Continuous evaluation of the recruitment process ensures that the recruitment cycle time is reduced as are the costs incurred. Measurable factors include number of applications received, candidates shortlisted at each stage of the process, candidates recruited and candidates retained over a period of six months.To get more such innovative knowledge on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/Y1BAo6
The document discusses capacity planning and measurement. It defines capacity as the maximum output that can be achieved in a given time period. Capacity is measured in terms of output units or input resources required. The document outlines different types of capacity, including design capacity (maximum output under ideal conditions) and effective capacity (maximum realistic output under normal conditions). It provides examples of how to calculate utilization, efficiency, break-even point, and determines optimal capacity based on cost-volume analysis. The key aspects of capacity planning, measurement, and analysis are summarized.
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
This document discusses line balancing, which involves arranging machine capacity and workstation tasks to ensure uniform workflow and minimize idle time. It aims to balance workloads, identify bottlenecks, determine the optimal number of workstations, and reduce costs. The key aspects of line balancing are precedence constraints, which require some tasks to be completed before others, and cycle time restrictions, which set a maximum time for each workstation. Balanced lines promote efficient one-piece flow and minimize waste, while unbalanced lines cause excessive workload, variation and idle time. The line balancing process involves drawing precedence diagrams, determining cycle times, assigning tasks to workstations, and calculating line efficiency.
Methods of Forecasting for Capacity ManagementPrecisely
Forecasting is the process of making statements about events in the future. Events related to capacity management are typically things like the state of resource consumption, service levels, and computing environment changes at future points in time. Making statements or predictions about these future events requires analysis of information to determine a future state. Knowing what information is needed to make accurate forecasts is a critical step for any analysis.
Forecasts are made to answer questions. Understanding the questions, and things that affect answers to those questions, is the first step to creating an accurate forecast. Required accuracy of a forecast should determine which methods are used to create it. Assumptions can be made to limit the amount of data and time required for creating forecasts. Validating forecast accuracy, after events happen, is an important part of continually improving future forecasts, and building credibility. This webinar describes the important task of forecasting as it relates to capacity management.
This presentation covers the following topics:
• Why do we forecast?
• Forecasting scenarios
• Forecasting Techniques
• Forecasting and Virtualization
• Summary
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
1. The document discusses aggregate planning, which involves balancing production capacity and inventory levels over an intermediate time horizon (3-12 months) to meet forecasted demand at minimal cost. Aggregate planning strategies include maintaining a constant workforce and varying inventory levels, adjusting workforce size, utilizing overtime, and subcontracting. The objective is to select the most cost-effective combination of these strategies.
2. Several examples are provided to illustrate aggregate planning problems and solutions. Workers' productivity, hiring/firing costs, inventory holding and shortage costs are factors considered to develop aggregate plans that minimize total costs over the planning period. Different strategies like level production or chase production may be adopted depending on costs.
3. Aggregate
Aggregate planning is an intermediate production plan that spans 2-18 months to determine resource procurement quantities and timing to minimize total costs. It considers inputs like workforce, facilities, demand forecasts, and costs. Strategies include proactively altering demand, reactively altering capacity, or using both. The master production schedule converts the aggregate plan into a schedule of individual products over a shorter time period like weeks. It lists products, completion dates, and quantities including firm orders, forecasts, and spare parts. Aggregate planning and the MPS differ in their timeframes, with aggregate planning using months and MPS using weeks.
The document discusses capacity planning and measurement. It defines capacity as the maximum output that can be achieved in a given time period. Capacity is measured in terms of output units or input resources required. The document outlines different types of capacity, including design capacity (maximum output under ideal conditions) and effective capacity (maximum realistic output under normal conditions). It provides examples of how to calculate utilization, efficiency, break-even point, and determines optimal capacity based on cost-volume analysis. The key aspects of capacity planning, measurement, and analysis are summarized.
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
This document discusses line balancing, which involves arranging machine capacity and workstation tasks to ensure uniform workflow and minimize idle time. It aims to balance workloads, identify bottlenecks, determine the optimal number of workstations, and reduce costs. The key aspects of line balancing are precedence constraints, which require some tasks to be completed before others, and cycle time restrictions, which set a maximum time for each workstation. Balanced lines promote efficient one-piece flow and minimize waste, while unbalanced lines cause excessive workload, variation and idle time. The line balancing process involves drawing precedence diagrams, determining cycle times, assigning tasks to workstations, and calculating line efficiency.
Methods of Forecasting for Capacity ManagementPrecisely
Forecasting is the process of making statements about events in the future. Events related to capacity management are typically things like the state of resource consumption, service levels, and computing environment changes at future points in time. Making statements or predictions about these future events requires analysis of information to determine a future state. Knowing what information is needed to make accurate forecasts is a critical step for any analysis.
Forecasts are made to answer questions. Understanding the questions, and things that affect answers to those questions, is the first step to creating an accurate forecast. Required accuracy of a forecast should determine which methods are used to create it. Assumptions can be made to limit the amount of data and time required for creating forecasts. Validating forecast accuracy, after events happen, is an important part of continually improving future forecasts, and building credibility. This webinar describes the important task of forecasting as it relates to capacity management.
This presentation covers the following topics:
• Why do we forecast?
• Forecasting scenarios
• Forecasting Techniques
• Forecasting and Virtualization
• Summary
The document discusses key aspects of labor relations and collective bargaining. It covers topics like union organizing drives, NLRB elections, collective bargaining processes, grievance procedures, and different types of strikes and bargaining items. Specifically, it provides details on the aims of unions in improving wages and working conditions, the types of union security arrangements, employer responses to organizing activities, and the roles and duties of supervisors and NLRB hearing officers during union elections.
1. The document discusses aggregate planning, which involves balancing production capacity and inventory levels over an intermediate time horizon (3-12 months) to meet forecasted demand at minimal cost. Aggregate planning strategies include maintaining a constant workforce and varying inventory levels, adjusting workforce size, utilizing overtime, and subcontracting. The objective is to select the most cost-effective combination of these strategies.
2. Several examples are provided to illustrate aggregate planning problems and solutions. Workers' productivity, hiring/firing costs, inventory holding and shortage costs are factors considered to develop aggregate plans that minimize total costs over the planning period. Different strategies like level production or chase production may be adopted depending on costs.
3. Aggregate
Aggregate planning is an intermediate production plan that spans 2-18 months to determine resource procurement quantities and timing to minimize total costs. It considers inputs like workforce, facilities, demand forecasts, and costs. Strategies include proactively altering demand, reactively altering capacity, or using both. The master production schedule converts the aggregate plan into a schedule of individual products over a shorter time period like weeks. It lists products, completion dates, and quantities including firm orders, forecasts, and spare parts. Aggregate planning and the MPS differ in their timeframes, with aggregate planning using months and MPS using weeks.
