Recruitment Selection Training Development Coverage Campus hiring ET

Recruitment & Selection Training & Development

Coverage. . • Campus hiring – ET Article & discussion. – SIP. . • • Questions & problems to be solved by students followed by Group Discussion. Recruitment selection overview. Selection techniques, AC & BEI Competency Framework & aligning training-recruitment-PMS. – GD & presentation – competencies at three levels. • Basis; technical-conceptual-interpersonal, self-others-results/business, knowledge-style-bandwidth, technical-managerial-leadership – Basis; • Types of competencies; technical-conceptual-interpersonal, self-others-results/business, knowledgestyle-bandwidth, technical-managerial-leadership • Organization(vision/mission/values), level & role – JKO Competency framework, analysis by me & discussion – Alignment; examples JKO & JSW. • • Overview of Training & Development. Video film; Rebirth of an Eagle.

Interview- Thomas Edison way How Edison interviewed people who wanted to work in his company? After initial round of questions, if Edison came across a bright candidate, he would take him out to dinner before making up his mind on whether to hire him. The interview would continue over dinner. When food arrived, Edison would take a bite & remark, ‘I think this needs more salt’. And then he would watch the candidate. If the candidate added salt before testing the food first, he would not be hired. However, if the candidate tasted the food & then decided if salt needed to be added, Edison would hire him Questions What qualities Edison looked for when he did this. Why did he look for that specific quality?

Problems, caselets & Questions for Students. . Assume you are group of experts • Start with Edison • Infosys issue • How will you measure or assess following competencies – – • • • Communication skill Listening skill Influencing skill. . Alternative source of recruitment- Military for administration Manager GET substitued by Diplomas Employee referals. Internal mobility in JSW. Outsourcing recruitment to recruitment agencies by a small company IT & internet enabled recruitment.

Recruitment overview • Steps; – Prepare a list of competencies you are looking for based on organizational analysis & job requirements. – Decide where to source or get the candidates from – Select the candidate based on selection or assessment tools. – Make job offer & plan his induction.

Recruitment overview • Selection & Assessment tools – – – Psychological tests Ability & Aptitude test. Reference checks. Assessment Center(observing in simulated context) On the job observation(SIP) Interviews. Questions – Difference between simulated & on the job observation. – What about other assessment techniques such as role play, GD & many other tools? – Are there different type of interviews & what is BEI

Recruitment overview • Selection & Assessment tools – – – Psychological tests Ability & Aptitude test. Reference checks. Assessment Center(observing in simulated context) On the job observation(SIP) Interviews. Questions – Difference between simulated & on the job observation. – What about other assessment techniques such as role play, GD & many other tools? – Are there different type of interviews & what is BEI

Why Assessment Centres CORRELATION OF VARIOUS ASSESSMENT METHODS TO JOB PERFORMANCE (Ref “Competence at Work - Models for Superior Performance” By Spencer, John Wiley Publications Pg 242) METHODOLOGY 1. COMPETENCY BASED ASSESSMENT CENTRES 2. BEHAVIOURAL EVENT INTERVIEWS CORRELATION (r ) 0. 65 0. 48 - 0. 61 3. ABILITY TESTS(aptitude tests & others) 0. 54 4. ‘MODERN’ PERSONALITY TESTS 0. 39 5. STRUCTURED COMPETENCY BASED BIODATA 0. 38 6. ROBUST REF. CHECKS ON COMPETENCIES 0. 23 7. NORMAL INTERVIEWS 0. 05 to 0. 19 8

Recruitment overview • Measure of effective recruitment – Cost of recruitment. – Attracting talent. Kumar Manglam & his company. – Selecting right talent accurately. Case of talent who perform & stay with organization - Rajeev – Retaining talent. Case of talent who is competent but not culture fit? – Speed – Cycle Time. My experience in JSW

Recruitment overview • Selecting right candidate with competencies who can fit in to culture & stay with organization. Critical factors; – No perfect fit. Look at critical fews – Does she want the job dearly. Will he like the job on offer? – Will he be committed to organization & will stay on? Hesitant about location?

