Recruitment
Content
RECRUITMENT
According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization´.
Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are:
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected · It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy
RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.
The Purpose and Importance of Recruitment
Attract and encourage more and more candidates to apply in the organization Create a talent pool of candidates to enable the selection of best candidates for the organization Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants
Activities that will identify potential employees, communicate job and organizational attributes to them and convince them to apply Key to success is finding qualified individuals who have knowledge, skills and abilities (competencies) to do the job Effective recruiting will free managers to spend more time and effort on other management activities
Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants
Recruitment Process
Company Strategies
HRP
Job Analysis
Job vacancies at future date Type Number of HRS
Recruitment. Type. number
Applicants pool
Screening
Potential Hires
Evolution
Searching for the prospective candidates
Stimulate them to apply
& control
Recruitment Process
The recruitment and selection is the
major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain Posts to be filled Number of persons Duties to be performed Qualifications required
Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making
Sources Of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of The recruitment.
SOURCES OF RECRUITMENT
Internal
External
SOURCES OF RECRUITMENT
Methods Of Recruitment
Internal methods
Promotions and transfers: Promotion is the movement of an employee from a lower level position to a higher level position with increase in salary Transfer, on the other hand, is a lateral movement within the same grade, from one job to another. Job posting: It is a method of publicizing job openings on bulletin boards, electronic media and similar outlets by a company. Employee referrals: It is a kind of recommendation from a current employee regarding a job applicant.
Possible benefits and costs of employee referrals
Recommender gives a realistic picture about the job. The applicant can weigh the pros and cons carefully before handing over the CV. The applicant is more likely to accept an offer if one is made and once employed, to have a higher job survival. Itµs an excellent means of locating potential employees in those hard-to-fill positions. The recommender earns a reward and the company can avoid expensive recruiting search ± in case the candidate gets selected. Recommenders may confuse friendship with job competence. Factors such as bias, nepotism, and eagerness to see their friends in the company may come in the way of hiring a suitable candidate.
Indirect methods
Newspaper advertisements
Television and radio advertisements
Third party methods
Private employment search firms Employment exchanges Gate hiring and contractors Unsolicited applicants/walk-ins Internet recruiting
SOURCES OF RECRUITMENT
EXTERNAL SOURCES
Recruiting via Internet Both employers as well as potential candidates post openings and resumes on job portals Cost effective and economical Has a wider reach for young and tech savvy and hence generates more responses Can provide detailed information on the job Employers get flooded with resumes sometimes non relevant To check this applicants may need to submit an online prescreening questionnaire Sometimes good candidates mayn¶t apply because of privacy and long response times
College Recruiting
Sending recruiters to college campuses to attract employees right out of college Recruiters usually have multiple openings May speak to student organizations or alumni groups Internships are sometimes offered to evaluate performance and allow student to get to know organization
Common Mistakes made in campus recruiting
Failure to utilize a full-time professional recruiter: Often recruitment is used as a training experience for new employees. This results in rapid turnover in the recruitment office. The recruiter is not professionally trained in interviewing: Professionally trained as used here means a minimum training period of three days of principles and practices using live interviews that are audio or videotaped and critiqued. The recruiter does not have the authority to make decisions with regard to hiring: Often this is reserved for the boss, who does not know how to conduct an evaluation interview. The actual plant visit is mishandled: Recruits are left waiting for scheduled appointments, constant interruptions occur during the visit, arrangements by the institute may not be up to the mark, prior short listing of students is not arranged, etc. The recruiter does not get involved in the development of the new employee: Because the recruiter often has the best rapport with the new employee, he or she should become involved.