The document discusses employee recruitment, including the goals of recruiting to find qualified candidates and promote the organization. It describes factors that affect recruiting efforts like organizational size and conditions, as well as constraints like costs. Various recruiting sources are covered, including internal searches, employee referrals, external advertising, agencies, schools, job fairs, and online sources. Matching candidates to jobs and alternatives like temporary services are also mentioned.
The document discusses purchasing and vendor management. It covers topics such as the objectives and types of purchasing, purchasing procedures, functions of the purchasing department, centralized vs decentralized purchasing, vendor rating criteria and techniques, and benefits of vendor rating systems. The key points are that purchasing aims to acquire goods and services at minimum cost, ensure quality and timely delivery. Vendor performance is evaluated based on pricing, quality, delivery and service. Formal vendor rating systems help improve vendor performance and minimize subjectivity.
This document discusses capacity planning. It defines capacity as the maximum output or load that a system can handle. Capacity planning determines the capacity needs of a system based on factors like demand, timing, quality and location. It involves determining design capacity, effective capacity, and actual output. The document outlines factors that affect effective capacity and lists steps for conducting capacity planning like estimating requirements, evaluating alternatives, and monitoring results.
The document discusses the procure to pay process in SAP, including determining requirements, creating a purchase requisition, selecting vendors, processing purchase orders, goods receipt, and invoice verification. Key steps include identifying material needs, finding suitable vendors based on past orders and agreements, formally requesting supplies via purchase order, updating the stock and accounting upon goods receipt, and checking vendor invoices for accuracy. The overall procure to pay process manages an organization's purchasing of materials and services from vendors.
This document discusses various industries and reasons for why companies within those industries tend to cluster in certain locations. It provides examples of winemakers and software firms clustering near natural resources and talent. Other industries mentioned include theme parks clustering in Orlando for its tourism, and computer hardware manufacturers clustering in Asia for its skilled workforce. The document also discusses factors companies consider for their locations, such as labor costs, taxes, and education levels.
Generating a great Applicant Pool And selecting the best candidate who is a perfect job fit and organisational fit as well is a challenging task. get back to the basics and understand where you are going wrong !
The document discusses the recruitment and selection process. It defines recruitment as attracting job applicants and encouraging them to apply for openings. The purpose of recruitment is to find qualified candidates to fill positions. Selection involves differentiating between applicants to identify the most suitable candidates. The key steps in selection are screening applicants, interviews, tests, reference and background checks. Selecting the right employees is important for performance, costs and legal obligations. Recruiting qualified people is essential for organizational efficiency.
The document discusses the processes of recruitment and selection. Recruitment is the process of identifying potential job candidates from internal sources like transfers, promotions, layoffs, or external sources like waiting lists, campus recruiting, or third-party recruiters. Selection is the process of evaluating candidates to choose the most suitable one, and involves screening applications, preliminary interviews, specialized application forms, testing, interviews, reference checks, medical exams, and final selection.
Learn about Transformation Process
and Steel Making
-A case study on BMM ISPAT
For more knowledge around marketing, check out my YouTube channel and subscribe. I also upload 1 video content per week on YouTube - https://bit.ly/SubscribeSindhuBiswal
Material management is a scientific technique, concerned with Planning, Organizing & Control of flow of materials, from their initial purchase to destination.
Inventory generally refers to the materials in stock. It is also called the idle resource of an enterprise. Inventories represent those items, which are either stocked for sale or they are in the process of manufacturing or they are in the form of materials, which are yet to be utilized.
1. The document discusses several opportunities to improve the facilities procurement process in SAP including developing custom reports for spend management, attaching supporting documents to purchase requisitions, and electronically routing purchase orders.
2. It identifies gaps in the current purchase requisition and purchase order process including a lack of integration between requisition and order numbers.
3. Several findings relate to enhancing the us of SAP functionality for tasks like vendor performance management, rationalizing material groups, and automating price changes in multi-year agreements.
Purchasing involves acquiring goods and services to meet an organization's goals. The key objectives of purchasing are to maintain quality and value, minimize inventory costs, ensure a steady input flow, and strengthen competitiveness. The purchasing process may include specifying products, processing requisitions, soliciting bids, evaluating bids, awarding contracts, inspecting received goods, and storing and releasing goods.
This document discusses strategic training and development processes. It begins by explaining how a company's business strategy influences its training needs and approaches. The strategic training process involves identifying strategic initiatives to support the business strategy, implementing training and development activities, and measuring outcomes. Examples of strategic initiatives include diversifying learning, accelerating employee learning, and capturing knowledge. Metrics consider perspectives like customers, learning, and finances. Organizational characteristics like employee and manager roles also influence a company's training approach.
This document discusses facility location and Toyota's facility location decisions in China. It provides background on facility location and factors that influence location decisions. It then summarizes Toyota's entry into China through a joint venture in Tianjin with FAW, where they hired inexperienced local workers and used less automation to allow workers to learn. Despite initial delays, the Tianjin plant became successful. Toyota later expanded to Guangzhou through a joint venture with GAC, indicating its desire to grow beyond its original partner FAW and expand its presence across China.
Kanban is a system for achieving just-in-time production through continuous parts supply. It uses visual signals like cards or boards to enable workers to obtain what they need, where and when they need it. Kanban systems can be implemented manually, through software, or as a hybrid. They aim to visualize and limit workflow to lower inventory costs and improve customer service through reduced waste and variability. Kanban involves starting with the current process and making small modifications like pulling work only when there is capacity.
INVENTORY MODELS
One basic problem of
inventory management is to find
out the order quantity so that it
is most economical from overall operational point of view. Here that problem lies in minimizing the two conflicting costs, i.e. ordering cost and inventory carrying cost.
Inventory models help to find out the order quantity which minimizes the total costs(sum of ordering costs and inventory carrying costs).
This document discusses aggregate production planning. It defines aggregate production planning as a planning exercise done at an aggregate level to translate demand forecasts into production and capacity levels over a fixed horizon. The document provides an example plan from a garment manufacturer. It discusses why production planning is necessary to address demand and capacity fluctuations. Different planning strategies like level, chase, and mixed strategies are described. The document also covers production scheduling, its objectives and functions in allocating resources and meeting delivery dates.
1. The document discusses the eight steps in the staffing process as a critical function of management. This includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, transfers, and separations.
2. Key aspects of the staffing process are described in more detail, such as the four basic steps of human resource planning, the seven steps of selection, and the purposes and approaches to performance appraisal.