Recruitment overview • Recruitment practices – – Pre placement talks Realistic job preview SIP. Employer branding. Amgen & Tata Steel

Old & new recruiting strategy Old New Grow all your talent Pump talent at all levels Recruit for vacant positions Hunt for talent all the time Go to few traditional sources Tap many diverse pools of talent Advertise to job hunters Find ways to reach passive candidates Specify a compensation range & stay within it Break compensation rules to get the candidates you want Recruiting is about screening Recruiting is about selling as well as screening Hire as needed with no overall plan Develop a recruiting strategy for each type of talent

Introduction • Campus recruitment is a commonly used R&S procedure • Companies visit eminent academic or professional institutes • Beneficial for both – students and companies • Companies get to choose the best from a large pool of young talent • Students get a job offer while still in college

Effective Campus Recruitment Programs Campus selection – the initial step • Curriculum/ranking – Is the school accredited: Is the curriculum relevant to the needs of your organization? • Location – Will the distance to campus justify the time and money it takes to recruit there? Will the distance create relocation and retention issues? • Graduation dates – When will candidates be available for work?

Effective Campus Recruitment Programs • Competitive environment – Are the student’s expectations in line with what the organization can offer? • Potential recruiters/team leaders – Does the company have enough alumni to create a recruiting team? • Internal opinion of the school – What is the general opinion of the school within the company? Would the school be accepted as part of the campus recruiting program?

Effective Campus Recruitment Programs Effective Campus Recruiter • should be selected and trained carefully • represents the company and reflects the company’s culture and image to students and faculty Establishing a Presence on Campus • good relations with the placement cell • campus career fairs, campus competitions etc.

Effective Campus Recruitment Recruiting Methods to. Programs Reach College Graduates • On-campus recruiting • Summer Internship Programs • Campus Competitions

A Typical Campus Recruitment Process Logistics Planning Branding • Employer Branding • Job Branding Identification of Campus • Ranking • Calendar Planning • Promo Events • Recruitment Activities Campus Interview and Offer Management

Identification of Campus • Different companies adopt different strategies for identifying and ranking the campus. • For most of the companies the ranking is done by the top hr team or the strategic teams. • Few companies visit only the top premier campuses where as others prefer to visit lower rung colleges based on their compensation and talent retention strategies. Employer Branding • Due to the fierce war for talent and attracting the best of the candidates companies look forward to Employer Branding which aims at creating a favorable image for the organization and make it sought after among them

Logistics Planning • companies prepare the recruitment calendar i. e when they will be recruiting at the particular campus • Followed by this companies visit the campus and start various activities to promote their brand create a positive image among the participants to attract more and more high potential candidates Campus Interview and Offer Management • Companies start their recruitment process which is usually a multi tier process and includes Personality test , Group Discussion and Personal Interviews • Companies makes on spot offer

Ta. TAGr. OUP • The Tata group comprises over 100 operating companies in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. • The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata Communications and Indian Hotels. • The group has operations in more than 100 countries across six continents, and its companies export products and services to 150 countries. • Development Program in leadership & learning are TAS & HRDP

Contd… TAS (Tata Administrative Services) • • TAS was conceived by JRD Tata, the late chairman of the Tata group, in the 1950 s. TAS recruits young postgraduates from leading business schools each year and puts them through an intensive 12 -month programme This programme impart s the macro view of business which is critical in preparing young professionals for general management. Selection Process – Application form – Chairman’s Group Discussion – Case Presentation – IRIS Psychometrics – Director’s round of Interview

Contd… • TATAHRDP • • • TATAHRDP was initiated in 2006 where specialist role of HR are required to fulfill. Each year HRDP recruits the best talent from premier Indian business schools and Tata companies, based on their performance, interest and capabilities, Trains them for a year with rotations through sub-functions such as recruitment and sourcing, performance management system, training and development, employee relations, community development, etc – Application form – Chairman’s Group Discussion – Interview

