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RECRUITMENT
Recruitment
RECRUITMENT
 Recruitment involves attracting and obtaining as
many as applications as possible from eligible
job-seekers.
 In other words; Recruitment is the process of
searching for and obtaining applicants for jobs,
from among whom the right people can be
selected.
Recruitment
Recruitment
Purpose of Recruitment
1. Determine the present and future requirements of the organisation
in conjunction with its personnel-planning and job-analysis
activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by
reducing the number of visibly under qualified or overqualified job
applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organisation only after a short period of
time.
5. Meet the organisation’s legal and social obligations regarding the
composition of its workforce.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organisational and individual effectiveness in the short
term and long term.
8. Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.
 Recruitment represents the first contact that a
company makes with potential employees. It is
through recruitment that many individuals will come
to know a company, and eventually decide whether
they want to work for it.
 A well-planned and well-managed recruiting effort
will result in high quality applicants.
 Recruitment Programme helps the firm in at least
four ways:
1. Attract highly qualified and competent people.
2. Ensure that the selected candidates stay longer
with the company.
3. Make sure that there is match between cost and
benefit.
4. Helps the firm more culturally diverse work-force.
FACTORS GOVERNING
RECRUITMENT
 External Forces
• Supply and demand
• Unemployment rate
• Labour market
• Political-Legal
• Sons of soil
• Company’s Image
Recruitment
Internal Forces
• Recruitment
• HRP
• Size of the firm
• Cost
• Growth and expansion
Recruitment Process
Applicant
Pool
Potenti
al
Hires
Personn
el
Planning
Job
Vacancie
s
Job
Analysis
Employee
Requisition
Recruitme
nt
Planning
• Numbers
• Type
Strategy
Developmen
t
• Where
• How
• When (TLD)
Searching
Source
Activation
Selling
• Message
• Media
Evaluation
and
Control
To
Selection
Screenin
g
Applicant
Populatio
n
Sources of Recruitment
Recruitment
Present Employees
Former Employees
Previous Applicants
Employees Referrals
Professional or Trade Associations
Advertisements
Employment Exchanges
Campus Recruitment
Walk0ins and Write-ins
Consultants
Contractors
Displaced Persons
Radio and Television
Acquisitions and Mergers
Competitors
E-Recruiting
InternalSources
ExternalSources
Internal Sources of Recruitment
 PRESENT EMPLOYEES: Promotions and
transfers from among the present employees can
be a good source of Recruitment.
 Advantages: 1. It builds Morale
2. It encourages competent individuals who are
ambitious
3. It is cheaper than going outside.
4. Those chosen internally are familiar with the
organization.
 Disadvantage: At times hiring outsiders who may
be better qualifies and skilled is denied.
Contd…
 Employee Referrals: When employees
recommend successful referrals (friends and
families) to the Company or the organization.
 Some companies offer “Finder Fees” in the form
of monetary incentives for a successful referral.
 For Eg: Microsoft is offering referral incentives to
employees for Internet Experts.
 Similar Practices are being followed by Infosys,
Wipro etc.
 Advantages: 1. Cost-effective
 2. Present Employees will recommend only
suitable candidates for vacant positions.
Contd..
 Former Employees: They are also regarded for
internal source of recruitment. As they had
previously worked with the company, they know
the policies and procedures of the organization.
Advantage: Performance of these employees is
already known.
Contd..
 Previous Applicants: Not truly an Internal
Source, but previously applied for jobs can be
contacted by mail, a quick and inexpensive way
to fill an unexpected opening.
Evaluation of Internal Sources
ADVANTAGES
1. It helps in offering Career Development Plans to
its employees.
2. Internal Recruitment may require less
orientation and training.
3. It can be a morale-booster for the employees as
they see this as promotion and reward.
4. It is economical and less time consuming.
Disadvantages
1. It may restrict the option of recruiting more
diverse workforce.
2. Politics probably has a greater impact on
Internal Recruiting.
3. Internal Recruitment can affect unity and
Integrity of the organization if employees
perceive selection procedure as unfair and
discriminatory.
External Sources of Recruitment
 Professional or Trade Associations: Many
associations provide placement services for their
members. These services may consist of
compiling job seekers’ lists and providing access
to members during regional and national
conventions.
 Advertisements: Wants Ads describe the job
and the benefits, identify the employer, and tell
those who are interested and how to apply.
NEWSPAPER is the common medium.
BLIND Ads is the one in which there is no
identification of the firm. Respondents are asked
to reply to a post-box number or to a consulting
firm.
Employment Exchanges
 They have been set up all over the country in
deference to the provisions of the Employment
Exchanges ( Compulsory Notification of
Vacancies) Act, 1959. This act applies to all the
industrial establishments having 25 workers or
more each.
 The Act requires all the industrial establishments
to notify the vacancies before they are filled. The
major function of exchanges are to increase the
pool of applicants and to do the preliminary
screening.
 Thus, Employment Exchanges act as a link
between the employers and prospective
Campus Recruitment
 Colleges, Universities, Sportsfields and institutes
are the fertile grounds for recruiters.