3. Determining training needs, common problems with performance appraisal, and pitfalls to avoid in appraisal are also examined to effectively manage people as the most important organizational resource.
Chapter 4 Product and Service Design.pptamanuel236786
The document discusses product design and new product development. It begins by outlining an effective design process that matches customer requirements and minimizes costs and time. It then covers key aspects of product design including defining appearance, performance, and materials. The document also discusses strategies for new product introduction, the new product development process, and key stages from concept development to commercialization. It provides guidelines for effective design including designing for manufacture and assembly. The document concludes by covering considerations for service design given its intangible nature.
This chapter discusses procurement and supply management. It explains the procurement process and important materials management activities like managing vendor relationships. There are different types of purchases and items that require varying levels of attention. The chapter also covers how electronic commerce is increasingly being used for procurement activities like researching vendors, negotiating prices, and placing orders. It outlines advantages like reduced costs but also disadvantages like security and lack of personal interaction.
A report is a logical presentation of facts and information. It provides feedback to the managers on various aspects of the organization. Different types of reports include routine reports such as inspection report, performance appraisal report,periodical report, First Information Report, Investigation Report, Feasibility or survey report, project report and reports by committee and individuals.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Personal loans are loans provided to individuals for needs such as medical expenses, marriage costs, or holidays. Eligibility requires being over 18/21 with sufficient stable income. Loans of ₹50,000 to ₹2,00,000 are typically provided and must be repaid within 12 to 24 months.
The document discusses employee recruitment, including the goals of recruiting to find qualified candidates and promote the organization. It describes factors that affect recruiting efforts like organizational size and conditions, as well as constraints like costs. Various recruiting sources are covered, including internal searches, employee referrals, external advertising, agencies, schools, job fairs, and online sources. Matching candidates to jobs and alternatives like temporary services are also mentioned.
The document discusses purchasing and vendor management. It covers topics such as the objectives and types of purchasing, purchasing procedures, functions of the purchasing department, centralized vs decentralized purchasing, vendor rating criteria and techniques, and benefits of vendor rating systems. The key points are that purchasing aims to acquire goods and services at minimum cost, ensure quality and timely delivery. Vendor performance is evaluated based on pricing, quality, delivery and service. Formal vendor rating systems help improve vendor performance and minimize subjectivity.
This document discusses capacity planning. It defines capacity as the maximum output or load that a system can handle. Capacity planning determines the capacity needs of a system based on factors like demand, timing, quality and location. It involves determining design capacity, effective capacity, and actual output. The document outlines factors that affect effective capacity and lists steps for conducting capacity planning like estimating requirements, evaluating alternatives, and monitoring results.
The document discusses the procure to pay process in SAP, including determining requirements, creating a purchase requisition, selecting vendors, processing purchase orders, goods receipt, and invoice verification. Key steps include identifying material needs, finding suitable vendors based on past orders and agreements, formally requesting supplies via purchase order, updating the stock and accounting upon goods receipt, and checking vendor invoices for accuracy. The overall procure to pay process manages an organization's purchasing of materials and services from vendors.
This document discusses various industries and reasons for why companies within those industries tend to cluster in certain locations. It provides examples of winemakers and software firms clustering near natural resources and talent. Other industries mentioned include theme parks clustering in Orlando for its tourism, and computer hardware manufacturers clustering in Asia for its skilled workforce. The document also discusses factors companies consider for their locations, such as labor costs, taxes, and education levels.
Generating a great Applicant Pool And selecting the best candidate who is a perfect job fit and organisational fit as well is a challenging task. get back to the basics and understand where you are going wrong !
The document discusses the recruitment and selection process. It defines recruitment as attracting job applicants and encouraging them to apply for openings. The purpose of recruitment is to find qualified candidates to fill positions. Selection involves differentiating between applicants to identify the most suitable candidates. The key steps in selection are screening applicants, interviews, tests, reference and background checks. Selecting the right employees is important for performance, costs and legal obligations. Recruiting qualified people is essential for organizational efficiency.
The document discusses the processes of recruitment and selection. Recruitment is the process of identifying potential job candidates from internal sources like transfers, promotions, layoffs, or external sources like waiting lists, campus recruiting, or third-party recruiters. Selection is the process of evaluating candidates to choose the most suitable one, and involves screening applications, preliminary interviews, specialized application forms, testing, interviews, reference checks, medical exams, and final selection.
Learn about Transformation Process
and Steel Making
-A case study on BMM ISPAT
For more knowledge around marketing, check out my YouTube channel and subscribe. I also upload 1 video content per week on YouTube - https://bit.ly/SubscribeSindhuBiswal
Material management is a scientific technique, concerned with Planning, Organizing & Control of flow of materials, from their initial purchase to destination.
Inventory generally refers to the materials in stock. It is also called the idle resource of an enterprise. Inventories represent those items, which are either stocked for sale or they are in the process of manufacturing or they are in the form of materials, which are yet to be utilized.
1. The document discusses several opportunities to improve the facilities procurement process in SAP including developing custom reports for spend management, attaching supporting documents to purchase requisitions, and electronically routing purchase orders.
2. It identifies gaps in the current purchase requisition and purchase order process including a lack of integration between requisition and order numbers.
3. Several findings relate to enhancing the us of SAP functionality for tasks like vendor performance management, rationalizing material groups, and automating price changes in multi-year agreements.
Purchasing involves acquiring goods and services to meet an organization's goals. The key objectives of purchasing are to maintain quality and value, minimize inventory costs, ensure a steady input flow, and strengthen competitiveness. The purchasing process may include specifying products, processing requisitions, soliciting bids, evaluating bids, awarding contracts, inspecting received goods, and storing and releasing goods.
This document discusses strategic training and development processes. It begins by explaining how a company's business strategy influences its training needs and approaches. The strategic training process involves identifying strategic initiatives to support the business strategy, implementing training and development activities, and measuring outcomes. Examples of strategic initiatives include diversifying learning, accelerating employee learning, and capturing knowledge. Metrics consider perspectives like customers, learning, and finances. Organizational characteristics like employee and manager roles also influence a company's training approach.
This document discusses facility location and Toyota's facility location decisions in China. It provides background on facility location and factors that influence location decisions. It then summarizes Toyota's entry into China through a joint venture in Tianjin with FAW, where they hired inexperienced local workers and used less automation to allow workers to learn. Despite initial delays, the Tianjin plant became successful. Toyota later expanded to Guangzhou through a joint venture with GAC, indicating its desire to grow beyond its original partner FAW and expand its presence across China.
