Recruitment:- <ul><ul><li>Recruitment is the process of searching for prospective candidates and stimulating them to apply for the job </li></ul></ul>
It is a positive process because it increases the selection ratio by attracting a large volume of applicants for the job
Purposes <ul><li>Increase size of applicant pool at minimum cost </li></ul><ul><li>Identify & prepare potential job applicants </li></ul><ul><li>Increase success rate of selection process by reducing over/under qualified applicants </li></ul><ul><li>Decrease early turnover of new hires </li></ul><ul><li>Increase individual/organisational effectiveness </li></ul>
Advantages of Internal Recruiting <ul><li>Better assessment of internal candidates </li></ul><ul><li>Lower cost </li></ul><ul><li>Motivator for good performance </li></ul><ul><li>Familiarity with organisation </li></ul><ul><li>Improved morale and security </li></ul><ul><li>Stability of employees can be insured </li></ul>Can be reduced Trade union can be satisfied Cost of training , induction , period of adoptability
Disadvantages of Internal Recruiting <ul><li>Inability to find appropriate people </li></ul><ul><li>Morale problems </li></ul><ul><li>Political in-fighting </li></ul><ul><li>Need for strong T&D programs </li></ul>
Advantages of External Recruiting <ul><li>Introduces new ideas and knowledge </li></ul><ul><li>Reduced need for training </li></ul><ul><li>Larger skilled pool available </li></ul><ul><li>UNBIASED RECRUITMENT </li></ul><ul><li>NEW ENTRIES CAN BE MADE AT LOWER PAY </li></ul><ul><li>TALENTED CANDIDATES OF SIMILAR ORG CAN </li></ul>BE BROUGHT IN EASILY SCALES
Disadvantages of External Recruiting <ul><li>Problems of fit </li></ul><ul><li>Morale problems for internals </li></ul><ul><li>Adjustment period </li></ul><ul><li>Decreased incentive value of promotions </li></ul>
Factors affecting recruitment:- Internal factors:- <ul><li>company’s pay package </li></ul><ul><li>Quality of work </li></ul><ul><li>Organizational requirement </li></ul><ul><li>Carrier planning and growth </li></ul><ul><li>Company’s size </li></ul><ul><li>Companies product/ services </li></ul><ul><li>Companies growth rate </li></ul><ul><li>Roll of trade unions </li></ul><ul><li>Company’s name and fame </li></ul>External factors:- <ul><li>Socio economic factor </li></ul><ul><li>Supply and demand </li></ul><ul><li>Employment rate </li></ul><ul><li>Political legal government </li></ul>factors <ul><li>Information system </li></ul>Like employment exchange
Recruitment technique:- For internal candidates For external candidates <ul><li>promotion </li></ul><ul><li>demotion </li></ul><ul><li>transfer </li></ul><ul><li>recommendations </li></ul><ul><li>scouting </li></ul><ul><li>advertising </li></ul>
Recruitment Evaluation <ul><li>Measuring past recruitment can help predict: </li></ul><ul><ul><li>Timeliness of recruitment </li></ul></ul><ul><ul><li>Budget needed </li></ul></ul><ul><ul><li>Methods that yield greatest number of best quality candidates </li></ul></ul><ul><ul><li>Assess performance of recruiters </li></ul></ul>
Recruitment – The Cisco Way “ Our philosophy is very simple – if you get the best people in the industry to fit into your culture and you motivate them properly, then you’re going to be an industry leader.’ John Chamber CEO, Cisco Systems
INTRODUCTION R E C R U I T M E N T - T H E C I S C O W A Y The case examines various changes brought about by global networking major. Cisco, in its recruitment policies in the mid-1990s The Case: Cisco was founded in 1984 by a group of computer scientists at Stanford, who designed an operating software called IOS (Internet Operating System) Background of Cisco: In 1985, the company started a customer support site from where customers could download software over FTP and also upgrade the downloaded software. It provided technical support to its customers through emails
INTRODUCTION R E C R U I T M E N T - T H E C I S C O W A Y In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people every three months during the year, the company still had hundreds of openings. Introduction to the case: Cisco hired more than 1,000 employees every quarter – around 10 percent of the total jobs generated through Internet in the Silicon Valley. The management realized that they had to adopt innovative recruitment measures to get the best people and remain the leader in the Internet era. Foremost among these was the first of its kind online recruitment called the ‘ Friends program ’ In 2001, the company recruited around 40-50% of its employees through ‘ Make a friend @ Cisco ’ online program and other such initiatives “ Friends is designed to put some grace into the hiring process.” . Cisco recruiters have also began to target passive job seekers, who were content and successful in their existing jobs. - Michael McNeal, Director, Corporate Employment