Guidelines for campus recruiting
Shortlist campuses Choose recruiting team carefully Pay smartly, not highly Present a clear image Do not oversell yourself Get in early Not everyone fits the bill
Employment Agencies and Search Firms
May benefit small HR departments to make recruiting process more efficient Public employment agencies provide career guidance, testing, training, and placement for free Private employment agencies provide job search assistance for a fee Contingency recruiting agencies are paid a fee or percentage of new hire¶s salary upon completion of search and placement
Search Firms (cont·d)
Retained agencies paid a retainer by employer to conduct job search (also called executive search firms or headhunters) On-demand recruiting services charge based on time spent recruiting rather than per hire
Media Advertising
Media include: Newspapers Trade/professional publications Billboards Subway and bus cards Radio Telephone Television
Advertisements
Effectiveness of print ads depends on the medium chosen and the construction/layout of the ad The ad should be constructed on the concept of AIDA Blue collared workers and clerical level employees would scan local newspapers Professionals refer to trade and professional journals Some companies advertise anonymously giving post box number for specific reasons
EXTERNAL SOURCES Temp Agencies and alternative staffing Off shoring and outsourcing- hiring employees abroad Employee Referrals
Employment Agencies/Search firms/Recruitment Consultants
Walk-Ins/Applications Poaching-
coming through mail/post recruiters- a method of
recruiting from competitors/rival companies
Headhunters/Executive
tracking and attracting top level executives who may not be actively looking for job change and may not respond to openings
EXTERNAL SOURCES
On Demand Recruiting Services- provide specialized
temporary recruiting assistance Unlike search firms who charge a % of new hire¶s pay package ODRS charge per time spent and not per hire. They screen and shortlist suitable candidates ready to be evaluated by the company¶s selection process.
Merits of Internal Sources of Recruitment
Improves morale Proper Evaluation Economical Promotes Loyalty Motivation techniques Social responsibility Stability of employees Trade Unions Support
Contd«..
Employee¶s strengths, weaknesses, credentials and past record are already known They require less orientation and training Employee morale and commitment enhanced as they see this as an opportunity to reward their loyalty and competence Time and resources saved on recruitment and selection ROI on workforce is increased Helps in succession planning of top positions Employees who don¶t get selected may feel wronged and discontented Sometimes HR manager knows who is most suitable but may have to go through the process of screening all applicants If everyone gets promoted from within there would be no influx of diversity in direction and approach (inbreeding)
Merits and demerits of hiring people from within
Merits (i) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising. (ii) Suitable: The organization can pick the right candidates having the requisite skills. The candidates can choose a right vacancy where their talents can be fully utilized. (iii) Reliable: The organization has knowledge about the suitability of a candidate for a position. µKnown devils are better than unknown angels!¶. (iv) Satisfying: A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty, commitment and enthusiasm. Demerits (i) Limited choice: The organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle for less qualified candidates. (ii) Inbreeding: It discourages entry of talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise activities. (iii) Inefficiency: Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidates. They do not work hard and prove their worth. (iv) Bone of contention: Recruitment from within may lead to infighting among employees aspiring for limited, higher-level positions in an organization. As years roll by, the race for premium positions may end up on a bitter note.
Alternatives to recruiting
Overtime: Short term fluctuations in work volume could best be solved through overtime. The employer benefits because the costs of recruitment, selection and training could be avoided. The employee benefits in the form of higher pay. However, an overworked employee may prove to be less productive and turn out less than optimal performance. Employees may slow down their pace of work during normal working hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if, for any reason, these payments do not accrue regularly, employees become resentful and disgruntled. Subcontracting: To meet a sudden increase in demand for its products and services, the firm may sometimes go for subcontracting ± instead of expanding capacities immediately. Expansion becomes a reality only when the firm experiences increased demand for its products for a specified period of time. Meanwhile, the firm can meet increased demand by allowing an outside specialist agency to undertake part of the work, to mutual advantage.
