Recruitment involves generating a suitable pool of candidates for open jobs. The document discusses recruitment strategies like internal and external hiring. It outlines the recruitment process including developing a philosophy, evaluation metrics, planning activities and strategies. Tools for planning include yield ratio analysis to estimate suitable candidates. Sources of recruitment include internal methods like job posting and employee referrals, and external methods like advertising, agencies, and online recruiting. Filling vacancies internally has pros like familiarity and motivation, but can cause ripple effects, while external hiring has pros like innovation but higher costs. The document provides guidelines for effective recruitment like setting objectives to attract suitable candidates and provide accurate job information.

1. Recruitment
Decisions

2. Recruitment
A process of generating a pool of
suitable candidates for available jobs.
Purpose:
 Attract suitable candidates to apply
 Discourage unsuitable ones
 Provide job information
 Project organization image

3. Alternatives to recruitment
 Reorganization
 Flexible working
 Employee leasing
 Outsourcing
 Internal redeployment
 Technology

4. Employment Lifecycle
Recruit Hire Retain Exit
Decision
Selection
Criteria
Job
Design
Competency
Profile

5. Quality of new hire
Improving
quality of hire
is a means to
an end – NOT
the end itself
There is no
one-size-fits-
all with quality
of hire
It is up to YOU
to determine
what is
important to
your company

6. Recruitment process
Recruitment Philosophy
• Internal vs external
• Job vs career
• Short vs long term
• Other considerations
Recruitment Evaluation
• Number of jobs filled
• Timeliness of jobs filled
• Cost per job filled
• Diversity goals met
Recruitment Activities
• Internal & External
methods of recruitment
• Follow up actions
• Record keeping
Recruitment Planning
• Numbers needed
• Cost/time needed
• Diversity of hires
Strategy Development
• Whom, how, when to recruit
• Which source to use
• Choice of recruiters
• What information to share

7. Tools for recruitment planning
Yield ratio analysis (YR)
 The YR reflects percentage of job candidates at
beginning of recruitment who moved to the next step in
the process
 After initial screening, if company invites 8 out of 20
applicants for interview,
 The YR for this stage of recruitment is 40%
 Not everyone receiving the interview call may accept it
 If 6 out of 8 candidates accept the call,
 YR for this stage of recruitment is 75%
 If 3 out of 6 candidates are finally selected & job offers
are given to them, then
 YR at this stage of recruitment is 50%

8. Effective recruiting: Yield Pyramid
New hires (50%)
Offers made (67%)
Interviewed (75%)
Invited (17%)
Leads generated
Significance YR will help to estimate the suitable candidate
number required in future
Saves time and resource

9. Sources of recruitment
1. Internal source of recruitment
 Generating a pool of candidates from
within the organization
2. External source of recruitment
 Generating a pool of candidates from
outside the organization

10. Methods for internal recruitment
 Job posting (company website, notice board)
 Employee referrals (since internal rather than
external sources are used to attract
candidates, this method is still considered
internal)
 Employee/Executive Development Programs
 Succession Planning
 Training
 Grooming

11. Methods for external recruitment
 Advertisement (media)
 College recruitment (campus visit, job fair,
internship)
 Employment agencies (most widely used
source)
 Walk-ins
 Online recruiting (social networking sites)

12. Filling vacancies from Within
Pros
 Familiarity may
increase selection
accuracy.
 Employee motivation to
perform well and
develop skills.
 Quicker and lower
staffing costs.
 Lower training and
adjustment costs.
Cons
 Current employees may
not be prepared.
 May lead to a “ripple
effect”, as one vacancy
filled from within
causes another
vacancy, which
increases staffing
costs.
 May lower the influx of
new ideas and
innovation.

13. Filling vacancies from Outside
Pros
 Larger number of
applicants lowers
selection ratio.
 Prevent ripple effect.
 May increase innovation.
 Aid in meeting diversity
goals.
Cons
 Increases staffing
costs.
 Increases training and
adjustment costs.
 Takes longer to fill
vacancies.
 May lower employee
motivation to perform
well and develop skills.

14. Set objectives
 Attract suitable candidates
 Deter unsuitable candidates
 Create a favorable impression
 Provide adequate & accurate information
What information?
 Is the organization reputed one?
 Is the work interesting?
 Is the job relevant to qualification/ experience?
 Is the pay right?
 Will it advance my career?
 Is it secure?
Ad construction checklist

15. AIDA components:
 Catch ATTENTION
 Hold INTEREST
 Arouse DESIRE
 Stimulate ACTION
Guidelines
 Catch attention with imaginative headline and illustration
 Stimulate interest by describing the organization and the job in
the first paragraph in a personally rewarding way
 Arouse desire by stating opportunities early in the copy, job
location, job requirements and job rewards
 Stimulate action by telling how, when and where to apply
AIDA principles & guidelines