TIPS FOR EMPLOYERS

"WE CANNOT PREPARE THE FUTURE FOR THE NEXT GENERATION BUT WE CAN PREPARE THE NEXT GENERATION FOR THE FOR THE FUTURE"

Human Resources being the most valuable and strategic asset, at the end of the day we all bet on people in shaping the destiny of any Organization.

Still very few organizations treat recruitment and selection processes with the same concern and foresight it otherwise deserves. 

The suggested essentialities, inter-alia, are the following:

-Design people management strategies to support the organization’s business objectives and outcomes.

- Aim for recruitment practices, which balance cost and effectiveness.

- Focus practices on the outcome to be achieved.

- Base people management on trust in the workplace.

- Move towards principles based practice.

- Understand the impact of changes before they are made.

Pre-requisites in recruitment and selections

1. The selection criteria should be well defined.

2. No scope for number of interpretations.

3. Should be relevant to the job., covering the skills, knowledge and other attributes and qualities needed to succeed .

4. While short-listing the candidates, selection criteria have to be kept in view.

5. Classify the total applications into three groups---matching the selection criteria, needing further information and rejections with full justification

6. Before the interview take place, the selection panel members must go through the job profile and selection criteria and also study the applications of all the short-listed candidates.

7. Prepare in advance the questions to be asked to each candidates aimed at exploring in depth all aspects of candidates’ personality.---his/her competence, commitment& cultural (adaptability) levels.

8. The interviews environment should be comfortable and interruption free

9. The ideal selection processes are, sending the company literature, or taking the candidates around the plant or office complex; giving presentation on the company including film on the company as well. This helps the candidates make decision about their prospective employers.

10. The interviews questions to be asked should be aimed at finding out candidates’ suitability with reference to their competence, commitment and adaptability

11. To make the interview process a success, the interviewers must have a definite answers to broad range of questions. The questions have to be focused, specific and direct .

12. The main objectives are to break the ice to establish rapport with the candidates, to know who the candidates are, what do they know, what have been their achievements and how good they are at their people skills.

13. There is a need to know what actually the organization is looking for and communicate clearly.

14. The e candidates have right to know the position expectations; compensation package attached to the position, career profile.

15. The interview processes have multi-focused objectives----to facilitate the management to make balanced decision and also enable the candidates to discover sufficient information about the job and organization.

16. Involvement of various interest groups/stakeholders within the company must have say in selection of new employees for effective, selection.

17. This is the emerging reality of the boundary-less operations.

Check on bias

1. The interviewers should guard against unfavourabily favouring the candidates who are like themselves in background, age or outlook (streotypes—syndrome)or favouring those candidates who are quick to establish rapport with them or paying too much importance on first impression.

2. Not allow any one attribute of the candidate to unduly colour estimation of the candidates.

3. Strong need to keep a watch and check on discrimination on ground of region, caste, religion and language

4. Clan syndrome is TO BE DISCOURAGED.

5. Recruit people whom customers like and not those who just fit the job descriptions

RETENTION STRATEGY

1. Create a culture of excellence that will attract people with multi-dimensional experience and skills.

2. Evolve and develop a proactive and enabling work culture for achieving desired synergy, by synchronizing the aspirations of individuals with Organizational goals.

3. Hire personnel in accordance with the company value systems.

4. Design compensation packages that are internally equitable and externally competitive and results based.

5. Establishing HRNET with focus on empowerment , transparency and boundary-less operations.

6. Instituting excellence awards for recognising individual and team --based contributions towards innovation, creativity, and improvement with direct impact on bottom-line

7. " Put employees first, quality, service and profits would follow"