Cont«
Alternatives to recruiting
Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. They are particularly useful in meeting short term human resource needs. A short term increase in demand could be met by hiring temporary hands from agencies specializing in providing such services. It¶s a big business idea in United States these days ($3-$4 billion industry). In this case the firm can avoid the expenses of recruitment and the painful effects of absenteeism, labour turnover, etc. It can also avoid fringe benefits associated with regular employment. However, temporary workers do not remain loyal to the company; they may take more time to adjust and their inexperience may come in the way of maintaining high quality. Employee leasing: Hiring permanent employees of another company who possess certain specialized skills on lease basis to meet short-term requirements ± although not popular in India ± is another recruiting practice followed by firms in developed countries. In this case, individuals work for the leasing firm as per the leasing agreement/arrangement. Such an arrangement is beneficial to small firms because it avoids expense and problems of personnel administration.
Cont«
Alternatives to recruiting
Outsourcing: Any activity in which a firm lacks internal expertise and requires on unbiased opinion can be outsourced. Many businesses have started looking at outsourcing activities relating to recruitment, training, payroll processing, surveys, benchmark studies, statutory compliance etc., more closely, because they do not have the time or expertise to deal with the situation. HR heads are no longer keeping activities like resume management and candidate sourcing in their daily scrutiny. This function is more commonly outsourced when firms are in seasonal business and have cyclical stuffing needs.
Merits of External Sources of Recruitment
Qualified Personnel Wider Choice Fresh Talent Competitive spirit
Demerits of External Sources of Recruitment
Dissatisfaction among existing Staff Lengthy process Costly process Uncertain response
Merits and demerits of hiring people from outside
Merits Wide choice: The organization has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up. Injection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. Motivational force: It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities. Long term benefits: Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give of their best and earn rewards, etc. Demerits Expensive: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task, either. Time consuming: It takes time to advertise, screen, to test and to select suitable employees. Where suitable ones are not available, the process has to be repeated. Demotivating: Existing employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces them to work with less enthusiasm and motivation. Uncertainty: There is no guarantee that the organization, ultimately, will be able to hire the services of suitable candidates. It may end up hiring someone who does not µfit¶ and who may not be able to adjust in the new set-up.
Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:
FACTORS AFFECTING RECRUITMENT
FACTORS AFFECTING RECRUITMENT
Environmental Factors
Situation in the labor market, demand for manpower, knowledge and skill set available determine response to job openings Stage of development of the industry e.g sunrise sector Culture, social attitudes and beliefs also influence the effectiveness of a recruitment program e.g HLL vs UB Law of the land and legal implications
FACTORS AFFECTING RECRUITMENT
Organizational Factors
Reputation of organization like size, area of business, profitability, management attracts more candidates Organization culture and attitude of top management Geographical location of the vacant position Amount of resources allocated for recruitment which depends on criticality of position Channels and methods used to advertise openings Policies of company and remuneration package
FIVE EFFECTS OF BAD RECRUITMENT
Lacks Skills to do the job Not team Player Problems with co/workers Bad Hire
Lack of willingness
Less Profit
Low performance
FIVE EFFECTS OF IDEAL RECRUITMENT
Able & Suitable
Teamwork
Willingness Ideal Candidate
High performance
Problem Solving Abilities
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weight age during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.
RECENT TRENDS IN RECRUITMENT
OUTSOURCING In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services
y POACHING/RAIDING ³Buying talent´ (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.
E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV¶s in worldwide web, which can be drawn by prospective employees depending upon their requirements
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization .
selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.
The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization .
The basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.
Recruitment is a positive process i.e. encouraging more and more employees to apply Recruitment is concerned with tapping the sources of human resources There is no contract of recruitment established in recruitment
selection is a negative process as it involves rejection of the unsuitable candidates. selection is concerned with selecting the most suitable candidate through various interviews and tests. selection results in a contract of service between the employer and the selected employee.
EVALUATION OF RECRUITMENT PROGRAM
Recruitments strategies and programs need to be evaluated time to time. Criteria used to judge the success of a recruitment program are: - The number of successful placements - The number of offers made - The number of applicants - The cost involved - The time taken for filling up the position
THANK YOU
Presented By
RINEETH . R . I
According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization´.
Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are:
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected · It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy
RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.
The Purpose and Importance of Recruitment
Attract and encourage more and more candidates to apply in the organization Create a talent pool of candidates to enable the selection of best candidates for the organization Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants
Activities that will identify potential employees, communicate job and organizational attributes to them and convince them to apply Key to success is finding qualified individuals who have knowledge, skills and abilities (competencies) to do the job Effective recruiting will free managers to spend more time and effort on other management activities
Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants
Recruitment Process
Company Strategies
HRP
Job Analysis
Job vacancies at future date Type Number of HRS
Recruitment. Type. number
Applicants pool
Screening
Potential Hires
Evolution
Searching for the prospective candidates
Stimulate them to apply
& control
Recruitment Process
The recruitment and selection is the
major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain Posts to be filled Number of persons Duties to be performed Qualifications required
Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making
Sources Of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of The recruitment.
SOURCES OF RECRUITMENT
Internal
External
SOURCES OF RECRUITMENT
Methods Of Recruitment
Internal methods
Promotions and transfers: Promotion is the movement of an employee from a lower level position to a higher level position with increase in salary Transfer, on the other hand, is a lateral movement within the same grade, from one job to another. Job posting: It is a method of publicizing job openings on bulletin boards, electronic media and similar outlets by a company. Employee referrals: It is a kind of recommendation from a current employee regarding a job applicant.
Possible benefits and costs of employee referrals
Recommender gives a realistic picture about the job. The applicant can weigh the pros and cons carefully before handing over the CV. The applicant is more likely to accept an offer if one is made and once employed, to have a higher job survival. Itµs an excellent means of locating potential employees in those hard-to-fill positions. The recommender earns a reward and the company can avoid expensive recruiting search ± in case the candidate gets selected. Recommenders may confuse friendship with job competence. Factors such as bias, nepotism, and eagerness to see their friends in the company may come in the way of hiring a suitable candidate.
Indirect methods
Newspaper advertisements
Television and radio advertisements
Third party methods
Private employment search firms Employment exchanges Gate hiring and contractors Unsolicited applicants/walk-ins Internet recruiting
SOURCES OF RECRUITMENT
EXTERNAL SOURCES
Recruiting via Internet Both employers as well as potential candidates post openings and resumes on job portals Cost effective and economical Has a wider reach for young and tech savvy and hence generates more responses Can provide detailed information on the job Employers get flooded with resumes sometimes non relevant To check this applicants may need to submit an online prescreening questionnaire Sometimes good candidates mayn¶t apply because of privacy and long response times
College Recruiting
Sending recruiters to college campuses to attract employees right out of college Recruiters usually have multiple openings May speak to student organizations or alumni groups Internships are sometimes offered to evaluate performance and allow student to get to know organization
Common Mistakes made in campus recruiting
Failure to utilize a full-time professional recruiter: Often recruitment is used as a training experience for new employees. This results in rapid turnover in the recruitment office. The recruiter is not professionally trained in interviewing: Professionally trained as used here means a minimum training period of three days of principles and practices using live interviews that are audio or videotaped and critiqued. The recruiter does not have the authority to make decisions with regard to hiring: Often this is reserved for the boss, who does not know how to conduct an evaluation interview. The actual plant visit is mishandled: Recruits are left waiting for scheduled appointments, constant interruptions occur during the visit, arrangements by the institute may not be up to the mark, prior short listing of students is not arranged, etc. The recruiter does not get involved in the development of the new employee: Because the recruiter often has the best rapport with the new employee, he or she should become involved.
