The document discusses concepts related to recruitment including the meaning, scope, objectives, and importance of recruitment. It defines recruitment as a process of searching for potential candidates and encouraging them to apply for jobs. The objectives of recruitment include finding the best qualified candidates, minimizing costs, retaining top talent, and reducing favoritism. Job analysis and job design are also important concepts discussed which provide information for recruitment and other HR functions. Job analysis involves studying jobs to understand tasks and requirements while job design organizes work into required tasks.

1. Concepts of Recruitment
Chapter 1

2. Meaning
• Recruitment is a positive process of searching for prospective
employees and stimulating them to apply for the jobs in the
organisation. When more persons apply for jobs then there will be a
scope for recruiting better persons.

3. • The job-seekers too, on the other hand, are in search of organisations offering
them employment.
• Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs.
• In simple words, the term recruitment refers to discovering the source from
where potential employees may be selected.
• The scientific recruitment process leads to higher productivity, better wages,
high morale, reduction in labour turnover and enhanced reputation.
• It stimulates people to apply for jobs; hence it is a positive process.

4. Scope &Definition of Recruitment
• According to Edwin B. Flippo, “It is a process of searching for
prospective employees and stimulating and encouraging them to
apply for jobs in an organisation.” He further elaborates it, terming it
both negative and positive.
• He says, “It is often termed positive in that it stimulates people to
apply for jobs, to increase the hiring ratio, i.e. the number of
applicants for a job. Selection, on the other hand, tends to be
negative because it rejects a good number of those who apply,
leaving only the best to be hired. ”

5. Kempner writes, “Recruitment forms the first stage in the process which
continues with selection and ceases with the placement of the candidates.”
In the words of Dale Yoder, Recruitment is the 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 working force.”

6. Scope of Recruitment
• The scope of Recruitment and Selection is very wide and it consists of a variety
of operations. Resources are considered as most important asset to any
organization. Hence, hiring right resources is the most important aspect of
Recruitment. Every company has its own pattern of recruitment as per their
recruitment policies and procedures.
• The scope of Recruitment and Selection includes the following operations −
• Dealing with the excess or shortage of resources
• Preparing the Recruitment policy for different categories of employees
• Analyzing the recruitment policies, processes, and procedures of the
organization
• Identifying the areas, where there could be a scope of improvement
• Streamlining the hiring process with suitable recommendations
• Choosing the best suitable process of recruitment for effective hiring of
resources

7. Objectives of Recruitment
• To find and employ the best-qualified person for each job.
• To minimize the cost of recruitment.
• To offer promising careers and security.
• To provide facilities for growth and development.
• To retain the best and most promising ones.
• To reduce the scope of favoritism and malpractice
• To search talent globally not just within the nation,

8. Purpose of Recruitment
• Determine current and future needs: To determine the present and future
needs of the organization, with the combination of their plan and job
analysis activities. This is one of the most important objectives of
recruitment.
• Increase in the job pool: To increase the pool of job candidates at the
minimum post cost.
• Assistance in increasing success rate: To help increase the success rate of
the selection process by reducing the visible number of under-qualified or
exaggerated job applicants.
• Help reduce the probability: To help reduce the likelihood of job
applicants, once recruited and selected, only after a short period they can
cure the organization.

9. Importance of Recruitment
• Successful recruitment is a direct reflection of the legitimacy and
professionalism of your business.
• Employing the right people for your business is the most important part of
your organization.
• It is necessary to have a good recruitment process to attract the right kind
of staff for the needs of your business.
• The recruitment process must be cost-effective as well as not time-
consuming.
• Recruitment and training can be expensive and time-consuming, so when
you are recruiting, make sure that you are making the right choice.
• Evaluate the effectiveness of various recruiting techniques and sources for
all types of job applicants.

10. • A good recruitment process can reduce the time involved in
searching, interviewing, recruiting and training.
• It can streamline these procedures and make your search more
efficient for viable candidates.
• Creating a positive image to your customers, peers, and competitors
are very important.
• New employees must list the skills needed to fulfill their duties.
• To get better and successful results in your recruitment process,
promote specific criteria relevant to the job.

