Transcript Slide 1
Latest Trends in Recruitment
and Selection
Andre O’Callaghan
July 2011
Trends in SA
Between 2004-2009:
Less than 10% of school leavers wrote HG maths - of these
only 50-60% passed
7% of all schools provide 90% of all engineering graduates
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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1997
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1999
2000
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2003
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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?
Why should we appoint you?
What are your key strengths and weaknesses?
What do you have what we need?
Inherent factors to recruitment
Attraction Ability
Brand and image management
Talent retention
Value-add
Cost
Trends to watch in 2011
Older workforce
Alternatives to Facebook
Trends in recruitment
E-recruitment
Social Networking
Temporary staff
Recruitment Outsourcing (RPO)
SA Labour Market
Risk Management
Trends in E-recruitment
Findings of a SA survey with 144 students (average age of 18
years), and 60% female and 40% male:
Digital platforms are the choice for communication (Facebook
and BBM)
Email continues to lose its effectiveness as a communication
vehicle with this generation.
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
MXit is used less than one hour a day
Facebook gets used up to five hours per day
The Gen Y prefer
The internet over magazines
Their cell phone over the internet and
Tertiary education over their cell phone.
Trends in E-recruitment
87% uses a HRIS
51% use technology in recruitment
75% use e-recruitment
94% of the global 500 use corporate websites and
online applications
E-recruitment in SA
Social Networks – Urban African Youth (1992 & 2000)
Church
Sports
Youth
Political
2000
1992
Stokvel
Students
Trade Union
Civic
Other
None
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20
30
40
50
60
70
E-recruitment in SA
Social Networks – Urban African Youth (1992 & 2000)
Implications
SA African Youth – increasingly disassociated from
social organisations
According to Stats SA (2005) only 10% of the age
group 15-30 use networks to find a job
E-recruitment in SA
The Internet is growing - 7 in 10 job seekers use it to search
for jobs (Career Junction leads this space, followed by
Careers24)
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
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
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.
1.6 million job seekers on Career Junction (Feb 2011)
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
Reducing costs
Automated processes – thus increase hiring speed
(turnaround time)
Widen the selection pool – Greater geographical reach
Brand-building (enhanced corporate image)
E-recruitment drivers
Standardisation – comparison of CV’s
Streamline administration
Speaks to younger generations
Better co-ordination
E-recruitment advantages
Access to vacancies 24/7
Reaches a global audience
Cost effective way to build a talent bank
Can handle high volumes
Provide more tailored information to the post and organisation
Ease of use for candidates
Applications are instantaneous.
E-recruitment disadvantages
Limit the applicant audience
Cause applications overload or inappropriate applications
Limit the attraction of certain groups
Can be seen as discriminatory
Is impersonal
Can ‘Turn-off’ candidates
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
Facebook
500 million users (1 in every 13 people on the planet)
250 million people interact with Facebook from outside the
official website on a monthly basis, across 2 million websites
200 million users connect via their cell phones to Facebook
The 35+ demographic is growing rapidly, now with over 30%
of the entire Facebook user base.
The core 18-24 year old segment is now growing the fastest
at 74% year on year
Social networking – X & Y generation
LinkedIn
102 million registered members
68% are over 35
Over 150 industries represented
Resource process outsourcing
RPO – or Recruitment Process Outsourcing:
The outsourcing of part, or all of its recruitment
activities to a service provider
Resource process outsourcing
Benefits
RPO reduces recruitment costs - companies can save on
agency fees, advertising fees, employee referral fees,
travel expenses, etc.
RPO can help the HR team to focus on their core activities.
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)
6-20% = criminal records
18% = some financial record
18% = False Grade 12 qualifications
26% = False academic qualifications
16% = unverified driver's licences
Pre-employment screening
Other tools
Financial background checks
ID verification
Driver's licence verification
Factors impacting recruitment
External
Labour market conditions
Government policy and legislation
Trade unions
Scarcity of skills and the brain drain
Factors impacting recruitment
Internal
Business/Corporate Strategy
Organisational recruitment policy
Recruitment criteria
Costs
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
The process of searching for the candidates and
stimulate them to apply
The purpose is to create a talent pool of candidates
Recruitment is a positive process
Recruitment versus selection
Selection
This is about screening and to find the most suitable
persons for vacant posts
The purpose is to choose the right candidate
Selection is a negative process
Process to identify job scope
and competencies
Job analysis and role profiling determine the following:
Job content
Standards/outputs
Minimum requirements
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
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
Identify vacancy
Prepare job description and person specification
Advertising the vacancy
Managing the response
Short-listing
Arrange interviews
Conducting interview and decision-making
Pre-selection
Telephone screening
Paper screening
Short listing
Questioning technique
KPA
Outputs/Objectives
Standards/Measures
Activities
Behaviour-based
interviewing
Behaviour-based questions
Competencies
Behaviour-based questions
Use the following approach:
Position your question in a specific situation or task
Ask the applicant what actions he or she took (what
was done and how?)
What results were achieved (effect of action)
S
R
T
A
Useful questions
Rapport-building questions
Open-ended questions
Non-Question questions
Use ‘soft’ words
SMME Recruitment challenges
Absence of a professional HR resource
SMME’s are used as a stepping stone
The manager/owner fulfils a more diverse role that their
corporate counterparts
Recruitment is often informal, unstructured and reactive
SMME’s need to compete for skills in a competitive
environment
Internal vs. external recruitment
Advantages internal recruitment
Motivating for performance
Promotion opportunities
Assessment of potential
Inspires morale and loyalty
Advantages external recruitment
New insights and ideas
Existing hierarchy remains intact
Diversity
New energy
Disadvantages:
Inbreeding/no innovation
Politics, infighting
Need a strong management and
leadership development
Disadvantages
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)
Any psychometric assessments must be valid, reliable and fair
towards all employees and people
Assessments must be validated for all cultures, situations and
groups in SA
Most tests are controlled by the Health Professions Council of
SA (HPCSA)
All test administrators must be registered as a psychotechnician, psychometrist or psychologist.
Assessments in recruitment
Typical assessment tools:
Cognitive Assessments
Aptitude Assessments
Personality Tests
Interest Questionnaires
Questions and Answers
Fasset
www.fasset.org.za
Call Centre - 086 101 001