Module 3 recruitment

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Module 3 recruitment

  1. 1. <ul><li>Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. </li></ul>
  2. 2. <ul><li>A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. </li></ul><ul><li>The result is a pool of applications from which new employees are selected. </li></ul><ul><li>It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective </li></ul>
  3. 3. Recruitment Process <ul><li>Identify vacancy </li></ul><ul><li>Prepare job description and person specification </li></ul><ul><li>Advertising the vacancy </li></ul><ul><li>Managing the response </li></ul><ul><li>Short-listing </li></ul><ul><li>Arrange interviews </li></ul><ul><li>Conducting interview and decision making </li></ul><ul><li>The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. </li></ul>
  4. 4. Sources of Recruitment <ul><li>Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: </li></ul><ul><li>External Sources </li></ul><ul><li>Internal Sources. </li></ul>
  5. 5. Sources of External Recruitment <ul><li>Public Employment Exchanges </li></ul><ul><li>Professional Associations </li></ul><ul><li>Colleges and Universities </li></ul><ul><li>Competitors and Other Firms </li></ul><ul><li>Unemployed </li></ul><ul><li>Walk-In Applicants </li></ul><ul><li>Military Personnel </li></ul><ul><li>Self-employed Workers </li></ul>
  6. 6. Needs requiring external recruitment: <ul><li>Fill entry-level jobs </li></ul><ul><li>Acquire skills not possessed by current employees </li></ul><ul><li>Obtain employees with different backgrounds to provide a diversity of ideas </li></ul>
  7. 7. External Recruitment Technique <ul><li>Advertising </li></ul><ul><li>Employment Agencies - Private and Public </li></ul><ul><li>Recruiters </li></ul><ul><li>Job Fairs/Virtual Job Fairs </li></ul><ul><li>Executive Search Firms </li></ul><ul><li>Internships </li></ul><ul><li>Professional Associations </li></ul><ul><li>Open Houses </li></ul><ul><li>Event Recruiting </li></ul><ul><li>Campus Recruitment Technique </li></ul>
  8. 8. External Recruiting <ul><li>Advantages </li></ul><ul><ul><li>Brings in new ideas </li></ul></ul><ul><li>Disadvantages </li></ul><ul><ul><li>May negatively impact morale and cohesion </li></ul></ul><ul><ul><li>Time needed for new employee to learn “ropes” </li></ul></ul><ul><ul><li>Usually more costly than internal recruiting </li></ul></ul>
  9. 9. Internal Recruiting Techniques <ul><li>Job Posting </li></ul><ul><li>Job Bidding </li></ul><ul><li>Employee Referrals </li></ul><ul><li>Promotions </li></ul><ul><li>Transfers </li></ul>
  10. 10. Internal Sources <ul><li>Present Permanent Employees </li></ul><ul><li>Present Temporary / Part time employees </li></ul><ul><li>Retrenched / Retired Employees </li></ul><ul><li>Dependants of Present / Deceased </li></ul><ul><li>Disabled employees </li></ul><ul><li>Employee Referrals </li></ul>
  11. 11. Internal recruiting <ul><li>Advantages </li></ul><ul><ul><li>Less costly </li></ul></ul><ul><ul><li>Employees are already familiar with company </li></ul></ul><ul><ul><li>Can boost employee morale </li></ul></ul><ul><li>Disadvantages </li></ul><ul><ul><li>Lack of “new blood” </li></ul></ul><ul><ul><li>Departments can “raid” other departments for best employees </li></ul></ul>
  12. 12. Modern Technique <ul><li>Consult In </li></ul><ul><li>Head Hunting </li></ul><ul><li>Body Shopping </li></ul><ul><li>Business Alliances </li></ul><ul><li>E-recruitment </li></ul>
  13. 13. <ul><li>The recruitment function of the organizations is affected and governed by </li></ul><ul><li>Internal Factors </li></ul><ul><li>External forces. </li></ul><ul><li>The internal forces or factors are the factors that can be controlled by the organization. </li></ul><ul><li>And the external factors are those factors which cannot be controlled by the organisation. </li></ul>
  14. 14. Internal Factors <ul><li>Employers Brand </li></ul><ul><li>Company’s Pay Package </li></ul><ul><li>Quality of Work life </li></ul><ul><li>Organizational Culture </li></ul><ul><li>Career Planning and Growth </li></ul><ul><li>Company’s Size </li></ul><ul><li>Company Product / Service </li></ul><ul><li>Geographical Spread </li></ul><ul><li>Role of Trade Unions </li></ul><ul><li>Cost of Recuritment </li></ul><ul><li>Company’s Name and Fame </li></ul>
  15. 15. External Factors <ul><li>Socio Economic Factors </li></ul><ul><li>Supply and Demand Factors </li></ul><ul><li>Employment Rate </li></ul><ul><li>Labor Market Conditions </li></ul><ul><li>Political, Legal and Governmental factors </li></ul><ul><li>Information System (employment exchange, consultancy etc) </li></ul>
  16. 16. Objective of Recruitment <ul><li>Attract and encourage more and more candidates to apply in the organization. </li></ul><ul><li>Create a talent pool of candidates to enable the selection of best candidates for the organization. </li></ul><ul><li>Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. </li></ul><ul><li>Recruitment is the process which links the employers with the employees. </li></ul>