11. • Always evaluate the skill of your candidate for the position of recruitment for
knowledge, skill, and ability “KSA”, this is a great assessment tool for recruiting
the right candidate for your business.
• There is no guarantee that your selection will be correct, but you can reduce
your risks and maximize your ability to rent the right candidate.
• If you have a successful recruitment process then you can find a good,
qualified, reliable staff for your company.
• Be sure to follow an organized recruitment path and you will find candidates
who prove to be a great asset to your business.

12. Need and Relevance of Recruitment
• Every Company in the world knows the importance of the recruitment step
in increasing. The performance of the company and increasing the
productivity of the products. In this part of the project we will mention
some important point about the importance of the recruitment step in any
organization:
• It helps the organization by finding the need for requirements by job
analysis activities and personnel planning.
• To collect many job candidates with less cost.
• It helps to organize application by dividing them by underqualified or
overqualified, to increase the possibility of increasing and choosing the
successful person to the right place.
• Employing new and better-qualified staff often the only effective long-term
strategy for improving operational performance.
• Capabilities and commitment of employees ensure an organization’s
success.
• Raise organizational and individual value in the short term and long term.

13. Job Analysis
• Job analysis, contains a simple term called "analysis", which means detailed
study or examination of something (job) in order to understand more
about it (job). therefore job analysis is to understand more about a specific
job in order to optimise it. Job analysis is a systematic process of collecting
complete information pertaining to a job. Job analysis is done by job
analyst who is an officer have been trained for it.
• Job analysis is the process of gathering and analyzing information about
the content and the human requirements of jobs, as well as, the context in
which jobs are performed. This process is used to determine placement of
jobs.
• Job analysis defines the organization of jobs within a job family. It allows
units to identify paths of job progression for employees interested in
improving their opportunities for career advancement and increasing
compensation.

14. • Job analysis is a procedure through which you determine the duties and
responsibilities, nature of the jobs and finally to decide qualifications, skills and
knowledge to be required for an employee to perform particular job.
• Job analysis helps to understand what tasks are important and how they are carried
on.
• Job analysis forms basis for later HR activities such as developing effective training
program, selection of employees, setting up of performance standards and
assessment of employees ( performance appraisal)and employee remuneration
system or compensation plan.
• A job analysis is the most comprehensive way to understand specific “can do” and
“will do” components of your service, sales, and support job.
• With the help of a job analysis, you can accurately identify job candidates with the
highest potential to become high performers.
• By using a job analysis to build a solid talent selection foundation, your organization
can reap benefits that include higher customer satisfaction, higher revenue per call,
lower early-stage attrition, and an improved company culture.

16. Job Descriptions and Job Specifications
• Job description -where the details regarding the job are given.
It is a list of job duties, responsibilities,reporting, relationships,
working conditions and supervisory responsibilities - one product of
the job analysis --- Gary Dessler
• Job description is a broad, general, and written statement of a specific
job, based on the findings of a job analysis. It generally includes
duties, purpose, responsibilities, scope, and working conditions of a
job along with the job's title, and the name or designation of the
person to whom the employee reports. Job description usually forms
the basis of job specification.

17. Contents of Job Description
• Job title, code number, department/division
• Job contents in terms of activities or tasks performed
• Job responsibilities towards effective job performance
• Working conditions specifying job hazards
• Social environment prevailing at work place
• Machine, tools and equipments
• Extent of supervision given and received
• Relationship with other jobs-vertical, horizontal and diagonal

18. Uses of Job Description
• Job grading and job classification
• Providing base for preparing job specification, leading to recruitment
and selection
• Procurement and placement of employees
• Developing career path
• Training and Development
• Setting performance standards and appraisal
• Promotion and transfer
• Developing work procedures and processes

