Latest Trends in Recruitment and Selection Andre OCallaghan
- Slides: 52
Latest Trends in Recruitment and Selection Andre O’Callaghan July 2011
Trends in SA Between 2004 -2009: l Less than 10% of school leavers wrote HG maths - of these only 50 -60% passed l 7% of all schools provide 90% of all engineering graduates l 1/3 of all school leavers pursuing technical / natural sciences are PDI’s (well into 21 st century majority of accountants, engineers and scientists will not be African)
Trends in SA Unemployment – 1997 to 2009
Trends in SA Employment by sector – 1998 & 2008
Introduction Recruiting gets a whole lot easier when you have a reputation for being a great place to work. Joanna Meiseles Recruitment – the elusive art of securing the perfect ‘fit’ between company and individuals. Is it possible? l
Introduction
Does this sound familiar? l Why should we appoint you? l What are your key strengths and weaknesses? l What do you have what we need?
Inherent factors to recruitment l Attraction Ability l Brand image management l Talent retention l Value-add l Cost
Trends to watch in 2011 Older workforce Alternatives to Facebook
Trends in recruitment l E-recruitment l Social Networking l Temporary staff l Recruitment Outsourcing (RPO) l SA Labour Market l Risk Management
Trends in E-recruitment l l Findings of a SA survey with 144 students (average of 18 years), and 60% female and 40% male: l Digital platforms are the choice for communication (Facebook and BBM) l Email continues to lose its effectiveness as a communication vehicle with this generation. l Google is losing search market share to Facebook (50% of Gen Y chooses to use Facebook as a search engine over Google)
Trends in E-recruitment l MXit is used less than one hour a day l Facebook gets used up to five hours per day l The Gen Y prefer P The internet over magazines P Their cell phone over the internet and P Tertiary education over their cell phone.
Trends in E-recruitment l 87% uses a HRIS l 51% use technology in recruitment l 75% use e-recruitment l 94% of the global 500 use corporate websites and online applications
E-recruitment in SA l Social Networks – Urban African Youth (1992 & 2000)
E-recruitment in SA l Social Networks – Urban African Youth (1992 & 2000) l Implications q SA African Youth – increasingly disassociated from social organisations q According to Stats SA (2005) only 10% of the age group 15 -30 use networks to find a job
E-recruitment in SA l The Internet is growing - 7 in 10 job seekers use it to search for jobs (Career Junction leads this space, followed by Careers 24) l Social media platforms were measured for the first time this year and results indicated that 17% of respondents have used it to look for a job l 80% of job applicants say they don’t mind applying for jobs online, while two thirds prefer responding to job ads by means of email – a significant increase from 50% in 2009
E-recruitment in SA l Nearly three quarters of respondents (3100) have loaded their CV’s onto a database with the hope of being contacted for an interview, of which more than half have been approached by prospective employers. l 1. 6 million job seekers on Career Junction (Feb 2011) l Recruitment pages in newspapers are still the most popular resource (82%) - The Sunday Times Careers supplement continuing to dominate (The Skills Portal, June 2011)
Online job seekers and on-line advertisers - SA Career Junction – 27 Feb 2011
E-recruitment drivers l Reducing costs l Automated processes – thus increase hiring speed (turnaround time) l Widen the selection pool – Greater geographical reach l Brand-building (enhanced corporate image)
E-recruitment drivers l Standardisation – comparison of CV’s l Streamline administration l Speaks to younger generations l Better co-ordination
E-recruitment advantages l Access to vacancies 24/7 l Reaches a global audience l Cost effective way to build a talent bank l Can handle high volumes l Provide more tailored information to the post and organisation l Ease of use for candidates l Applications are instantaneous.