  17. 17. <ul><li>Increase the pool of job candidates at minimum cost. </li></ul><ul><li>Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. </li></ul><ul><li>Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. </li></ul><ul><li>Meet the organizations legal and social obligations regarding the composition of its workforce. </li></ul><ul><li>Begin identifying and preparing potential job applicants who will be appropriate candidates. </li></ul><ul><li>To induct outsiders with a new perspectdive </li></ul>
  18. 18. RECRUITING SUB-SYSTEMS KNOWLEDGE SUB-SYSTEM TRAINING & SILHOUETTE SUB-SYSTEM ADMINISTRATION SUB-SYSTEM INFORMATION HUMAN RESOURCE EXPLORATION SUB-SUSTEM HR PLANN -ING SUB- SYSTEM TECHNOLOGICAL SUB-SYSTEM
  19. 19. RECRUITING SUB-SYSTEMS <ul><li>KNOWLEDGE SUB-SYSTEM </li></ul><ul><li>ADMINISTRATION SUB-SYSTEM INFORMATION </li></ul><ul><li>TRAINING SUB-SYSTEM </li></ul><ul><li>HUMAN RESOURCE EXPLORATION SUB-SUSTEM </li></ul><ul><li>HR PLANNING SUB-SYSTEM </li></ul><ul><li>TECHNOLOGICAL SUB-SYSTEM </li></ul>
  20. 20. KNOWLEDGE & ADM’N SUB-SYSTEM <ul><li>Knowledge Subsystem </li></ul><ul><li>facilities reaching the right knowledge to the right person in right time. </li></ul><ul><li>combination of culture, process and technology . </li></ul><ul><li>Administration Subsystem </li></ul><ul><li>internal/external advertisement module . </li></ul><ul><li>applicant's profile, [curriculum vita/resume] appointment, types of appointment i.e. adhoc based, honorary, visiting/guest, temporary, apprentice etc., </li></ul>
  21. 21. TRAINING & HR EXPLORATION SUB-SYSTEM <ul><li>Training Subsystem </li></ul><ul><li>user specifications & information input into the system. </li></ul><ul><li>Career planning, development needs analysis & as development advisor through feedback of employees </li></ul><ul><li>HR Exploration Subsystem </li></ul><ul><li>bank of current & historic data about employee's attitude, mentality, absenteeism ., </li></ul><ul><li>well informed of companies new issues in additional to financial details pertaining to health and well being of the employee </li></ul>
  22. 22. HR PLANNING & TECHNOLOGICAL SUB-SYSTEM <ul><li>HR Planning Subsystem </li></ul><ul><li>forecasting facilities for the demand of key jobs as well as employee turn over / </li></ul><ul><li>generates forms based on the goals & standards required for job and also uses Performance assessments, Goals accomplishments & Reward management </li></ul><ul><li>Technological Subsystem </li></ul><ul><li>HRIS </li></ul><ul><li>INTRANET </li></ul><ul><li>constraints center on security, startup cost, legal issues, training and maintenance </li></ul>
  23. 23. MERITS OF CENTRALISED RECRUITMENT <ul><li>Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. </li></ul><ul><li>It would have more expertise available to it. </li></ul><ul><li>It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc. </li></ul><ul><li>It would generally be above malpractices, abuse of powers, favoritism, bias, etc. </li></ul><ul><li>It would facilitate interchangeability of staff among various </li></ul><ul><li>units/zones. </li></ul>
  24. 24. <ul><li>It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions. </li></ul><ul><li>It enables the organization to have centralized selection procedure, promotional and transfer procedure, etc. </li></ul><ul><li>It ensures the most effective and suitable placement to candidates. </li></ul><ul><li>It enables centralized training programmes </li></ul>
  25. 25. MERITS OF DECENTRALISED RECRUITMENT <ul><li>The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. </li></ul><ul><li>The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. </li></ul><ul><li>Units can recruit candidates as and when they are required without any delay. </li></ul><ul><li>The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. </li></ul><ul><li>The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment. </li></ul>
  26. 26. Cost Benefit analysis of recruitment <ul><li>Goal Setting: </li></ul><ul><ul><li>- Many aspects of recruiting can be evaluated- the effectiveness of recruiters- organization sets goals to recruiting by types of employees </li></ul></ul><ul><li>Deciding on Extreme Match Level </li></ul><ul><ul><li>Organization decides who are the best recruiters. They may be those who meet or exceed quotas and those whose recruits who stay with the organization and are evaluated well by their superiors </li></ul></ul><ul><li>Evaluating of Sources of recruits </li></ul><ul><ul><li>For ex in a college campus recruiting the organization can divide the number of job acceptances by the number of campus interviews to compute the cost per hire at each college </li></ul></ul><ul><li>Cost of Advertising: </li></ul><ul><ul><li>The methods of recruiting that are used by a company can be evaluated along various dimensions. </li></ul></ul>

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