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 report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
Recruitment and selection process in it industryABHISHEK SARKAR
The document discusses the recruitment and selection process in the IT industry. It begins by outlining the objectives of understanding recruitment criteria, methods of employee selection like information gathering, testing and interviews. It then provides details on the recruitment process at major IT companies like Tata Consultancy Services, Infosys, Cognizant, Wipro and Tech Mahindra. For each company, it describes their recruitment platform, sources of recruitment, screening process which typically involves written tests, technical and HR interviews and finally selection. It highlights the importance of recruitment in fulfilling organizational goals and strategies involved in hiring the right candidates.
The document discusses strategies for compensation philosophy and plans after a bank merger. It proposes:
1) Targeting salaries in the top quartile of the market to attract and retain high-performing employees.
2) Developing clear job expectations and descriptions to communicate the demanding performance standards required for above-market compensation.
3) Gathering input from employees, management, industry trends, and market practices to design fair, communicative compensation plans that balance short-term and long-term interests.
Cisco sources revealed the company policy was to attract the top 10-15% of people in the networking industry. Cisco used various recruitment tools like an online friends program and buddy system to attract the best talent. This benefited Cisco by generating 500,000 job page hits per month by 1999 and establishing new recruitment initiatives that hired approximately 8,000 people per year. E-recruitment emerged as a strategic tool for IT companies as it was cheaper and faster than traditional methods, allowing faster hiring processes and promotion of organizations.
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of Bachelor of Business Management
Topic : A STUDY ON JOB SATISFACTION OF EMPLOYEES AT PALM FIBRE (INDIA) PRIVATE LIMITED PATHIRAPALLY, ALAPPUZHA
Period : 1st June 2012 to 30th June 2012
employee retention project Questionnaire pdfashwin bas
This document contains a questionnaire to assess employee retention strategies and satisfaction levels. It collects demographic information and has questions on job security, career development support, management support, rewards, promotion opportunities, working environment, training programs, factors influencing retention and attrition, management support, responsibilities, trust, morale, leave policies, and suggestions for improving retention. Respondents are asked to rate their satisfaction levels on various aspects and identify the most and least influential factors for their decision to remain or leave the organization.
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
This report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
Recruitment and selection process in it industryABHISHEK SARKAR
The document discusses the recruitment and selection process in the IT industry. It begins by outlining the objectives of understanding recruitment criteria, methods of employee selection like information gathering, testing and interviews. It then provides details on the recruitment process at major IT companies like Tata Consultancy Services, Infosys, Cognizant, Wipro and Tech Mahindra. For each company, it describes their recruitment platform, sources of recruitment, screening process which typically involves written tests, technical and HR interviews and finally selection. It highlights the importance of recruitment in fulfilling organizational goals and strategies involved in hiring the right candidates.
The document discusses strategies for compensation philosophy and plans after a bank merger. It proposes:
1) Targeting salaries in the top quartile of the market to attract and retain high-performing employees.
2) Developing clear job expectations and descriptions to communicate the demanding performance standards required for above-market compensation.
3) Gathering input from employees, management, industry trends, and market practices to design fair, communicative compensation plans that balance short-term and long-term interests.
Cisco sources revealed the company policy was to attract the top 10-15% of people in the networking industry. Cisco used various recruitment tools like an online friends program and buddy system to attract the best talent. This benefited Cisco by generating 500,000 job page hits per month by 1999 and establishing new recruitment initiatives that hired approximately 8,000 people per year. E-recruitment emerged as a strategic tool for IT companies as it was cheaper and faster than traditional methods, allowing faster hiring processes and promotion of organizations.
A project report submitted to Amrita Vishwa Vidyapeetham in partial fulfillment of the award of degree of Bachelor of Business Management
Topic : A STUDY ON JOB SATISFACTION OF EMPLOYEES AT PALM FIBRE (INDIA) PRIVATE LIMITED PATHIRAPALLY, ALAPPUZHA
Period : 1st June 2012 to 30th June 2012
employee retention project Questionnaire pdfashwin bas
This document contains a questionnaire to assess employee retention strategies and satisfaction levels. It collects demographic information and has questions on job security, career development support, management support, rewards, promotion opportunities, working environment, training programs, factors influencing retention and attrition, management support, responsibilities, trust, morale, leave policies, and suggestions for improving retention. Respondents are asked to rate their satisfaction levels on various aspects and identify the most and least influential factors for their decision to remain or leave the organization.
