How can you select new vacant and recruit as per techniques and how get reduce in cost of hiring firing and other in

1. The needs of human resources can be successfully identified only by human resource planning.
The recruitment process in human resource management is the best practice to fulfill these
needs of human resources. The recruitment process eases the acquirement of potential people to
perform the activities of different specializations and smoother the operations of their department
in the organization. Recruitment is identifying the efficiencies and capabilities of new
candidates and ensure that they deserves to perform the activities that of their specialization. It
ensures the fulfillment of the requirements for human resources in an organization.
There are various factors that affect the recruitment process in human resource management.
Size of the organization: Organizations with large number of employees will recruit employees
more frequently than an organization with lesser number of employees. In large organization
there are more chances for incapable people to join the organization. This causes large
organizations to frequently recruit new people and replace those incapable persons with efficient
persons with new recruitments. The recruitment becomes more critical if the organization‟s
business has declining growth.

2. Steps in the recruitment process
Step 1: Identification of a Vacancy
The Line Manager identifies a vacancy for reasons that may include:
· Staffing changes – eg. resignation, termination, retirement, leave; and/or
· Work requirement changes – eg. Creation of a new position, temporary additional workload.

3. Step 2: Review the need for the position/to fill the vacancy.
The Line Manager will review the short/long term requirement for the position and the need to
fill the vacancy. In so doing the Line Manager will consider:
· Staffing Plan/profile for the work area
· Budget
· Current / Future Requirements
· Job Skill Requirements
· Occupancy required to meet need (eg. ongoing, fixed term)
· Adequacy and accuracy of position description
· Whether the position is approved and established
Note: This review may involve other managers within the faculty/service centre.
Step 3: Determine the most effective recruitment strategy to acquire a
pool of candidates
The Line Manager will consider and assess the best way of attracting a pool of suitably qualified
candidates, who will meet the needs of the business.
Examples of methods for acquiring a pool of candidates are:
· Internal staff (Advertisement)
· Internal staff (Redeployment)
· Candidates from recent/previous recruitment activity
· Professional/Industry Organizations
· Recruitment Agencies/Job Network
· Advertising
· Internet
· Journals
· Newspaper
Step 4: Prepare a “Request to Recruit” and provide associated
documentation to secure authorisations (in accordance with HR
Delegations) and initiate recruitment activity.
The Line Manager will complete and forward to the HR Account Manager the “Request to
Recruit” form and attach all necessary information, including:
·'Request to Recruit' form
·Position Description and Selection Criteria
·Draft Advertisement, where applicable (where necessary)
·Proposed Selection Panel (where appropriate)
·Recruitment agent information (where applicable)

4. Step 5: Arrange and undertake the recruitment activity.
The HR Account Manager assigned to the faculty/service centre will ensure the appropriate
recruitment activity in accordance with the approved “Request to Recruit”.
Step 6: Establish Selection Panel & determine selection methodology.
The Line Manager will determine the composition of the selection panel in accordance with the
University‟s Selection Panel Guidelines, ensure that proposed members have been trained,
secure panel membership, brief members on their role and the vacancy details and plan logistics
(availability, meeting times etc). The selection panel will reach a shared understanding and/or
agree on:
· Position role and accountabilities
· Selection criteria
· Method for shortlisting or pre-selection
· Method of assessment of shortlisted candidates
- Interview
- Reference check (eg. Written, telephone, at what point in the process)
- Skills test
- Presentation
It is the responsibility of the Chairperson to ensure that ALL selection panel members are fully
aware of their legal and procedural obligations.
Step 7: Receive and collate applications.
The HR Account Manager will arrange for receipt and collation of applications.
The Chairperson of the Selection Panel will receive the Vacancy File containing the following:
· Original Applications
· List of Applicants (for QA purposes)
· Position Description
· Recruitment Process Check List
· Selection Panel Guide
Step 8: Commence selection by reviewing applications and determine a
shortlist of candidates.
The Chairperson of the selection panel will ensure that all members or a representative sub-group
have access to the applications, consider the information and facilitate a shortlisting process to
identify the most competitive candidates. The selection panel (or representative sub-group) will

