LECTURE 6:

RECRUITMENT , SELECTION AND INDUCTION INTO THE

ORGANIZATION:

Like any resource management, human resources needs to plan and use
management methods. The human resources manager is required to watch over
the "stock" available .Recruitment is the method used by the manager of human
resources to introduce a new skill within the company ,expertise within the
company. It is important for him/her to know when to recruit and to recruit
without jeopardizing the financial stability of the company.

This part of the role of human resources manager has three main areas:
recruitment, integration and compensation.
1 - Recruitment Procedures

Recruitment is a time and a significant capital investment, which is also the start
of a collaboration that may be rich and then completely constructive or
destructive. A good recruitment: the right person at the right place.
It is therefore necessary to identify the needs of the labor organization.
To predict the needs of labor, it will be necessary to determine the operation of
strategic objectives. {This step is to clearly identify the type of skill and the
most appropriate time for the hiring of staff.
The following questions are to be asked to ease the identification of needs:
• What function should we meet?
• How does the current role evolve?
• What type of skills will he /she need for the job?
• How many people do we need to do the job?
• When and for how long?
• Within the current workforce, are there employees who can do the job?

Any healthy human relationships and perennial is based on trust and exchange.
It is the same with regard to recruitment. Though it is important to ensure the
financial equilibrium of the company, the selection of the candidate must above
all meet the requirements of the position and not the financial requirements.
Recruitment must be fair.

2 - Definition and analysis of needs

There are currently no recruitment without the need for new skill or increase
effective.
We must therefore ask the right questions. The time spent upstream to ask the
right questions about the skills and knowledge to be a gain in time and money.
a) Why should I hire?

Recruitment policy was launched after getting a positive response {one of these
two questions had to be asked namely: how was the position created and / or is
there the currently the departure of a colleague?

b) To whom do I turn?

It is important to know if there is no competence within the company in order to

apply within the organization, if that is the case then in this case, the Appeals or
application is made within the company using current company policy .

c) What does the company need?

It is important to define the exact skill needs of the enterprise.

To this we must highlight the various missions assigned to the candidate. Stating
that the qualifications for the position is in line with the rest of the team.

d) information channels

We have chosen the right channels to publicize our job?

Several canals are present :
• For internal recruitment: the means of communication used within the
company {ie display, internal networks, internal magazines, ...
• For an outsourced recruitment, the company authorized to media: newspapers,
TV, radio, website, specialized firms, schools, training centers, spontaneous
external applications ...

e) The necessary precautions

We must be aware of the significant investment that is involved in recruitment .
To do so we must take the necessary precautions. Prepare a fact sheet of
recruitment to properly evaluate candidates. Make a financial forecasting.
Identify ways of training, support and integration of the new recruit.

f) Develop, implement information policy and start the process.

Summarize right questions (see table {Define the objective to achieve the
below). WHAT? target and the constraints
WHO Define the various stakeholders, to
involve stakeholders:
• Who will? : Myself, a closet, two ...
• Who makes the final decision?
• Who will accompany the train, will
manage the?

OR? Define a perimeter area of

intervention.
Which will unfold the various phases
of recruitment? In that room it?
Where will set the position of the
successful candidate in the company
and in the team?
WHEN? Consider issues related to time:
• When to incorporate candidate?
• When the process begins?
• When are the different phases of
recruitment?

HOW? Define the different steps:

• How do I recruit?
• What methods are used? What tests?
What types of interviews?
• Which channels, newspapers or
website choose?
WHY? Stake them identify the constraints, or
changes that will have to be made,
weigh the pros and cons, strengths
and weaknesses of your choice for
recruitment.
HOW? Determine the budget {this
recruitment and budget for the
installation of the employee recruited.
Its integration with devices
remuneration salary, any training ...

Search and selection of candidates :

After planning the recruitment process, it is important to create a profile post
and create essential skills.