This document discusses e-recruitment, including defining e-recruitment, outlining an e-recruitment strategy with identifying jobs, targeted candidates, and recruitment sources. It also covers e-recruitment channels and the advantages of online recruiting such as reduced time and costs, pre-employment screening tools, and access to large applicant pools. The document notes disadvantages such as time needed to screen large resume databases and limitations of filling all jobs online or potential issues with e-tools interpretation.
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
A study on employee job satisfaction h r final projectProjects Kart
The document discusses a study on employee job satisfaction at HAMUL. It outlines the objectives of the study which are to measure job satisfaction levels, study employee perceptions and attitudes, and identify motivational factors. The scope includes how job satisfaction comprises intrinsic and extrinsic factors and influences productivity. It also provides background on the dairy industry in India, tracing its origins and the development of the cooperative model pioneered in Anand.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
The document discusses industrial relations in India, outlining key aspects of the system such as the legislative framework, key actors (employers, workers, government), and tripartite bodies that aim to balance interests. It also covers the evolution of the system from pre-independence to modern times, noting the impact of globalization and technological changes. Maintaining sound industrial relations is important as it can promote productivity and employment while improving lives, whereas poor relations may stunt industry growth and decrease GDP.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
The document provides information on competency-based recruitment and job analysis. It discusses identifying the competencies required for effective job performance through various methods like observation, surveys, interviews etc. It emphasizes recruiting based on personality, motivation and cognitive abilities.
The job analysis process involves creating a motivational job specification, functional specification and behavioral specification. It provides an example functional specification for a HR role listing the key responsibilities, skills and competencies. The document also provides information on creating a job description through direct observation, interviews, questionnaires and job element analysis to customize it for a specific role like a finance manager.
The document discusses the recruitment and selection process. It begins by outlining the stages of recruitment, including job announcements, applicant screening, testing, interviews, and final selection. It then discusses factors that can affect recruitment and selection, such as external authorities, market conditions, and legislation. Finally, it provides guidance on effective recruitment through developing strategy, ensuring equal opportunity, keeping applicants informed, and maintaining confidentiality.
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
This document discusses employee retention and turnover. It provides an overview of the causes of employee attrition and ways that agencies can improve retention rates. It discusses truths about turnover, including that some turnover is desirable, turnover is costly, and money is not always the key factor in retention. Reasons for employee burnout and ways to identify it are outlined. Succession planning is important to mitigate losses from retirements. The public sector faces impacts from demographic changes as large numbers of baby boomers retire.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
The document provides information about Human Resource practices at Infosys. It discusses Infosys' sector information, company introduction, HR policies, functions, sourcing strategy, recruitment and selection process, and performance management systems. The recruitment and selection process involves defining the recruitment opportunity, advertising the opportunity, and selecting candidates through a combination of interviews, presentations, testing and group exercises. Performance is managed through methods like 360 degree feedback and a system called ICount that focuses on individual performance and continuous feedback.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Case study of toyata industrial dispute Devesh Hari
The document summarizes labor disputes and strikes that occurred between Toyota Kirloskar Motor Pvt Ltd's management and its labor union, TKMEU, in India in 2001, 2002, 2005 and 2006. The disputes centered around issues like increased work shifts up to 12 hours without appropriate wage hikes and suspension of employees. After clashes, wages were eventually raised by 15% in 2005 and the company lifted its lockout in January 2006 after intervention from the state government. The document also discusses the role of labor unions in India and some reforms needed in Indian labor laws.
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
PURPOSE
The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees.
HR policies can also be very effective at supporting and building the desired organizational culture.
