Transcript Slide 1

Latest Trends in Recruitment
and Selection
Andre O’Callaghan
July 2011
Trends in SA
Between 2004-2009:
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Less than 10% of school leavers wrote HG maths - of these
only 50-60% passed
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7% of all schools provide 90% of all engineering graduates
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1/3 of all school leavers pursuing technical / natural
sciences are PDI’s (well into 21st century majority of
accountants, engineers and scientists will not be African)
Trends in SA
Unemployment – 1997 to 2009
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40
15-24
25-34
35-65
30
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1998
1999
2000
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2004
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2006
2007
2008
2009
Trends in SA
Employment by sector – 1998 & 2008
3500000
3000000
2500000
2000000
1998
2008
1500000
1000000
500000
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Introduction
Recruiting gets a whole lot easier when you have a
reputation for being a great place to work.
Joanna Meiseles
Recruitment – the elusive art of securing the
perfect ‘fit’ between company and individuals. Is it
possible?

Introduction
Does this sound familiar?
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Why should we appoint you?
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What are your key strengths and weaknesses?
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What do you have what we need?
Inherent factors to recruitment
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Attraction Ability
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Brand and image management
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Talent retention
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Value-add
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Cost
Trends to watch in 2011
Older workforce
Alternatives to Facebook
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Trends in recruitment
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E-recruitment
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Social Networking
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Temporary staff
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Recruitment Outsourcing (RPO)
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SA Labour Market
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Risk Management
Trends in E-recruitment
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 Findings of a SA survey with 144 students (average age of 18
years), and 60% female and 40% male:
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Digital platforms are the choice for communication (Facebook
and BBM)
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Email continues to lose its effectiveness as a communication
vehicle with this generation.
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Google is losing search market share to Facebook (50% of
Gen Y chooses to use Facebook as a search engine over
Google)
Trends in E-recruitment
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MXit is used less than one hour a day
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Facebook gets used up to five hours per day
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The Gen Y prefer
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The internet over magazines
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Their cell phone over the internet and
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Tertiary education over their cell phone.
Trends in E-recruitment
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87% uses a HRIS
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51% use technology in recruitment
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75% use e-recruitment
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94% of the global 500 use corporate websites and
online applications
E-recruitment in SA
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Social Networks – Urban African Youth (1992 & 2000)
Church
Sports
Youth
Political
2000
1992
Stokvel
Students
Trade Union
Civic
Other
None
0
10
20
30
40
50
60
70
E-recruitment in SA
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Social Networks – Urban African Youth (1992 & 2000)
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Implications
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SA African Youth – increasingly disassociated from
social organisations
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According to Stats SA (2005) only 10% of the age
group 15-30 use networks to find a job
E-recruitment in SA
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The Internet is growing - 7 in 10 job seekers use it to search
for jobs (Career Junction leads this space, followed by
Careers24)
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Social media platforms were measured for the first time this
year and results indicated that 17% of respondents have used
it to look for a job
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80% of job applicants say they don’t mind applying for jobs
online, while two thirds prefer responding to job ads by means
of email – a significant increase from 50% in 2009
E-recruitment in SA
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Nearly three quarters of respondents (3100) have loaded
their CV’s onto a database with the hope of being contacted
for an interview, of which more than half have been
approached by prospective employers.
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1.6 million job seekers on Career Junction (Feb 2011)
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Recruitment pages in newspapers are still the most popular
resource (82%) - The Sunday Times Careers supplement
continuing to dominate (The Skills Portal, June 2011)
Online job seekers and on-line
advertisers - SA
Admin
Sales
IT
Education
Engineering
On Line employers
Online job Seekers
Public Sector
Manufacturing
Telecomms
Retail
Finance
0
5
10
15
20
25
30
35
Career Junction – 27 Feb 2011
E-recruitment drivers
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Reducing costs
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Automated processes – thus increase hiring speed
(turnaround time)
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Widen the selection pool – Greater geographical reach
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Brand-building (enhanced corporate image)
E-recruitment drivers
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Standardisation – comparison of CV’s
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Streamline administration
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Speaks to younger generations
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Better co-ordination
E-recruitment advantages
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Access to vacancies 24/7
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Reaches a global audience
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Cost effective way to build a talent bank
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Can handle high volumes
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Provide more tailored information to the post and organisation
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Ease of use for candidates
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Applications are instantaneous.
E-recruitment disadvantages
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Limit the applicant audience
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Cause applications overload or inappropriate applications
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Limit the attraction of certain groups
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Can be seen as discriminatory
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Is impersonal
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Can ‘Turn-off’ candidates
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Limited information and not user-friendly
Recruitment for the different generations
Traditionalists
(1922-1945)
Baby Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(1980+)
Attitudes
&Values
Loyalty,
Dedication,
Sacrifice,
Honour,
Compliance &
hard work
Personal Growth,
Youthfulness,
Equality, Ambition,
Collaboration
Independence,
Pragmatism,
Results,
Flexibility &
Adaptability
Confidence,
Optimism, Social
Awareness,
Innovation,
Diversity,
Technology
Goals
To build a legacy
To put their stamp
on things
To be
independent in
all areas
To find work &
create a
meaningful life
Generation
Recruitment for the different generations
Generation
Recruitment
Expectations
Traditionalists
(1922-1945)
Baby Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(1980+)
Recruitment to
be formal and
traditional.
Employer-driven
negotiations
In-person,
relationship
building
recruitment
On-site tours,
meetings with
potential
colleagues
Review of the
company’s
reputation
Company to
have a
reputation/
stability
Balanced
negotiations
Company to
have strong
leaders and a
growth strategy
Open, employee
driven
negotiations
Company to
have career
opportunities,
learning and
development
options
Valued
employee-driven
negotiations
Company to be
socially
responsible,
diverse and
creative
Social networking – X & Y generation
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Facebook
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500 million users (1 in every 13 people on the planet)
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250 million people interact with Facebook from outside the
official website on a monthly basis, across 2 million websites
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200 million users connect via their cell phones to Facebook
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The 35+ demographic is growing rapidly, now with over 30%
of the entire Facebook user base.
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The core 18-24 year old segment is now growing the fastest
at 74% year on year
Social networking – X & Y generation
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LinkedIn
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102 million registered members
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68% are over 35
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Over 150 industries represented
Resource process outsourcing
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RPO – or Recruitment Process Outsourcing:
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The outsourcing of part, or all of its recruitment
activities to a service provider
Resource process outsourcing
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Benefits

