Herzberg's theory of Motivators and Hygiene factors( satisfiers) suggests that there are certain things that we need to do the job and if they fall below a certain level we will become dissatisfied - but increasing those factors will not encourage us to work harder or better - in fact there is clear evidence to show that above a certain level they result in reduced performance. For example if the temperature is too cold we stop working - when the temperature is comfortable we work efficiently - but if it gets too hot, then our efficiency drops - the same with money. Too little and we are reluctant to work - increasing money may initially encourage us to work harder - especially if the money is output related - but their is a great deal of evidence that once a person is earning enough to meet their needs they tend to seek to work less and have more free time.
Examples of Herzberg's satisfiers are
policy
relationship with supervisor
work conditions
salary
company car
status
security
relationship with subordinates
personal life
Herzberg's research indicated the following to be true motivators
achievement
recognition
work itself
responsibility
advancement
26 April 2011
25 April 2011
Recruitment - In my perspective
SCHEDULING
Basically a recruitment process in a company carried by different methods. Mainly
1.Face to Face
2.Telephonic
3.Video Conferencing
As an IT firm, resources are scare when companies are in a hurry to close the positions. In that case we would be scheduling a telephonic or video conferencing. When resources are plenty, we would be scheduling a face to face discussion once a candidate is open for job change.
But basically as a consultant we focus on F2F interviews since process is fast.
For Example
X company from Chennai has got a project form Y company, California. It is supposed to be finished at by next 8 Months. Project manager while calculating resource requirement mentions that it would demand a professional who is expert in Mainframe software testing using ABC tool. Merely it is very a niche skillset. Since this resoiurce is very critical for this project, it would require to search candidate across world. A professional basically from Chennai located in US, now he is looking for return is a right choice and can be interviewed . In these cases, a telephonic or video conferencing method is preferred.
This is a brief about the process of recruitment in scheduling. The role of consultant, preferences, matching skillsets, managing clients and candidates, proper maintanance of trackers or track records, transparency in selection and process and recruiters skill and domain expertise would be discussed in upcoming blogs.
Basically a recruitment process in a company carried by different methods. Mainly
1.Face to Face
2.Telephonic
3.Video Conferencing
As an IT firm, resources are scare when companies are in a hurry to close the positions. In that case we would be scheduling a telephonic or video conferencing. When resources are plenty, we would be scheduling a face to face discussion once a candidate is open for job change.
But basically as a consultant we focus on F2F interviews since process is fast.
For Example
X company from Chennai has got a project form Y company, California. It is supposed to be finished at by next 8 Months. Project manager while calculating resource requirement mentions that it would demand a professional who is expert in Mainframe software testing using ABC tool. Merely it is very a niche skillset. Since this resoiurce is very critical for this project, it would require to search candidate across world. A professional basically from Chennai located in US, now he is looking for return is a right choice and can be interviewed . In these cases, a telephonic or video conferencing method is preferred.
This is a brief about the process of recruitment in scheduling. The role of consultant, preferences, matching skillsets, managing clients and candidates, proper maintanance of trackers or track records, transparency in selection and process and recruiters skill and domain expertise would be discussed in upcoming blogs.
24 February 2011
Learn to Think
Learn to Think – Part 1
Kalyan Kumar Banerjee, Senior Vice President Mindtree //Copied from different source//
A new firm selling a new integrated HR tool was asked “who is your competition”? They said “no one”. What they really meant was – there’s no equivalent tool in the market that has the features we are offering. They have impressive credentials and admirable track record, but probably they do not understand what competition means. Contrast this to the Coke CEO’s statement that they view Nokia as competition. Why Nokia? Because Coke is fighting for a share of the teenager’s wallet, and Nokia is their biggest threat, fighting for a large piece of the same wallet.
Such thinking as Coke’s leads to innovation. This becomes a completely new way to think. So my first rule on thinking is:
1. Think customer and think of the whole customer, not just as a consumer of your product.
And when we do this, understand your customer is a human being – this means your customer has moods and emotions, has aspirations, and is of course, not always rational! It also means your customer’s needs change with time.