 The IIM’s and IIT’s are on the top list for the
recruitments.
 Campus Recruitment is going global with
companies such as Hindustan Lever, Citibank,
HCL, HP, Reliance etc. looking for candidates.
Walks-ins, Write-Ins and Talk-Ins
 Direct Applications, in which Job seekers submit
unsolicited application letters or resumes.
 Direct Applications can also create a pool of
applicants to meet future needs.
 Write-Ins are those who send written enquiries.
These jobseekers are asked to complete
application forms for further processing.
 Talk-Ins: Job Aspirants are required to meet the
recruiter for detailed talks. No Application is
further required to be submitted to the recruiter.
Consultants
 These are basically various private consultancy
firms like Price Waterhouse coopers, ABC group
which recruit candidates on behalf of the client
companies by charging a fee.
 Most Consultants charge fees ranging from 20 to
50 percent of the first year salaries of the
individuals placed.
E- Recruitment
 Companies post their Vacant positions available
on their own sites on the internet while others
enjoy services of professional job sites.
Evaluation on External Sources
MERITS:
 New Skills, New talents and new experiences to
organizations.
 External Sources provide an equal opportunity for
participation to all types of individuals and all
sections of society in the selection process.
 Scope for resentment, heartburn and jealousy
can be avoided by recruiting from outside.
Contd…
 DEMERITS:
 Costly and Time-Consuming.
 Greater Possibility of Hiring Wrong person for the
Available Post.
 Adjusting of new employees to the organizational
culture takes longer time.
When to LOOK?
 Time Lapsed Data (TLD) will be highly useful in
determining the timings.
 TLD shows the average time that elapses
between major decision points in the recruitment
process.
SEARCHING
 Once a Recruiting plan and strategy worked out,
the search process begins:
1. SOURCE ACTIVATION
2. SELLING
SCREENING
 Screening of Applications can be regarded as an
integral part of the recruiting process, though
many view it as a first step in the selection
process.
 Effective Screening can save a great deal of time
keeping in mind all the considerations.
 Reference Checks are also useful in Screening.
EVALUATION AND CONTROL
 Costs generally incurred are:
1. Salaries for recruiters
2. Management and professional time spent on
preparing JD, JS, Advertisements etc.
3. Administrative Expenses
4. Cost of Overtime and Outsourcing while
vacancies remain unfilled.
Alternatives to Recruitment
 Companies search alternatives to recruitment
because of the cost of recruiting.
 3 Alternatives:
1. Overtime
2. Employee Leasing or Staff Outsourcing
3. Temporary Employment
PHILOSOPHIES OF
RECRUITING
1. Realistic Job Previews: It provides Complete
Job- Related Information, both positive and
negative, to the applicants.
The information provided will help jobseekers
to evaluate the compatibility among jobs and
their personal ends before hiring decisions are
made.
2. Job Compatibility Questionnaire: Helps in
determining whether an applicant’s preferences
for work match the characteristics of the Job.

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Recruitment

  • 3. RECRUITMENT  Recruitment involves attracting and obtaining as many as applications as possible from eligible job-seekers.  In other words; Recruitment is the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected.
  • 6. Purpose of Recruitment 1. Determine the present and future requirements of the organisation in conjunction with its personnel-planning and job-analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organisation only after a short period of time. 5. Meet the organisation’s legal and social obligations regarding the composition of its workforce. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organisational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
  • 7.  Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they want to work for it.  A well-planned and well-managed recruiting effort will result in high quality applicants.
  • 8.  Recruitment Programme helps the firm in at least four ways: 1. Attract highly qualified and competent people. 2. Ensure that the selected candidates stay longer with the company. 3. Make sure that there is match between cost and benefit. 4. Helps the firm more culturally diverse work-force.
  • 9. FACTORS GOVERNING RECRUITMENT  External Forces • Supply and demand • Unemployment rate • Labour market • Political-Legal • Sons of soil • Company’s Image Recruitment Internal Forces • Recruitment • HRP • Size of the firm • Cost • Growth and expansion
  • 10. Recruitment Process Applicant Pool Potenti al Hires Personn el Planning Job Vacancie s Job Analysis Employee Requisition Recruitme nt Planning • Numbers • Type Strategy Developmen t • Where • How • When (TLD) Searching Source Activation Selling • Message • Media Evaluation and Control To Selection Screenin g Applicant Populatio n
  • 11. Sources of Recruitment Recruitment Present Employees Former Employees Previous Applicants Employees Referrals Professional or Trade Associations Advertisements Employment Exchanges Campus Recruitment Walk0ins and Write-ins Consultants Contractors Displaced Persons Radio and Television Acquisitions and Mergers Competitors E-Recruiting InternalSources ExternalSources
  • 12. Internal Sources of Recruitment  PRESENT EMPLOYEES: Promotions and transfers from among the present employees can be a good source of Recruitment.  Advantages: 1. It builds Morale 2. It encourages competent individuals who are ambitious 3. It is cheaper than going outside. 4. Those chosen internally are familiar with the organization.  Disadvantage: At times hiring outsiders who may be better qualifies and skilled is denied.