Kanban is a system for achieving just-in-time production through continuous parts supply. It uses visual signals like cards or boards to enable workers to obtain what they need, where and when they need it. Kanban systems can be implemented manually, through software, or as a hybrid. They aim to visualize and limit workflow to lower inventory costs and improve customer service through reduced waste and variability. Kanban involves starting with the current process and making small modifications like pulling work only when there is capacity.
INVENTORY MODELS
One basic problem of
inventory management is to find
out the order quantity so that it
is most economical from overall operational point of view. Here that problem lies in minimizing the two conflicting costs, i.e. ordering cost and inventory carrying cost.
Inventory models help to find out the order quantity which minimizes the total costs(sum of ordering costs and inventory carrying costs).
This document discusses aggregate production planning. It defines aggregate production planning as a planning exercise done at an aggregate level to translate demand forecasts into production and capacity levels over a fixed horizon. The document provides an example plan from a garment manufacturer. It discusses why production planning is necessary to address demand and capacity fluctuations. Different planning strategies like level, chase, and mixed strategies are described. The document also covers production scheduling, its objectives and functions in allocating resources and meeting delivery dates.
1. The document discusses the eight steps in the staffing process as a critical function of management. This includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, transfers, and separations.
2. Key aspects of the staffing process are described in more detail, such as the four basic steps of human resource planning, the seven steps of selection, and the purposes and approaches to performance appraisal.
3. Determining training needs, common problems with performance appraisal, and pitfalls to avoid in appraisal are also examined to effectively manage people as the most important organizational resource.
Chapter 4 Product and Service Design.pptamanuel236786
The document discusses product design and new product development. It begins by outlining an effective design process that matches customer requirements and minimizes costs and time. It then covers key aspects of product design including defining appearance, performance, and materials. The document also discusses strategies for new product introduction, the new product development process, and key stages from concept development to commercialization. It provides guidelines for effective design including designing for manufacture and assembly. The document concludes by covering considerations for service design given its intangible nature.
This chapter discusses procurement and supply management. It explains the procurement process and important materials management activities like managing vendor relationships. There are different types of purchases and items that require varying levels of attention. The chapter also covers how electronic commerce is increasingly being used for procurement activities like researching vendors, negotiating prices, and placing orders. It outlines advantages like reduced costs but also disadvantages like security and lack of personal interaction.
A report is a logical presentation of facts and information. It provides feedback to the managers on various aspects of the organization. Different types of reports include routine reports such as inspection report, performance appraisal report,periodical report, First Information Report, Investigation Report, Feasibility or survey report, project report and reports by committee and individuals.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Personal loans are loans provided to individuals for needs such as medical expenses, marriage costs, or holidays. Eligibility requires being over 18/21 with sufficient stable income. Loans of ₹50,000 to ₹2,00,000 are typically provided and must be repaid within 12 to 24 months.
Modern business letters must be simple, easy to understand,friendly and courteous. They should convey messages in a way that it builds goodwill with the reader alongwith creating a positive and pleasant feeling. Avoid jargons while writing a letter. However, if the jargon is unavoidable then explain them in clear terms. While insisting actions, refusing requests or calling attention to mistakes the messages need to be tactful and subtle.
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Inventory is an important aspect of Distribution Management and it contributes to the engagement of working capital. There are certain costs in carrying inventory and they include cost of obsolescence, stock out and wrong product. There are numerous techniques in forecasting inventory. They include survey, panels, market research, consensus, Delphi method, panel of experts, historical analogy. Then there are time series techniques, Moving Average Forecasts, Exponential Smoothing, Regression analysis, Economic Order Quantity. This is apart from a famous Japanese technique termed “Kanban”.
Communication is the sharing of information between individuals or groups to reach a common understanding, and involves transmitting a message through a medium with the goal of the receiver understanding and responding to the message. Effective communication is a dynamic process that occurs on an intrapersonal, interpersonal, and public level, and involves key elements like a sender, receiver, message, medium, feedback, and context. Communication plays a critical role in business by strengthening commitment between parties, bridging misunderstandings, and holding an organization together across all phases of interpersonal relations.
Leadership is the ability to influence people with your thoughts and ideas. It helps attain the goals of an organization.
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Objectives may be defined as the expectation of the end-result for an organization Management by Objectives meanwhile refers to establishment of effective standards for managerial positions and the periodic conversion of those into measurable and time bound objectives.
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While drafting a claims letter be factual, concise and exact in describing the problem. Choice of words need to be tactful in claim letters.
Similarly, in a letter of complaint the letter should include clear description of mistake or inconvenience caused, the action to be taken by the supplier to lessen the inconvenience and request for adjustment or investigation.
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We often interact with difficult people, be it our boss, co-workers or customers.
The way we handle them can affect our job, our advancement, and even our health.
Certificates of Deposit (CD) are money market instruments issued by banks and financial institutions. CDs can be issued in dematerialized or physical form, have a minimum value of Rs. 1 lakh, and must be held for a period between 7 days to 1 year. They are available to corporations, companies, individuals, trusts, associations, and funds. CDs pay interest at a fixed or floating rate and can be transferred or replaced if lost, with proper documentation.
Technology helps in allieviating the concerns of a distribution manager. One of the key concerns of the distribution manager includes the fate of a consignment after it has left the base. Some of the prominent technologies that can be used in logistics include Global Positioning System (GPS), Swipe Cards, Bar Codes, Radio Frequency Identification. Of these technologies RFID holds a great potential in transforming logistics management for Indian corporate.
The document discusses the recruitment process and types of recruitment firms. It describes the typical stages of recruitment which include identifying vacancies, preparing job descriptions, advertising open positions, managing responses, shortlisting candidates, conducting interviews, and making hiring decisions. The recruitment process is the first step for human resources departments to attract qualified candidates and build a company's competitive strength.
Recruitment process details basis on HRM study.pptxSaic Group
The document discusses the recruitment and selection process in organizations. It defines recruitment as finding and attracting capable job applicants, while selection is differentiating between applicants to identify those most likely to succeed. The recruitment process involves planning, developing strategies, searching for candidates internally and externally, screening applications, and evaluating effectiveness. Selection involves preliminary interviews, tests, employment interviews, reference checks, making a selection decision, medical examinations, job offers, and contracts. Innovative recruitment practices discussed include using social media, video interviews, employee referrals, and peer reviews.
The document discusses recruitment, which involves attracting job applicants and obtaining applications. Recruitment is the process of searching for and obtaining applicants for jobs from whom the right people can be selected. It serves several purposes, including determining staffing needs, increasing the applicant pool at low cost, helping reduce turnover, and meeting legal obligations. Recruitment involves planning job vacancies, searching for and contacting sources of applicants, screening applications, and evaluating and controlling the recruitment process. Sources can be internal, like current employees, or external, like advertisements, employment agencies, and campus recruiting. Effective recruitment balances attracting qualified candidates with costs.