RPO reduces recruitment costs - companies can save on
agency fees, advertising fees, employee referral fees,
travel expenses, etc.
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RPO can help the HR team to focus on their core activities.
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RPO is both time-saving and effective because the full
scope of recruiting tasks is taken care of by an external
dedicated agency
South African labour market
Risk Management (facts – Feb 2011)
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6-20% = criminal records
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18% = some financial record
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18% = False Grade 12 qualifications
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26% = False academic qualifications
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16% = unverified driver's licences
Pre-employment screening
Other tools
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Financial background checks
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ID verification
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Driver's licence verification
Factors impacting recruitment
External
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Labour market conditions
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Government policy and legislation
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Trade unions
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Scarcity of skills and the brain drain
Factors impacting recruitment
Internal
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Business/Corporate Strategy
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Organisational recruitment policy
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Recruitment criteria
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Costs
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Sources
3 possible scenarios
1.
Labour demand exceeds supply
2.
Labour supply exceeds demand
3.
Labour demand equals supply
SA supply & demand (CJI) 2011
Recruitment versus selection
Recruitment
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The process of searching for the candidates and
stimulate them to apply
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The purpose is to create a talent pool of candidates
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Recruitment is a positive process
Recruitment versus selection
Selection
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This is about screening and to find the most suitable
persons for vacant posts
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The purpose is to choose the right candidate
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Selection is a negative process
Process to identify job scope
and competencies
Job analysis and role profiling determine the following:
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Job content
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Standards/outputs
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Minimum requirements
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Competencies required
Changes
Internal and external
Job Analysis
Job Profiling
Job Description
Job
Job Grading
Initiate
Recruitment
Job analysis process example
Skills
Analytical
English verbal and written
communication
Problem-solving
Negotiation
Behaviours / Attributes
Decisiveness
Handling stress
Persistence
Flexibility
Knowledge
GAAP
Labour Law
Budgeting process
Accounting principles and tax regime
Advertising the job – AIDA principle
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A= Attention
I = Interest
D= Desire
A= Action
The recruitment process
MANPOWER PROVISIONING
- A “Good Practice” Model
Manpower Provisioning
Needs
Identification
Job
Analysis
Approvals
& Budgeting
RECRUITMENT
Retention
• Annually
• Job Analysis
• Per position • Requisition
• Reviewed Monthly • Job Spec
• Approval
• Source of supply (Internal/External)
• Man Specifications• Job Grading • Advertise
• Pre-Selection and Shortlisting
• Selection and Decision
• Job Offer
• Appointment
The recruitment process
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Identify vacancy
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Prepare job description and person specification
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Advertising the vacancy
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Managing the response
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Short-listing
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Arrange interviews
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Conducting interview and decision-making
Pre-selection
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Telephone screening
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Paper screening
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Short listing
Questioning technique
KPA
Outputs/Objectives
Standards/Measures
Activities
Behaviour-based
interviewing
Behaviour-based questions
Competencies
Behaviour-based questions
Use the following approach:
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Position your question in a specific situation or task
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Ask the applicant what actions he or she took (what
was done and how?)
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What results were achieved (effect of action)
S
R
T
A
Useful questions
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Rapport-building questions
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Open-ended questions
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Non-Question questions
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Use ‘soft’ words
SMME Recruitment challenges
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Absence of a professional HR resource
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SMME’s are used as a stepping stone
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The manager/owner fulfils a more diverse role that their
corporate counterparts
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Recruitment is often informal, unstructured and reactive
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SMME’s need to compete for skills in a competitive
environment
Internal vs. external recruitment
Advantages internal recruitment
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Motivating for performance
Promotion opportunities
Assessment of potential
Inspires morale and loyalty
Advantages external recruitment
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New insights and ideas
Existing hierarchy remains intact
Diversity
New energy
Disadvantages:
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Inbreeding/no innovation
Politics, infighting
Need a strong management and
leadership development
Disadvantages
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Loss of time – to adjust
Current staff do not apply
“Fit” is sometimes an issue
Costs
Assessments in recruitment
SA Legislation (Section 8 of the EE Act)
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Any psychometric assessments must be valid, reliable and fair
towards all employees and people
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Assessments must be validated for all cultures, situations and
groups in SA
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Most tests are controlled by the Health Professions Council of
SA (HPCSA)
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All test administrators must be registered as a psychotechnician, psychometrist or psychologist.
Assessments in recruitment
Typical assessment tools:
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Cognitive Assessments
Aptitude Assessments
Personality Tests
Interest Questionnaires
Questions and Answers
Fasset
www.fasset.org.za
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