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RESEARCH PROJECT ON RECRUITMENT AND SELECTION.
HUMAN RESOURCE MANAGEMENT Page 1
Contents
ACKNOWLEDGEMENT: ............................................................................................................ 4
INTRODUCTION:...................................................................................................................... 5PURPOSES AND IMPORTANCE:.......................................................................................... 11
SUB-SYSTEMS OF RECRUITMENT: .................................................................................. 13
FACTORS AFFECTING RECRUITMENT:........................................................................... 14
INTERNAL FACTORS-............................................................................................. 14
EXTERNAL FACTORS- ................................................................................................... 14
INDUCEMENTS: ...................................................................................................................... 15
Compensation: .................................................................................................................... 15
Career Opportunities:...................................................................................................... 15
Image or Reputation: ....................................................................................................... 16
CASE EXAMPLE (INDUCEMENTS): ................................................................................ 16
INFOSYS: THE SOFTWARE POWERHOUSE-............................................................. 16
CONSTRAINTS:............................................................................................................... 17
TYPES OF RERCITMENT INDUSTRY: ............................................................................... 18
AGENCY TYPES: ................................................................................................................... 18TRADITIONAL AGENCY-.................................................................................................. 19
HEADHUNTERS-.................................................................................................................. 21
Niche Recruiters- ..................................................................................................................... 22
In-House Recruitment- ........................................................................................................... 23
METHODS OF RECRUITMENT: ........................................................................................... 24
INTERNAL METHODS: .......................................................................................................... 24
Promotions and Transfers-............................................................................................. 24
Job Posting......................................................................................................................... 25
Employee Referrals .......................................................................................................... 26
External (direct) Methods: .................................................................................................... 27
Campus Recruitment: ....................................................................................................... 27
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Indirect methods:-................................................................................................................... 31
Advertisements:-.............................................................................................................. 31
Newspaper Ads: ................................................................................................................ 32
Private Employment Search Firms:-..................................................................................... 34Employment Exchanges:-......................................................................................................... 34
Gate Hiring and Contractors:- ............................................................................................... 35
Unsolicited Applicants / Walk-ins:- ..................................................................................... 36
Alternatives to Recruitment:- ............................................................................................... 36
Evaluation of Alternative Sources........................................................................................ 37
Time lapse data: ........................................................................................................................ 37
Yield ratios:................................................................................................................................ 38Surveys and studies: ................................................................................................................ 39
RECRUITMENT POLICY:........................................................................................................ 40
CENTRALISED V/s DECENTRALISED RECRUITMENT: .............................................. 42
MERITS OF CENTRALISED RECRUITMENT: ................................................................. 43
MERITS OF DECENTRALISED RECRUITMENT: ............................................................ 44
CASE STUDY:-............................................................................................................................ 46
Q.WHICH IS MORE IMPORTANT......................................................................................... 46
RECRUITING OR RETAINING-........................................................................................... 46
ANALYSIS:................................................................................................................................ 48
SOURCES OF RECRUITMENT: ............................................................................................ 49
Internal Sources:- ............................................................................................................ 49
External Sources:- ........................................................................................................... 49
Merits and Demerits of Recruiting people from Within:.............................................. 51
Merits and Demerits of External sources of Recruitment: ........................................... 53
PROCESS OF RECRUITMENT: ............................................................................................. 55
Job Analysis:.............................................................................................................................. 55
Sourcing: ..................................................................................................................................... 56
advertising- ........................................................................................................................ 56
Recruiting research- ........................................................................................................ 56
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Screening And Selection- ............................................................................................... 57
On boarding- ...................................................................................................................... 57
Internet Recruitment And Websites-......................................................................... 58
Job Search Engines- ........................................................................................................ 59 Human Resources- ............................................................................................................ 59
Development- ..................................................................................................................... 60
ADVANTAGESOFOUTSOURCING: ................................................................................. 61
DISADVANTAGES OF OUTSOURCING:....................................................................... 63
SELECTION: ......................................................................................................................... 64
SELECTION IS DIFFERENT FROM RECRUITMENT: ............................................ 66
Purpose:................................................................................................................................... 67SELECTION PROCESS: ...................................................................................................... 69
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ACKNOWLEDGEMENT:
We hereby take the opportunity to thank our Sir Mr.
GHULAM QAMBER for giving us this opportunity to make a research
project on RECRUITMENT AND SELECTION this has been an overallgood learning experience for all of us.
During this project we came to know various insights of the topic. We
would also like to thank all the people who have helped us directly or
indirectly in making this project.
Would hereby like to thank all my group members for their co-
operation and support in making this project a success.
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INTRODUCTION:
Finding the right people is a make-or-break factor for success in
business today. Recruiting the top talent for a job takes time and you
have to attract quality candidates who have the knowledge and skills
needed to help your company grow.
The human resources are the most important assets of an organization.
The success or failure of an organization is largely dependent on the
caliber of the people working there in. Without positive and creative
contributions from people, organizations can not progress and prosper.
In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualificationsand experience. While doing so, they have to keep the present as well as
the future requirements of the organization in mind.
Recruitment is distinct from Employment and Selection. Once the
required number and kind of human resources are determined, the
management has to find the places where the required human resourcesare/will be available and also find the means of attracting them towards
the organization before selecting suitable candidates for jobs. All this
process is generally known as recruitment. Some people use the term
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Recruitment for employment. These two are not one and the same.
Recruitment is only one of the steps in the entire employment process.
Some others use the term recruitment for selection. These are not the
same either. Technically speaking, the function of recruitment precedes
the selection function and it includes only finding, developing the
sources of prospective employees and attracting them to apply for jobs
in an organization, whereas the selection is the process of finding out the
most suitable candidate to the job out of the candidates attracted.
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DEFINITIONS:
Recruitment is defined as, a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to
employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient workforce.
Edwin B. Flippo defined recruitment as the process of searching for
prospective employees and stimulating them to apply for jobs in the
organization. Recruitment is a linking function-joining together those
with jobs to fill and those seeking jobs. It is a joining process in that it
tries to bring together job seekers and employer with a view to
encourage the former to apply for a job with the latter.