19. Job Specification
• Job specification is a statement in which we explain the qualities required by
people applying for the job.
• Job specification as a statement of minimum qualification that person must
posses to perform a given job successfully --- Stephen. P . Robbins & Marry
Coutler
• Job specification is a statement of employee characteristics and qualifications
required for satisfactory performance of defined duties and tasks comprising a
specific job or function. Job specification is derived from job analysis.
• While the job description describes activities to be done, it is job specifications
that list the knowledge, skills, and abilities an individual needs to perform a job
satisfactorily. Knowledge, skills, and abilities (KSAs) include education,
experience, work skill requirements, personal abilities, and mental and physical
requirements.
• Example---Job specifications for a data entry operator might include a required
educational level, a certain number of months of experience, a typing ability of
60 words per minute, a high degree of visual concentration, and ability to work
under time pressure. It is important to note that accurate job specifications
identify what KSAs a person needs to do the job, not necessarily what
qualifications the current employee possesses.

20. • Components of a Job Specification
Experience: Number of years of experience in the job you are seeking to fill.
Number of years of work experience required for the selected candidate. Note
whether the position requires progressively more complex and responsible
experience, and supervisory or managerial experience.
Education: State what degrees, training, or certifications are required for the
position.
Required Skills, Knowledge and Characteristics: State the skills, knowledge, and
personal characteristics of individuals who have successfully performed this job.
Or, use the job analysis data to determine the attributes you need from your
“ideal” candidate. Your recruiting planning meeting or email participants can also
help determine these requirements for the job specification.

21. Contents of Job Specification
• The following are the contents of Job Specification:
• → Physical Qualifications: These qualifications or specifications vary from
job to job. Physical Qualifications are nothing but the capabilities of
employees. These include height, weight, hearing, vision, capacity to
handle machines etc.
• → Mental Qualifications: This includes the ability to interpret data,
calculations, planning, general knowledge, judgement, memory etc.
• → Social and Emotional specifications: This is vital for the role of
Managers and Supervisors. It includes emotional constancy and elasticity. It
also includes the way they dress, personality and relationship.
• → Behavioral Qualifications: This qualification is very important in
selecting employees for higher levels of management. This specification
asks to depict the acts of the managers rather than traits which cause
those acts. This includes creativity, research, maturity level, dominance etc.

22. Methods of Job Analysis
Qualitative
Techniques
Observations, Questionnaires
Interviews
Checklist
Diary
Technical Conference
Quantitative
Techniques
Position analysis
Questionnaire
Management position
description Questionnaire
Functional job analysis

23. Qualitative Methods of Job Analysis
• 1.Observation Method: In this method the job analyst observes the employees
work and records all the tasks that are performed and also those that are not
performed. This may seem to be an easy method of job analysis, but it is the most
difficult one. The main reason being that every person has a different way of
observing things, which might involve personal bias, likes and dislikes which will
not give the desired results.
• 2. Interview Method: In this method the manpower is interviewed. The
employee under this method comes up with different ideas towards their
working style, problems faced by them and uncertainties or insecurities faced by
them. It helps the organization in knowing exactly what the employees are
thinking about their jobs. This helps in minimizing errors as not only one
employee is interviewed, but everyone in the organization is interviewed.
• 3. Questionnaire Method: This is another common method of Job Analysis,
which uses a questionnaire to be filled by the employees. Care should be taken
while framing questions for this, because this method also suffers from bias by
the superiors. It is always better if the staff is communicated in a better way to
make them understand that the data collected is for their own good. Here
different types of questionnaires are prepared for different grades which is also
time consuming.

24. • 4. Checklist: It is similar to a questionnaire, but the response sheet contains
fewer subjective judgements and tends to be a close ended questions.
Checklist may cover many activities and job holders tick only those that are
included in their jobs.
• 5. Diary Method: This method requires the job holders to record in detail
their activities each day. If done faithfully, this technique is accurate and
eliminates errors caused by memory lapses,the job holder makes while
answering questionnaires or checklist.
• 6.Technical conference Method: In this method service of supervisors who
have extensive knowledge about a job are used. It is from these experts
that details about the job are obtained. A conference of superiors is used.
The analyst initiates discussion which provides details about jobs.
• 7. Job Performance: The job analyst actually performs the job under study
to obtain the first hand experiment of the actual tasks, physical and social
demands and the job environment. The jobs with lesser skill requirement
and which can be learnt quickly and easily are suitable for this method.

