail so that decisions are fully transparent. This is both in the interests of candidates (who are increasingly seeking feedback on why they were rejected) and of the Appointment Committee members in the accompaniment there is a complaint. It is difficult, if not impossible, to recall specific details of a specific candidate months later in the event that accusations of unfair treatment are made.Equality legislationThere are a number of pieces of legislation impacting the recruitment and selection process. They includeEqual Pay Act 1970Sex diversity Act 1975Race Relations Act 1976 / Amendment Act 2000Parental Leave Regulations 1999The Disability Discrimination Act 1996, 2005, 2006EU Directive 1000/78/EC on Equal Treatment in Employment Equality Act 2006Work and Families Act 2006Collectively these Acts prohibit discrimination in employment (including the recruitment and selection process) on any of the following groundsgendermarital statusfamily statusdisabilitycolourracenationality, national or ethnic originreligion or beliefssexual orientationageTypes of discrimination direct and indirectDirect DiscriminationDirect discrimination is where an individual is do by less favourably than another because of sex, marital status, colour, nation origin, disability etc. An example would be rejecting all women candidates for positions traditionally held by men (e.g. security), or advertising for young researchers (rather than early career researchers).Indirect DiscriminationIndirect discrimination is where everyone is treated the same but there are requirements that disproportionately impact members of a group protected from discrimination (e.g. women, members of a particular religion or race). An example would be height or weight or strength requirements that sort against women but cannot be demonstrated to be related to the ability to competently perform the job in question.Indirect discrimination is the most common form of discrimination though often inadvertent and unintentional. However, the legality of the recruitment and selection process does not rest on good intentions and cannot be used as a defence to a complaint.