E-recruitment disadvantages l Limit the applicant audience l Cause applications overload or inappropriate applications l Limit the attraction of certain groups l Can be seen as discriminatory l Is impersonal l Can ‘Turn-off’ candidates l Limited information and not user-friendly
Recruitment for the different generations Traditionalists (1922 -1945) Baby Boomers (1946 -1964) Gen X (1965 -1980) Gen Y (1980+) Attitudes &Values Loyalty, Dedication, Sacrifice, Honour, Compliance & hard work Personal Growth, Youthfulness, Equality, Ambition, Collaboration Independence, Pragmatism, Results, Flexibility & Adaptability Confidence, Optimism, Social Awareness, Innovation, Diversity, Technology Goals To build a legacy To put their stamp on things To be independent in all areas To find work & create a meaningful life Generation
Recruitment for the different generations Generation Recruitment Expectations Traditionalists (1922 -1945) Baby Boomers (1946 -1964) Gen X (1965 -1980) Gen Y (1980+) Recruitment to be formal and traditional. Employer-driven negotiations In-person, relationship building recruitment On-site tours, meetings with potential colleagues Review of the company’s reputation Company to have a reputation/ stability Balanced negotiations Company to have strong leaders and a growth strategy Valued employee Open, employee -driven negotiations Company to be Company to socially have career responsible, opportunities, diverse and learning and creative development options
Social networking – X & Y generation l Facebook l 500 million users (1 in every 13 people on the planet) l 250 million people interact with Facebook from outside the official website on a monthly basis, across 2 million websites l 200 million users connect via their cell phones to Facebook l The 35+ demographic is growing rapidly, now with over 30% of the entire Facebook user base. l The core 18 -24 year old segment is now growing the fastest at 74% year on year
Social networking – X & Y generation l Linked. In l 102 million registered members l 68% are over 35 l Over 150 industries represented
Resource process outsourcing l RPO – or Recruitment Process Outsourcing: l The outsourcing of part, or all of its recruitment activities to a service provider
Resource process outsourcing l Benefits l RPO reduces recruitment costs - companies can save on agency fees, advertising fees, employee referral fees, travel expenses, etc. l RPO can help the HR team to focus on their core activities. l RPO is both time-saving and effective because the full scope of recruiting tasks is taken care of by an external dedicated agency
South African labour market Risk Management (facts – Feb 2011) l 6 -20% = criminal records l 18% = some financial record l 18% = False Grade 12 qualifications l 26% = False academic qualifications l 16% = unverified driver's licences
Pre-employment screening Other tools l Financial background checks l ID verification l Driver's licence verification
Factors impacting recruitment External l Labour market conditions l Government policy and legislation l Trade unions l Scarcity of skills and the brain drain
Factors impacting recruitment Internal l Business/Corporate Strategy l Organisational recruitment policy l Recruitment criteria l Costs l Sources
3 possible scenarios 1. Labour demand exceeds supply 2. Labour supply exceeds demand 3. Labour demand equals supply
SA supply & demand (CJI) 2011
Recruitment versus selection Recruitment l The process of searching for the candidates and stimulate them to apply l The purpose is to create a talent pool of candidates l Recruitment is a positive process
Recruitment versus selection Selection l This is about screening and to find the most suitable persons for vacant posts l The purpose is to choose the right candidate l Selection is a negative process
Process to identify job scope and competencies Job analysis and role profiling determine the following: l Job content l Standards/outputs l Minimum requirements l Competencies required
Changes Internal and external Job Analysis Job Profiling Job Description Job Grading Initiate Recruitment
Job analysis process example Skills Analytical English verbal and written communication Problem-solving Negotiation Behaviours / Attributes Decisiveness Handling stress Persistence Flexibility Knowledge GAAP Labour Law Budgeting process Accounting principles and tax regime
Advertising the job – AIDA principle A= Attention l I = Interest l D= Desire l A= Action l
The recruitment process MANPOWER PROVISIONING - A “Good Practice” Model Manpower Provisioning Needs Identification Job Analysis Approvals & Budgeting RECRUITMENT Retention • Annually • Job Analysis • Per position • Requisition • Reviewed Monthly • Job Spec • Approval • Source of supply (Internal/External) • Man Specifications • Job Grading • Advertise • Pre-Selection and Shortlisting • Selection and Decision • Job Offer • Appointment
The recruitment process l Identify vacancy l Prepare job description and person specification l Advertising the vacancy l Managing the response l Short-listing l Arrange interviews l Conducting interview and decision-making
Pre-selection l Telephone screening l Paper screening l Short listing
Questioning technique KPA Outputs/Objectives Standards/Measures Activities Behaviour-based interviewing Behaviour-based questions Competencies
Behaviour-based questions Use the following approach: l Position your question in a specific situation or task l Ask the applicant what actions he or she took (what was done and how? ) l What results were achieved (effect of action) S R T A
Useful questions l Rapport-building questions l Open-ended questions l Non-Question questions l Use ‘soft’ words
SMME Recruitment challenges l Absence of a professional HR resource l SMME’s are used as a stepping stone l The manager/owner fulfils a more diverse role that their corporate counterparts l Recruitment is often informal, unstructured and reactive l SMME’s need to compete for skills in a competitive environment
Internal vs. external recruitment Advantages internal recruitment l l Motivating for performance Promotion opportunities Assessment of potential Inspires morale and loyalty Advantages external recruitment l l New insights and ideas Existing hierarchy remains intact Diversity New energy Disadvantages: l l l Inbreeding/no innovation Politics, infighting Need a strong management and leadership development Disadvantages l l Loss of time – to adjust Current staff do not apply “Fit” is sometimes an issue Costs
Assessments in recruitment SA Legislation (Section 8 of the EE Act) l Any psychometric assessments must be valid, reliable and fair towards all employees and people l Assessments must be validated for all cultures, situations and groups in SA l Most tests are controlled by the Health Professions Council of SA (HPCSA) l All test administrators must be registered as a psychotechnician, psychometrist or psychologist.
Assessments in recruitment Typical assessment tools: l l Cognitive Assessments Aptitude Assessments Personality Tests Interest Questionnaires
Questions and Answers
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