5. compile a summary assessment and ranking of the candidates against the selection criteria for
inclusion in the selection report.
It may be necessary at this step to consider pre-selection interviews or other assessments tools to
identify a manageable shortlist.
Candidates not shortlisted will be advised that they were unsuccessful.
Step 9: Assess short listed candidates.
The selection panel will conduct interviews and/or apply other relevant assessment methods to
acquire information relevant to the university‟s business needs, position role & accountabilities
and selection criteria. The assessment methods should be consistently applied to all candidates
for a vacancy and may include, but not be limited to:
· Interview
· Skills/aptitude test
· Work samples/simulations
· Psychological testing
· Reference check (mandatory for the recommended applicant)
Following the collation of information from the various sources, including the candidate‟s
application/resume, the selection panel will review all the information and determine a ranking
of the candidates. The ranking will identify the candidates who meet the criteria and order of
merit.
Step 10: Recommend Outcome.
The Chairperson will ensure that the recommendation is included into a Selection Report.
The Selection Report will contain:
· Documentation of the shortlisting process (ie. Shortlisting Grid)
· Summary of assessment against the selection criteria for each shortlisted candidate (ie
Interview notes, Referee reports)
· Recommendation of preferred candidate(s), remuneration to be offered and probation
conditions
· Relocation budget (where appropriate)
· Ranking of shortlisted candidates (where appropriate)
· Documentation of referee(s) comments (where applicable)
· Endorsement by selection panel members

6. The Selection Report should be completed within 1 day of the finalisation of selection activities.
Step 11: Obtain endorsements of recommendation in accordance with
the HR Delegations.
The Chairperson obtains endorsement and approval of the recommendation. This should be
obtained within 1 day of submitting the Selection Report.
Step 12: Verbal offer of employment to preferred candidate and discuss
employment terms and conditions.
The relevant Line Executive/Chairperson/Line Manager makes contact with the recommended
candidate and informs them of the offer subject to relevant conditions. The contact may address:
· Remuneration package details
· Relocation budget/costs
· Availability for commencement
· Clarify terms and conditions of appointment including tenure, probation etc.
This should be undertaken immediately on receiving approval of the recommendation.
Step 13: Make written offer of employment to candidate.
HR will arrange for the formal written offer and contract of employment to be prepared (in
accordance with the selection report) and dispatched within 1 day of receipt of the approved
Selection Report and recommendation.
Step 14: Advise unsuccessful candidates and make available
feedback/counseling.
The Chairperson of the Selection Committee will ensure that unsuccessful (shortlisted)
candidates are advised of the selection decision, in a timely manner preferably immediately
following contact with the recommended applicant. The Chairperson is encouraged to offer
and/or proactively provide feedback to candidates.
Step 15: Arrange appointment and commence induction process.

7. HR will ensure that all appointment documentation is stored on the Vacancy File and the
appointment is finalised. This will include:
· Obtaining a signed contract of employment
· Update of all information/records (eg. ALESCO System)
· Ensure induction is planned and conducted
· Storage and retention of all original recruitment and selection documentation for 12 months in
accordance with relevant records management guidelines.
Steps to Improve Recruitment Process
10 Steps to help ensure your staffing processes are on the right track. While this is not a
complete recruitment guide, it does provide some handy tips for finding the most suitable
applicants...and keeping them!
1. Write a job advertisement that is brief yet with enough detail for applicants to understand
the nature of the job – and make it exciting so people WANT to apply!
2. Choose your advertising medium – Print or online? Although newspaper ads are more
expensive and generally don‟t attract the same traffic as online advertising, they can be very
useful for regionally focused roles or senior CEO-type positions. In addition, industry
magazines are a great way to get targeted advertising via print. Online advertising includes
major job boards such as Seek, MyCareer and CareerOne, but you can also use social
networking sites like MySpace, Facebook and LinkedIn, or industry message boards and
websites.
3. Screen CV‟s – Try a time limit of two minutes to form an initial opinion of the candidate. If
the CV doesn‟t impress, or if it doesn‟t contain the key words associated with the role, this
candidate isn‟t a likely fit for the job.
4. Screen candidates - The biggest overall tip is very simple but addresses an extremely
common issue: DO NOT FEED ANSWERS TO THE INTERVIEWEE! When unprepared
or when an interviewer starts to like the candidate, it is very easy to unknowingly answer
for them.
5. Take into account various factors when interviewing, including the candidate‟s cultural fit,
their ability to work in a team and their motivation for applying.