RECRUITMENT AT CISCO R E C R U I T M E N T - T H E C I S C O W A Y Cisco sources revealed that the company had a policy of attracting the ‘top 10-15 percent’ people in the networking industry. It believed that if it could get the best people in the industry and retain them, it would remain the industry leader Cisco’s recruiting team identified the candidates whom they felt that the company ‘should hire,’ and then figured out ways those potential candidates did their job hunting and designed hiring processes to attract them to the company. “ The top 10 percent are not typically found in the first round of layoffs from other companies, and they usually aren’t cruising through the want ads.” - Barbara Beck, Vice President, Human Resources “ Attracting, growing and retaining great talent is critical to sustaining Cisco’s competitive advantage.” Cisco’s Vision Statement:
RECRUITMENT AT CISCO R E C R U I T M E N T - T H E C I S C O W A Y Since the most sought after employees were not accessible, Cisco deviced a strategy to lure them. As part of its strategy to attract the best talent, Cisco changed the way it used wanted advertisements in newspapers. Instead of listing specific job openings, the company featured its Internet address in its ads and invited prospective candidates to apply. The company learned to attract happily employed people through focus groups. For example, it was found that most professionals like to watch movies in their free time, websites on ‘corporate cartoon Dilbert’ were extremely popular and most professionals hated job hunting. Cisco linked its website to the Dilbert web page, which registered around 2.5 million hits per day, mainly from engineers and Internet-savvy managers.
RECRUITMENT AT CISCO R E C R U I T M E N T - T H E C I S C O W A Y The focus group’s exercise made Cisco realize that a candidate would approach the company if he had been informed by a friend about better opportunities at Cisco. Cisco also reached out to potential applicants through a variety of routes which were unusual in recruiting . It began frequenting art fairs, beer festivals and certain annual events in which people from Silicon Valley participated. These places proved to be very ‘fruitful hunting venues’ as they attracted young achievers from various successful InfoTech companies. Cisco recruiters mingled with the crowd, collected business cards from prospective candidates and spoke to them informally about their careers. The Cisco employees then called the prospects to inform them in their own words about life at the company. By 1999, about one third of new recruitments were made through the Friends program , Cisco launched a tool called Profiler on the employment page of its website to accelerate and standardize online resume submission.
RECRUITMENT AT CISCO R E C R U I T M E N T - T H E C I S C O W A Y To avoid applicants from being caught by their current employers while using Profiler, Cisco designed each screen with an escape button that opened web page about gift suggestions for co-workers. To speed up the hiring process, Cisco hired in-house headhunters to identify qualified candidates for managers. Cisco also encouraged internal referrals for recruitment through a program called ‘ Amazing People.’ This system allowed Cisco employees to refer their friends, acquaintances for positions in Cisco. Employees were given bonus if the company hired the person they referred. Every new recruit was assigned a ‘buddy’ who clarified all doubts and answered questions about Cisco and work in general.
strengths:- <ul><li>Use of revolutionary technique that is internet </li></ul>Inexpensive method which covers large volume <ul><li>Recruiting team’s effort to identify and study job hunting </li></ul>Style of potential candidates <ul><li>Advertising website at cyberspace and linking it to other </li></ul>Important websites <ul><li>Formation of focus groups for passive job seekers </li></ul>
Weaknesses:- <ul><li>Factors like higher salary, incentives etc which may lure passive job seeker havn’t been included </li></ul>As cisco target top level employees, excessive recruitment Will be useless and unfocused <ul><li>Internal refferals may cause conflicts and may </li></ul>divert employees attaintion to get bonus for refering
Opportunity:- <ul><li>Unusual but fruitful recruitment techniques like art fairs, beer festivals and certain annual events etc are frequently done; where potential candidates can be easily contacted and informed </li></ul>
Threats:- <ul><li>Other competitive firms can soon follow similar recruitment techniques with additional lucrative features like higher pay scales , better working atmosphere etc </li></ul>
Conclusion:- According to our swot analysis we would like to conclude That cisco’s recruitment technique is very beneficial, cost effective and innovative but it seems to be a bit undirectional as its objective is to hire top networking people but its not significantly fulfilled they have just made the recruitment technique smooth and easy but not attractive specially for passive job seekers