recruitment

Recruitmentprocess

Therecruitmentandlectionisthemajorfunctionofthehumanresourcedepartment

andrecruitmentprocessisthefirststeptowardscreatingthecompetitivestrengthand

tmentprocessinvolvesa

systematicprocedurefromsourcingthecandidatestoarrangingandconductingthe

alrecruitmentprocessisas

follows:

Identifyingthevacancy:

Therecruitmentprocessbeginswiththehumanresourcedepartmentreceiving

ontain:

•Poststobefilled

•Numberofpersons

•Dutiestobeperformed

•Qualificationsrequired

Preparingthejobdescriptionandpersonspecification.

Locatinganddevelopingthesourcesofrequirednumberandtypeof

employees(Advertisingetc).

Short-listingandidentifyingtheprospectiveemployeewithrequired

characteristics.

Arrangingtheinterviewswiththelectedcandidates.

Conductingtheinterviewanddecisionmaking

Advertisingthevacancy

Advertimentstorecruitpersonnelareubiquitous,eventhought,theytypically

generateslessdesirablerecruitsthandirectapplicationsorreferrals—anddosoat

r,becaufewemployerscanfillalltheirvacancieswith

directapplicationsandreferrals,someformofadvertisingisusuallyneeded.

Moreover,anemployercantakemanystepstoincreatheeffectivenessofthis

mostimportantquestionstoaskindesigningajob

advertimentare,Whatdoweneedtosay?Andtowhomdoweneedtosayit?

Perhapsthebiggestproblemwithmostadvertimentsisthattheyareoften

writtentobeoverdemandingintermsoftheactualskillrequirementsthatare

neededforthework,decreasingthenumberoflegitimateapplicantmorethan

veestimatedthatroughlyhalfofthelaborshortageincertain

engineeringfieldscanbetracedtothisproblem.

Conductinginterviewanddecisionmaking

Evaluatingthequalityofasourceismostimportantindecisionmaking,becau

therearefewrulesaboutthequalityofagivensourceforagivenvacancy,itis

generallyagoodideaforemployerstomonitorthequalityofalltheirrecruitment

nsofaccomplishingthisistodevelopandcompareyieldratiosfor

atioxpressthepercentageofapplicantswhosuccessfullymovefrom

ingyieldratios

fordifferentsourceshelpdeterminewhichisbestormostefficientforthetypeof

costperhirearealsoufulinestablishingthe

efficiencyofagivensource.

fyvacancy

ejobdescriptionandpersonspecification

isingthevacancy

ngtherespon

-listing

einterviews

tinginterviewanddecisionmaking

Sourcesofrecruitment

Tal

interviewsandthedecisionmaking,conveyingthedecisionandtheappointment

formalities.

Everyorganizationhastheoptionofchoosingthecandidatesforitsrecruitment

processfromtwokindsofsources:rces

withintheorganizationitlf(liketransferofemployeesfromonedepartmenttoother,

promotions)tofillapositionareknownastheinternalsourcesofrecruitment.

Recruitmentcandidatesfromalltheothersources(likeoutsourcingagencietc.)are

ral,relyingoninternalsources

,itgeneratesasampleofapplicantswho

,theapplicantsarerelativelyknowledgeableabout

thecompany’svacancies,whichminimizesthepossibilitiesofinflatedexpectation

,

alltheadvantages,youmightaskwhyanyorganizationwouldeveremployexternal

reveralgoodreasonswhyorganizationsmightdecideto

,forentry-levelpositionsandperhapvenforsome

specializedupper-levelpositions,thereevernotbeanyinternalrecruitsfromwhichto

,bringingoutsidesmayexpotheorganizationtonewideasornewof

nlyinternalrecruitmentcanresultinaworkforcewho

membersallthinkalikeandwhothereforemaybepoorlysuitedtoinnovation.

Finally,recruitingfromoutsidessourceisgoodwaytostrengthenone’sowncompany

andweakenone’scompetitorsatthesametime.

SOURCESOFRECRUITMENT

Factorsaffectingrecruitment

Therecruitmentfunctionoftheorganizationsisaffectedandgovernedbyamixof

ernalforcesorfactorsarethefactorsthat

externalfactorsarethofactorswhich

ernalandexternalforcesaffecting

recruitmentfunctionofanorganizationare:

FACTORSAFFECTINGRECRUITMENT

Recruitmentpolicyofanorganization

Intoday’srapidlychangingbusinesnvironment,awelldefinedrecruitmentpolicy

isnecessaryfororganizationstorespondtoitshumanresourcerequirementsintime.

Therefore,itisimportanttohaveaclearandconcirecruitmentpolicyinplace,

whichcanbeexecutedeffectivelytorecruitthebesttalentpoolforthelectionofthe

ngasuitablerecruitmentpolicyisthe

andconcirecruitmentpolicyhelps

ensureasoundrecruitmentprocess.