25. Quantitative method of Job Analysis
• Position Analysis Questionnaire: It is designed to be completed by a trained
job analyst who interviews the SMEs . It measures job component validity
of attributes presented in aptitude test .Job Component Validity is the
relationship between test scores and skills required for good job
performance.There are 195 behavior related statements in the PAQ divided
into six major sections: information input, mental process, work output,
relationships with others,job context and other job characteristics.
• Management Position Description Questionanire: ( MPDQ)It is highly
structured questionnaire containing 208 items relating to managerial
responsibilities, restrictions, demands, etc. These 208 items are grouped
under various categories like supervision, public, customer relations,
advanced financial responsibility, autonomy of actions, etc.
• Functional Job Analysis : (FJA) Worker oriented job analytical approach
which attempts to describe the whole person on the job. FJA produces
standardized occupational information specific to the performance of the
work and the performer.

26. • Identification of Job Analysis purpose
• Who will conduct the job analysis
• How to conduct the process
• Strategic decision making
• Training of job analyst
• Preparation of job analysis process
• Data collection
• Documentation ,verification and review
• Developing job description and job specification

27. Process of Job Analysis
1. Organizational analysis-The first step in the job analysis process is to
determine its purpose. This will help determine what kind of data to
collect and how to collect it. The necessary background information for
this step can be collected by using organization charts, process charts
and job descriptions.
2. Select representative positions- It will be time consuming and costly to
analyse all jobs in an organization. So, it is essential to select a
representative sample of jobs for detail job analysis.
3. Collect data-The next step is to collect job-related data such as
educational qualification, duties, responsibilities, working conditions,
employee behaviour, skills and abilities. Data is collected by using
methods such as observation, interviews and questionnair

28. 4. Review collected data- A job analysis report is prepared by using the
gathered data. The information is then verified with the worker
performing the job and their supervisor.
5. Developing job description-The information collected is used to
develop a written statement known as job description. Job
description is a document that describes the responsibilities,
working conditions, locations, risks and tasks required for effective
job performance.
6. Developing job specification-The final step in the process is to
develop job specification. Job specification and job descriptions are
two tangible products of the job analysis process. Job specification
is a statement of personal traits, educational qualification,
experience, background and skills needed to perform a job.

29. Uses of Job Analysis
• Wage and salary administration
• Setting product standards
• Improvement of employee productivity through work simplification
• Organisation and integration of the whole workforce in organisational planning
• Training programmes
• Optimizing utility of personnel
• It also helps to identify job relationships for smooth functioning
• Transfer and promotions
• Improvement of working conditions
• Recruitment, selection and placement.
• Job analysis generates several documents and procedures, which are very useful
in the management of human resources. Job analysis provides information which
is useful almost in all the operative function of Human resource management.

30. Job Design
• Job design is the process of organizing work into the tasks required to
perform a specific job. Job design involves the conscious efforts to
organize tasks, duties and responsibilities into a unit of work to
achieve certain objectives
• The Job Design means outlining the task, the responsibilities,
qualifications, methods and relationships required to perform the
given set of job.
• The objective of a job design is to arrange the work in such a manner
so as to reduce the boredom and dissatisfaction among the
employees, arising due to the repetitive nature of the task.

31. • Good job design:
• allows for employee input. Employees should have the option to vary activities
according to personal needs, work habits, and the circumstances in the workplace.
• gives an employee a sense of accomplishment. Guarantee that processes conform to
business and legal requirements. Your business can face financial and legal hurdles if
anti-discrimination, employee eligibility and labor law standards are not upheld. Spot-
check documents and conduct informal interviews with recent hires to ensure legal
compliance.
• includes training so the employee knows what tasks to do and how to do them
properly.
• provides good work/rest schedule.
• allows for an adjustment period for physically demanding jobs.
• provides feedback to the employees about their performance.
• minimizes energy expenditure and force requirements.
• balances static and dynamic work.
• Job design is an ongoing process. The goal is to make adjustments as conditions or tasks
change within the workplace.

