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RECRUITMENT  Chapter EXCEL BOOKS 6-1 6
ANNOTATED OUTLINE   6-2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6-3 Recruitment: matching the needs of applications and organisations
6-4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The process of recruitment is influenced by a variety of environmental factors.   Situational factors impacting recruitment
6-5 Sources of Recruitment   The sources of recruitment may broadly be divided into two categories: internal sources and external sources.  Both have their merits and demerits.
6-6 Merits and demerits of hiring people from within  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6-7 Merits and demerits of hiring people from outside Merits Wide choice:  The organisation has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up. Injection of fresh blood:  People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. 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 to work to the best of his abilities. Long term benefits:  Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give of their best and earn rewards, etc. Demerits Expensive:  Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task, either. Time consuming:  It takes time to advertise, screen, to test and to select suitable employees. Where suitable ones are not available, the process has to be repeated.  Demotivating:  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 recognised by the organisation, forces them to work with less enthusiasm and motivation. Uncertainty:  There is no guarantee that the organisation, 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 set-up.
6-8 Internal methods Methods Of Recruitment   ,[object Object],[object Object],[object Object],[object Object]
6-9 Possible benefits and costs of employee referrals  ,[object Object],[object Object],[object Object]
6-10 Direct methods   ,[object Object],[object Object]
6-11 Common Mistakes made in campus recruiting   ,[object Object],[object Object],[object Object],[object Object],[object Object]
6-12 Guidelines for campus recruiting   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6-13 Indirect methods   ,[object Object],[object Object],Third party methods   ,[object Object],[object Object],[object Object],[object Object],[object Object]
6-14 Alternatives to recruiting  Overtime:  Short term fluctuations in work volume could best be solved through overtime. The employer benefits because the costs of recruitment, selection and training could be avoided. The employee benefits in the form of higher pay. However, an overworked employee may prove to be less productive and turn out less than optimal performance. Employees may slow down their pace of work during normal working hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if, for any reason, these payments do not accrue regularly, employees become resentful and disgruntled. Subcontracting:  To meet a sudden increase in demand for its products and services, the firm may sometimes go for subcontracting – instead of expanding capacities immediately. Expansion becomes a reality only when the firm experiences increased demand for its products for a specified period of time. Meanwhile, the firm can meet increased demand by allowing an outside specialist agency to undertake part of the work, to mutual advantage. Cont…
6-15 Temporary employees:  Employees hired for a limited time to perform a specific job are called temporary employees. They are particularly useful in meeting short term human resource needs. A short term increase in demand could be met by hiring temporary hands from agencies specialising in providing such services. It’s a big business idea in United States these days ($3-$4 billion industry). In this case the firm can avoid the expenses of recruitment and the painful effects of absenteeism, labour turnover, etc. It can also avoid fringe benefits associated with regular employment. However, temporary workers do not remain loyal to the company; they may take more time to adjust and their inexperience may come in the way of maintaining high quality. Employee leasing:  Hiring permanent employees of another company who possess certain specialised skills on lease basis to meet short-term requirements – although not popular in India – is another recruiting practice followed by firms in developed countries. In this case, individuals work for the leasing firm as per the leasing agreement/arrangement. Such an arrangement is beneficial to small firms because it avoids expense and problems of personnel administration. Alternatives to recruiting  Cont…
6-16 Outsourcing:   Any activity in which a firm lacks internal expertise and requires on unbiased opinion can be outsourced. Many businesses have started looking at outsourcing activities relating to recruitment, training, payroll processing, surveys, benchmark studies, statutory compliance etc., more closely, because they do not have the time or expertise to deal  with the situation. HR heads are no longer keeping activities like resume management and candidate sourcing in their daily scrutiny. This function is more commonly outsourced when firms are in seasonal business and have cyclical stuffing needs. Alternatives to recruiting
6-17 ,[object Object],[object Object],[object Object],Evaluation of the sources of recruitment
6-18 Recruitment Policies And Procedures   A recruitment policy indicates the organisation’s code of conduct in a specific area.   Recruitment policy statement   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cont…
6-19 ,[object Object],[object Object],[object Object],A recruitment procedure will lay down a clear path to be followed by the HR department while hiring people. Of course, the procedures have to be framed in a flexible manner so as to permit the HR department to respond to the requests made by various departments and by potential candidates quickly.  Recruitment Policies And Procedures
6-20 Questions to be asked while hiring people   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6-21 Recruitment: Indian Experiences   Recruitment of trainees: expectations of Indian companies   Pepsi:  Pepsi is a flat organisation. There are a maximum of four reporting levels.  Executives here emphasise achievement, motivation, the ability to deliver  come what may. As the Personnel Manager of Pepsi Foods remarked “we  hire people who are capable of growing the business rather than just growing  with the business”. Recruitees must be capable of thinking outside the box,  cutting the cake of conventional barriers whenever and wherever necessary.  They must have a winner’s mindset and a passion for creating a dynamic  change. They must have the ability to deal with ambiguity and informality. Cont…
6-22 Reebok:   As Reebok’s customers are young, the company places emphasis on  youth. The average age at Reebok is 26 years. Employees are  expected to have a passion for the fitness business and reflect the  company’s aspirations. Recruitees should be willing to do all kinds of  job operations. The willingness to get one’s hands dirty is important.  They must also have an ability to cope with informality, a flat  organisation and be able to take decisions independently and perform  consistently with their clearly defined goals. Indian Hotels:  The Taj group expects the job aspirants to stay with the  organisation patiently and rise with the company.  Employees must be  willing to say ‘yes sir’ to anybody. Other criteria include: communication  skills, the ability to  work long and stressful hours, mobility, attention to  personal appearance and assertiveness without aggression. Recruitment of trainees: expectations of Indian companies
6-23 Recruiters these days expect B-school graduates to possess certain skills:  1. Ability to work in a team 2. Analytical and problem solving skills 3. Communication and other soft skills 4. Creativity and resourcefulness 5. Leadership potential 6. General Managerial skills 7. Entrepreneurial skills Skills recruiters want in India

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Recruitment

  • 1. RECRUITMENT Chapter EXCEL BOOKS 6-1 6
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  • 3. 6-3 Recruitment: matching the needs of applications and organisations
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  • 5. 6-5 Sources of Recruitment The sources of recruitment may broadly be divided into two categories: internal sources and external sources. Both have their merits and demerits.