MBA SEM 3 |HR PAPER 1| MODULE 4 PART 1| RECRUITING & SELECTING HUMAN RESOURCES|
MANPOWER PLANNING , RECRUITMENT & SELECTION|
RTMNU NAGPUR UNIVERSITY
By Jayanti R Pande
Free notes by Jayanti Pande
MBA Notes by Jayanti Pande
JRP Notes
Jayanti Pande notes
Jayanti Pande HR Notes
The document provides an overview of recruitment sourcing for an internship report submitted to Aurora Business School. It discusses recruitment methods, processes, and sources. Specifically, it defines recruitment, sourcing, and the recruitment process which involves planning, strategy development, searching, screening, and evaluation/control. It also outlines internal sources of recruitment like present employees, former employees, employee referrals, and previous applicants. The document serves as the introduction chapter for the internship report on recruitment sourcing at Kaizen Technologies.
This document discusses recruitment and training in human resource management. It defines recruitment as the process of finding and hiring qualified people. It discusses internal and external sources of recruitment like promotions, job postings, advertisements, and employment agencies. It outlines the advantages and disadvantages of internal versus external recruitment. It also discusses constraints on recruitment efforts like job attractiveness, organizational image, and costs. The document then defines training and its importance for improving performance. It discusses determining training needs through methods like performance reviews and analyzing job requirements. Finally, it outlines on-the-job and off-the-job training methods like coaching, job rotation, lectures, and role playing.
This document summarizes the recruitment process and common recruitment approaches. It discusses the stages of recruitment including job analysis, sourcing candidates, screening and selecting candidates. It also outlines different recruitment approaches such as in-house recruitment using internal recruiters or employee referrals, outsourcing to external recruiters, using employment agencies, executive search firms, and internet recruitment services like websites, job search engines, and social media recruiting.
Chapter 2 Recrutiment & selection.To study and explain employee acquisition a...anamikaghosh21
This document discusses recruitment and selection as core HR activities. It defines recruitment as finding applicants with the right skills, knowledge, and abilities to fit an organization's values and culture. The recruitment process involves attracting potential candidates through sources like current employees, advertisements, employment agencies, and networking. New methods of recruitment using technology like e-recruitment and talent acquisition on social media platforms are also covered. Factors influencing recruitment include the organization's size, policies, image and the external labor market. The importance of recruitment is to identify current and future skill needs and enhance organizational effectiveness.
This document discusses recruitment in organizations. It begins by highlighting the importance of recruitment and defining it as the process of finding and attracting capable job applicants. The document then discusses the recruitment process, sources of recruitment including internal sources like transfers and promotions, and external sources like job advertisements. It also covers factors that affect recruitment internally, such as recruitment policies and human resource planning, and externally such as supply and demand of labor. The overall purpose is to provide an overview of recruitment in organizations.
The document discusses recruitment processes and trends in India. It defines recruitment, outlines the recruitment process which includes identifying vacancies, developing job descriptions, and locating sources of candidates. Internal sources include transfers and promotions, while external sources are advertisements, agencies, and job fairs. Factors affecting recruitment include policies, planning, firm size, and market conditions. Recent trends include outsourcing, poaching, and e-recruitment. Challenges for HR include adapting to globalization and prioritizing strategic needs. The software industry relies on both internal promotions and external campus recruitment.
The document discusses recruitment, which is defined as the process of searching for prospective employees and encouraging them to apply for jobs. It covers the purpose and importance of recruitment, which includes determining staffing needs, increasing the candidate pool, and reducing turnover. Sources of recruitment include internal options like current employees or external options like advertisements. Methods of contacting candidates include direct recruitment like campus recruiting or indirect recruitment through ads. The recruitment process involves planning, contacting sources, building an applicant pool, and selecting candidates. The recruitment policy and process are then evaluated based on objectives, costs, and effectiveness.
This document discusses the recruitment and selection processes within the human resources function of an organization. It begins by outlining the key steps in recruitment, including identifying vacancies, advertising positions, managing responses, shortlisting candidates, conducting interviews and making hiring decisions. It then discusses factors that influence recruitment strategies like supply and demand. The document also covers internal and external sources of recruitment candidates and trends like outsourcing and e-recruitment. Finally, it distinguishes selection from recruitment by noting that selection seeks to eliminate unqualified applicants while recruitment aims to attract candidates.
This document provides an overview of modern recruitment methods used by Bharat Heavy Electricals Limited (BHEL). It discusses both internal recruitment sources like promotions and referrals, as well as external sources such as employment agencies, educational institutions, job fairs, digital platforms, and consultants. The case study then focuses specifically on the recruitment methods used by BHEL, including utilizing internal sources before exploring options like consultants, vocational schools, applications from casual or walk-in candidates, and coordinating with trade unions.
This document discusses recruitment and selection policies and practices in central cooperative banks in India. It begins with definitions of recruitment and selection, describing recruitment as attracting job candidates and selection as choosing candidates for hire. It then discusses the importance of effective recruitment and selection for organizational outcomes. The document outlines common recruitment methods like internal and external recruitment. It also discusses selection steps like screening, interviews, and reference checks. It notes recruitment and selection practices specifically for central cooperative banks, including sources like referrals, deputations, and promotions. Finally, it discusses findings that recruitment sources are mostly external but internal recruitment could be balanced to reduce costs, and selection ratios of candidates hired are generally high.
Human resource planning identifies an organization's current and future human resource needs. It ensures the right employees are recruited in the right quantities at the right time. The process involves job analysis to understand job requirements, designing jobs, recruitment and selection of candidates, and induction training for new hires. Effective human resource planning links human resource management to an organization's overall strategic plan.
Recruitment and selection at ibm pakistanEmily Bronte
Human Resource Management is a vast term. It comprises of planning, recruitment, selection, training, development, discipline, employment legislation, reward and recognition systems, etc.
Recruitment and selection are two of the most important functions of Human Resource Management. Although these are distinct processes, yet they are closely interrelated with each other. Together recruitment and selection forms the core part of the central activities underlying Human Resource Management.
The document discusses various talent acquisition strategies for employers, including using social media, employer review sites, mobile recruiting and video interviewing. It also discusses building talent pools, employee referrals, rehiring past employees ("boomerang employees"), using recruitment agencies, and direct advertising. The document provides steps for an effective social media recruitment strategy, including defining your approach, meeting audiences online, promoting your brand, keeping content fresh, activating employees, and understanding different social media channels.