Hiring and selection process: HBR case StudyImran Ghaznavi
This document discusses the hiring and selection process at Harvard Business School. It begins by noting that hiring people is one of the most critical tasks for managers. The case study then outlines the background and personal factors that should be considered when evaluating a candidate for fit. Background factors include education and experience. Personal factors include intellectual ability, personality, and motivation. The interview process is important for digging behind the resume to understand a candidate's success pattern. Reference checks also allow cross-checking perceptions. Overall, hiring the right people is significant for an organization's values and culture.
The document discusses recruitment and selection processes at Coca-Cola. It provides details about Coca-Cola as a global company and its operations in Pakistan. It then discusses Coca-Cola's internal and external recruitment methods, realistic versus traditional job previews, and the selection process including validation approaches and sources of information used.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
Human resource development (HRD) involves improving employee skills and organizational effectiveness through various training and development activities. HRD has evolved from apprenticeship programs and early vocational schools to encompass activities like employee orientation, skills training, coaching, and counseling. The goal of HRD is to ensure organizational members can meet current and future job demands through continuous learning opportunities. HRD is one function within the broader domain of human resource management.
A study on employee job satisfaction h r final projectProjects Kart
The document discusses a study on employee job satisfaction at HAMUL. It outlines the objectives of the study which are to measure job satisfaction levels, study employee perceptions and attitudes, and identify motivational factors. The scope includes how job satisfaction comprises intrinsic and extrinsic factors and influences productivity. It also provides background on the dairy industry in India, tracing its origins and the development of the cooperative model pioneered in Anand.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
The document discusses industrial relations in India, outlining key aspects of the system such as the legislative framework, key actors (employers, workers, government), and tripartite bodies that aim to balance interests. It also covers the evolution of the system from pre-independence to modern times, noting the impact of globalization and technological changes. Maintaining sound industrial relations is important as it can promote productivity and employment while improving lives, whereas poor relations may stunt industry growth and decrease GDP.
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
The document provides information on competency-based recruitment and job analysis. It discusses identifying the competencies required for effective job performance through various methods like observation, surveys, interviews etc. It emphasizes recruiting based on personality, motivation and cognitive abilities.
The job analysis process involves creating a motivational job specification, functional specification and behavioral specification. It provides an example functional specification for a HR role listing the key responsibilities, skills and competencies. The document also provides information on creating a job description through direct observation, interviews, questionnaires and job element analysis to customize it for a specific role like a finance manager.
The document discusses the recruitment and selection process. It begins by outlining the stages of recruitment, including job announcements, applicant screening, testing, interviews, and final selection. It then discusses factors that can affect recruitment and selection, such as external authorities, market conditions, and legislation. Finally, it provides guidance on effective recruitment through developing strategy, ensuring equal opportunity, keeping applicants informed, and maintaining confidentiality.
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
This document discusses employee retention and turnover. It provides an overview of the causes of employee attrition and ways that agencies can improve retention rates. It discusses truths about turnover, including that some turnover is desirable, turnover is costly, and money is not always the key factor in retention. Reasons for employee burnout and ways to identify it are outlined. Succession planning is important to mitigate losses from retirements. The public sector faces impacts from demographic changes as large numbers of baby boomers retire.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
The document provides information about Human Resource practices at Infosys. It discusses Infosys' sector information, company introduction, HR policies, functions, sourcing strategy, recruitment and selection process, and performance management systems. The recruitment and selection process involves defining the recruitment opportunity, advertising the opportunity, and selecting candidates through a combination of interviews, presentations, testing and group exercises. Performance is managed through methods like 360 degree feedback and a system called ICount that focuses on individual performance and continuous feedback.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Case study of toyata industrial dispute Devesh Hari
The document summarizes labor disputes and strikes that occurred between Toyota Kirloskar Motor Pvt Ltd's management and its labor union, TKMEU, in India in 2001, 2002, 2005 and 2006. The disputes centered around issues like increased work shifts up to 12 hours without appropriate wage hikes and suspension of employees. After clashes, wages were eventually raised by 15% in 2005 and the company lifted its lockout in January 2006 after intervention from the state government. The document also discusses the role of labor unions in India and some reforms needed in Indian labor laws.
