Whatever be the source of recruitment , the job advertisement has to be drafted with care to ensure that it not only attracts the potential employees but also the clients, shareholders, customers and others. The efforts of selecting the right medium, and right day is wasted if the ad is not well designed.To get more such innovative knowledge on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/Y1BAo6

1. Learning Objectives
Understand the factors to be considered
while developing the Recruitment team
Explain the parameters governing team
structuring.
Outline the points for team selection.
Discuss recruitment strategies across
levels.
CHAPTER NINE RECRUITMENT STRATEGIES 1

2. Learning Objectives
Specify the emerging importance of
global recruitment.
Pinpoint the guidelines for effective
global recruitment.
Assess the success of the recruitment
strategy.
CHAPTER NINE RECRUITMENT STRATEGIES 2

3. Structure
9.1 Introduction
9.2 Developing the Recruitment
Team
9.3 Structuring the Team
9.4 Team Selection.
9.5 Managing Recruitment Budgets.
CHAPTER NINE RECRUITMENT STRATEGIES 3

4. Structure
9.6 Recruiting Across levels
9.7 Global Recruitment.
9.8 Measuring the Success of
Recruitment Strategy.
9.9 Recruitment Process
Outsourcing [RPO]
9.10 Summary
CHAPTER NINE RECRUITMENT STRATEGIES 4

5. 9.1 Introduction
If you do not have proper recruitment
strategy in details;
* You may end up hiring 20 candidates at
the end of the day, when requirement was
for 200!
* Or put up detailed job description on
a job portal for positions that were a
part of strictly confidential hiring plan
of your marketing function!
CHAPTER NINE RECRUITMENT STRATEGIES 5

6. 9.2 Developing the Recruitment Team
Recruiting is not a sole HR function, it is
akin to sales , in the sense it requires
a considerable amount of selling skills.
Today’s recruiter needs to be :-
* tech-savvy to use advanced tools.
* innovative to develop recruitment
strategies.
* skilled in networking, vendor
management, negotiation, multitasking
etc.
Team management skills are necessary with
career progression.
CHAPTER NINE RECRUITMENT STRATEGIES 6

7. 9.3 Structuring the Team
Structuring the team has to be in line with
business goals.
If the business plans do not call for
recruitment of large numbers on a
frequent basis, a structure with
Recruitment Head at corporate Office, at
a middle management level, guiding HR
managers at each location, for
recruitment in their operations would be
appropriate say for Manufacturing or
Engineering firms.
CHAPTER NINE RECRUITMENT STRATEGIES 7

8. 9.3 Structuring the Team
Large IT, ITES and BPOs, with business plans
that incorporate recruitment of large
numbers, find a centralized structure
Headed by senior level General Manager –
Recruitment / Talent Acquisition;
supported by individual Recruitment
Managers for e-recruitment, campus
recruitment, Search Firms etc. is most
suitable.
Both these structures have merit and
demerits which need to be weighed for
each organization.
CHAPTER NINE RECRUITMENT STRATEGIES 8

9. 9.3 Structuring the Team
Centralized Recruitment :-
A good model for an organization in the
start up or in high growth mode.
Ensures consistency in communication of
employee proposition.
Ensures equal recruitment efforts across
business verticals, regions, brands etc.
Allows HR to move resources dynamically
to suit changing business demands.
Enables the line managers of various
units and zones to concentrate on their
operational activities as they are freed
from recruitment functions.
CHAPTER NINE RECRUITMENT STRATEGIES 9

10. 9.3 Structuring the Team
Decentralized Recruitment :-
A good model for mature organization
where consistent recruitment policies
have been established.
Empowers business units to invest in
talent acquisition as needed.
Attracts more suitable candidates from
local markets..
Good corporate governance required to
avoid development of own models by
regions /units. HR must serve interests
of the organization and not of units.
CHAPTER NINE RECRUITMENT STRATEGIES 10

11. 9.3 Structuring the Team
Best practices suggest the organization
needs to be flexible to adapt both
models.
Key decision factors are :-
► identify the most important role
recruiting plays in the organization.
► metrics for measurement
► number of repetitive hires.
► employment brand
► cost per hire.
CHAPTER NINE RECRUITMENT STRATEGIES 11

12. 9. 4 Team Selection
Selecting a recruitment and selection team
is not easy as there is no standard
certification available in this area.
As a result each manager has to be well
trained in selection techniques. But in
reality they rely on self training.
In the BPO industry recruitment numbers are
fairly large, still recruiters do not, as
a rule, invest time in own self
development.
Job rotations need to be frequent in the
recruitment team so that each member has
first hand knowledge of each facet of the
process.
CHAPTER NINE RECRUITMENT STRATEGIES 12

