HUL Indore Employee Selection Process
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The document discusses recruitment and selection processes at CH Institute of Management & Communication. It describes the institute's departments and career opportunities. It then discusses the selection process, including preliminary interviews, employment interviews, reference checks, and job offers. It also addresses challenges in recruitment and selection like talent shortages. Common recruitment sources and advertising mediums are identified. The recruitment plan and stages in the selection process are outlined. Suggestions are provided for performance appraisal and improving the fire process. Various appraisal methods like checklists, rating scales, and rankings are defined.
HUL Indore Employee Selection Process
- 1. CH INSTITUTE OF MANAGEMENT& COMMUNICATION
- 2. Departments For Career Opportunities Career in Brands & Development Career in Supply Chain Career in Human Resources Career in Finance Career in Information Technology Career in Customer Development
- 3. The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position.
- 5. Fired process • First process- HUL give some warning to employees they are not perfome well. • Second Process-: Performance Analysis • Third Process-: If some employee performe not up to mark so HUL fired employees.
- 6. Fire Process in HUL Dishonesty, evasion, or lack of integrity on the job. Refusing to follow directions and orders Talking too much and conducting personal business at work. Inconsistency - unreliable work and behaviors Performing tasks slowly, with numerous errors High absenteeism rate. Employees are not completed Target last 5 to 6 months. Employees are not submitted money and stolen some products.
- 7. Suggestion • HUL provides some motivation class for improving work styles. • HUL Provides training to employees.
- 9. Recruitment:- • Organizational activities that provide a pool of applicants for the purpose of filling job openings. • It is a process of searching for prospective employees . • Stimulating & Encouraging them to apply for jobs in the org.
- 10. Sources Of Recruitment: • Present Employees • Educational and Professional Institutions • Public Employment Offices • Private employment Agencies • Employee Referrals • Help wanted Advertising • Walk-Ins
- 11. RECRUITMENT PROCESS FOR FRESHER • WRITTEN /APPTITUDE. • GROUP DISCUSSION. • PSYCHOMETRIC TEST(CONDITIONAL). • TECHNICAL INTERVIEWS(CONDITIONAL). • HR INTERVIEWS.
- 12. RECRUITMENT PROCESS FOR HIGHER POST • PSYCHOMETRIC TEST. • BUSINESS GAME. • HR INTERVIEWS.
- 13. Challenges in Recruitent & Selection: • Talent Shortage • Attrition Rate • Remoteness of Job • Scrutinity of employee’s credentials
- 14. Medium for Recruitment Advertising Television (e.g. News pop-ups, Commercial ads like Accenture & many more) Radio (e.g. Radio Mirchi… ) Magazines (e.g. Business Today, Winning Edge, Human capital…) Newspapers (e.g. Blind Box Ads, Business accents, Times classified etc..) Internet (e.g. Web portal like Naukri.com, Monster.com…) Direct Mail 14
- 15. HUL Recruitment Plan 3) personnel or 2) Management transfer from 4) Management 1) Campus consultancy service one enterprise training recruitment to schemes another
- 16. Selection: • Is the process of discovering the qualifications & characteristics of the job applicant in order to establish their likely suitability for the job position. • A good selection requires a methodical approach to the problem of finding the best matched person for the job
- 17. Selection Process of HUL 1. Preliminary Interview 2. Employment Interview 3. Reference and Background Analysis 4. Job Offer 5. Employment Contract
- 18. Stages In Selection Process: • Stage 1: Screening Of Application Forms. • Stage 2: Tests--Intelligence, Aptitude, Technical, Psychometric, Ability, Interest. • Stage 3: Selection Interview. • Stage 4: Selection Decision
- 20. Performance Appraisal : Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality, performance, potential, of its group members
- 21. Characteristics • It is a step by step process • It examine the employee strengths and weaknesses • Scientific and objective study • Ongoing and continuous process • Secure information for making correct decisions on employees
- 22. Needs and Objectives: • Provide feedback about employees • Provide database • Diagnose the S & W of individuals • Provide coaching, counseling, career planning to subordinates • Develop positive relation and reduce grievance • Facilitates research in personnel management
- 23. Question arises? • Why do we measure performance? • Effective performance appraisal systems • How do we measure performance?
- 24. Appraisal Benefits (cont.) • Appraisals offer employees: – Direction – Feedback – Input – Motivation
- 25. Appraisal Benefits • Appraisals offer the company: – Documentation – Employee Development – Feedback – Legal protection – Motivation system
- 26. Why Important (cont.) • Review performance • Set goals • Identify problems • Discuss career advancement
- 27. Continuous Feedback • Formal appraisals • Informal appraisals • Open communication
- 28. Performance Appraisal Methods • Individual Evaluation Methods – Confidential report – Essay evaluation – Checklists – Graphic rating scale – Behaviorally anchored rating scale
- 29. Checklist method •Simple checklist method •Weighted checklist method •Forced choice method Simple checklist method: Is employee regular Y/N Is employee respected by subordinate Y/N Is employee helpful Y/N Does he follow instruction Y/N Does he keep the equipment in order Y/N
- 30. Weighted checklist method weights performance rating (scale 1 to 5 ) Regularity 0.5 Loyalty 1.5 Willing to help 1.5 Quality of work 1.5 Relationship 2.0
- 31. Graphic Rating Scale • Continuous Rating Scale • Discontinuous Rating Scale Employee name_________ Deptt_______ Rater’s name ___________ Date________ ------------------------------------------------------------------------ Exc. Good Acceptable Fair Poor 5 4 3 2 1 _ Dependability Initiative Overall output Attendance Attitude Cooperation Total score Continuous Rating Scale
- 32. Indifferent Enthusiastic Attitude No Interested Very Interest enthusiastic Discontinuous Rating Scale
- 33. BARS( behaviorally Anchored rating scale) Step 1. Identify critical incidents Step 2. Select performance dimension Step 3. Retranslate the incidents Step 4. Assign scales to incidents Step 5. Develop final instrument
- 34. Performance Appraisal Methods • Group Appraisal – Ranking – Paired comparison – Forced distribution – Performance tests Field review technique
- 35. Ranking method Employee Rank A 2 B 1 C 3 D 5 E 4
- 36. Paired comparison method A B C D E Final Rank A - - - + + 3 B + - - + + 2 C + + - + + 1 D - - - - + 4 E - - - - - 5 No of Positive evaluation Total no. of evaluation * 100 = employee superior evaluation