In order to attract people for the jobs, the organization must
communicate the position in such a way that job seekers respond. To be
cost effective, the recruitment process should attract qualified applicants
and provide enough information for unqualified persons to self-select
themselves out.
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ANOTHER DEFINITION OFRecruitment:
By definition the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that
the people and the organisation can select each other in their own best
short and long term interests.
The process of recruitment does not stop when it commences, it is a
dynamic activity. The purpose of it is to provide an Organization with a
pool of qualified candidates. Its specific purposes are as follows:
To assist augmentation of the success rate of selection process byreducing the numbers of obviously under-qualified and over-
qualified applicants.
To increase Organizational and individual effectiveness in theshort and long term plans
Recruitment is essential for effective Human Resources Management. It
is the heart of the whole HR system in the organization. The
effectiveness of many other HR activities, such as selection and training
depends largely on the quality of new employees attracted through the
recruitment process. Policies should always be reviewed as these are
affected by the changing environment. Management should get specific
training on the process of recruitment to increase their awareness on the
dangers of wrong placement.
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Recruitment methods are wide and varied, it is important that the job is
described correctly and that any personal specifications are stated. Job
recruitment methods can be through job centers, employment
agencies/consultants, headhunting, and local/national newspapers. It is
important that the correct media is chosen to ensure an appropriate
response to the advertised post.
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THREE MAIN STAGES IN RECRUITMENT:-
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PURPOSES AND IMPORTANCE:
The general purpose of recruitment is to provide a pool of
potentially qualified job candidates. Specifically, the purposes are
to.
Determine the present and future requirements of the organizationin conjunction with its personnel-planning and job-analysis
activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducingthe number of visibly, under qualified or overqualified jobapplicants.
Help reduce the probability that job applicants, once recruited andselected, will leave the organization only after a short period of
time.
Begin identifying and preparing potential job applicants who willbe appropriate candidates.
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Induct outsiders with a new perspective to lead the company.
Infuse fresh blood at all levels of the organization.
Develop an organizational culture that attracts competent people tothe company.
Search or head hunt/head pouch people whose skills fit thecompanys values.
Devise methodologies for assessing psychological traits.
Search for talent globally and not just within the company.
Design entry pay that competes on quality but not on quantum.
Anticipate and find people for positions that do not exist yet.
Increase organizational and individual effectiveness in the shortterm and long term.
Evaluate the effectiveness of various recruiting techniques andsources for all types of job applicants.
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SUB-SYSTEMS OF RECRUITMENT:
The recruitment process consists of the following four sub-
functions:-
Finding out and developing the sources where the required numberand kind of employees will be available.
Developing suitable techniques to attract the desirable candidates.Employing the techniques to attract candidates.Stimulating as many candidates as possible and asking them toapply for jobs irrespective of the number of candidates required.
Management has to attract more candidates in order to increase the
selection ratio so that the most suitable candidate can be selected out of
the total candidates available. Recruitment is positive as it aims at
increasing the number of applicants and selection is somewhat negative
as it selects the suitable candidates in which process; the unsuitable
candidates are automatically eliminated. Though, the function of
recruitment seems to be easy, a number of factors make performance of
recruitment a complex one.
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FACTORS AFFECTING RECRUITMENT:
The following are the 2 important factors affecting Recruitment:-
INTERNAL FACTORS-Recruiting policyTemporary and part-time employeesRecruitment of local citizensEngagement of the company in HRPCompanys sizeCost of recruitmentCompanys growth and expansion
EXTERNAL FACTORS-
Supply and Demand factorsUnemployment RateLabor-market conditionsPolitical and legal considerationsSocial factorsEconomic factorsTechnological factors
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INDUCEMENTS:
Organizational inducements are all the positive features and benefits
offered by an organization that serves to attract job applicants to the
organization. Three inducements need specific mention here, they are:-
COMPENSATION:Starting salaries, frequency of pay increases, incentives and fringe
benefits can all serve as inducements to potential employees.
CAREER OPPORTUNITIES:
These help the present employees to grow personally and
professionally and also attract good people to the organization. The
feeling that the company takes care of employee career aspirations
serves as a powerful inducements to potential employees.
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IMAGE OR REPUTATION:
Factors that affect an organisations reputation include its generaltreatment of employees, the nature and quality of its products and
services and its participation in worthwhile social endeavours.
CASE EXAMPLE (INDUCEMENTS):
INFOSYS: THE SOFTWARE POWERHOUSE-
s
Infosys Technologies Limited (ITL), one of the countrys best known
software exporting house, treats its employees as partners and co-
owners. It provides them challenging assignments, allows flexible
working hours, rewards them solely on the basis of performance and
conducts regular training programmes to upgrade their skills. It has an
Employee Stock Option Plan (ESOP) to share its wealth with
employees on the basis of their performance. Even lower level
employees are proud owners of the prized stock worth 25 to 40 lakh
rupees, according to Narayan Murthy, the CEO of ITL. Apart from
increasing shareholder value, ESOP has greatly enhanced the image of
the company in the information technology industry where employee
attrition rates are very high. It is small wonder companies like Procter &
Gamble, Johnson & Johnson, Citibank havereposed their faith in ESOP
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as a way of attracting and retaining talent in a highly competitive
environment.
CONSTRAINTS:
If a firm has a poor image in the market, many of the prospective
candidates may not even apply for vacancies advertised by the firm. If
the job is not attractive, qualified people may not even apply.Any job
that is viewed as boring, hazardous, anxiety producing, low-paying, or
lacking in promotion potential seldom will attract a qualified pool of
applicants. Recruiting efforts require money. Sometimes because of
limited resources, organizations may not like to carry on the recruiting
efforts for long periods of time, this can, ultimately, constrain a
recruiters effort to attract the best person for the job. Governmentpolicies often come in the way of recruiting people as per the rules of the
company or on the basis of merit/seniority, etc.
