MG6851 Principles of Management Unit 3

1. RECRUITMENT
S.DAVID BLESSLEY
AP/MECH
KCET

2. DEFINITION
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 “process of
searching for prospective employees and
stimulating them to apply for jobs in the
organization.”
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and Technology

3. OBJECTIVES
 To attract people with multi-dimensional skills and
experiences that suits the present and future organizational
strategies.
 To induct outsiders with a new perspective to lead the
company.
 To develop an organizational culture that attracts competent
people to the company.
 To search or hunt people whose skills fit the company’s values.
 To search for talent globally and not just within the company.
 To design entry salary that competes on quality but not on
quantum.
 To anticipate and find people for positions that does not exist
yet. S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

4. SUB SYSTEMS OF RECRUITMENT
The recruitment consists of the following sub-functions:
 Finding out and developing the sources where the
required number and 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 to apply for jobs irrespective of number
of candidates required
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and Technology

5. RECRUITMENT POLICY
The following factors should be taken into consideration
in formulating recruitment policy. They are:
Government policies;
Personnel policies of other competing organizations;
Organization’s personnel policies;
Recruitment sources;
Recruitment needs;
Recruitment cost;
Selection criteria and preference etc.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

6. FACTORS AFFECTING
RECRUITMENT
Size of the organization.
The employment condition.
The effect of past recruiting efforts.
Working condition and salary.
Rate of growth of organization.
The future expansion plans.
Cultural, economic and legal factors.
Company’s image.
Recruitment policy.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

7. STEPS INVOLVED IN
RECRUITMENT PROCESS
 Recruitment process generally starts when the
personnel department receives requisition for
recruitment from any department the company.
 Locating and developing the sources for recruitment.
 Identifying the perspective candidate. Communicating
the information about the organization and job.
 Encouraging the identified candidate to apply for the
position offered.
 Evaluating the effectiveness of the recruitment process.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

8. SOURCES OF RECRUITMENT
Sources of recruitment is classified into
1) Internal sources
2) External sources
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

9. INTERNAL SOURCES
1.PRESENT PERMENANT EMPLOYEES:
Organizations consider the candidates from this source for higher
level jobs due to:
a) Availability of most suitable candidates for jobs relatively or
equally to the external source.
b) To meet the trade union demands.
c) To the policy of the organization to motivate the present
employees.
2.PRESENT TEMPORARY OR CASUAL EMPLOYEES:
Organizations find this source to fill the vacancies relatively at
the lower level owing to the availability of suitable candidates
in order to motivate them on the present job.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

10. CONTD..,
3.Retrenched or Retired Employees
• The organization takes the candidates for employment from
the retrenched employees due to obligation, trade union
pressure and the like.
• Sometimes the organizations prefer to re-employ their retired
employees as a token of their loyalty to the organization.
4.Dependents of Deceased, Disabled, Retired and Present
Employees
• Some organizations with a view to developing the
commitment and loyalty of not only the employee but also his
family members and to build up an image to provide
employment to the dependents of deceased, disabled and
present employees. Such organizations find this source as an
effective source of recruitment.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

11. EXTERNAL SOURCES
1.Campus Recruitment:
• Different types of organizations like industries, business
firms, service organizations, social or religious
organizations can get inexperienced candidates of different
types from various educational institutions like Colleges
and Universities imparting education in Science,
Commerce, Arts, Engineering and Technology, Medicine,
Management Studies etc.
• Trained candidates are recruited with different
specialization in subjects, like engineering, medicine from
the training institutes of State Government or National
Industrial Training Institutes for Engineers or Vocational
Training Centers.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

12. 2.Private Employment Agencies/Consultants:
• Consultants in India perform the recruitment functions on behalf of
a client company by charging fee.
• These agencies function effectively in the recruitment of executives.
Hence, they are also called executive search agencies.
• Most of the organizations depend on this source for highly
specialized positions and executive positions.
3.Public Employment Exchange:
• The Government set-up Public Employment Exchanges in the
country to provide information about vacancies to the candidates
and to help the organizations in finding out suitable candidates.
• The Employment Exchange Act, 1959 makes it obligatory for public
sector and private sector enterprises in India to fill certain types of
vacancies through public employment exchanges.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