8. 6. Know how much to offer the employee. The right figure combines four aspects: current
salary, market salary, employee‟s expectations and your budget.
7. Consider alternative hiring strategies, such as hiring a contractor, hiring a part-time
employee, sourcing the candidate directly or using an agency. (Note: if using a recruitment
agency, ask for a reduced fee to suit „budget restraints‟)
8. To inform unsuccessful candidates, respond immediately to email applications with a
standard, simple response e.g. "Thank you for your application. Unfortunately you have
been unsuccessful at this stage. However, we thank you for your time and interest in our
organisation. Kind regards (name and title)". Use a letter template to advise unsuccessful
applicants via direct mail.
9. Work on retaining your new employee via a range of strategies, including motivational
meetings and performance reviews. Improve your growth by retaining key employees who
are dedicated to your company‟s culture and vision.
10. For all staffing activity, focus on the three „Rs‟ – Recruit, Retain and Reward! Recruitment
Coach will help businesses with all of the above points, showing and simplifying the
process of hiring the right candidates...and keeping them!
Ways to Reduces Cost
Given today‟s economic environment, greater operational cost efficiency is an organizational
imperative. The recent recession has driven a significant change in hiring demand and
requirements for most businesses, causing companies to reevaluate their recruitment process and
cost structure. Following are three ways that outsourced recruitment can help to reduce costs
while adding business value.

9. 1. Internal Recruitment
For obvious reasons internal recruitment is the most cost-effective form of recruitment. Referrals
from staff can often provide good quality candidates with relevant knowledge and experience at
no cost. Some companies even provide incentives to their staff to refer candidates. As a way of
generating a greater number of applicants companies are also able to post jobs on their own
websites, again at no additional expense.
On the negative side internal recruitment does not allow for the job(s) to be viewed by a large
audience, sometimes reducing the variety, choice and standard of candidates screened. This can
occasionally result in poor recruitment decisions being made.
2. Cost Reduction Through Shared Risk
When a business downturn hits and recruiting needs suddenly drop, so does a company‟s need
for recruiting staff. Likewise, when the business is expanding into another product category or
region of the world, recruiting needs may suddenly spike. Outsourcing the recruitment function
allows a company to pass along the cost risk of those resources to the business partner.
Recruitment Outsourcing firms like Hudson RPO take on the responsibility of efficiently
adjusting resource levels when hiring fluctuations happen so the client does not bear the burden
of carrying unnecessary staff, or conversely, being short when greater resources are required.
3. Faster Time to Hire
Time is money and hiring new professional level employees takes a lot of both. From sourcing
resumes to conducting interviews and negotiating offers, acquiring a new employee taxes your
internal resources. Plus, each day a job requisition remains unfilled, your business loses the
benefit of that employee‟s contribution and wastes recruiting and budgetary resources that could
be dedicated to other initiatives.
Outsourcing all or part of your internal recruitment function can reduce your time to hire
dramatically by leveraging:
4. Streamlined Recruitment Processes
One of the most common problems we see with the recruitment lifecycle is that it’s a
disjointed and uncoordinated multitude of practices—good and bad—across
organizational functions, departments, divisions and regions. Often, this causes overlap in
advertising purchases, training and on-boarding procedures, as well as poorer hiring
decisions and ultimately higher operational costs.
Procuring an RPO project gives you the opportunity to rethink these processes. The RPO
vendor will help examine your recruitment process workflow(s) to determine where
overlap, excessive cost, and inefficient practices may exist. Then, an outsourced model can
be created for you, providing you with service levels and success metrics that exceed the
status quo.

10. These practices have been shown repeatedly to yield increased efficiency and satisfaction
with the recruitment lifecycle, resulting in overall cost reduction for your company.
5. Managed Online Recruitment
Managed online recruitment is a relatively new concept and is intended for those employers who
do not want to pay high recruitment fees but at the same time do not want to handle the
recruitment process themselves. Online managed recruitment uses a combination of web
advertising, email marketing, CV searching and candidate screening to deliver to their clients a
pool of relevant and targeted CV‟s from which to interview and hire from.
Up to 70% less expensive then a recruitment agency, managed online recruitment is a highly cost
effective option reducing the cost per hire, it is almost resource free leaving your staff time to
concentrate on their core daily tasks and results in receiving a number of highly relevant
candidate CV‟s from which to interview and hire from. Additionally in many cases the
companies are able to hire from the remaining CV‟s at their discretion.
For example TechnoRecruit is a service that offers to companies a guaranteed number of relevant
quality CV‟s over a 6 week period. TechnoRecruit handles the recruitment process from writing
and optimising the job advert to sending out rejection emails to screening and short listing of
relevant candidates.
All of these factors contribute to achieving lower cost per hire –
your ultimate goal.
 A global database of thousands of screened, specially skilled professionals and sourcing channels
that significantly increases your talent pipeline.
 Access to a greater amount of recruiting and screening professionals than you can carry on your
own staff, who can scale their volume of work with the requisition load.
 Vendor and process management that allows you to focus on making hiring decisions while
leaving the less strategic administrative duties to your RPO partner.