For example, reservations to specific groups (such as scheduled castes,
scheduled tribes, backward castes, physically handicapped and disabled
persons, ex-servicemen, etc.) have to be observed as per constitutional
provisions while filling up vacancies in government corporations,
departmental undertakings, local bodies, quasi-government
organizations, etc.
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TYPES OF RECRUITMENT INDUSTRY:
Their recruiters aim to channel candidates into the hiring organizations
application process. As a general rule, the agencies are paid by the
companies, not the candidates. David lord of executive search
information services suggests that "...retained search is a management
consulting service. Contingency recruiting is one of many forms of
candidate identification, no more, no less."
AGENCY TYPES:
The recruitment industry has five main types of agencies: employment
agencies, recruitment websites and job search engines, "head-hunters"
for executive and professional recruitment, niche agencies which
specialize in a particular area of staffing and in-house recruitment. The
stages in recruitment include sourcing candidates by advertising or other
methods, and screening and selecting potential candidates using tests or
interviews.
http://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agency7/31/2019 Final.report.hrm.RECRUITMENT (Autosaved)2
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TRADITIONAL AGENCY-
Also known as employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for
a short interview and an assessment before being taken onto the
agencys books. Recruitment consultants then work to match their pool
of candidates to their clients' open positions. Suitable candidates are
short-listed and put forward for an interview with potential employers on
a temporary ("temp") or permanent ("perm") basis.
Compensation to agencies takes several forms, the most
popular:
A contingency fee paid by the company when a recommendedcandidate accepts a job with the client company (typically 20%-
30% based and calculated on the candidates first-year base salary
though fees as low as 12.5% can be found online, which usually
has some form of guarantee (3090 days standard), should the
candidate fail to perform and is terminated within a set period of
time (refundable fully or prorated).
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An advance payment that serves as a retainer, also paid by thecompany, non-refundable paid in full depending on outcome and
success (eg. 30% up front, 30% in 90 days and the remainder once
a search is completed). This form of compensation is generally
reserved for high level executive search/headhunters.
Hourly compensation for temporary workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays the
applicant as a consultant for services as a third party. Many
contracts allow a consultant to transition to a full-time status upon
completion of a certain number of hours with or without a
conversion fee.
http://en.wikipedia.org/wiki/Advance_paymenthttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Retainer_agreementhttp://en.wikipedia.org/wiki/Advance_payment7/31/2019 Final.report.hrm.RECRUITMENT (Autosaved)2
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HEADHUNTERS-
A "headhunter" is industry term for a third-party recruiter who seeks out
candidates, often when normal recruitment efforts have failed.
Headhunters are generally considered more aggressive than in-house
recruiters or may have pre-existing industry experience and contacts.
They may use advanced sales techniques, such as initially posing as
clients to gather employee contacts, as well as visiting candidate offices.
They may also purchase expensive lists of names and job titles, but more
often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search.
They are frequently members in good standing of industry trade groups
and associations. Headhunters will often attend trade shows and other
meetings nationally or even internationally that may be attended by
potential candidates and hiring managers.
Headhunters are typically small operations that make high margins on
candidate placements (sometimes more than 30% of the candidates
annual compensation). Due to their higher costs, head-hunters are
usually employed to fill senior management and executive level roles.
Headhunters are also used to recruit very specialized individuals; for
example, in some fields, such as emerging scientific research areas, there
may only be a handful of top-level professionals who are active in the
field. In this case, since there are so few qualified candidates, it makes
more sense to directly recruit them one-by-one, rather than advertise
http://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Executive_search7/31/2019 Final.report.hrm.RECRUITMENT (Autosaved)2
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internationally for candidates. While in-house recruiters tend to attractcandidates for specific jobs, head-hunters will both attract candidates
and actively seek them out as well. To do so, they may network,
cultivate relationships with various companies, maintain large databases,
purchase company directories or candidate lists, and cold call
prospective recruits.
NICHE RECRUITERS-
More and more we are seeing the emergence of specialized firms which
only staff for a very narrow specialty. Because of their focus, these firms
can very often produce superior results due to their ability to channel all
of their resources into networking for a very specific skill set. This
specialization in staffing allows them to offer more jobs for their specific
demographic which in turn attracts more specialized candidates from
that specific demographic over time building large proprietary databases.
These niche firms tend to be more focused on building ongoing
relationships with their candidates as is very common the samecandidates are placed many times throughout their careers.
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IN-HOUSE RECRUITMENT-
Larger employers tend to undertake their own in-house recruitment,
using their human resources department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In
addition to coordinating with the agencies mentioned above, in-house
recruiters may advertise job vacancies on their own websites, coordinate
internal employee referrals, work with external associations, trade
groups and/or focus on campus graduate recruitment. While job postings
are common, networking is by far the most significant approach when
reaching out to fill positions. Alternatively a large employer may choose
to outsource all or some of their recruitment process (recruitment
process outsourcing).
http://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer7/31/2019 Final.report.hrm.RECRUITMENT (Autosaved)2
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METHODS OF RECRUITMENT:
The following are the most commonly used methods of recruiting
people.
INTERNAL METHODS:
PROMOTIONS AND TRANSFERS-
This is a method of filling vacancies from within through
transfers and promotions:
A transfer is a lateral movement within the same grade, from one job to
another. It may lead to changes in duties and responsibilities, working
conditions, etc., but not necessarily salary. Promotion, on the other
hand, involves movement of employee from a lower level position to a
higher level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organisations generally prepare badli
lists or a central pool of persons from which vacancies can be filled for
manual jobs. Such persons are usually passed on to various
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departments, depending on internal requirements. If a person remains
on such rolls for 240 days or more, he gets the status of a permanent
employee as per the Industrial Disputes Act and is therefore entitled to
all relevant benefits, including provident fund, gratuity, retrenchment
compensation.
JOB POSTING-
Job posting is another way of hiring people from within. In this method,
the organisation publicises job opening on bulletin boards, electronic
method and similar outlets. One of the important advantages of this
method is that it offers a chance to highly qualified applicants working
within the company to look for growth opportunities within the company
to look for growth opportunities within the company without looking for
greener pastures outside.
