Question 2 :You have been appointed as the HR Director of Chhabria Industries, a fast growing industrial empire in India. It proposes to select some managerial trainees. What procedure will you follow for the recruitment and selection of such personnel?Discuss the steps in detail.
ANSWER :
Recruitment is the process of attracting, evaluating, and hiring employees for an organization.The recruitment process includes four steps: job analysis, sourcing, screening and selection, and onboarding.
There are various recruitment approaches, such as relying on in-house personnel, outsourcing, employment agencies, executive search firms, social media, and recruitment services on the Internet.
With a global marketplace for prospective employees, and the enormity of data and applications supplied via the Internet, HR professionals are challenged with filtering vast streams of data to find the best fit.
The Four Stages
Job analysis involves determining the different aspects of a job through, for example, job description and job specification. The former describes the tasks that are required for the job, while the latter describes the requirements that a person needs to do that job.
Sourcing involves using several strategies to attract or identify candidates. Sourcing can be done by internal or external advertisement. Advertisement can be done via local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centers, or the Internet.
Screening and selection is the process of assessing the employees who apply for the job. The assessment is conducted to understand the relevant skills, knowledge, aptitude, qualifications, and educational or job-related experience of potential employees. Methods of screening include evaluating resumes and job applications, interviewing, and job-related or behavioral testing.
After screening and selection, the best candidate is selected. Onboarding is the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees quickly become fully operational.
2. Know-It-Alls
In a similar vein, leaders who don’t credit the talents and knowledge of their people generally don’t produce optimal results. Those who ask for and thoughtfully entertain the input of those who work for them are not weak—they are strong. When bosses listen, employees tend take ownership which—by the way—is strongly correlated with organizational success. By definition, leaders who think they can best figure everything out for themselves are what are called tyrants.
3. Creating the Middle Ground
Following up on the last point, I’ve found that a lot of Know-It-All leaders treat input as a type of disobedience, i.e., if you aren’t with me—agree with my ideas—you are against me. This is certainly not a recipe for achieving the best business outcomes. It is natural for people of different backgrounds and experiences to have varying insights on issues. Leaders create middle ground by pulling in the best parts of all input and use it to craft better overall solutions. Consequently, they are more apt to have people who will offer their insights.
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