A Study Of The Recruitment And Selection ProcessMonique Carr
(1) The document discusses a study of the recruitment and selection process at SMC Global Securities Ltd. It examines the company's practices and how they affect organizational outcomes.
(2) The study found that the company considers job portals and employee references as the most important recruitment methods. References from existing employees are viewed as one of the most reliable sources for hiring.
(3) In the selection process, the company always takes the cost-benefit ratio into consideration. The ratio of candidates selected to candidates ultimately joining is found to be effective.
The document provides an overview of recruitment and selection processes within an organization. It discusses key topics such as the importance of recruitment, factors influencing recruitment, sources of recruitment, recruitment methods, the selection process, and barriers to effective selection. The recruitment process involves job analysis, planning, developing strategies, searching for candidates, screening applicants, and evaluating the process. Selection involves differentiating among applicants using tools like interviews, tests, background checks, and making offers to the most qualified candidates.
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C H a P T E R
After studying this chapter, you should be able to:
LO1 Explain the strategic importance of the recruitment
function.
LO2 Discuss the constraints facing a typical recruiter.
LO3 Identify the appropriate recruiting methods for
different types of jobs.
LO4 Explain how to generate effective recruitment
advertisements.
LO5 List key measures for evaluating the effectiveness
of the recruitment function.
Recruitment
LEaRNING ObjECTIvEs
In this ever-changing, global, technologically demanding business environment,
sourcing and retaining talent becomes the competitive battleground. Just as
sports teams recruit aggressively for best athletes, business organizations in the
future will compete aggressively for the best talent … Successful firms will be
those most adept at attracting, developing and retaining individuals with the
skills, perspective and experience sufficient to drive a global business.
D av e U l r i c h 1
sch51554_ch05.indd 171 12-12-17 11:24 AM
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172 PART 3 Attracting Human Resources
F
inding new employees for the organization is a continuing challenge for most human
resource departments. Sometimes the need for new workers is known well in advance because
of detailed human resource plans. At other times, the human resource department is faced
with urgent requests for replacements that must be filled as quickly as possible. In either case, finding
qualified applicants is a key activity, as seen in the following example:
Consulting giant Accenture Inc. <http://www.accenture.com> is a leading employer in Canada with
about 4,500 employees. Globally, Accenture hired approximately 70,000 employees in 2011 including
about 1,000 new workers hired in Canada. Their projections were for a similar-sized hiring spree in 2012.
With this fast-paced growth, Accenture faces one of the biggest human resource challenges: “attracting
and retaining the best and brightest.”2
Recruitment is the process of finding and attracting capable individuals to apply for employment
and to accept a job offer if/when one is made to them. Selection involves the identification of candi-
dates from this pool of applicants who best meet job requirements using tools such as application
blanks, tests, and interviews. The recruitment process begins with generating a pool of applicants,
continues during selection while decisions are made among applicants to choose the best one, and
then extends after selection decisions have been made to convince candidates who have been
made an offer, to accept the job.3
Recruitment includes all activities by an organization that affect an applicant’s decision to
apply for and to accept a position. These can be activities that the organization purposefully
engages in to persuade applicants to want to work for them (such as recruitment websites), or
unintentional things (like the length of time between when an appl.
Similar to Recruitment Management-Ch 3 Sources of Recruitment. (20)
Welingkar's Online PGDM Program in Supply Chain Mgmt is designed to understand the levels involved in bringing a manufactured product to the right channel.
WeSchool's Online PGDM Program in E-Commerce Mgmt is designed to combine technology, business, marketing, logistics, etc to prepare you for jobs in ecommerce.
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WeSchool's Online PGDM Program in Business Administration extensively covers several topics on marketing, investment, functional administration, sales, etc.
Online PGDM Program in Finance Mgmt Descriptionibes the role of Finance Manager, beneficial for professionals interested in a career in finance-related sectors.
WeSchool offers AICTE approved Diploma in Marketing Management. It is a specialized Management program with focus on marketing as a core business function
WeSchool Offers Online MBA Program in Operations Mgmt. Production planning, project management & world-class manufacturing are among the critical concepts.
This document summarizes the PGDM in Marketing Management program offered by WeSchool. The 1-year hybrid learning program covers topics in marketing, social media marketing, marketing research, management, and accounting. Students gain strong understanding of marketing principles, exposure to branding strategies, learn CRM implementation, and develop soft skills through industry visits and experienced trainers. The program increases students' brand visibility and positions them as experts in their field.
This document discusses human resource management. It explains that HRM deals with understanding how to best utilize individuals to achieve organizational and human goals. It outlines some key challenges in HRM like dealing with heterogeneous humans with unpredictable behavior. It also discusses the benefits of HRM like improved recruitment and retention. Finally, it notes that the scope of HRM includes personnel management, employee welfare, and industrial relations.
This document provides information about the PGDM in Travel & Tourism program offered through WeSchool's hybrid learning model. The program covers topics related to travel and tourism including tourism marketing, travel agency management, and tour operation management. Through the hybrid edge, students gain access to an e-learning toolkit, industry visits, weekend workshops, online guest lectures, and virtual sessions on soft skills development. The degree in Travel & Tourism offers global opportunities in a fast-growing industry, teaches transferable business skills, allows students to make an impact through tourism, and provides a versatile career with opportunities to work in different sectors while traveling the world.
Personal budgeting involves tracking income and expenses to understand how to allocate money and achieve financial goals. It is important to prepare a budget to identify goals, manage money better, increase savings, and prepare for emergencies. A personal budget should determine income sources, average income over 6 months, categorize expenses as fixed, variable or discretionary, average expenses over 2-3 months, compare income to expenses, set financial goals, and regularly review progress. Proper budgeting leads to financial security.
In today's increasingly competitive business environment, organizations are engaged in a rat race to retain customers, build up clientele and simultaneously ensure steady growth. Unfortunately, they often get caught in a web of issues which may not be easily controlled and affect performance. Here comes the play of Financial Accounting. Professional accountants have a vital role in commercial success by using their valuable knowledge to provide their organizations/clients a competitive advantage and an accurate picture of their financial position and performance.
British Aerospace Asset Management Case study will tech you how important is asset management for your business. lern from the experts about the Asset management.
This document discusses the importance of team management and building in football/soccer. It provides examples of teams that were successful through cohesion, camaraderie, and understanding their roles, such as Greece's 2004 Euro victory. Total Football is described as an influential tactical theory where every team member assimilates principles. Sir Alex Ferguson is discussed for transforming Manchester United through a long-term rebuilding process focused on team spirit, high standards, and not being afraid to change. The 2005 Champions League final between Liverpool and Milan is used to show how teams can battle adversity with great cohesion. The document emphasizes that team building requires good management skills in areas like planning, communicating, and motivating to form a cohesive team.