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EMPLOYEE REFERRALS-
Employee referral means using personal contacts to locate jobopportunities. It is a recommendation from a current employee
regarding a job applicant. The logic behind employee referral is that it
takes one to know one. Employees working in the organization, in this
case, are encouraged to recommend the names of their friends, working
in other organizations for a possible vacancy in the near future. In fact,
this has become a popular way of recruiting people in the highly
competitive Information Technology industry nowadays. Companies
offer rich rewards also to employees whose recommendations are
accepted after the routine screening and examining process is over
and job offers extended to the suggested candidates. As a goodwill
gestures, companies also consider the names recommended by unions
from time to time.
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EXTERNAL (DIRECT) METHODS:
CAMPUS RECRUITMENT-It is a method of recruiting by visiting and participating in college
campuses and their placement centres. Here the recruiters visit reputed
educational institutions such as IITs, IIMs, colleges and universities with
a view to pick up job aspirants having requisite technical or professional
skills. Job seekers are provided information about the jobs and the
recruiters, in turn, get a snapshot of job seekers through constant
interchange of information with respective institutions.
A preliminary screening is done within the campus and the short
listed students are then subjected to the remainder of the selection
process. In view of the growing demand for young managers, most
reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable,
Citibank, State Bank of India, Tata and Birla group companies) visit
IIMs and IITs regularly and even sponsor certain popular campus
activities with a view to earn goodwill in the job market. Advantages of
this method include: the placement centre helps locate applicants and
provides resumes to organizations; applicants can be prescreened;
applicants will not have to be lured away from a current job and lower
salary expectations. On the negative front, campus recruiting means
hiring people with little or no work experience.
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The organizations will have to offer some kind of training to the
applicants, almost immediately after hiring. It demands careful advance
planning, looking into the placement weeks of various institutions in
different parts of the country. Further, campus recruiting can be costly
for organizations situated in another city (airfare, boarding and lodging
expenses of recruiters, site visit of applicants if allowed, etc.).
If campus recruitment is used, steps should be taken by human resource
department to ensure that recruiters are knowledgeable concerning the
jobs that are to be filled and the organizations and understand and
employ effective interviewing skills.
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Guidelines for campus recruiting: companies using college
campuses as recruitment source should consider the following
guidelines:
Identify the potential candidates early:
The earlier that candidate with top potential can be identified, themore likely the organization will be in a position to attract them.
Employ various means to attract candidates:
These may include providing research grants; consulting
opportunities to faculty members, funding university
infrastructural requirements, internships to students, etc. in the
long run these will enhance the prestige of the company in the eyes
of potential job seekers.
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Use effective recruitment material:
Attractive brochures, films, computer diskettes, followed by
enthusiastic and effective presentations by company officials,
correspondence with placement offices in respective campus in a
friendly waywill help in booting the company image in the eyes
of the applicants. The company must provide detailed information
about the characteristics of entrylevel positions, especially those
that have had a major positive impact on prior applicants
decisions to join the company.
Offer training to campus interviews:
Its better to devote more time and resources to train on campus
interviewers to answer specific jobrelated questions of applicants.
Come out with a competitive offer:
Keep the key job attributes that influence the decisions ofapplicants such as promotional avenues, challenging assignments,
long term income potential, etc., while talking to candidates.
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INDIRECT METHODS:-
ADVERTISEMENTS:-
These include advertisements in newspapers; trade, professional and
technical journals; radio and television; etc. in recent times, this medium
has become just as colourful, lively and imaginative as consumer
advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc.
this method is appropriate when
a)The organization intends to reach a large target group.b)The organizations want a fairly good number of talented people
who are geographically spread out. To apply for advertised
vacancies lets briefly examine the wide variety of alternatives
available to a company - as far as ads are concerned:
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NEWSPAPER ADS:
Here it is easy to place job ads without much of a lead time. It
has flexibility in terms of information and can conveniently
target a specific geographic location. On the negative side,
newspaper ads tend to attract only those who are actively
seeking employment at that point of time, while some of the
best candidates who are well paid and challenged by their
current jobs may not be aware of such openings. As a result,
the company may be bombarded with applications from a large
number of candidates who are marginally qualified for the job
adding to its administrative burden. To maintain secrecy for
various reasons (avoiding the rush, sending signals to
competitors, cutting down expenses involved in responding toany individual who applies, etc.), large companies with a
national reputation may also go in for blind-box ads in
newspapers, especially for filling lower level positions. In a
blind-box ad there is no identification of the advertising
organization. Job aspirants are asked to respond to a post office
box number or to an employment firm that is acting as an agent
between the job seekers and the organization.
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TELEVISION AND RADIO ADS:
These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out
distinctly, they help the organization to target the audience
more selectively and they offer considerable scope for
designing ads creatively. However, these ads are expensive.
Also, because the television or radio is simply seen or heard,
potential candidates may have a tough time remembering the
details, making application difficult.
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Third Party Methods:
PRIVATE EMPLOYMENT SEARCH FIRMS:-
As search firm is a private employment agency that maintains
computerized lists of qualified applicants and supplies these to
employers willing to hire people from the list for a fee. Firms like
Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria,
KPMG; Ferguson Associates offers specialized employment-related
services to corporate houses for a fee, especially for top and middle level
executive vacancies. AT the lower end, a number of search firms
operate providing multifarious services to both recruiters and the
recruitees.
EMPLOYMENT EXCHANGES:-
AS a statutory requirement, companies are also expected to notify
(wherever the Employment Exchanges Act, 1959, applies) their
vacancies through the respective Employment Exchanges, created all
over India for helping unemployed youth, displaced persons, ex-military
personnel, physically handicapped, etc. AS per the Act all employers
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are supposed to notify the vacancies arising in their establishments form
time to timewith certain exemptions to the prescribed employment
exchanges before they are filled. The Act covers all establishments in
public sector and non-agricultural establishments employing 25 or more
workers in the private sector. However, in view of the practical
difficulties involved in implementing the provisions of the Act (such as
filing a quarterly return in respect of their staff strength, vacancies and
shortages, returns showing occupational distribution of their employees,
etc.) many organizations have successfully fought court battles when
they were asked to pick up candidates from among those sponsored by
the employment exchanges.