Establishment of a job description :

The definition of the position to promote is to drive with the future supervisor of
the employee recruited.
• Depending on the requirements of the position, the following elements must be
included in the job description for a recruitment process:
- Qualification
- Status
- Type of contract
- Mission (s)
- Work Environment
- Job description accurate enough
- Training
- Languages
- Software
- Work experience desired
- Know how to
- Skills and compatibility with the team
- Driving license
- Compensation and peripherals
- Benefits;
- Date and anticipated start
- Hours of work, hours
- Link labor
- Specific constraints;
- Conditions of engagement ...

Competency :
Using the job description, the manager responsible for recruitment should
develop a grid of essential skills.
The grid with the job profile is directed towards the skills to complete the job
and skills related to the manager and the team: the position in its environment.
The competency framework can be used to select candidates, conduct interviews
and even monitor the integration.

The Job:

The job in writing is necessary to attract candidates with the required skills.
The announcement must submit the assets of business, save time and be in
compliance with law and ethics.

Some things to consider in writing an offer of employment:

- All data supply must be true without exception,
- Any job must have a release date
- The titles and job descriptions must be in the language or languages of general
usage. Those dealing in foreign languages are reserved for vacancies in a
foreign country.
- The person who reads the ad must know whether or not the position suits him
/her.

The Schema of the job :

- Fast Company Presentation
- Title
- Candidate profile
- Main tasks
- Additional information
- Remuneration
- Future developments

Screening of applications :
Screening is the first step in contact with the candidates.
- It should save time, only select a reasonable number of candidates to be called.
- Be based on evidence, with the screening grid .
The screening is done at the same time:
- Substance: Clear the background of the candidate in general by highlighting
what seems exaggerated, inconsistent, forgotten ...
- On the form: clarity of the record, concise, ...

It is wise to focus on concrete facts throughout the process.

Each point in the letter and account must be analyzed in a factual manner and
not emotional, to assess whether the application meets the objectives set by the
company. From screening, classify applications into three groups:
Off topic nominations
Medium applications + or - targeted
Candidates that match
Quickly send a negative post
Set aside possibly send a mail queuing
Deepen the folder with its grid, call the candidate if accepted.

DIAGRAM OF SCREENING
Selection of finalists
A good selection must:
- Meet the requirements of the position
- Make sure that both sides of the choice is appropriate and in line with
expectations,
- Exchange with those concerned with the recruitment and validate all the
choices.
STAGES OF THE SELECTION OF CANDIDATES
- Study the application files
- Conducting telephone interviews
- Conduct interviews for yourself (one or more)
- Pass tests and simulation exercises
- Check any references,
- Respond to all candidates
- Manage the hiring (medical, administrative, ...)

EVALUATED BY EXPERIMENTS
The scenario may be more effective than conventional tests for:
 To propose a more concrete approach of the position;
 put the candidate in a position relative to the position he/she will occupy,
its missions;
 evaluate its reactions to the problem;
 Assess the gap between the discourse and the maintenance action on the
ground.

Example: Commercial → propose a speech short sale Accounting → save an

invoice

Deciding between the candidates interviewed :

For these candidates, go on an objective basis. Take for example the grid
essential skills and give them a weighting according to their importance in a
table. It does not retain the desirable skills for simplicity, focus on the key
points which we attribute as coefficient task.
Each candidate receives a score between 0-1 (worst) and 0-5 (best), which is
multiplied by the corresponding coefficient. The finalists are being compared
on the same factual basis.

How to interview ?

Management Method and HRM tools aimed at improving the competitiveness of

a company looking for the best possible match between the necessary and
available now.
When talking about management:
 Staff s
 Skills,
 Absences
 Folders
 Changes,
 Careers,
 Promotions
 Vacations,
 social relations ...

1. The workforce planning

The workforce planning methods that corresponds to the interested employee in

a collective and quantitative aspects of the evolution of a population of
employees.