13. 9.4 Team Selection
Recruiter can have educational and
professional qualifications in HR, sales
or even Customer Relations.
A good recruiter must possess
1. excellent understanding of industry.
2. excellent knowledge of the
organization.
3. ability to understand the various job
descriptions.
4. target orientation
CHAPTER NINE RECRUITMENT STRATEGIES 13

14. 9.4 Team Selection
5. ability to use technology.
6. excellent communication skills.
7. ability to elicit information from the
candidates.
8. unbiased approach.
9. vendor management skills.
CHAPTER NINE RECRUITMENT STRATEGIES 14

15. 9.5 Managing Recruitment Budgets.
Usually managers are not content with the
budgeted costs allotted to their
function. Finance Managers always
consider Recruitment Budgets as costs,
and want the recruitment team to reduce
them.
Managements normally experiment with various
strategies to keep the costs at the
optimum level.
Large organizations find in house
recruitment team, using job portals, cost
effective while, smaller businesses
prefer outsourcing to recruitment firms.
CHAPTER NINE RECRUITMENT STRATEGIES 15

16. 9.5 Managing Recruitment Budgets.
A few pointers to prepare recruitment
budget:-
* prepare a business plan & back it up
with numbers that would result in
savings, productivity or a boost to
bottom line.
* explain return on investment in the
form of increase in number of recruitment
or decrease in TAT.
* provide metrics for anticipated ROI,
and qualitative improvements in the
process.
CHAPTER NINE RECRUITMENT STRATEGIES 16

17. 9.6 Recruiting Across levels
It will be suicidal for recruiter to use one
methodology for recruiting positions
across all levels of management.
Each level of management level demands its
own sources, advertisement content,
application , short listing , selection
and closure methods.
Three distinct methodologies need to be
designed and applied for Junior, Middle
and Senior levels of management.
CHAPTER NINE RECRUITMENT STRATEGIES 17

18. 9.6 Recruiting Across levels
Job Descriptions / Person Specifications
Junior Very task oriented. Clearly
defined KRAs. High team management
skills may not be required.
Middle Mix of tasks & strategy. KRAs
defined for jobs but loose for
strategic responsibility.
Competent team management skills.
Senior Highly strategic. KRAs not sharply
defined. Team management skills is
the key.
CHAPTER NINE RECRUITMENT STRATEGIES 18

19. 9.6 Recruiting Across levels
Sources of Recruitment
Junior Print Ad, Recruitment firm -
Emphasis on costs, Job portals,
Walk-in, Job fairs, Referrals.
Middle National Print Ad, Executive
search firms, Job portals,
Referrals .
Senior National Print Ad, Retained
search firms, Web 2.0 processes,
Selective job portals and
referrals.
CHAPTER NINE RECRUITMENT STRATEGIES 19

20. 9.6 Recruiting Across levels
Sensitivity /Confidentiality
Junior Medium to low.
Middle High to medium.
Senior Extremely high
CHAPTER NINE RECRUITMENT STRATEGIES 20

21. 9.6 Recruiting Across levels
Initial Short-listing
Junior [Aptitude, Skill] Tests,
Educational qualifications
Middle Resumes, Career progression,
Career achievements.
Senior Resumes, Career progression,
Career achievements
CHAPTER NINE RECRUITMENT STRATEGIES 21

22. 9.6 Recruiting Across levels
Selection Methods
Junior Group discussions, Assessment
centres, Tests of aptitude,
personal [panel] interviews.
Middle Tests of aptitude &
achievement, Work simulation
tests, Multiple levels of
personal interviews.
Senior Tests of achievement, Work
simulation tests, Multiple
levels of personal
Interviews.
CHAPTER NINE RECRUITMENT STRATEGIES 22

23. 9.6 Recruiting Across levels
Verifications
Junior Background screening,
Academic references,
Medicals.
Middle Background screening,
Professional references,
Medicals.
Senior Background screening,
Professional references,
Medicals
CHAPTER NINE RECRUITMENT STRATEGIES 23

24. 9.6 Recruiting Across levels
Special Care
Senior Handling with finesse
Head hunter & not placement
firm / portal
Neutral venue for meetings /
interviews
Very senior level
interviewer.
Questions asked by the
candidate assume importance.
CHAPTER NINE RECRUITMENT STRATEGIES 24

25. 9.7 Global Recruitment
With globalization of economy, Indian
companies are opening offices all over
the world. Indian recruiters have to be
ready to recruit at such overseas
locations. This requirement cannot be
fully met by transferring persons from
India. Plus local laws at these
destinations require a certain % of
employees working there to be from the
country of operation.
The recruitment process inherently remains
same for global recruitment, except
dealing with global sensitivities is an
additional factor affecting the process.
CHAPTER NINE RECRUITMENT STRATEGIES 25