IT professionals in Bangalore may have heard of Career Net. They are a bunch of youngsters who do focused recruitment for young technical people. How did they begin? First they focused only on campus recruitment – they used to give free career advice to final year students in the best colleges in the country. So their recommendations on which job to choose carried a lot of weight, and trust was established.
They kept in touch with the students, and five years later, as you can imagine, these young graduates had five years’ experience. At this moment, if they look for a job change, who do they go to? Career Net, of course. Career Net, thus built and possessed the most impressive and coveted engineers in the land in their contacts list. And it was a qualified list, one built on years of trust.
That leads us to our second rule on thinking:
2. Thinking in Time and Space – imagine what happens to your customer, or your system, in the future.
When you think in time, you understand that your customer grows in time, and needs change, too!
The “free” advice that Career Net provided led to interesting possibilities. That leads us our next rule:
3. Think Ideality – Ideally, what does any customer want? Any customer ideally wants “free, perfect, and now”. Now this sounds impossible? That’s why it is called ideal. But it’s not impossible. Imagine the free or almost for free services you enjoy. Google of course comes to mind, but they are not the only example. The newspaper you enjoy every morning comes for a pittance of its real cost, so do the 150 channels on your TV – thus you do have almost for free examples from the non-internet world also. How do they achieve giving something free? They changed the perspective of who is the customer. You think you are their customer, but they are being paid by someone else. Are you important? Yes, of course you are important – without you reading the newspaper, or using Google, they will not make money. Similarly, Career Net, made their money from the companies they helped recruit from campus, and not from the campus students.
There is another example from a different sector. At Mysore, 140km from Bangalore, you will find an organization called Rudsat. They teach self-entrepreneurship to unemployed youth in the age group 18 to 45. The students receive free lessons, free boarding and lodging for upto 45 days, and then they are ready to start their own business. This model is in existence now for almost 2 decades, and they have 23 institutions now, in 14 states. They have trained more than a 100,000 youth, with 69% success rate. It is funded 20% by the Dharmasthala Trust, but the other 80% comes from Syndicate Bank and Canara Bank. Now is it all charity? Of course not. Where do you think the trained youth will take the loans from, after the training? So these banks have created a new market that did not exist! And you’d believe this when you hear from them their repayment default rates are marginal, compared to the normal segment that did not have this relationship with Rudsat. “Free” does make sense! This leads us to our next rule:
4. Think “who else” – that thinking creates new market segments that did not exist.
In creating such new markets, ITC probably is the most innovative. Typically, when thinking of market for consumer products, you’d ignore the rural Indian base, specially poor farmers who toil hard with no savings. ITC reached out to these farmers directly, and gave them fairer prices for their produce. Thus farmers made more money. With the resultant savings, they could now buy consumer goods. Guess where they buy it from? Of course, ITC is there to sell it to them. Notice how ITC created a market where none seemed possible.
5. Think “what else” – How many of you have not bought a Moser Baer movie for just Rs. 39? Notice how Moser Baer has so comprehensively driven the pirates out of business. Why did they do it? Of course, they have an asset – they are in the storage business and they want to sell more discs – so they created a new market at attractive prices – Again a model of win-win-win, where the seller, the buyer, and the content providers – all benefit. The only losers are the pirates!
There are free under-leveraged “resources” available all around us – the question is: do we think of utilizing these? Take Rail Net – the railway communication network – it existed before we used mobile phones, and it has access to anywhere our railways have reach – that means almost every village in the country. Won’t they have free bandwidth for other stuff? NPTEL figured that out. NPTEL is a government project creating free learning content for anyone to access, and Rail Net bandwidth helps in giving universal access. You’d think these are examples in hindsight, so let’s think what else is freely available?
Well, now think of post offices, or State Bank of India (SBI). They have reach in almost every village and small town in the country. Today, they are even connected! Are they under-leveraged? Of course they are. How can someone leverage on them?