32. Modern Techniques of
Job Design

33. Job Simplification
• Under this method, the job is simplified by breaking it down into small sub-
parts. Then, each part of the job is assigned to a worker who does the
same task over and over again. This enables the worker to gain proficiency
and fitness in doing the repetitive task. This increases worker s
productivity, on the one hand, and, in turn, profits, on the other. I he
training costs of so simplified jobs are virtually nil because very low level of
skill is required to do these simplified jobs.
• However, due to the repetitive job, workers feel boredom. They tend to
remain absent frequently. Boredom also leads to mistakes and accidents.
On the whole, the quality and quantity of output gets adversely affected-“.
Thus, the company may not always reap the benefits of task specialization
due to work simplification.

34. Job Rotation
• One solution to boredom, as seen in work simplification, is job rotation’.
Job rotation implies the moving of employees from job to job without any
change in the job. In case of job rotation, an employee performs different
jobs, but of the same nature.
• The advantages of job rotation are:
• (i) It removes boredom
• (ii) It broadens employee’s knowledge and skill.
• (iii) Employees become competent in several jobs rather than only one.
• However, job rotation suffers from certain disadvantages also:
• (i) Frequent shifting of employees across the jobs causes interruption in
the job routine,
• (ii) Employees may feel alienated when they are rotated from job to job.
• (iii) The employees who look for more challenging assignments may still
feel frustrated.

35. Job Enlargement:
• Job enlargement involves adding more tasks to a job. This is a horizontal
expansion in a job. By adding more tasks to job, job enlargement expands job
scope and gives variety of tasks to the job holder. For example, a mail-sorter’s job
could be enlarged to include physically delivering the mail to the various
departments in the organization.
• Job enlargement reduces boredom and monotony by providing the employee
more variety of tasks in the job. Thus, it helps increase interest in work and
efficiency. A recent study found that by expanding the scope of job, workers
found benefits such as more satisfaction, enhanced customer service, and less
errors.
• It is said that job enlargement removes boredom and contributes to employee
motivation. However, the same is not validated in practice. Even with job
enlargement, the job could become boring to employee after a time especially
when the job was already monotonous.

36. Job Enrichment:
• Another approach to designing motivating jobs is job enrichment. Reasons for job
enrichment being installed are varied. The excessive job specialisation (through
job rotation) have been dehumanising the work by making the worker’s job
routine, repetitive and removing all challenges from it.
• As such, human capabilities are not being fully utilised under such conditions and
it is creating frustration among the workers and alienating them from their jobs.
Moreover, workers today are better educated and higher paid.
• Job enrichment involves adding motivating factors to job. Thus, job enrichment is
a vertical expansion of a job by adding more responsibility and freedom to do it. It
is a type of improvement in the context of the job which may give a worker more
of a challenge, more of a complete task, more responsibility, more opportunity for
growth, and more chance to contribute his ideas.
• Job enrichment increases job depth, which refers to the degree of control
employees have over their work. Job enrichment can improve the quality of work
output, employee motivation, and satisfaction.

37. Factors affecting Job Design
•
Behavioural
Factors
Individual
Factors
Organizational
Factors
Environmental
Factors

38. Factor # 1 Environmental Factors
• There are various environmental factors which affect the job design
approach to be adopted by an organization.
• The major environmental factors affecting job design are as follows:
• Technological Development: Technology determines predominantly the
nature of job design, and an organization’s choice of a technology
depends on the degree of technological development. In different types
of technology, job design differs.
• Availability of Personnel: Another environmental factor which is taken
into consideration is the availability of personnel having requisite abilities
for job performance. If trained and skilled personnel are available, jobs
may be made more complex and varied which may be more motivating.
• Socio-Cultural Expectations: A job design should meet the socio-cultural
expectations, that is, it must be able to satisfy the requirements of
personnel who join as workforce. In every society, expectations from jobs
in the form of monotony or challenges, work hours and time schedule,
etc. are formed on the basis of broad socio-cultural characteristics.