GATE HIRING AND CONTRACTORS:-
Gate hiring (where job seekers, generally blue collar employees, present
themselves at the factory gate and offer their services on a daily basis),
hiring through contractors, recruiting through word-of-mouth publicity
are still in use despite the many possibilities for their misuse in the
small scale sector in India.
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UNSOLICITED APPLICANTS / WALK-INS:-
Companies generally receive unsolicited applications from job seekers
at various points of time; the number of such applications depends on
economic conditions, the image of the company and the job seekers
perception of the types of jobs that might be available etc. Such
applications are generally kept in a data bank and whenever a suitable
vacancy arises, the company would intimate the candidates to apply
through a formal channel. One important problem with this method is
that job seekers generally apply to number of organizations and when
they are actually required by the organizations, either they are already
employed in other organizations or are not simply interested in the
position.
ALTERNATIVES TO RECRUITMENT:-
Since recruitment and selection costs are high (search process,
interviewing agency fee, etc.) firms these days are trying to look at
alternatives to recruitment especially when market demand for firms
products and services is sluggish. Moreover, once employees are placed
on the payroll, it may be extremely difficult to remove them if their
performance is marginal. Some of the options in this regard may be
listed thus:
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EVALUATION OF ALTERNATIVE SOURCES
Companies have to evaluate the sources of recruiting carefullylookingat cost, time, flexibility, quality and other criteria before earmarking
funds for the recruitment process. They cannot afford to fill all their
vacancies through a particular source.
To facilitate the decision making process in this regard, companies rely
on the following:
TIME LAPSE DATA:
They show the time lag between the dates of requisition for
manpower supply from a department to the actual date of filling
the vacancies in that department. For example, a companys past
experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from
offer to acceptance is 10 and from acceptance to report for work is
15. Therefore, if the company starts the recruitment and selection
process now it would require 42 days before the new employee
joins its ranks. Armed with this information, the length of the time
needed for alternative sources of recruitment can be ascertained
before pinning hopes on a particular source that meets the
recruitment objectives of the company.
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YIELD RATIOS:
These ratios indicate the number of leads / contacts needed to generate
a given number of hires at a point at time. For example, if a company
needs 10 management trainees in the next six months, it has to monitor
past yield ratios in order to find out the number of candidates to be
contacted for this purpose. On the basis of past experience, to continue
the same example, the company finds that to hire 10 trainees, it has to
extend 20 offers. If the interview-to-offer is 3:2, then 30 interviews
must be conducted. If the invitees to interview ratios are 4:3 then, as
many as 40 candidates must be invited. Lastly, if contacts or leads
needed to identify suitable trainees to invite are in 5:1 ratio, then 200
contacts are made.
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SURVEYS AND STUDIES:
Surveys may also be conducted to find out the suitability of a particular
source for certain positions. For example, as pointed out previously,
employee referral has emerged as popular way of hiring people in the
Information Technology industry in recent times in India. Correlation
studies could also be carried out to find out the relationship between
different organizational positions. Before finally identifying the sources
of recruitment, the human resource managers must also look into the
cost or hiring a candidate. The cost per hire can be found out by
dividing the recruitment cost by the number of candidates hired.
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RECRUITMENT POLICY:
Recruitment policy of any organization is derived from the personnel
policy of the same organization. In other words the former is a part of
the latter. However, recruitment policy by itself should take into
consideration the governments reservation policy, policy regarding sons
of soil, etc., personnel policies of other organizations regarding merit,
internal sources, social responsibility in absorbing minority sections,
women, etc. Recruitment policy should commit itself to the
organisations personnel policy like enriching the organisations human
resources or servicing the community by absorbing the retrenched or
laid-off employees or casual/temporary employees or dependents of
present/former employees, etc.
The following factors should be taken into consideration informulating recruitment policy. They are:-
Government policiesPersonnel policies of other competing organizationsOrganizations personnel policiesRecruitment sourcesRecruitment needsRecruitment costSelection criteria and preference
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RECRUITMENT- Matching the of the organization &
applicants
IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES
Recruitment policies are mostly drawn from personnel policies of the
organization. According to Dale Yoder and Paul D. Standohar, general
personnel policies provide a wide variety of guidelines to be spelt out in
recruitment policy. After formulation of the recruitment policies, the
management has to decide whether to centralize or decentralize the
recruitment function.
INTERNAL
APPLICATIONS
INFORMATION
FLOW
POTENTIAL
APPLICANTS
NEEDS FOR
SUITABLE JOBS
ENVIORMENT
ECONOMIC&SOCIAL
TECHNOLOGICAL ANDPOLITICAL
ORGANIZATION
NEEDS FOR
HIGH
QUALITY
EMPLOYESS
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CENTRALISED V/S DECENTRALISED RECRUITMENT:
Recruitment practices vary from one organization to another. Some
organizations like commercial banks resort to centralized recruitment
while some organizations like the Railway resort to decentralized
recruitment practices. Personnel department at the central office
performs all the functions of recruitment in case of centralised
recruitment and personnel departments at unit level/zonal level perform
all the functions of recruitment concerning to the jobs of the respectiveunit or zone.
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MERITS OF CENTRALISED RECRUITMENT:
Average cost of recruitment per candidate/unit should be relativelyless due to economies of scale.
It would have more expertise available to it.
It can ensure broad uniformity among human resources of variousunits/zones in respect of education, skill, knowledge, talent, etc.
It would generally be above malpractices, abuse of powers,favoritism, bias, etc.
It would facilitate interchangeability of staff among variousunits/zones.
It enables the line managers of various units and zones toconcentrate on their operational activities by relieving them from
the recruiting functions.
It enables the organization to have centralized selection procedure,promotional and transfer procedure, etc.
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It ensures the most effective and suitable placement to candidates.
It enables centralized training programmers which further bringsuniformity and minimizes average cost of staff.