The post offices, already squeezed by private courier companies on one side and threatened by mobile and SMS culture on the other, are probably looking out anyway to redefine their purpose.
Are you thinking these are not technical examples? OK, let me suggest one example from Samsung. BOM cost reduction is a key element in the consumer electronics industry. One technique they use is to just remove a component, and then tell the designers to manage without it. Usually, there’s available redundant power in the remaining processors or components, so the same functionality can be achieved with less.
Again in “what else” thinking, see what Infosys has done. First they built the best infrastructure for an Indian company, and their office became a destination for every visiting Head of State or Prime Minister. Now they have an excellent training campus in Mysore, and see what happens. It hosts all kinds of meetings including Ted.com and ones involving Sonia Gandhi, and even hosts Ranji Trophy. Imagine the kind of branding leverage it generates.
A beautiful example of “what else” is how Apple gives you location information on the iPhone, without the GPS. See how they have done more with less. There’s still opportunity to innovate further. When we are lost and call someone for directions, usually we don’t know where we are. Imagine how easy it gets if the directing party knew the exact location of the lost guy!
What else can the television do? We know it can be used to access the internet, but does it? BSNL provides both internet as well TV access. Why can’t the TV reach the internet? We know there are challenges, but that’s what you need to figure. The key in these is to think consumer, and think applications. Imagine a rail or flight booking application straight from the TV, and paid for through the mobile? And all being achieved using the mobile as your remote control to the TV. Thinking of TV+internet now gives other ideas – We surf the internet based on content, not on IP address. Why can’t we search the TV based on content? I want to watch a Jo Lo movie, give me a choice of channels running such movies, and of course, with ratings and feedback downloaded from the internet. If none is running right now, let me know when one will run, or download one for me, at a price, of course. Or just download clips from youtube. We are no longer captives to the programming strategies of our TV channels.
This leads us to the next rule: “Think Connections” – which I will discuss in the next blog as I continue this post forward.
Kalyan Kumar Banerjee, Senior Vice President Mindtree //Copied from different source//
A new firm selling a new integrated HR tool was asked “who is your competition”? They said “no one”. What they really meant was – there’s no equivalent tool in the market that has the features we are offering. They have impressive credentials and admirable track record, but probably they do not understand what competition means. Contrast this to the Coke CEO’s statement that they view Nokia as competition. Why Nokia? Because Coke is fighting for a share of the teenager’s wallet, and Nokia is their biggest threat, fighting for a large piece of the same wallet.
Such thinking as Coke’s leads to innovation. This becomes a completely new way to think. So my first rule on thinking is:
1. Think customer and think of the whole customer, not just as a consumer of your product.
And when we do this, understand your customer is a human being – this means your customer has moods and emotions, has aspirations, and is of course, not always rational! It also means your customer’s needs change with time.
IT professionals in Bangalore may have heard of Career Net. They are a bunch of youngsters who do focused recruitment for young technical people. How did they begin? First they focused only on campus recruitment – they used to give free career advice to final year students in the best colleges in the country. So their recommendations on which job to choose carried a lot of weight, and trust was established.
They kept in touch with the students, and five years later, as you can imagine, these young graduates had five years’ experience. At this moment, if they look for a job change, who do they go to? Career Net, of course. Career Net, thus built and possessed the most impressive and coveted engineers in the land in their contacts list. And it was a qualified list, one built on years of trust.
That leads us to our second rule on thinking:
2. Thinking in Time and Space – imagine what happens to your customer, or your system, in the future.
When you think in time, you understand that your customer grows in time, and needs change, too!