39. Factor # 2. Organizational Factors:
• The major factors are- nature of task characteristics, use of ergonomics, and work practices.
• Nature of Task Characteristics: Jobs should be motivating. Motivating potential of a job
depends on skill variety, task identity, task significance, autonomy, and feedback. However,
these dimensions may not exist uniformly in all jobs but are moderated by internal
characteristics of the job.
• The internal structure of a job consists of three elements- (i) planning — deciding the course
of action, timing, and resources required; (ii) executing — carrying out the plan; and (iii)
controlling — monitoring performance and taking corrective action when required.
• Use of Ergonomics: Ergonomics is concerned with designing jobs integrating socio-
technical factors of the job and the characteristics of job holder so that he can perform the job
effectively. The use of the concept of ergonomics helps in designing a job by providing clue as
to how social, technical, and individual characteristics can be matched. An organization using
the principles of ergonomics can have better motivational job designs
• Work Practices: In an organization, work practices to be followed are not determined by the
organization alone but employees and their unions also play active role. Traditionally, work
practices were determined by time and motion study which suggests the type of motion
required in a task and the time required to complete that motion.
•

40. Factor # 3. Individual Factors:
• Not all individuals react uniformly to a particular job design. This
happens because of individual differences. An individual differs from
others in terms of age, sex, physical features, intelligence, personality,
need patterns, values, and attitudes.
• These factors influence his reaction to a job and the job performance
environment. Thus, for some individuals, a simple job may be
motivating while for others, this may be monotonous and frustrating.
Therefore, job design must take into account various individual
characteristics into consideration.

41. Behavioural Factor
• Feedback
• Autonomy
• Use of abilities
• variety

42. Contemporary Issues in Job Design
Telecommuting
Job Sharing
Flexi working Hours
Alternative work pattern
Techno Stress
Task Revision

43. Source or Type of Recruitment
•Direct
•Indirect
•Internal
•External

44. Direct Method:
• In this method, the representatives of the organisation are sent to the potential
candidates in the educational and training institutes. They establish contacts with
the candidates seeking jobs. These representatives work in cooperation with
placement cells in the institutions Persons pursuing management; engineering,
medical etc. programmes are mostly picked up in this manner.
• Sometimes, some employer firms establish direct contact with the professors and
solicit information about students with excellent academic records. Sending the
recruiter to the conventions, seminars, setting up exhibits at fairs and using
mobile office to go to the desired centers are some other methods used to
establish direct contact with the job seekers.

45. Indirect Methods
• Indirect methods include advertisements in news papers, on the radio and television, in
professional journals, technical magazines etc.
• This method is useful when:
• (i) Organisation does not find suitable candidates to be promoted to fill up the higher
posts
• (ii) When the organisation wants to reach out to a vast territory, and
• (iii) When organisation wants to fill up scientific, professional and technical posts.
• The experience suggests that the higher the position to be filled up in the organisation,
or the skill sought by the more sophisticated one, the more widely dispersed
advertisement is likely to be used to reach to many suitable candidates.
• Sometimes, many organisations go for what is referred to as blind advertisement in
which only Box No. is given and the identity of the organisation is not disclosed.
However, organisations with regional or national repute do not usually use blind
advertisements for obvious reasons.

46. Internal sources of Recruitment
• Internal sources of recruitment consist of employees who are already
on the payroll of a firm. It also includes former employees who have
returned to work for the organization. Recruitment from internal
sources is done to fill up vacancies through promotion, re-hiring and
transferring employees within the company.
• Notification
• Promotions
• Transfers
• Reference

47. Merits and Demerits of Internal Sources
Merits
• Improves morale
• Proper evaluation
• Economical
• Promotes loyalty
• Motivation techniques
• Social responsibility
• Stability of employees
• Trade unions support
Demerits
• Discourage flow of new talent
• Capable vs seniority
• Limited to only within organisation
• Unsuitable for new organisation
• Not suitable for outsiders
• Bias

