Hi Vikas
This is Garima...and I have got myself registered on this site but I am not able to understand the methodology of getting posts...etc...could you please help me out that what should I do to get it.......so that I can gain some knowledge......
My mail ID
Waiting for your reply.....
Thanks and regards
Garima
From India, Gurgaon
5This is Garima...and I have got myself registered on this site but I am not able to understand the methodology of getting posts...etc...could you please help me out that what should I do to get it.......so that I can gain some knowledge......
My mail ID
Waiting for your reply.....
Thanks and regards
Garima
From India, Gurgaon
Dear Sober,
I've had my share of carrying out recruitment activities for a technical company with manpower strength of 900 people. These are some of the lessons that I've learned as a recruiter :
1. Learn about the jobs, i.e. reporting line, the function, the manspec. You can get the info from the position descriptions and other operating procedures, but best to learn from the superiors of the job or the head of the department. Sometimes, it's picking up things between the line. E.g. The company that I worked for generate electricity for it's own use. Hence, the electrical engineer that I would recruit will probably be someone with power generation background. Or as in the case of recruiting marketeers, good grades alone doesn't guarantee that one can be a good marketeers...but it's the personal outlook, the personality that drives it.
2. Understand what you're recruiting for. Is it short term, as in the case of projects? Is it long term? That will determine if you're just looking at technical capability and not wholesome person. Some people have the technical excellence but not in terms of personality.
3. Understand the labor market. You may want to use a mix of permanent employment or direct hire contract, depending on the strategy. For example, there's a shortage in a particular skill, you may want to hire on contract as this will give you greater flexibility in terms of the remuneration package to be offered.
Challenges faced in HR role (depends on which role) :
1. Being stuck in the middle between the management and staff. On one hand, you're supposed to drive the management initiative and on the other hand, you're supposed to take care of the staff. Conflicts may arise between the stakeholders.
2. Understanding the business, the processes and the people involved. This will help us to strategise as to how HR can assist the business. Perhaps what can we do in the long run that will give the business a competitive edge. Besides strategising, it's also makes it easier to get buy in when you speak the lingo.
3. Keeping updated on the latest development in HR. We're supposed to be the subject matter expert and advise the organisation.
4. Ability to build and manage relationship with the staff, management and counterparts from other companies. This will come in handy as information network, or when you need to sell your idea across. I believe that to be a great HR person, one must be genuinely interested in others. Be open and yet, be firm.
5. Believes that emotion shouldn't influent your decision when it comes to disciplinary matters. There are times when we just pity the people when we carried out discplinary action but we can't afford to be too lenient as it will create precedence.
That's my 2 cents opinion.
From Malaysia,
I've had my share of carrying out recruitment activities for a technical company with manpower strength of 900 people. These are some of the lessons that I've learned as a recruiter :
1. Learn about the jobs, i.e. reporting line, the function, the manspec. You can get the info from the position descriptions and other operating procedures, but best to learn from the superiors of the job or the head of the department. Sometimes, it's picking up things between the line. E.g. The company that I worked for generate electricity for it's own use. Hence, the electrical engineer that I would recruit will probably be someone with power generation background. Or as in the case of recruiting marketeers, good grades alone doesn't guarantee that one can be a good marketeers...but it's the personal outlook, the personality that drives it.
2. Understand what you're recruiting for. Is it short term, as in the case of projects? Is it long term? That will determine if you're just looking at technical capability and not wholesome person. Some people have the technical excellence but not in terms of personality.
3. Understand the labor market. You may want to use a mix of permanent employment or direct hire contract, depending on the strategy. For example, there's a shortage in a particular skill, you may want to hire on contract as this will give you greater flexibility in terms of the remuneration package to be offered.
Challenges faced in HR role (depends on which role) :
1. Being stuck in the middle between the management and staff. On one hand, you're supposed to drive the management initiative and on the other hand, you're supposed to take care of the staff. Conflicts may arise between the stakeholders.
2. Understanding the business, the processes and the people involved. This will help us to strategise as to how HR can assist the business. Perhaps what can we do in the long run that will give the business a competitive edge. Besides strategising, it's also makes it easier to get buy in when you speak the lingo.
3. Keeping updated on the latest development in HR. We're supposed to be the subject matter expert and advise the organisation.
4. Ability to build and manage relationship with the staff, management and counterparts from other companies. This will come in handy as information network, or when you need to sell your idea across. I believe that to be a great HR person, one must be genuinely interested in others. Be open and yet, be firm.
5. Believes that emotion shouldn't influent your decision when it comes to disciplinary matters. There are times when we just pity the people when we carried out discplinary action but we can't afford to be too lenient as it will create precedence.
That's my 2 cents opinion.
From Malaysia,
Hi Sober,
The following suggestions are intended to help you in making the best hiring decisions within the limitations of your agency's hiring policies.