McDonald's faces steady employee turnover at its restaurants. To address this issue, McDonald's strives to attract and hire the best employees through a strategic recruitment process. Each McDonald's restaurant is responsible for its own recruitment efforts through various avenues like advertising. McDonald's uses interviews to identify applicants' potential fit based on behavioral evidence of meeting job requirements. New employees then undergo training through a welcome meeting and probationary period. McDonald's aims to develop employees into managers through its management development curriculum, with over half of managers coming from promoted hourly employees.
More from We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program. (20)
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Recruitment Management-Ch 3 Sources of Recruitment.
1. Learning Objectives
Explain the three stages of recruitment
process.
Describe the various sources of
recruitment.
Assess the impact of a particular
recruitment source.
Analyze the most effective source of
recruitment for various scenarios.
Arrive at some innovative recruitment
solutions for various scenarios.
Chapter Three Sources of Recruitment 1
2. Structure
1. Recruitment Process
2. Sources of recruitment – Classification.
3. Internal sources.
4. External sources
1. Advertisements
2. Job Portals / Organizational Websites
3. Recruiting Firms.
Chapter Three Sources of Recruitment 2
3. Structure
4. External sources- contd.
4. Campus Recruitment.
5. Job Fairs / Exhibitions.
6. Employment Exchanges.
5. Other Sources
6. Summary.
Chapter Three Sources of Recruitment 3
4. 3.1 Recruitment Process
Recruitment
Process
Strategy Evaluation of
Planning
Development Process
Chapter Three Sources of Recruitment 4
5. 3.1 Recruitment Process
Planning involves the translation of likely
job vacancies into a set of objectives
that specify the number and type of
applicants to be contacted. The type of
people to be targeted for recruitment is
determined by the job description &
person specification.
Recruitment yield measures the success of
recruitment strategies. A yield ratio is
% of job applicants from a particular
source that make it to the next stage in
selection process.
Chapter Three Sources of Recruitment 5
6. 3.1 Recruitment Process
A yield ratio =
persons qualified for the position
________________________________________________________________________________________________________
________________________________________________________________________________________________________ x 100
persons applied for the position
To determine which of your recruitment
sources is most effective at attracting
qualified candidates, calculate , and
then compare , the various sources’ yield
ratios. The source with the highest ratio
is most effective.
Chapter Three Sources of Recruitment 6
7. 3.1 Recruitment Process
Strategy development is to decide , how
where and at what cost to look for
suitable candidates. Organizations can
decide to use outside firms for
recruitment or train their own staff for
the task.
If decision is for recruitment firms several
effective options are available.
Evaluation of processes is an ongoing
exercise.
Chapter Three Sources of Recruitment 7
8. 3.1 Recruitment Process
Continuous evaluation of the process ensures
that the recruitment cycle time is
reduced as are the costs incurred.
Measurable factors include number of
[i] applications received.
[ii] candidates short listed at each
stage of the process.
[iii] candidates recruited and
[iv] candidates retained over six
months.
Chapter Three Sources of Recruitment 8
9. 3.1 Recruitment Process
Getting the right person for a job is an
arduous task.
Organization must have a recruitment plan
each year that dovetails into its
business plan. Fair implementation of
succession plan assures better quality of
HR plan from where recruitment plan is
available.
Next organization needs to choose an optimum
source for recruitment which meets
parameters of time, cost and
confidentiality.
Chapter Three Sources of Recruitment 9
10. 3.2 Sources of Recruitment - Classification
External - Advertisements
Recruiting firms
Sources of Recruitment
internal - Promotions, Others - Employee
Transfers Referrals , Gate Notice
Chapter Three Sources of Recruitment 10
11. 3.3 Internal Sources
Here vacancy is filled with a current
employee. For this employee is either
promoted or provided a {location or
functional} transfer.
Vacancies are internally notified, and
selection arranged from responses
received.
This process is a great motivator and
encourages current employees to
constantly upgrade their skills. Robust
internal recruitment reduces attrition.
Chapter Three Sources of Recruitment 11
12. 3.3 Internal Sources
This process reduces cost of recruitment,
selection and induction. Risk factors
associated with new recruits are
eliminated.
But internal recruitment limits the choice
of candidates. The process has to
implemented with meticulous care and
fairness. Otherwise it can generate
disgruntle among employees & demoralize
them.
Internal recruitment, further, cannot get
fresh blood into organization to bring in
new perspectives.
Chapter Three Sources of Recruitment 12
13. 3.4 External Sources
3.4.1 Advertisement
Print Media:
This is of the most used sources of
recruitment. Advertisements can be via
Print Media or Electronic Media.
Print media is the oldest choice. There are
many recruitment campaigns in print and
organizations use them as an opportunity
for brand building.
These ads are eye catching, stylish,
creative and colorful.
Chapter Three Sources of Recruitment 13
14. 3.4 External Sources
Print Media:
Extreme care needs to be exercised in
choosing the correct media so as to reach
focused or larger numbers quickly.
Print media suffers from a few drawbacks –
◘ initial costs are high and there
is a poor return on investment.
◘ audience addressed is diffused.
◘ huge efforts are required to
sort out responses.
Chapter Three Sources of Recruitment 14
15. 3.4 External Sources
Electronic Media:
Very effective means as in terms of sheer
reach it is unmatched. It is most favored
when recruiting non-technical staff. One
can attract non-active job seekers
through this media. It can also be used
for brand building.
Like Print media this is also a fairly
diffused media with returns on
investments not at high levels desired.
Chapter Three Sources of Recruitment 15
16. 3.4 External Sources
Electronic Media:
Online Advertising
Here jobs are just a click away!
e-recruitment advertisements costs are 80%
less than print ads and 10 times cheaper
than consultants.
Online advertising falls into three distinct
categories –
♦ Banner Advertising
♦ Job Portals and Organizational
Websites
♦ Social / Business networking websites
Chapter Three Sources of Recruitment 16
17. 3.4 External Sources
♦ Banner Advertising
Banner advertising is a form of online
advertising that entails embedding an
advertisement into a web page. These web
pages are the most visited web sites.
{Mail service providers, entertainment
portals etc.}
This method was very popular in the late 90s
and the early part of the century, but
with emergence of other forms of online
advertising , banner advertisement is not
very widely used.
Chapter Three Sources of Recruitment 17
18. 3.4 External Sources
3.4.2 Job Portals
A job portal is essentially a medium which
helps bring employers and job seekers
together. Most prospective candidates use
internet to find out what is new in the
job market. Catching them on to spot an
online recruitment are much better than
through print or electronic media.