The “free” advice that Career Net provided led to interesting possibilities. That leads us our next rule:
3. Think Ideality – Ideally, what does any customer want? Any customer ideally wants “free, perfect, and now”. Now this sounds impossible? That’s why it is called ideal. But it’s not impossible. Imagine the free or almost for free services you enjoy. Google of course comes to mind, but they are not the only example. The newspaper you enjoy every morning comes for a pittance of its real cost, so do the 150 channels on your TV – thus you do have almost for free examples from the non-internet world also. How do they achieve giving something free? They changed the perspective of who is the customer. You think you are their customer, but they are being paid by someone else. Are you important? Yes, of course you are important – without you reading the newspaper, or using Google, they will not make money. Similarly, Career Net, made their money from the companies they helped recruit from campus, and not from the campus students.
There is another example from a different sector. At Mysore, 140km from Bangalore, you will find an organization called Rudsat. They teach self-entrepreneurship to unemployed youth in the age group 18 to 45. The students receive free lessons, free boarding and lodging for upto 45 days, and then they are ready to start their own business. This model is in existence now for almost 2 decades, and they have 23 institutions now, in 14 states. They have trained more than a 100,000 youth, with 69% success rate. It is funded 20% by the Dharmasthala Trust, but the other 80% comes from Syndicate Bank and Canara Bank. Now is it all charity? Of course not. Where do you think the trained youth will take the loans from, after the training? So these banks have created a new market that did not exist! And you’d believe this when you hear from them their repayment default rates are marginal, compared to the normal segment that did not have this relationship with Rudsat. “Free” does make sense! This leads us to our next rule:
4. Think “who else” – that thinking creates new market segments that did not exist.
In creating such new markets, ITC probably is the most innovative. Typically, when thinking of market for consumer products, you’d ignore the rural Indian base, specially poor farmers who toil hard with no savings. ITC reached out to these farmers directly, and gave them fairer prices for their produce. Thus farmers made more money. With the resultant savings, they could now buy consumer goods. Guess where they buy it from? Of course, ITC is there to sell it to them. Notice how ITC created a market where none seemed possible.
5. Think “what else” – How many of you have not bought a Moser Baer movie for just Rs. 39? Notice how Moser Baer has so comprehensively driven the pirates out of business. Why did they do it? Of course, they have an asset – they are in the storage business and they want to sell more discs – so they created a new market at attractive prices – Again a model of win-win-win, where the seller, the buyer, and the content providers – all benefit. The only losers are the pirates!
There are free under-leveraged “resources” available all around us – the question is: do we think of utilizing these? Take Rail Net – the railway communication network – it existed before we used mobile phones, and it has access to anywhere our railways have reach – that means almost every village in the country. Won’t they have free bandwidth for other stuff? NPTEL figured that out. NPTEL is a government project creating free learning content for anyone to access, and Rail Net bandwidth helps in giving universal access. You’d think these are examples in hindsight, so let’s think what else is freely available?
Well, now think of post offices, or State Bank of India (SBI). They have reach in almost every village and small town in the country. Today, they are even connected! Are they under-leveraged? Of course they are. How can someone leverage on them?
The post offices, already squeezed by private courier companies on one side and threatened by mobile and SMS culture on the other, are probably looking out anyway to redefine their purpose.
Are you thinking these are not technical examples? OK, let me suggest one example from Samsung. BOM cost reduction is a key element in the consumer electronics industry. One technique they use is to just remove a component, and then tell the designers to manage without it. Usually, there’s available redundant power in the remaining processors or components, so the same functionality can be achieved with less.
Again in “what else” thinking, see what Infosys has done. First they built the best infrastructure for an Indian company, and their office became a destination for every visiting Head of State or Prime Minister. Now they have an excellent training campus in Mysore, and see what happens. It hosts all kinds of meetings including Ted.com and ones involving Sonia Gandhi, and even hosts Ranji Trophy. Imagine the kind of branding leverage it generates.
A beautiful example of “what else” is how Apple gives you location information on the iPhone, without the GPS. See how they have done more with less. There’s still opportunity to innovate further. When we are lost and call someone for directions, usually we don’t know where we are. Imagine how easy it gets if the directing party knew the exact location of the lost guy!