Step 1: Things to do Before Advertising the Position
Learn your agency's rules regarding the recruiting process to make sure you understand your rights and responsibilities as a hiring official.
Sit down with the HR person responsible for recruiting for your work unit to make sure he/she understands what type of people you hope to hire. Agree on a strategy for recruiting the best candidates possible.
Rewrite the job vacancy announcement to make sure it provides a clear and detailed explanation of the job. The vacancy announcement should give the real flavor of what the position involves, and should describe the good and the bad elements of the job. Faced with a clear picture of the job, a number of potential candidates may recognize that they would not be a good fit and choose not to apply. (Note: This is a good thing. If an applicant doesn't think that they will be a good fit, you can be pretty sure that they won't be.) Effective job descriptions also enable you to avoid wasting precious time describing the position during the interview.
Step 2: Advertising the Position and the Pre-Interview Process
Advertise the position widely, proactively targeting applicant pools that might be a good source of candidates for the specific job (e.g. colleges for entry level professional positions).
Prepare a list of questions to ask all candidates. Include several different kinds of questions during the interview to determine not just the candidate’s qualifications, but also their interpersonal skills, manageability, attitudes, values, etc. You should be especially alert for candidates who seem to be combative, cynical, judgmental, blaming or manipulative (to name just a few characteristics that can be poison in the workplace).
Analyze each interview candidate’s résumé critically before the interview, and prepare a few open-ended questions about some of the accomplishments described on the résumé to determine if there is real substance to back up their claims.
Step 3: The Interview and Decision-Making Process
Do not hesitate to interview as many as 20 candidates to fill one key position. Remember: your hiring decision could have implications for the chemistry and effectiveness of your work unit for the next 20-30 years.
Trust your instincts. For example, do you have a nagging suspicion that a very strong candidate was not being completely forthcoming in describing why he left his last job? If so, there may well be a serious problem with that candidate.
Assign each candidate a numerical score right after the interview, based on their responses to your previously prepared questions. This will provide you with a simple mechanism to compare all candidates after you finish with the interviews.
Carefully check the references of your top candidates (you may often be surprised by what you learn).
If you interview all of the qualified candidates and none of them are up to your high standards, it is better to re-advertise the position than accept a candidate with whom you are not completely satisfied.
Hiring the best people is a lot of work. It is well worth the time invested, however, as your hiring decisions are among the most important decisions you will ever make for your work unit.
Regards,
A Tandan
From India, Mumbai
The following suggestions are intended to help you in making the best hiring decisions within the limitations of your agency's hiring policies.
Step 1: Things to do Before Advertising the Position
Learn your agency's rules regarding the recruiting process to make sure you understand your rights and responsibilities as a hiring official.
Sit down with the HR person responsible for recruiting for your work unit to make sure he/she understands what type of people you hope to hire. Agree on a strategy for recruiting the best candidates possible.
Rewrite the job vacancy announcement to make sure it provides a clear and detailed explanation of the job. The vacancy announcement should give the real flavor of what the position involves, and should describe the good and the bad elements of the job. Faced with a clear picture of the job, a number of potential candidates may recognize that they would not be a good fit and choose not to apply. (Note: This is a good thing. If an applicant doesn't think that they will be a good fit, you can be pretty sure that they won't be.) Effective job descriptions also enable you to avoid wasting precious time describing the position during the interview.
Step 2: Advertising the Position and the Pre-Interview Process
Advertise the position widely, proactively targeting applicant pools that might be a good source of candidates for the specific job (e.g. colleges for entry level professional positions).
Prepare a list of questions to ask all candidates. Include several different kinds of questions during the interview to determine not just the candidate’s qualifications, but also their interpersonal skills, manageability, attitudes, values, etc. You should be especially alert for candidates who seem to be combative, cynical, judgmental, blaming or manipulative (to name just a few characteristics that can be poison in the workplace).
Analyze each interview candidate’s résumé critically before the interview, and prepare a few open-ended questions about some of the accomplishments described on the résumé to determine if there is real substance to back up their claims.
Step 3: The Interview and Decision-Making Process
Do not hesitate to interview as many as 20 candidates to fill one key position. Remember: your hiring decision could have implications for the chemistry and effectiveness of your work unit for the next 20-30 years.
Trust your instincts. For example, do you have a nagging suspicion that a very strong candidate was not being completely forthcoming in describing why he left his last job? If so, there may well be a serious problem with that candidate.
Assign each candidate a numerical score right after the interview, based on their responses to your previously prepared questions. This will provide you with a simple mechanism to compare all candidates after you finish with the interviews.
Carefully check the references of your top candidates (you may often be surprised by what you learn).
If you interview all of the qualified candidates and none of them are up to your high standards, it is better to re-advertise the position than accept a candidate with whom you are not completely satisfied.
Hiring the best people is a lot of work. It is well worth the time invested, however, as your hiring decisions are among the most important decisions you will ever make for your work unit.
Regards,
A Tandan
From India, Mumbai
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