GODREJ • • • The Godrej Group is an Indian conglomerate and operates in sectors as diverse as real estate, consumer products, industrial engineering, appliances, furniture, security and agricultural products. Subsidiaries and affiliated companies include Godrej Industries and its subsidiaries Godrej Consumer Products, Godrej Agrovet, and Godrej Properties, as well as the private holding company Godrej & Boyce GURUKUL is the summer internship program. – Application form – Interview – PPI/PPO • • GALLOP is the program for new Management Trainees with an intense one and half-month orientation meant to plug holes in knowledge. GODREJ LOUD Godrej LOUD is a platform for students to live out their unfulfilled personal dreams. Entry to this contest is by invitation only to all full-time first year Post Graduate Programme (PGP) students of SIBM, XIMB, MDI, FMS, IIFT, NITIE and IIM L. Godrej will give 5 winners up to INR 1. 5 lakhs each towards fulfilling their dreams and also, Pre Placement Summer offers into GURUKUL, the summer internship programme at Godrej.

IBM • The International Business Machines Corporation (commonly referred as IBM) is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, United States. • IBM manufactures and markets computer hardware and software, and offers infrastructure, hosting and consulting services in areas ranging from mainframe computers to nanotechnology. • IBM actively recruits at more than one hundred universities across the country • Its presence goes far beyond traditional recruiting events: recruiters sit on advisory boards and panels, guest lecture in classes, and partner with diversity organizations. • This is a technique adopted by IBM to showcase students how at IBM, they can tackle meaningful projects that help the world work better

• IBM’s long-standing involvement at their key recruiting schools has enabled them to get this message across to students loud and clear, and their recruitment brand has become well known among university students. • Recruitment process for IBM begins with sending the resumes, through the Campus TPO's • This is then followed by an independent selection process involving around discussions • This is where the student's interests and skills are matched with the existing business problems that ISL(India Software Lab)projects plan to solve • Offer is made once a match is found • In addition to the regular hires IBM also offers internships to students who are keen to learn while still in college • The internship program allow students to work on high-quality, customerfacing projects • While venturing into new and emerging technologies and business opportunities, they will discover their untapped potential • On completion, internships within IBM also provide the opportunity for fulltime employment depending on performance

Procter & gamble (P&G) Application Assessment Initial Interview Final offer

Contd. . • Application : Applicants apply for the job and learn about culture at P&G by browsing their special site dedicated to this use : experience. PG. com • Assessment: – Success driver assessment (Online) : Assessment – – of background, interests, work related attitudes and measurement of candidate’s capability against competencies required to provide superior performance Reasoning screen (Online) : The Reasoning Screen measures cognitive ability. This is important because the nature of work is complex and continually changing. Depends on desired position. Reasoning test (In-person) : The test is delivered on campus or as a part of final interview. This test measures reasoning skills using numerical, logic-based and figural reasoning type questions. Depends on desired position.

Contd. . • Initial interview: interview • Final interview: Primarily a behavioural event Interview focuses on greater detail around the skills and capabilities. Taking place either on campus or on-site at P&G, it’s also the opportunity to get a more in-depth understanding of culture, values and endless opportunities at P&G. • Final offer

Larson & Toubro (L&T) The company has a culture that fosters positive and healthy competition between individuals and provides opportunity to learn and grow with the organisation. For Management Recruits • • • There is a three-step-recruitment process for Human Resource Learning Programme [HRLP] and a two-step process for Finance Recruitment programme Psychometric Test: For HRLP, Psychometric test is conducted. This Psychometric test is not an elimination round. The test focuses on Personal and Interpersonal Skills and Organisational Fit. Functional GD: On all campuses, L&T holds a one-hour Functional Group Discussion (GD) and an interview. In the Functional GD, students are given topics related to HRM, OB [for HR], Finance and Economics [for Finance]. The focus is on assessing students for communication, depth of knowledge, application of knowledge and participation.