MERITS OF DECENTRALIZED RECRUITMENT:
The unit concerned concentrates only on those sources/placeswhere in normally gets the suitable candidates. As such the cost of
recruitment would be relatively less.
The unit gets most suitable candidates as it is well aware of therequirements of the job regarding culture, traditional, familybackground aspects, local factors, social factors, etc.
Units can recruit candidates as and when they are required withoutany delay.
The units would enjoy freedom in finding out, developing thesources, in selecting and employing the techniques to stimulate the
candidates.
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The unit would relatively enjoy advantage about the availability ofinformation, control and feedback and various functions/processes
of recruitment.
The unit would enjoy better familiarity and control over theemployees it recruits rather than on employees selected by the
central recruitment agency.
Both the systems of recruitment would suffer from their own demerits.
Hence, the management has to weigh both the merits and demerits of
each system before making a final decision about centralizing or
decentralizing the recruitment. Alternatively management may
decentralize the recruitment of certain categories of employees
preferably middle and top level managerial personnel and centralize the
recruitment of other categories of employees preferably lower level
positions in view of the nature of the jobs and suitability of those
systems for those categories of positions. The management has to find
out and develop the sources of recruitment after deciding upon
centralizing or decentralizing the recruitment function.
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CASE STUDY:-
Q.WHICH IS MORE IMPORTANT
RECRUITING OR RETAINING-
Upton Electronics Ltd is an internationally reputed electronics firm. It
attracted employees from internationally reputed institutes and industries
by offering high salaries, perks, etc. It had advertised for the position of
an Electronics engineer some years back. Nearly 150 candidates
working in various electronics firm applied for the job. Mr. Sashidhar,
an Electronics Engineer Graduate from Indian Institute of Technology
with 5 years of working experience in a small electronics firm was
selected among those interviewed. The interview board recommended an
enhancement in his salary by Rs.500 more than his present salary at his
request. He was very happy and was congratulated by his previous
employer for his brilliant interview performance and good luck.
Mr. Sashidhar joined the company with great enthusiasm and also found
his job to be quite comfortable and challenging one. He found that hiscolleagues and superiors were friendly and co-operative. But this didnt
last long. After one year of his service, he slowly learnt about a number
of unpleasant stories about the company, management, the superior-
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subordinate relations, rate of employee turnover, etc. But still he decided
to continue with the promise that he made in the interview. He wanted to
please and change the attitude of management through his performance,
commitment and dedication. Looking at his great contributions and
efforts, the management got the impression that he is well settled will
remain in the company for a long time. After sometime they all started
taking undue advantage of him and overloaded him with multifarious
jobs and thereby ridded over him. As a result, his freedom in deciding
and executing was cut down to size; his colleagues started assigning
their responsibilities to him. Consequently, there were imbalances in his
family, social and organization life.
It was quite surprising to the general manager to see the resignation
letter of Mr. Sashidhar one fine morning. The general manager failed to
convince him to withdraw his resignation. The general manager wanted
to appoint a committee to go into the matter immediately, but dropped
the idea later so that the companys image doesnt get spoiled.
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ANALYSIS:
Thus, from this case study it is clear that retaining is much more
important than recruiting. Whats the use and benefits of recruiting
quality employees if they cannot be retained by the organization in a
proper manner? The purpose of recruitment is fulfilled when the
employees selected from a pool of qualified applicants are retained in
the company by keeping them satisfied in all aspects. They must be
provided with better working conditions, better pay scales, incentives,
recognition, promotion, bonus, flexible working hours, etc. They should
treat the employees as co-owners and partners of the company.
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SOURCES OF RECRUITMENT:
The sources of recruitment may be broadly divided into two categories:
internal sources and external sources. Both have their own merits and
demerits. Lets examine these.
INTERNAL SOURCES:-Persons who are already working in an organization constitute the
internal sources. Retrenched employees, retired employees,
dependents of deceased employees may also constitute the internal
sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.
EXTERNAL SOURCES:-
External sources lie outside an organization. Here the organization can
have the services of:
Employees working in other organizations;Jobs aspirants registered with employment exchanges;Students from reputed educational institutions;
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Candidates referred by unions, friends, relatives and existingemployees;
Candidates forwarded by search firms and contractors;Candidates responding to the advertisements, issued by the
organization;
Unsolicited applications/ walk-ins.
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MERITS AND DEMERITS OF RECRUITING PEOPLE FROM WITHIN:
Merits Demerits
1). Economical: The cost of
recruiting internal candidates is
minimal. No expenses are
incurred on advertising.
2). Suitable: The organization canpick the right candidates having
the requisite skills. The candidate
can choose a right vacancy where
their talents can be fully utilized.
3). Reliable: The organization has
the knowledge about suitability of
a candidate for a position.
Known devils are better than
unknown angels!
4). 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
1). Limited Choice: The
organization is forced to select
candidates from a limited pool. It
may have to sacrifice quality and
settle down for less qualified
candidates.
2). Inbreeding: It discourages
entry for talented people,
available outside an organization.
Existing employees may fail to
behave in innovative ways and
inject necessary dynamism to
enterprise activities.
3). Inefficiency: Promotions
based on length of service rather
than merit, may prove to be a
blessing for inefficient candidate.They do not work hard and prove
their worth.
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with loyalty commitment and
enthusiasm.
4). 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 in a bitter race.
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The merits and demerits of recruiting candidates from outside an
organization may be stated thus:
MERITS AND DEMERITS OF EXTERNAL SOURCES OF RECRUITMENT:
Merits Demerits
1).Wide Choice: The organization
has the freedom to select candidates
from a large pool. Persons with
requisite qualifications could be
picked up.
2).Infection of fresh blood:
People with special skills andknowledge could be hired to stir up
the existing employees and pave the
way for innovative ways of working.
3).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
1).Expenses: Hiring costs could go
up substantially. Tapping
multifarious sources of recruitment is
not an easy task either.
2).Time consuming: It takes time
to advertise, screen, to test and test
and to select suitable employees.Where suitable ones are not
available, the process has to be
repeated.
3).De-motivating: 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
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to work to the best of his abilities.