  • 13. Contd…  Employee Referrals: When employees recommend successful referrals (friends and families) to the Company or the organization.  Some companies offer “Finder Fees” in the form of monetary incentives for a successful referral.  For Eg: Microsoft is offering referral incentives to employees for Internet Experts.  Similar Practices are being followed by Infosys, Wipro etc.  Advantages: 1. Cost-effective  2. Present Employees will recommend only suitable candidates for vacant positions.
  • 14. Contd..  Former Employees: They are also regarded for internal source of recruitment. As they had previously worked with the company, they know the policies and procedures of the organization. Advantage: Performance of these employees is already known.
  • 15. Contd..  Previous Applicants: Not truly an Internal Source, but previously applied for jobs can be contacted by mail, a quick and inexpensive way to fill an unexpected opening.
  • 16. Evaluation of Internal Sources ADVANTAGES 1. It helps in offering Career Development Plans to its employees. 2. Internal Recruitment may require less orientation and training. 3. It can be a morale-booster for the employees as they see this as promotion and reward. 4. It is economical and less time consuming.
  • 17. Disadvantages 1. It may restrict the option of recruiting more diverse workforce. 2. Politics probably has a greater impact on Internal Recruiting. 3. Internal Recruitment can affect unity and Integrity of the organization if employees perceive selection procedure as unfair and discriminatory.
  • 18. External Sources of Recruitment  Professional or Trade Associations: Many associations provide placement services for their members. These services may consist of compiling job seekers’ lists and providing access to members during regional and national conventions.  Advertisements: Wants Ads describe the job and the benefits, identify the employer, and tell those who are interested and how to apply. NEWSPAPER is the common medium. BLIND Ads is the one in which there is no identification of the firm. Respondents are asked to reply to a post-box number or to a consulting firm.
  • 19. Employment Exchanges  They have been set up all over the country in deference to the provisions of the Employment Exchanges ( Compulsory Notification of Vacancies) Act, 1959. This act applies to all the industrial establishments having 25 workers or more each.  The Act requires all the industrial establishments to notify the vacancies before they are filled. The major function of exchanges are to increase the pool of applicants and to do the preliminary screening.  Thus, Employment Exchanges act as a link between the employers and prospective
  • 20. Campus Recruitment  Colleges, Universities, Sportsfields and institutes are the fertile grounds for recruiters.  The IIM’s and IIT’s are on the top list for the recruitments.  Campus Recruitment is going global with companies such as Hindustan Lever, Citibank, HCL, HP, Reliance etc. looking for candidates.
  • 21. Walks-ins, Write-Ins and Talk-Ins  Direct Applications, in which Job seekers submit unsolicited application letters or resumes.  Direct Applications can also create a pool of applicants to meet future needs.  Write-Ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing.  Talk-Ins: Job Aspirants are required to meet the recruiter for detailed talks. No Application is further required to be submitted to the recruiter.
  • 22. Consultants  These are basically various private consultancy firms like Price Waterhouse coopers, ABC group which recruit candidates on behalf of the client companies by charging a fee.  Most Consultants charge fees ranging from 20 to 50 percent of the first year salaries of the individuals placed.
  • 23. E- Recruitment  Companies post their Vacant positions available on their own sites on the internet while others enjoy services of professional job sites.
  • 24. Evaluation on External Sources MERITS:  New Skills, New talents and new experiences to organizations.  External Sources provide an equal opportunity for participation to all types of individuals and all sections of society in the selection process.  Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.
  • 25. Contd…  DEMERITS:  Costly and Time-Consuming.  Greater Possibility of Hiring Wrong person for the Available Post.  Adjusting of new employees to the organizational culture takes longer time.
  • 26. When to LOOK?  Time Lapsed Data (TLD) will be highly useful in determining the timings.  TLD shows the average time that elapses between major decision points in the recruitment process.
  • 27. SEARCHING  Once a Recruiting plan and strategy worked out, the search process begins: 1. SOURCE ACTIVATION 2. SELLING
  • 28. SCREENING  Screening of Applications can be regarded as an integral part of the recruiting process, though many view it as a first step in the selection process.  Effective Screening can save a great deal of time keeping in mind all the considerations.  Reference Checks are also useful in Screening.
  • 29. EVALUATION AND CONTROL  Costs generally incurred are: 1. Salaries for recruiters 2. Management and professional time spent on preparing JD, JS, Advertisements etc. 3. Administrative Expenses 4. Cost of Overtime and Outsourcing while vacancies remain unfilled.
  • 30. Alternatives to Recruitment  Companies search alternatives to recruitment because of the cost of recruiting.  3 Alternatives: 1. Overtime 2. Employee Leasing or Staff Outsourcing 3. Temporary Employment
  • 31. PHILOSOPHIES OF RECRUITING 1. Realistic Job Previews: It provides Complete Job- Related Information, both positive and negative, to the applicants. The information provided will help jobseekers to evaluate the compatibility among jobs and their personal ends before hiring decisions are made. 2. Job Compatibility Questionnaire: Helps in determining whether an applicant’s preferences for work match the characteristics of the Job.