Contd. . • Interview : The interview focuses on Personal and Interpersonal Skills and Organisational Fit. For Engineering Recruits • L&T visits around 80 campuses across country. • Recently, they have started a 'pool campus process' where they invite all AICTE approved colleges in major locations across the country. • This has enlarged the recruitment base for the company, increasing opportunities for bright engineers to make an entry into L&T. Procedure: • Technical Test: The first step is a technical test. The test would be conducted approximately for 1. 5 hours. The questions will be mostly from technical subjects. Candidates can prepare well by collecting some placement papers from the internet.

Contd. . • Technical Interview: Once the technical test is cleared, the candidate will be called for technical interview. L & T usually shortlists best candidates from the technical test. So usually the number of candidates selected for technical interview will be less. Group discussions may be conducted by some divisions before the interview round. But Group discussion may or may not be an elimination round. It means that the HR may or may not eliminate candidates based on the group discussion performance. • HR Interview: Once the candidate clears the technical interview, he/she will be called for HR Interview. In this interview, his/her general ability, communications and personal behaviour will be observed. They will also discuss regarding the package structure. Once this interview is cleared, the candidate will be selected to join the organization.

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GD. . Recruitment of Frontline Marketing executive • Job Profile… • No of persons;

Four stages of Recruitment. . • Defining requirements. – Preparing job descriptions & specifications – Deciding terms & conditions of employment. • Attracting candidates – Reviewing & evaluating alternative sources of applicants, inside & outside the company. – Advertising – Using agencies & consultants. • Selecting candidates – – – Sifting applications Interviewing Testing Assessing candidates Assessment centres Reference checks. • Offering employment, preparing contract of employment

Group Exercise- competencies required for Manager • Company profile & Environment analysis Turnover Rs 5, 000 crores, Business – Tyre Competitors; MRF, Bridgestone, JK, Apollo, . . . Goals – to be largest tyre manufacturer by raising the capacity by two fold & becoming number one tyre company in India – What will ensure business success; Fast growth, branding, cost & quality, customer relationship, leadership & talent development, innovation. – Very tough competition from Indian & Multinational companies. – – • Role or Profile – Frontline Marketing Executive; meeting individual sales target, coordination with production & logistics executives, customer interaction, managing subordinates. – Reporting to Manager Marketing located in Delhi – Location – Gurdaspur, Punjab – Experience – min 1 year preferable

Croup Exercise- competencies required for Manager • Assignment – Competencies required – Selection techniques to assess these competencies

Croup Exercise- competencies required for Manager • Competencies – Communication – Influencing – Problem solving & decision making – Motivating others. – Planning & execution. – Hard work & responsibility. – Creativity. – Positive attitude – not giving up. . . – Achievement orientation. – Smart. . alive, alert, commonsense. . .

Recruitment & selection-what you should know. . Examples for each • Organizational branding; Tata. . ’we also make steel’ • Realistic job preview; JKO Problem. . . did not know constraints of remotely located place. • Internet recruiting & technology enabled recruitment. • Campus recruitment. • Recruitment & selection steps. • Selection & Assessment techniques

Types of tests • • • Intelligence test – measures general intelligence. Personality Test – it assess personality of candidate in order to make predictions about their likely behavior in a role. Examples. MBTI, Big Five. . Ability test measure job related characteristics such as number, verbal, perceptual or mechanical ability. Aptitude test – are job specific tests that are designed to predict the potential an individual has to perform tasks within a job. They can cover such areas as clerical aptitude, numerical aptitude, mechanical aptitude & dexterity. Attainment test; it measures abilities or skills that already have been acquired already by training or experience. Example – Typing test to assess how many words a minute. Characteristics of a good test • Reliability • Validity.