26. 9.7 Global Recruitment
Global recruitment is not limited to
recruiting from the country of origin or
operation, but selecting the best
candidate through search that is world
wide.
Guidelines :-
* use local & global recruiting firms.
* campus recruitment strategies must
include partnership with colleges across
the globe.
* fully consider cultural differences and
the recruitment laws in various
countries.
CHAPTER NINE RECRUITMENT STRATEGIES 26

27. 9.7 Global Recruitment
Guidelines :- contd.
* establish the prevailing labour
conditions by using government reports.
* implement applicant tracing system that
can be used globally.
* ensure that recruitment ad focuses on
global nature of the business.
* strengthen recruitment effort by hiring
retired government officers with
considerable overseas exposure.
* Train recruitment team in local
culture, business practices and even,
languages.
CHAPTER NINE RECRUITMENT STRATEGIES 27

28. 9.8 Measuring the Success of Recruitment Strategy
To evaluate the success of the talent
acquisition team and strategy,
recruitment metrics need to be used.
Such metrics
* demonstrate actual value of the
recruitment process employed.
* supply vivid picture of the costs
incurred; and
* outcomes from these costs; and
* a snapshot of how the whole
organization has changed over time.
CHAPTER NINE RECRUITMENT STRATEGIES 28

29. 9.8 Measuring the Success of Recruitment Strategy
Such metrics
* must be predictive and actionable.
* should indicate trends
* be tracked over a time to provide
internal benchmarks and analysis of
performance
* should include both quantitative and
qualitative aspects. Time and costs
constitute the first and productivity,
retention, efficiency and candidate
performance the latter aspect.
CHAPTER NINE RECRUITMENT STRATEGIES 29

30. 9.8 Measuring the Success of Recruitment
Strategy
Commonly used metrics
* Cost per Hire.
* Time to fill measurements ; TAT.
* Performance / quality of hire. –
assess new recruit after 6 / 12 months
on preferred criteria on a scale of 1
to 5.
* Manager Satisfaction – obtain feedback
from managers involved in the process.
CHAPTER NINE RECRUITMENT STRATEGIES 30

31. 9.8 Measuring the Success of Recruitment
Strategy
Commonly used metrics – contd.
* Source of Recruitment. The yield.
* Referral Rates. This is the short
listing [by recruiter] to selection [by
line manager] ratio.
* Candidate Satisfaction. Through
employee survey.
* Pipeline Development. Number of
potential candidates for key positions.
CHAPTER NINE RECRUITMENT STRATEGIES 31

32. 9.9 Recruitment Process Outsourcing - RPO
RPO is a form of business process
outsourcing [BPO] where an employer out
sources or transfers all or a part of its
recruitment activities to an external
service provider.
When entire activity is out sourced the RPO
providers manage the entire recruiting
process from job profiling through the
on-boarding of the new hire, including
staff, technology, method and reporting.
CHAPTER NINE RECRUITMENT STRATEGIES 32

33. 9.9 Recruitment Process Outsourcing - RPO
A properly managed RPO
1] improves TAT,
2] increases quality of candidate pool,
3] provides verifiable metrics,
4] reduces cost and
5] improves government compliance.
Compared to RPO, temporary, contingency and
executive search services are more
analogous to out-tasking, co-sourcing, or
just sourcing.
CHAPTER NINE RECRUITMENT STRATEGIES 33

34. 9.9 Recruitment Process Outsourcing - RPO
RPO needs to be managed diligently as
1] If the recruitment strategy is not
correctly defined , RPO may fail to
meet company’s needs.
2] Continuous monitoring required to
ensure results.
3] Costs of RPO may exceed those of
internal recruitment department.
CHAPTER NINE RECRUITMENT STRATEGIES 34

35. 9.9 Recruitment Process Outsourcing - RPO
4] Relying on a single agency
eliminates benefits of competition among
recruitment agencies.
5] RPO cannot help if Organization is
perceived negatively by potential
employees.
To sum up organizations with efficient
hiring process that are viewed as
employers of choice by potential
staff may stand to gain
negligible benefits from RPO.
CHAPTER NINE RECRUITMENT STRATEGIES 35

36. 9.10 Summary
“Strategy without tactics is the slowest
route to victory. Tactics without
strategy is the noise before defeat. [Sun
Tzu]
It is imperative that the recruitment
strategy suits the organization needs .
Strategy needs to be dynamic. The
recruiting model is as important as any
other facet of business. If the strategy
is not devised properly, it is difficult
to achieve business goals.
CHAPTER NINE RECRUITMENT STRATEGIES 36

37. 9.10 Summary
Growing organizations need
to remain competitive and
cannot afford to under-invest
in talent acquisition
resources or tools.
CHAPTER NINE RECRUITMENT STRATEGIES 37

38. This brings us to the end of our
9th session!
Nest we move to session TEN on
“Offer of Employment”
Contained in the Chapter 10
Best Luck!
38