48. External Sources of Recruitment
• Sources of external recruitment include:
• People joining an organization, specifically through recommendations.
• Employment agencies( e.g. naukri.com) or employment exchanges ,
Management consultants
• Advertising.
• Educational Institutes like colleges and vocational schools (e.g. campus
selection)
• Labour Contractors.
• Hiring unskilled labor.(Recruitment at Factory gate)
• Telecasting

49. Merits and Demerits of Internal Sources
Advantages
• Qualified personnel
• Wider choice
• Fresh talent
• Competitive spirit
Disadvantages
• Dissatisfaction among existing
staff
• Lengthy process
• Costly process
• Uncertain response

50. Methods of Recruitment
• Traditional
• Inhouse
• Internal recruitment
• On Campus
• Employment Agencies
• Traditional Agencies
• Recruitment Broker
• Modern
• Recruitment Booths
• Niche Recruitment
• Internet Recruitment
• Service Recruitment
• Recruitment websites and Job
• Search Engine
• Social Recruiting
• Candidate paid Recruiters

51. Techniques of Recruitment
• Traditional
• Promotions
• Transfers
• Advertising
• Modern
• Scouting
• Salary & Perks
• Employees Stock Ownership
Programme

52. Evaluation of Recruitment
• Recruitment and selection is the human resources function of identifying,
attracting, screening and hiring the most qualified candidate for a job
opening. For small businesses in particular, this process is critical. The
ability to effectively assemble the best team members available can make
the difference between a company’s success and failure. When initiating
the recruitment and selection process, an entrepreneur must consider
many things.
• Key Factors to Evaluate Your Recruitment Process
• Gather Job Applicant Feedback.
• Rewrite Your Job Descriptions.
• Use Quality, Speed and Cost Metrics.
• Evaluating Your Recruiting Efforts is Worth It.

53. • Evaluate your recruitment and selection practices regularly in order
to: ... ensure your recruitment strategies remain responsive to your
business needs and employment market fluctuations. ensure that
your practices are cost-effective and resources for them are allocated
effectively.
• Routine evaluation of the methods, procedures and strategies used in
retaining new employees and selecting employees for advancement
can improve employee retention and the quality of interview
candidates. The best evaluation methods identify successful
processes that can be enhanced and ineffective processes that need
modifications.

54. • Create a measurement standard. Judging the effectiveness of any business
process is difficult without a solid measurement system. Consider using new
employee turnover, employee satisfaction metrics or average position vacancy
time as measurement standards. You can also use qualitative assessments
through management, employee and candidate surveys.
• Track measurement data. Measurement standards should be tracked over time as
an indicator of the success or failure of recruitment and selection processes.
• Review costs. Look at the overall costs your company expends for all recruitment
and selection endeavors. Costs should include advertising expenditures, human
resources personnel time, signing bonuses and reimbursements for moving costs.
Review the cost of each type of investment and ensure the expenditures are
resulting in quality employee candidates. Effective spending can help target the
right type of employee candidates.

55. • Ensure recruitment and selection processes enhance your business
image. Improper recruitment and selection process can have a negative
impact on how your business is perceived by potential employees,
business partners and customers
• Guarantee that processes conform to business and legal requirements.
Your business can face financial and legal hurdles if anti-discrimination,
employee eligibility and labor law standards are not upheld. Spot-check
documents and conduct informal interviews with recent hires to ensure
legal compliance.

56. Outsourcing Programme
Outsourcing is contracting with other company or person to do a particular function.
Recruitment which used to be a core activity of the hr organisations is now increasingly
getting outsourced.
Here the employer transfers all or part of its recruitment processes to an external service
provider, they are called as recruitment process outsourcing (RPO)
RPO service includes sourcing, screening, testing, interviewing, background checks, drug
testing, hiring, coordinating the offer letter, on-boarding , maintaining applicant tracking
logs, requisition and candidate files, reporting and training
Outsource is normally done for those jobs that require technical expertise and when the
organisation wishes to focus on the core business.

57. Outsourcing
Advantages
• Reduces cost
• Specialization and expertise
• HR can focus on core process
rather than supporting ones
• Risk sharing
Disadvantages
• Poor performance
• Company security
• Hidden costs
• Lack of customer focus
• Quality control