Itspecifiestheobjectivesofrecruitmentandprovidesaframeworkfor

nvolveorganizationalsystemtobe

developedforimplementingrecruitmentprogramsandproceduresbyfillingup

vacancieswithbestqualifiedpeople.

COMPONENTSOFTHERECRUITMENTPOLICY

Thegeneralrecruitmentpoliciesandtermsoftheorganization

Recruitmentrvicesofconsultants

Recruitmentoftemporaryemployees

Uniquerecruitmentsituations

Thelectionprocess

Thejobdescriptions

Thetermsandconditionsoftheemployment

FACTORSAFFECTINGRECRUITMENTPOLICY

Organizationalobjectives

Personnelpoliciesoftheorganizationanditscompetitors.

Governmentpoliciesonrervations.

Preferredsourcesofrecruitment.

Needoftheorganization.

Recruitmentcostsandfinancialimplications.

Arecruitmentpolicyofanorganizationshouldbesuchthat:

Itshouldfocusonrecruitingthebestpotentialpeople.

Toensurethateveryapplicantandemployeeistreatedequallywithdignity

andrespect.

Unbiadpolicy.

Toaidandencourageemployeesinrealizingtheirfullpotential.

Transparent,taskorientedandmeritbadlection.

Weightageduringlectiongiventofactorsthatsuitorganizationneeds.

Optimizationofmanpoweratthetimeoflectionprocess.

Definingthecompetentauthoritytoapproveeachlection.

Abidesbyrelevantpublicpolicyandlegislationonhiringandemployment

relationship.

Integratemployeeneedswiththeorganizationalneeds.

Recenttrendsinrecruitment

Thefollowingtrendsarebeingeninrecruitment:

OUTSOURCING

InIndia,theHRprocessarebeingoutsourcedfrommorethanadecadenow.A

sourcingfirms

helptheorganizationbytheinitialscreeningofthecandidatesaccordingtotheneeds

oftheorganizationandcreatingasuitablepooloftalentforthefinallectionbythe

rcingfirmsdeveloptheirhumanresourcepoolbyemploying

peopleforthemandmakeavailablepersonneltovariouscompaniesaspertheirneeds.

Inturn,theoutsourcingfirmsortheintermediarieschargetheorganizationsfortheir

rvices.

Advantagesofoutsourcingare:

yneednotplanforhumanresourcesmuchinadvance.

reation,operationalflexibilityandcompetitiveadvantage

gthemanagement'sfocustostrategiclevelprocessofHRM

yisfreefromsalarynegotiations,weedingtheunsuitable

resumes/candidates.

ycansavealotofitsresourcesandtime

POACHING/RAIDING

“Buyingtalent”(ratherthandevelopingit)isthelatest

ngmeanmploying

acompetentandexperiencedpersonalreadyworkingwithanotherreputed

companyinthesameordifferentindustry;theorganizationmightbea

nycanattracttalentfromanotherfirmby

offeringattractivepaypackagesandothertermsandconditions,betterthanthe

senasanunethicalpracticeand

softwareandtheretailctorarethectors

ecomeachallengefor

humanresourcemanagerstofaceandtacklepoaching,asitweakensthe

competitivestrengthofthefirm.

E-RECRUITMENT

ManybigorganizationsuInternetasasourceofrecruitment.E-recruitment

vertijob

ekersndtheirapplicationsor

ativelyjob

ekersplacetheirCV’sinworldwideweb,whichcanbedrawnby

prospectiveemployeesdependingupontheirrequirements.

Advantagesofrecruitmentare:

oLowcost.

oNointermediaries

oReductionintimeforrecruitment.

oRecruitmentofrighttypeofpeople.

oEfficiencyofrecruitmentprocess.

ion

B

differencesbetweenthetwoare:

tmentistheprocessofarchingthecandidatesforemploymentand

stimulatingthemtoapplyforjobsintheorganizationWHEREASlectioninvolves

theriesofstepsbywhichthecandidatesarescreenedforchoosingthemostsuitable

personsforvacantposts.

icpurpoofrecruitmentsistocreateatalentpoolofcandidatestoenable

thelectionofbestcandidatesfortheorganization,byattractingmoreandmore

employeestoapplyintheorganizationWHEREASthebasicpurpooflection

processistochootherightcandidatetofillthevariouspositionsinthe

organization.

agingmoreandmore

employeestoapplyWHEREASlectionisanegativeprocessasit

involvesrejectionoftheunsuitablecandidates.

tmentisconcernedwithtappingthesourcesofhumanresourcesWHEREAS

lectionisconcernedwithlectingthemostsuitablecandidatethroughvarious

interviewsandtests.

snocontractofrecruitmentestablishedinrecruitmentWHEREASlection

resultsinacontractofrvicebetweentheemployerandthelectedemployee.