What else can the television do? We know it can be used to access the internet, but does it? BSNL provides both internet as well TV access. Why can’t the TV reach the internet? We know there are challenges, but that’s what you need to figure. The key in these is to think consumer, and think applications. Imagine a rail or flight booking application straight from the TV, and paid for through the mobile? And all being achieved using the mobile as your remote control to the TV. Thinking of TV+internet now gives other ideas – We surf the internet based on content, not on IP address. Why can’t we search the TV based on content? I want to watch a Jo Lo movie, give me a choice of channels running such movies, and of course, with ratings and feedback downloaded from the internet. If none is running right now, let me know when one will run, or download one for me, at a price, of course. Or just download clips from youtube. We are no longer captives to the programming strategies of our TV channels.
This leads us to the next rule: “Think Connections” – which I will discuss in the next blog as I continue this post forward.
02 December 2010
Hawthrone Effect and Theories – My Intrepretations
Basically this is the factor of productivity of workers with respect to pay,light, humidity and rest breaks. It is eventual that all the factors have worked in different time and with different combinations. With reference to Elton Mayo, any productivity model should be a factor in intangable attributes like human behaviour.
The Yerkes-Dockson law depicts and law of Dimnishing Marginal utility, when motivation does increases productivity to certain point, any more motivation would not be effective due to satururation of utility.
The Pygmalion Effect: it is self-fullfilling prophecy, building trust on others and to make them to perform accordingly.
The Placebo Effect: Creating beleif among the people by ineffective treatment, by which individual believes that it will work.
My Intrepretations
In recent times, factors which are supported by external environment (Salary, AC room, Personalized laptops, Salary hike every quater, Bonus, Special offers) works, but it should be bounded by individual's traits. Traits are characteristics which support individual to retain the temporary motivation or thrust by external environment. Traits include loyalty, dedication and so on. If an individual built with all these traits then above theories work and firms should focus on inculcating such traits within their employees.
The Yerkes-Dockson law depicts and law of Dimnishing Marginal utility, when motivation does increases productivity to certain point, any more motivation would not be effective due to satururation of utility.
The Pygmalion Effect: it is self-fullfilling prophecy, building trust on others and to make them to perform accordingly.
The Placebo Effect: Creating beleif among the people by ineffective treatment, by which individual believes that it will work.
My Intrepretations
In recent times, factors which are supported by external environment (Salary, AC room, Personalized laptops, Salary hike every quater, Bonus, Special offers) works, but it should be bounded by individual's traits. Traits are characteristics which support individual to retain the temporary motivation or thrust by external environment. Traits include loyalty, dedication and so on. If an individual built with all these traits then above theories work and firms should focus on inculcating such traits within their employees.
29 November 2010
Recruitment - Introduction
//Data's from WikiPedia//
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.
The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing, or employer branding strategy and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.
Headhunters
A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits.
Niche recruiters
More and more we are seeing the emergence of specialized firms which only staff for a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These Niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers.
Job analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search.[2] Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).
Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing.
Onboarding
"Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months.
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.
The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing, or employer branding strategy and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.
Headhunters
A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits.
Niche recruiters
More and more we are seeing the emergence of specialized firms which only staff for a very narrow specialty. Because of their focus, these firms can very often produce superior results due to their ability to channel all of their resources into networking for a very specific skill set. This specialization in staffing allows them to offer more jobs for their specific demographic which in turn attracts more specialized candidates from that specific demographic over time building large proprietary databases. These Niche firms tend to be more focused on building ongoing relationships with their candidates as is very common the same candidates are placed many times throughout their careers.
Job analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search.[2] Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).
Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing.
Onboarding
"Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months.
29 July 2010
FAMILY PRACTICES DWELLING IN HR
Generally, concepts arise from our ancestral beliefs and practices. Likewise most of our HR concepts relate with our family practices and beliefs which has been left out for us by our ancestors. Now, we will see the concept of Succession Planning & Mentoring and how does it relates with our traditional practices.