Guidelines for campus recruiting
Shortlist campuses Choose recruiting team carefully Pay smartly, not highly Present a clear image Do not oversell yourself Get in early Not everyone fits the bill
Employment Agencies and Search Firms
May benefit small HR departments to make recruiting process more efficient Public employment agencies provide career guidance, testing, training, and placement for free Private employment agencies provide job search assistance for a fee Contingency recruiting agencies are paid a fee or percentage of new hire¶s salary upon completion of search and placement
Search Firms (cont·d)
Retained agencies paid a retainer by employer to conduct job search (also called executive search firms or headhunters) On-demand recruiting services charge based on time spent recruiting rather than per hire
Media Advertising
Media include: Newspapers Trade/professional publications Billboards Subway and bus cards Radio Telephone Television
Advertisements
Effectiveness of print ads depends on the medium chosen and the construction/layout of the ad The ad should be constructed on the concept of AIDA Blue collared workers and clerical level employees would scan local newspapers Professionals refer to trade and professional journals Some companies advertise anonymously giving post box number for specific reasons
EXTERNAL SOURCES Temp Agencies and alternative staffing Off shoring and outsourcing- hiring employees abroad Employee Referrals
Employment Agencies/Search firms/Recruitment Consultants
Walk-Ins/Applications Poaching-
coming through mail/post recruiters- a method of
recruiting from competitors/rival companies
Headhunters/Executive
tracking and attracting top level executives who may not be actively looking for job change and may not respond to openings
EXTERNAL SOURCES
On Demand Recruiting Services- provide specialized
temporary recruiting assistance Unlike search firms who charge a % of new hire¶s pay package ODRS charge per time spent and not per hire. They screen and shortlist suitable candidates ready to be evaluated by the company¶s selection process.
Merits of Internal Sources of Recruitment
Improves morale Proper Evaluation Economical Promotes Loyalty Motivation techniques Social responsibility Stability of employees Trade Unions Support
Contd«..
Employee¶s strengths, weaknesses, credentials and past record are already known They require less orientation and training Employee morale and commitment enhanced as they see this as an opportunity to reward their loyalty and competence Time and resources saved on recruitment and selection ROI on workforce is increased Helps in succession planning of top positions Employees who don¶t get selected may feel wronged and discontented Sometimes HR manager knows who is most suitable but may have to go through the process of screening all applicants If everyone gets promoted from within there would be no influx of diversity in direction and approach (inbreeding)
Merits and demerits of hiring people from within
Merits (i) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising. (ii) Suitable: The organization can pick the right candidates having the requisite skills. The candidates can choose a right vacancy where their talents can be fully utilized. (iii) Reliable: The organization has knowledge about the suitability of a candidate for a position. µKnown devils are better than unknown angels!¶. (iv) Satisfying: A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty, commitment and enthusiasm. Demerits (i) Limited choice: The organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle for less qualified candidates. (ii) Inbreeding: It discourages entry of talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise activities. (iii) Inefficiency: Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidates. They do not work hard and prove their worth. (iv) Bone of contention: Recruitment from within may lead to infighting among employees aspiring for limited, higher-level positions in an organization. As years roll by, the race for premium positions may end up on a bitter note.
Alternatives to recruiting
Overtime: Short term fluctuations in work volume could best be solved through overtime. The employer benefits because the costs of recruitment, selection and training could be avoided. The employee benefits in the form of higher pay. However, an overworked employee may prove to be less productive and turn out less than optimal performance. Employees may slow down their pace of work during normal working hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if, for any reason, these payments do not accrue regularly, employees become resentful and disgruntled. Subcontracting: To meet a sudden increase in demand for its products and services, the firm may sometimes go for subcontracting ± instead of expanding capacities immediately. Expansion becomes a reality only when the firm experiences increased demand for its products for a specified period of time. Meanwhile, the firm can meet increased demand by allowing an outside specialist agency to undertake part of the work, to mutual advantage.