4).Long term benefits: Talented
people could join the ranks, new
ideas could find meaningful
expression, a competitive
atmosphere would compel people to
give out their best and earn rewards,
etc.
the organization, forces then to work
with less enthusiasm and motivation.
4).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 fit and who may not be able
to adjust in the new setup.
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PROCESS OF RECRUITMENT:
The process of recruitment contains followings steps and
procedures. Which are as under?
JOB ANALYSIS:
The proper start to a recruitment effort is to perform a job analysis, to
document the actual or intended requirement of the job to be performed.
This information is captured in a job description and provides the
recruitment effort with the boundaries and objectives of the search.
Oftentimes a company will have job descriptions that represent a
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historical collection of tasks performed in the past. These job
descriptions need to be reviewed or updated prior to a recruitment effort
to reflect present day requirements. Starting recruitment with an accurate
job analysis and job description insures the recruitment effort starts off
on a proper track for success.
SOURCING:
Sourcing involves.
ADVERTISING-A common part of the recruiting process, often encompassing multiple
media, such as the internet, general newspapers, job ad newspapers,
professional publications, window advertisements, job centers, and
campus graduate recruitment programs.
RECRUITING RESEARCH-Which is the proactive identification of relevant talent who may not
respond to job postings and other recruitment advertising methods done
in #1.This initial research for so-called passive prospects, also called
name-generation, results in a list of prospects who can then be contacted
to solicit interest, obtain a resume/cv, and be screened (see below)?
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SCREENING AND SELECTION-Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifications may be
shown through rsums,job applications, interviews, educational or
professional experience, the testimony of references, or in-house testing,
such as for software knowledge, typing skills, numeracy, and literacy,
through psychological tests or employment testing. Other resume
screening criteria may include length of service, job titles and length oftime at a job. In some countries, employers are legally mandated to
provide equal opportunity in hiring. Business management software is
used by many recruitment agencies to automate the testing process.
Many recruiters and agencies are using an applicant tracking system to
perform many of the filtering tasks, along with software tools for
psychometric testing.
ON BOARDING-"On boarding" is a term which describes the introduction or "induction"
process. A well-planned introduction helps new employees become fully
operational quickly and is often integrated with a new company and
environment. On boarding is included in the recruitment process for
retention purposes. Many companies have on boarding campaigns in
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hopes to retain top talent that is new to the company, campaigns may
last anywhere from 1 week to 6 months.
INTERNET RECRUITMENT AND WEBSITES-Such sites have two main features: job boards and a rsum/curriculum
vitae (CV) database. Job boards allow member companies to post job
vacancies. Alternatively, candidates can upload a rsum to be included
in searches by member companies. Fees are charged for job postings andaccess to search resumes. Since the late 1990s, the recruitment website
has evolved to encompass end-to-end recruitment. Websites capture
candidate details and then pool them in client accessed candidate
management interfaces (also online). Key players in this sector provide
e-recruitment software and services to organizations of all sizes and
within numerous industry sectors, who want to e-enable entirely or
partly their recruitment process in order to improve business
performance.
The online software provided by those who specialize in online
recruitment helps organizations attract, test, recruit, employ and retain
quality staff with a minimal amount of administration. Online
recruitment websites can be very helpful to find candidates that are very
actively looking for work and post their resumes online, but they will not
attract the "passive" candidates who might respond favorably to an
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opportunity that is presented to them through other means. Also, some
candidates who are actively looking to change jobs are hesitant to put
their resumes on the job boards, for fear that their current companies, co-
workers, customers or others might see their resumes.
JOB SEARCH ENGINES-The emergence of meta-search engines, allow job-seekers to search
across multiple websites. Some of these new search engines index andlist the advertisements of traditional job boards. These sites tend to aim
for providing a "one-stop shop" for job-seekers. However, there are
many other job search engines which index pages solely from
employers' websites, choosing to bypass traditional job boards entirely.
These vertical search engines allow job-seekers to find new positions
that may not be advertised on traditional job boards, and online
recruitment websites.
HUMAN RESOURCES-Is a term used to refer to how people are managed by organizations?
The field has moved from a traditionally administrative function to a
strategic one that recognizes the link between talented and engaged
people and organizational success. The field draws upon concepts
developed in industrial/organizational psychology and system theory.
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Human resources have at least two related interpretations depending on
context. The original usage derives from political economy and
economics, where it was traditionally called labor, one of four factors of
production although this perspective is changing as a function of new
and ongoing research into more strategic approaches at national levels.
This first usage is used more in terms of 'human resources development',
and can go beyond just organizations to the level of nations. The more
traditional usage within corporations and businesses refers to the
individuals within a firm or agency, and to the portion of the
organization that deals with hiring, firing, training, and other personnel
issues, typically referred to as 'human resources management'. This
article addresses both definitions.
DEVELOPMENT-The objective of human resources development is to foster human
resourcefulness through enlightened and cohesive policies in education,
training, health and employment at all levels, from corporate to national.
Human resource management's objective, on the other hand, is to
maximize the return on investment from the organization's human
capital and minimize financial risk. It is the responsibility of human
resource managers in a corporate context to conduct these activities in an
effective, legal, fair, and consistent manner. Management is the process
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of getting things done effectively and efficiently with and through other
people to achieve the objective of the organization.
ADVANTAGES OF OUTSOURCING:
Off shoring can give access to professional, expert and high-quality services.
With outsourcing organizations can experience increasedefficiency and productivity in non-core business processes.
Outsourcing can help streamline business operations.
Offshore outsourcing can help save on time, effort, manpower,operating costs and training costs amongst others.
Outsourcing can make organizations more flexible to change.
Organizations can save on investing in the latest technology,software and infrastructure as your outsourcing partner would be
investing in these.
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Outsourcing can assure that business processes are being carriedout efficiently, proficiently and within a fast turnaround time.
By outsourcing, a company can save on management problems asoffshore partners will manage the team who works.
By outsourcing, one can cater to the new and challenging demandsof your customers.
Outsourcing can help organizations to free up its cash flow.
Sharing business risks is possible with outsourcing.
Outsourcing can give an organization a competitive advantage.