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  • 7. 6-7 Merits and demerits of hiring people from outside Merits Wide choice: The organisation has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up. Injection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. 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 to work to the best of his abilities. Long term benefits: Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give of their best and earn rewards, etc. Demerits Expensive: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task, either. Time consuming: It takes time to advertise, screen, to test and to select suitable employees. Where suitable ones are not available, the process has to be repeated. Demotivating: 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 recognised by the organisation, forces them to work with less enthusiasm and motivation. Uncertainty: There is no guarantee that the organisation, 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 set-up.
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  • 14. 6-14 Alternatives to recruiting Overtime: Short term fluctuations in work volume could best be solved through overtime. The employer benefits because the costs of recruitment, selection and training could be avoided. The employee benefits in the form of higher pay. However, an overworked employee may prove to be less productive and turn out less than optimal performance. Employees may slow down their pace of work during normal working hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if, for any reason, these payments do not accrue regularly, employees become resentful and disgruntled. Subcontracting: To meet a sudden increase in demand for its products and services, the firm may sometimes go for subcontracting – instead of expanding capacities immediately. Expansion becomes a reality only when the firm experiences increased demand for its products for a specified period of time. Meanwhile, the firm can meet increased demand by allowing an outside specialist agency to undertake part of the work, to mutual advantage. Cont…
  • 15. 6-15 Temporary employees: Employees hired for a limited time to perform a specific job are called temporary employees. They are particularly useful in meeting short term human resource needs. A short term increase in demand could be met by hiring temporary hands from agencies specialising in providing such services. It’s a big business idea in United States these days ($3-$4 billion industry). In this case the firm can avoid the expenses of recruitment and the painful effects of absenteeism, labour turnover, etc. It can also avoid fringe benefits associated with regular employment. However, temporary workers do not remain loyal to the company; they may take more time to adjust and their inexperience may come in the way of maintaining high quality. Employee leasing: Hiring permanent employees of another company who possess certain specialised skills on lease basis to meet short-term requirements – although not popular in India – is another recruiting practice followed by firms in developed countries. In this case, individuals work for the leasing firm as per the leasing agreement/arrangement. Such an arrangement is beneficial to small firms because it avoids expense and problems of personnel administration. Alternatives to recruiting Cont…
  • 16. 6-16 Outsourcing: Any activity in which a firm lacks internal expertise and requires on unbiased opinion can be outsourced. Many businesses have started looking at outsourcing activities relating to recruitment, training, payroll processing, surveys, benchmark studies, statutory compliance etc., more closely, because they do not have the time or expertise to deal with the situation. HR heads are no longer keeping activities like resume management and candidate sourcing in their daily scrutiny. This function is more commonly outsourced when firms are in seasonal business and have cyclical stuffing needs. Alternatives to recruiting
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  • 21. 6-21 Recruitment: Indian Experiences Recruitment of trainees: expectations of Indian companies Pepsi: Pepsi is a flat organisation. There are a maximum of four reporting levels. Executives here emphasise achievement, motivation, the ability to deliver come what may. As the Personnel Manager of Pepsi Foods remarked “we hire people who are capable of growing the business rather than just growing with the business”. Recruitees must be capable of thinking outside the box, cutting the cake of conventional barriers whenever and wherever necessary. They must have a winner’s mindset and a passion for creating a dynamic change. They must have the ability to deal with ambiguity and informality. Cont…
  • 22. 6-22 Reebok: As Reebok’s customers are young, the company places emphasis on youth. The average age at Reebok is 26 years. Employees are expected to have a passion for the fitness business and reflect the company’s aspirations. Recruitees should be willing to do all kinds of job operations. The willingness to get one’s hands dirty is important. They must also have an ability to cope with informality, a flat organisation and be able to take decisions independently and perform consistently with their clearly defined goals. Indian Hotels: The Taj group expects the job aspirants to stay with the organisation patiently and rise with the company. Employees must be willing to say ‘yes sir’ to anybody. Other criteria include: communication skills, the ability to work long and stressful hours, mobility, attention to personal appearance and assertiveness without aggression. Recruitment of trainees: expectations of Indian companies
  • 23. 6-23 Recruiters these days expect B-school graduates to possess certain skills: 1. Ability to work in a team 2. Analytical and problem solving skills 3. Communication and other soft skills 4. Creativity and resourcefulness 5. Leadership potential 6. General Managerial skills 7. Entrepreneurial skills Skills recruiters want in India