Cont«
Alternatives to recruiting
Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. They are particularly useful in meeting short term human resource needs. A short term increase in demand could be met by hiring temporary hands from agencies specializing in providing such services. It¶s a big business idea in United States these days ($3-$4 billion industry). In this case the firm can avoid the expenses of recruitment and the painful effects of absenteeism, labour turnover, etc. It can also avoid fringe benefits associated with regular employment. However, temporary workers do not remain loyal to the company; they may take more time to adjust and their inexperience may come in the way of maintaining high quality. Employee leasing: Hiring permanent employees of another company who possess certain specialized skills on lease basis to meet short-term requirements ± although not popular in India ± is another recruiting practice followed by firms in developed countries. In this case, individuals work for the leasing firm as per the leasing agreement/arrangement. Such an arrangement is beneficial to small firms because it avoids expense and problems of personnel administration.
Cont«
Alternatives to recruiting
Outsourcing: Any activity in which a firm lacks internal expertise and requires on unbiased opinion can be outsourced. Many businesses have started looking at outsourcing activities relating to recruitment, training, payroll processing, surveys, benchmark studies, statutory compliance etc., more closely, because they do not have the time or expertise to deal with the situation. HR heads are no longer keeping activities like resume management and candidate sourcing in their daily scrutiny. This function is more commonly outsourced when firms are in seasonal business and have cyclical stuffing needs.
Merits of External Sources of Recruitment
Qualified Personnel Wider Choice Fresh Talent Competitive spirit
Demerits of External Sources of Recruitment
Dissatisfaction among existing Staff Lengthy process Costly process Uncertain response
Merits and demerits of hiring people from outside
Merits Wide choice: The organization has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up. Injection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. Motivational force: It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities. Long term benefits: Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give of their best and earn rewards, etc. Demerits Expensive: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task, either. Time consuming: It takes time to advertise, screen, to test and to select suitable employees. Where suitable ones are not available, the process has to be repeated. Demotivating: Existing employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces them to work with less enthusiasm and motivation. Uncertainty: There is no guarantee that the organization, ultimately, will be able to hire the services of suitable candidates. It may end up hiring someone who does not µfit¶ and who may not be able to adjust in the new set-up.
Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:
FACTORS AFFECTING RECRUITMENT
FACTORS AFFECTING RECRUITMENT
Environmental Factors
Situation in the labor market, demand for manpower, knowledge and skill set available determine response to job openings Stage of development of the industry e.g sunrise sector Culture, social attitudes and beliefs also influence the effectiveness of a recruitment program e.g HLL vs UB Law of the land and legal implications
FACTORS AFFECTING RECRUITMENT
Organizational Factors
Reputation of organization like size, area of business, profitability, management attracts more candidates Organization culture and attitude of top management Geographical location of the vacant position Amount of resources allocated for recruitment which depends on criticality of position Channels and methods used to advertise openings Policies of company and remuneration package
FIVE EFFECTS OF BAD RECRUITMENT
Lacks Skills to do the job Not team Player Problems with co/workers Bad Hire
Lack of willingness
Less Profit
Low performance
FIVE EFFECTS OF IDEAL RECRUITMENT
Able & Suitable
Teamwork
Willingness Ideal Candidate
High performance
Problem Solving Abilities
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weight age during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.
RECENT TRENDS IN RECRUITMENT
OUTSOURCING In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services
y POACHING/RAIDING ³Buying talent´ (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.
E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV¶s in worldwide web, which can be drawn by prospective employees depending upon their requirements
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization .
selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.
The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization .
The basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.
Recruitment is a positive process i.e. encouraging more and more employees to apply Recruitment is concerned with tapping the sources of human resources There is no contract of recruitment established in recruitment
selection is a negative process as it involves rejection of the unsuitable candidates. selection is concerned with selecting the most suitable candidate through various interviews and tests. selection results in a contract of service between the employer and the selected employee.
EVALUATION OF RECRUITMENT PROGRAM
Recruitments strategies and programs need to be evaluated time to time. Criteria used to judge the success of a recruitment program are: - The number of successful placements - The number of offers made - The number of applicants - The cost involved - The time taken for filling up the position
THANK YOU
Presented By
RINEETH . R . I