The number of employees is the number of people that a company uses to

accomplish its mission and achieve its business. This number is also what it
takes to make the business work properly that is to say, without significant
nuisance or for business, or for workers.

Management staff numbers is a set of operations designed to operate a business

with the number of employees that allows the company to achieve its objectives
while reducing costs: an effective optimum said.

The objectives of the Workforce Management

Several objectives, namely:

 Master the outer movements (recruitments, departures) and internal
movements across the workforce
 Mastering personnel costs (expenses related to employees)
 Mastering the balance between the number and activity of the company,
 Check the relationship between man and the office.

The workforce analysis :

The optimum effective :

The optimum strength is the number required for a service or a business

function properly and achieve its objectives. In this case, the company can
achieve acceptable performance aspects outside the jurisdiction of each worker.
When the balance is upset management problems may occur.

The number is higher than the optimum effective:

In this case, the excess marginal people has zero contribution. The number
brings nothing more to the company then it is a burden. The company supports
unrequited labor costs in terms of efficiency and productivity.
Such a situation may lead the company into financial difficulties.

The actual strength is below the optimum effective :

In this case, the company staff shortages which may prevent proper operation
and objectives if other means remain unchanged.
This case can be due to:

 Work overload,
 Lack of motivation,
 Reduced quality of service or quality of production,
 Decreased production and turnover,
 Presence of stress and disease.

Control staff is capital for the survival of the company. This could be an
important indicator for the company in that it can address weaknesses in the
system of career management, social policy, the remuneration policy and
motivation.

Structural analysis :

The analysis can also be done structurally.

This is a detailed analysis to make a diagnosis of the workforce based on several
criteria, identify inconsistencies and take corrective action.
This analysis is done from multiple tables or tools such as:
The distribution of employees by category
The distribution of employees by occupation and skill level
The breakdown of the workforce by age
The breakdown by age
The breakdown by nationality
The breakdown by type of contract
The Turn-over

Movements in the business :

Several movements are within the company. Soft movements of human

resources can be planned or sudden. Movements can create a lack of staff or a
combination of position (Acting).
Movements that may be encountered in the workplace:

 The retirement,

Withdrawal in service or retirement in a company is a movement skill that

occurs depending on the age of the employee or the length of his/her career
within the company.
In Côte d'Ivoire the retirement age is 60 years or after 35 years of career.
 Resignation :

Resignation is a voluntary act by an employee to terminate his/her employment

contract. This judgment may be caused or entirely voluntary. Under the law, a
notice must be made by the employee before his/her departure. The resignation
is an unpredictable movement that creates an imbalance that must be quickly
managed by the manager of Human Resources.

 Dismissal :

Dismissal is a termination of labor by the employer. It can be a strategic

decision facing an economic situation and / or managerial. The dismissal may
also be a measure of punishment in case of serious misconduct e (reason: gross
misconduct) of the employee.

 Termination :

The termination is a non-renewal of his employment contract application

deadline. The termination usually occurs with a fixed-term contract (CDD) .
 Death :
 Leave:

Leave of absences are of expertise within the company at work. Employees on

leave are still part of the company's workforce.
The employee is entitled to leave after twelve months of work in business
continuously. Art 25.5 of the Labour Code Ivorian 95-14 of 12 Jan 95. We are
talking about annual leave.
In this code, the law provides 2.2 days per month spent in business. These
holidays are paid for.
According to Article 23.5 of the Labour Ivorian 95-14 12 Jan 95 Code, every
pregnant woman is entitled to 14 weeks of leave (maternity) including eight
post-grant.
The sick leave is determined by a competent authority (in the occurrence of a
doctor) and supported by a medical certificate.
 The new post :

Following a managerial and / or strategic decision, a vacancy can be created.

This decision involves a new skill (can be internal or extern).

 Recruitment

Recruitment is the set of processes to integrate a new skill within the company
to satisfy a need previously defined: Adding an employee.

 The absence.