Succession Planning:- Experienced people when they quit their job, they usually train their subordinates for a period of time to make the trainee fit into the quitter’s position. Usually, Dad when he is getting out of his business he makes his successor (son/daughter) get trained in the same field just to make him/her to fit into the Dad’s position.
Mentoring:- Similarly a person with more knowledge and experience will be a mentor for either his/her junior, relative, successor, subordinate or student. That’s how in families we use to get advice from our elderly siblings. Healthy practices like assertiveness, disciplinary procedures, Grievance handling, career planning and poaching everything has emerged from our ancestral family practices.
A socially defined way of behavior have been inculcated in all members of family same as corporates. They mention employees as family members and they bound to follow a corporate culture. This is perpetual and goes on for till the social setup survives.
Succession Planning:- Experienced people when they quit their job, they usually train their subordinates for a period of time to make the trainee fit into the quitter’s position. Usually, Dad when he is getting out of his business he makes his successor (son/daughter) get trained in the same field just to make him/her to fit into the Dad’s position.
Mentoring:- Similarly a person with more knowledge and experience will be a mentor for either his/her junior, relative, successor, subordinate or student. That’s how in families we use to get advice from our elderly siblings. Healthy practices like assertiveness, disciplinary procedures, Grievance handling, career planning and poaching everything has emerged from our ancestral family practices.
A socially defined way of behavior have been inculcated in all members of family same as corporates. They mention employees as family members and they bound to follow a corporate culture. This is perpetual and goes on for till the social setup survives.
26 July 2010
ESSENTIAL FACTORS FOR MANAGEMENT
Management is factor of mind. Each and every decision is made by many contributing factors. Those are in terms of Micro and Macro economic factors. An organisation will reach its success with strongly responding to such micro and macro factors. Being well prepared to tackle the certainty and uncertainty make its business run for long term.
Micro Economic Factors
Micro economic factors are controllable. They are internal strength of company. How does it prepare for capturing market, harnessing competitors, dealing with customers, ethical and social responsibility.
5 P’s in Management
Dr.Mildred Golden Pryor, J.Chris White and Dr.Lesile A Toombs coined the term “5 P’s in Management”. It includes purpose, principles, processes, people, perform as terms which predominantly support an organisation to sustain long term growth. With defined purpose and principles the firm inculcate best culture and belief system in organisation. Process portrays the competitiveness of the firm. People are company’s assets, making the best use of human resources brings higher productivity. Final step will be performance. Performance will be result of factors which constituted by above 4 factors.
1. Purpose:
2. Principles
3. Process
4. People
5. Performance
Purpose:
Vision, Mission, Goals, Objective and Strategies
Principles:
Guiding philosophies, assumptions or attitudes about how the organisation should conduct its business.
Process:
Organisational structures, systems, procedure and people
People:
Resources which yields productivity
Performance:
Encompasses all the metrics, measurements, expected results that indicate status of the organization and are used as criteria for decision making.
Micro Economic Factors
Micro economic factors are controllable. They are internal strength of company. How does it prepare for capturing market, harnessing competitors, dealing with customers, ethical and social responsibility.
5 P’s in Management
Dr.Mildred Golden Pryor, J.Chris White and Dr.Lesile A Toombs coined the term “5 P’s in Management”. It includes purpose, principles, processes, people, perform as terms which predominantly support an organisation to sustain long term growth. With defined purpose and principles the firm inculcate best culture and belief system in organisation. Process portrays the competitiveness of the firm. People are company’s assets, making the best use of human resources brings higher productivity. Final step will be performance. Performance will be result of factors which constituted by above 4 factors.
1. Purpose:
2. Principles
3. Process
4. People
5. Performance
Purpose:
Vision, Mission, Goals, Objective and Strategies
Principles:
Guiding philosophies, assumptions or attitudes about how the organisation should conduct its business.
Process:
Organisational structures, systems, procedure and people
People:
Resources which yields productivity
Performance:
Encompasses all the metrics, measurements, expected results that indicate status of the organization and are used as criteria for decision making.
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