Outsourcing can help organizations to cut is operational costs.
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DISADVANTAGESOFOUTSOURCING:
At times, it is more cost-effective to conduct a particular businessprocess, rather than outsourcing it.
While outsourcing services such as payroll processing services andtax preparation services, outsourcing provider will be able to
Access Companys confidential information and hence there is a
threat to security and confidentiality in outsourcing.
Off shoring can create potential redundancies for yourorganization.
The employees may resist change.
Outsourcing provider might not be only providing services for oneorganization. Since provider might be catering to the needs of
several companies, there might be not be complete devotion to the
company.
There can be several disadvantages in outsourcing, such as,renewing contracts, misunderstanding of the contract, lack of
communication, poor quality and delayed services amongst others.
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SELECTION:
Selection can be conceptualized in terms of either choosing the fit
candidates, or rejecting the unfit candidates, or a combination of both.
So, selection process assumes rightly that, there is more number of
candidates than the number of candidates actually selected, where the
candidates are made available through recruitment process.
Selection is a process of choosing the most suitable persons out of all the
participants. In this process, relevant information about applicant is
collected through series of steps so as to evaluate their suitability for the
job to be filled. On other hand, selection is the process of assessing the
candidates by various means and making a choice followed by an offer
of employment.
Selection is a process in employment function which starts immediately
upon receipt of resumes and application letters, the major concern being
reviewing resumes for basic qualifications. A job seeker who does not
meet the required qualifications is not an applicant and should not be
considered. It is a process which should be based on job-related
qualifications including, but not limited to: required or preferred
education; experience; and knowledge, skills, and abilities as identified
in the job description.
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Selection is an important function as no organization can achieve its
goals without selecting the right people, where faulty in selection leads
to wastage of time, money and spoils the environment of an
organization.
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SELECTION IS DIFFERENT FROM RECRUITMENT:
Recruitment involves identifying the sources of manpower and
stimulating them to apply for jobs in the organizations while selection is
the process of choosing the best out of those recruited.
Recruitment differs from selection in terms of process, where it adopts
the process of creating application pool as large as possible; while
selection adopts the process through which more and more candidates
are rejected and fewer candidates are selected or sometime not even asingle candidate is selected.
Recruitment and selection are two inter-linked steps in the process of
manpower acquisition, they differ in term of outcome; where the
outcome for recruitment is application pool which becomes input for
selection process, on the other hand, the outcome of selection process is
in the form of finalizing candidates who will be offered jobs.
The ultimate objectives of both recruitment and selection are to acquire
suitable candidates but their immediate objectives differ, where the basic
objective of recruitment is to attract maximum number of candidates so
that more options are available; the basic objective of selection is to
choose best out of the available candidates.
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Definition:
To select mean to choose. Selection is the process of picking individualswho have relevant qualifications to fill jobs in an organization. The basic
purpose is to choose the individual who can most successfully perform
the job from the pool of qualified candidates.
PURPOSE:
The purpose of selection is to pick up the most suitable candidate who
would meet the requirements of the job in an organization best, to find
out which job applicant will be successful, if hired. To meet this goal,
the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates. The most suitable person is
then picked up after eliminating the unsuitable applicants through
successive stages of selection process. How well an employee is
matched to a job is very important because it is directly affects the
amount and quality of employees work. Any mismatched in this regard
can cost an organization a great deal of money, time and trouble,
especially, in terms of training and operating costs. In course of time, the
employee may find the job distasteful and leave in frustration.
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He may even circulate hot news and juicy bits of negative information
about the company, causing incalculable harm to the company in the
long run. Effective election, therefore, demands constant monitoring of
the fit between people the job.
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SELECTIONPROCESS:
Selection is a process of matching the qualifications of applicants with
the job requirements. It is a process of weeding out unsuitable
candidates and identifying the most suitable candidate. Selection is a
long process, starting from the preliminary interview of
applicants and ending with employment contract.
For example some organisations may give more importance to testing
while others give more emphasis to interviews and reference checks.
Similarly a single brief selection interview might be enough for
applicants for lower level positions, while applicants for managerial jobs
might be interviewed by a number of people.
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Steps in selecting process:
The sequence of steps may also vary from job to job and organization to
organization. Following are the steps in selecting process which are as
under.
RECEPTION
SCREENING INTERVIEW
APPLICATION BLANK
SELECTION TEST
SELECTION INTERVIEW
MEDICAL TEST
REFERENCE CHECKS
HIRING DECSION
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RECEPTION:
A company is known by the people it employs. In order to attract people
with talents, skills and experience a company has to create a favorable
impression on the applicants right from the stage of reception. Whoever
meets the applicant initially should be tactful and able to extend help in a
friendly and courteous way. Employment possibilities must be presented
honestly and clearly. If no jobs are available at that point of time, the
applicant may be asked to call back the personnel department after sometime.
SCREENING INTERVIEW:
A preliminary interview is generally planned by large organizations to
cut the cost of selection by allowing only eligible candidates to gothrough the further stages in selection. A junior executive from the
Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such
as age, education, experience, pay expectations, aptitude, location,
choice etc. this courtesy interview as it is often called helps the
department screen out obvious misfits. If the department finds the
candidate suitable, a prescribed application form is given to the
applicants to fill and submit.
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APPLICATION BLANK:
Application blank or form is one of the most common methods used to
collect information on the various aspects of the applicants academic,
social, demographic, work related background and references. It is a
brief history sheet of employees background, usually containing the
following things:
Personal data (address, sex, telephone number)Marital dataEducational dataEmployment ExperienceExtra-curricular activitiesReferences and Recommendations
Usefulness of Application Blank or Form:
Application blank is highly useful selection tool, in that way it
serves three important purposes:
1. It introduces the candidate to the company in a formal way.2.
It helps the company to have a cross-comparison of the applicants;the company can screen and reject candidates if they fail to meet
the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.
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SELECTION TESTING:
In this section let examine the selection test or the employment test that
attempts to asses intelligence, abilities, personality trait, performance
simulation tests including work sampling and the tests administered at
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