13. 4.Data Banks:
• The Management can collect the bio-data of the candidates
from different sources like Employment Exchange,
Educational Training Institutes, Candidates etc. and feed them
in the computer. It will become another source and the
company can get the particulars as and when it needs to
recruit.
5.Casual Applicants:
• Depending upon the image of the organization, its prompt
response, participation of the organization in the local
activities, level of unemployment, candidates apply casually
for jobs through mail or handover the applications in
Personnel Department. This would be a suitable source for
temporary and lower level jobs.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

14. 6.Trade Unions:
• Generally, unemployed or underemployed persons or
employees seeking change in employment put a word
to the trade union leaders with a view to getting suitable
employment due to latter’s intimacy with management.
As such the trade union leaders are aware of the
availability of candidates.
• In view of this fact and in order to satisfy the trade
union leaders, management enquires with trade unions
for suitable candidates. Management decides about the
sources depending upon the type of candidates needed.
It has to select the recruitment technique(s) after
deciding upon source.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

15. RECRUITMENT PROCESS
 Interviews are a crucial part of the recruitment process for most
organisations.
 Their purpose is to give the selector a chance to assess you and for
you to demonstrate your abilities and personality.
The recruitment process for most organizations follows a common
theme:
• Applications/CVs are received, either online or by post;
• candidates are short-listed and invited for interview.
• The interview format can vary considerably and may include an
assessment centre and/or tests.
• The number of interviews also varies. Some companies are satisfied
after one interview, whereas others will want to recall a further
shortlist of candidates for more.
• If successful at the final interview stage,you will receive an official
job offer.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

16. INTERVIEW PROCESS
1.Chronological interviews
• These work chronologically through your life to
date and are usually based on your CV or a
completed application form.
2.Competency-based interviews
• These are structured to reflect the competencies
that an employer is seeking for a particular job
(often detailed in the recruitment information).
The chances are you will have focused on these in
your application form.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

17. 3.Technical interviews
• If you have applied for a job or course that requires technical
knowledge (e.g., positions in engineering or IT) it is likely, at some
stage in the selection process, that you will be asked technical
questions or have a separate technical interview to test your
knowledge.
• One should be prepared to prove yourself but also to admit to what
you don’t know (stress that you are keen to learn)
4.Case study interviews
• Used largely by consulting firms, these can range from a
straightforward brainteaser to the analysis of a hypothetical business
problem.
• You will be evaluated on your analysis of the problem, how you
identify the key issues, how you pursue a particular line of thinking
and whether you can develop and present an appropriate framework
for organizing your thoughts. There is no perfect way to solve each
problem and how you reach your solution is often more important
than the solution itself.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

18. INTERNAL RECRUITMENT-
MERITS & DEMERITS
MERITS:
• Suitability of exiting employees can be judged.
• It promotes loyalty and commitment among employees due
to sense of security.
• It improves the morale of employees.
• It improves the level of motivation.
• The time and expenditure of recruitment is reduced.
DEMERITS:
• It may lead to inbreeding.
• It discourages flow of new blood into the organization.
• The choice of selection is restricted.
• Mobility of labor is restricted.
S.David Blessley, Assistant Professor, Kamaraj College of Engineering and Technology

19. EXTERNAL RECRUITMENT
MERITS & DEMERITS
MERITS:
• Big pool of candidates can be acquired.
• As recruitment is done in the big market, the best selection
can be made irrespective of caste, color and creed.
• It never dries up.
• It helps to bring new blood and new ideas to the
organization.
DEMERITS:
• It is more expensive.
• It is time consuming.
• Since employee will be new to the organization so
orientation and training is necessary.
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology

20. Thank you
S.David Blessley, Assistant Professor,
Kamaraj College of Engineering and
Technology