Naukri, monsterindia or timesjobs are popular
portals and they offer attractive packages
to recruiters.
Chapter Three Sources of Recruitment 18
19. 3.4 External Sources
♦ Job Portals
Amazing progress in technology allows the
employers to computerized resume scans ,
hold online interviews and conduct
psychometric tests and cut the
recruitment cycle by 50%.
“Job Alerts” tool permits employer to drop
job ad in suitable candidate’s mail box
directly, thus ensuring focused
targeting.
Candidates also can update their resumes
online without any difficulty.
Chapter Three Sources of Recruitment 19
20. 3.4 External Sources
♦ Organizational Websites
There is an increasing trend of companies
to set up their own websites for
attracting candidates. Apart from brand
building , these offer the employee to
have a better understanding of the
organizational culture, before applying
online
.
Many companies like ICICI have a separate
career website.
Chapter Three Sources of Recruitment 20
21. 3.4 External Sources
♦ Social / Business Networking Sites
Apart from business networking sites like
linkedin.com, recruiters are using
social networking sites like facebook,
orkut etc. to reach out to potential
employees. This is a great tool to reach
“non-active” job seekers; especially in
senior roles. These site protect the
confidentiality of these candidates as
they are not essentially job portals.
Candidates can further use this as a
positioning tool by providing exclusive
information which normally does not form
a part of resume.
Chapter Three Sources of Recruitment 21
22. 3.4 External Sources
3.4.2 Recruiting Firms
Recruiting Firms
Employment Agency Executive Search
Placement Firms Head Hunters
Chapter Three Sources of Recruitment 22
23. 3.4 External Sources
3.4.2 Recruiting Firms
There are two types of recruiting firms
generally classified according to the
level of positions handled. Placement
firms are used for junior level, mass,
semi-skilled positions.
Executive search firms focus on professional
openings. Typically they specialize in a
particular industry or role.
Recruiter must check the credentials of the
firm, ask for references and ensure firm
is competent to handle the job before
selection.
Chapter Three Sources of Recruitment 23
24. 3.4 External Sources
3.4.2 Recruiting Firms
Recruiters find it advantageous to form a
long term relationship with recruiting
firm as it acts as an extended Public
Relations arm of the organization. It
must know the culture of the organization
and full job description to select the
right candidates from companies that
would be preferred by the recruiter.
Clarity has to established regarding payment
of fees to the firm in case selcted
candidate does not join or quits within a
few months after joining.
Chapter Three Sources of Recruitment 24
25. 3.4 External Sources
3.4.2 Recruiting Firms
Recruitment Agencies Role & Payments.
Success Only Retained
* Payment after Part payment upfront
candidate joins. balance in stages.
* Candidates not candidates screened
Screened & approved.
* Suitable for suitable for niche
Multiple positions senior positions
Junior positions
* Fee structure from
5 to 20% of 20 to 33%
Cost To Company
Chapter Three Sources of Recruitment 25
26. 3.4 External Sources
3.4.4 Campus Recruitment
Campus Recruitment is the main source for
recruiting newly educated and skilled
candidates. Institutions that offer
professional courses {engineering,
management, hotel management, legal,
secretarial} are an important source for
employers to recruit management trainees
who can be trained to suit the
organizational needs. Basic skills of
these graduates are guaranteed aand
aptitude tests, group discussions &
personal interviews are enough for the
final selection.
Chapter Three Sources of Recruitment 26
27. 3.4 External Sources
3.4.5 Job Fairs / Exhibitions
A job or Career fair is an exposition for
employers to meet prospective job
seekers. They usually consis of
organization booths or tables where
resumes can be collected.
Sometimes an initial interview or screening
is also arranged. These are exploited by
IT/ITES sectors as well as hospitality,
construction and retail industries.
With new technology online job fairs are
becoming common as they have larger reach
and may be less costs.
Chapter Three Sources of Recruitment 27
28. 3.4 External Sources
3.4.6 Employment Exchanges
Under the Employment Exchanges
{Compulsory Notification of Vacancies}
Act, 1959, it is compulsory for
industrial establishments, employing more
than 25 workers, to notify vacancies
before they are filled .
Employment exchanges are useful in
recruiting technical workers.
Chapter Three Sources of Recruitment 28
29. 3.4 External Sources
Few Innovative Methods of sourcing.
® BPOs tied up with a premium yellow pages
company. When one called for assistance
company’s job advertisement would be
heard first.
® Another company had a mobile recruitment
van called “Careers on wheels”.
® An IT company developed the course
material of colleges to suit their
organizational needs. Thus Graduates
turned into ready to hire candidates.
Chapter Three Sources of Recruitment 29
30. 3.5 Other Sources
Employee Referrals
This old source was structured by the
phenomenal growth of the IT sector. Is
now used across the industries. Employees
are encouraged to become “Internal Head
Hunters” are rewarded financially.
Candidates appointed through employee
referrals tend to stay longer with the
companies and cost of recruitment is much
less for this source. Success depends on
speed with which internal recruitment is
carried and employees rewarded.
Chapter Three Sources of Recruitment 30
31. 3.5 Other Sources
Advertisement on the Gates.
The source is used to recruit for factories
and in retail trade
Notices are posted on the entrances
providing details of the vacancies.
Effective for junior jobs requiring
normal skills.
Recruitment costs of the source are lowest.
Chapter Three Sources of Recruitment 31
32. 3.5 Other Sources
Expat Hiring.
The last decade has witnessed an increase in
the number of expatriate executives
across sectors such as retail, telecom
and aviation, which required efficiencies
in the systems and processes and best
business practices.
Organizations chose to recruit expats as
there was no ready supply of talent
available in the country. Reliance,
Vodafone and Jet Air recruited expats for
key positions.
Chapter Three Sources of Recruitment 32
33. 3.6 Summary
Reaching out to the right candidates is easy
if the right source of recruitment is
used. Each source has its own advantages
and disadvantages. And none of them can
be used in isolation to meet recruitment
needs of the entire organization. With
cost being a factor, the smart recruiter
needs to understand the ramifications of
each source and uses a mix that suits the
urgency and uniqueness of their
requirements.
Chapter Three Sources of Recruitment 33
34. 3.6 Summary
A print recruitment advertisement no longer
ensures quality responses. The smart
recruiter uses multiple channels and the
recruiting strategy includes all or any
of the recruitment sources.
Continuous monitoring of the process ensures
effectiveness.
Chapter Three Sources of Recruitment 34
35. Thus we have come to an end to this session # 03
In the fourth session that follows
we learn
“ Recruitment from Advertisement to
Short List “
Chapter Four.
Good Luck!
Chapter Three Sources of Recruitment 35