Absence is a short period which an employee is out of business. It may be

provided by the employer (authorized) or spontaneous.
There is talk of unauthorized absence if the employee is absent for personal
reasons not covered by the regulation. In this case, the absence will be deducted
from the annual leave.
The Human Resources Manager shall provide any foreseeable movement in
time. Namely: retirement, the termination, the leave provided by law, the
creation of employment, recruitment, absence granted.
The workforce planning and career is a vital asset when done accurately allows
the manager to anticipate situations of quantitative and qualitative imbalances
competence of the company.
Substitution policies should be implemented.

What to do?

Faced with movements within the company, the human resources manager must
implement policies to maintain the balance of the company.
a) REPLACEMENT

The company must function optimally even if an employee is absent. We must

therefore develop a replacement plan.
The replacement plan is:
 to raise competence in employees (managers)
 empower each employee
 enhance the role of referents,
 promote the transfer of skills.

It is essential to know who is responsible for what, and when the manager is not
there to replace him/her especially in the important tasks.
The replacement can be chosen inside or outside the entity.
It is important to replace a missing person. Management planning skills can
know who is responsible for what.
To do so, it is best to establish a replacement grill to know based on the job
description and identification of common skills.
With a replacement plan, each employee knows that the head of such a mission
for example is X, and when absent, Y replaces.
This plan also helps prepare the leave of an employee.

II-INTEGRATION
This is a very important step, it is crucial because it allows both sides to validate
the recruitment, the fluidity of relationships between the protagonists and build
the future.
An error in recruitment is seen during the trial period.
This period of integration allows to involve a number of employees, give them a
role in the rewarding.
The company and the candidate to choose, they should be reassured that this a
mutual commitment.
The first company in the past times greatly determines the understanding of its
operation and its culture for the new employee and, therefore, its future
behavior.
The integration extends over several months, this is a process that transmits
culture, corporate values, validate the skills of the employee in assigning
responsibilities to verify and establish a cooperative relationship.
The objectives of the integration :

The integration has several objectives:

 Create good psychological working conditions
 Give the employee the motivation for quality work
 Facilitating Learning
 Reduce the time efficiency of the new worker
 Develop the earlier sense of belonging maintenance
 To know the values, culture and expectations of the company

The first day :

This is a stressful time for the new employee. The new employee must know
what it is expected.
Some measures must be taken to effect that:
 Identify the newcomer of the home date and name of the person responsible,
 Inform current employees of the arrival of a new person in the team and
communicate their name, position and function
 To be presented at the time of arrival, make him/her turn around the
company;
 Please ensure that its workspace is ready (work room or office, workstation,
equipment and working papers, office supplies)
 Post on his desk by example restaurant tickets, contract mutual, the host
delivered the Rules of Procedure, the organization ...
 Plan training to follow
 Identify the potential sponsor
 Provide a tour of the company,
 Provide a welcome spot, possibly go to lunch with him and at lunch ... in short
find an opportunity to get to know, in a friendly atmosphere.

Monitoring
The home of an employee is not limited to the first day. It should then continue
the integration, do not release:

 Provide face to face interviews with various collaborators with whom he will
work, eg one hour;
 Identify the first day as referent or more,
 Be entrusted one or more missions / tasks upon arrival, make independent and
responsible as soon as possible (not seen);
 Be emblematic, fix clear objectives, especially if it is a young graduate;
 Make an assessment of the level of employee satisfaction: work, environment,
values, ...
 Make the point with him regularly provide "interviews steps" (one month, two
months, three months ... etc..)
 There should be evaluated by the supervisor: strengths, weaknesses.

Form a Scorecard :
From all this device can allow a new employee to become familiar with their
work environment, successfully taking office, be efficient and have a good
career.
It is important to stress that the success of integration depends not only on the
integration of the company policy but also on the ability of newcomers to adapt
his behavior, his knowledge of the company and its competences (knowledge
and skills).