Human resource policies are systems of codified decisions, established by an organization, to support administrative personnel functions, performance management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
PURPOSE
The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees.
HR policies can also be very effective at supporting and building the desired organizational culture.
Hiring and selection process: HBR case StudyImran Ghaznavi
This document discusses the hiring and selection process at Harvard Business School. It begins by noting that hiring people is one of the most critical tasks for managers. The case study then outlines the background and personal factors that should be considered when evaluating a candidate for fit. Background factors include education and experience. Personal factors include intellectual ability, personality, and motivation. The interview process is important for digging behind the resume to understand a candidate's success pattern. Reference checks also allow cross-checking perceptions. Overall, hiring the right people is significant for an organization's values and culture.
The document discusses recruitment and selection processes at Coca-Cola. It provides details about Coca-Cola as a global company and its operations in Pakistan. It then discusses Coca-Cola's internal and external recruitment methods, realistic versus traditional job previews, and the selection process including validation approaches and sources of information used.
The document discusses a task force assembled to address the problem of excess skilled bottling staff at Company XYZ between October and February each year. The task force proposes several alternatives to ensure the skilled employees are utilized year-round, including recycling bottles during the off season to reduce material costs, shifting employees to the company's hard drinks bottling process which has higher demand seasonally, outsourcing the skilled employees to other companies during the off season, and implementing a variable pay structure to incentivize employees to work during the off season. The task force will present these alternatives to management for consideration as future strategies.
Stephen Connor needs to replace Peter Thompson, a star semiconductor analyst who received an offer from a competitor. This is a critical position to fill for an upcoming deal. Five candidates were profiled: David Hughes, Sonia Meetha, Seth Horkum, Reena Shea, and Gerald Baum. David Hughes and Seth Horkum were identified as the most suitable based on their general management, industry, relationship, and company-specific knowledge. While David has strong experience, Seth is recommended to fill the position as he has potential for long-term growth within the organization and could become a loyal asset.
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.
Recruitment of a star (harvard case study)thawban baig
RSH initiated a hiring process to recruit a senior semiconductor analyst due to the resignation of their current analyst and an upcoming deal with Powerchip Company. Recruiters were engaged who sent resumes to the director of research, Stephen, for pre-screening and interviews. Stephen interviewed several candidates individually and determined that Seth Horkum was the best candidate due to his experience covering major stocks, motivation, client focus, and lack of compensation negotiation. While junior analyst Rina was considered, she was deemed too inexperienced for the senior role. Ultimately, Seth Horkum was offered the position as senior semiconductor analyst.
Case study of nestle training and developmentSachin Kharecha
Nestle is a global organization with operations in almost every country. They emphasize developing human capacity through training programs at all levels. Nestle's culture promotes lifelong learning and individual development. They offer extensive on-the-job, local, and international training programs. The goal is to provide opportunities for every employee to reach their full potential and develop skills for a changing world. This benefits both the individual employees and Nestle as a company.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document discusses a case study involving a collective bargaining agreement at R.K. Brewery Limited. It notes that the company had a collective agreement with fixed salaries, but the new HR manager, Mr. Vinod, implemented a performance-based salary scheme which increased productivity by 30% and salaries for 80% of employees by 20-30%. However, this caused the trade union membership to decline. With the agreement expiring, the union requested negotiations due to salary differences causing social issues. Mr. Vinod had to decide whether to engage in collective bargaining or negotiate individually.
The HR manager should not terminate the employee solely due to her pregnancy or poor performance during probation. Before termination, performance issues must be documented through warnings, memos, and an extended probation period. The employee's health and well-being should be prioritized over work. New guidelines are needed to protect women employees and ensure fair treatment.
Tata Consultancy Services has a rigorous recruitment and selection process across four levels - work force, frontline, middle management, and top management. For the workforce level, candidates apply online or via ads and undergo written and technical interviews. For frontline level, internal candidates are evaluated on performance while external candidates face additional assessments like group discussions. The middle management level involves fast-track programs and technical interviews for internal promotions or external hires. The top management level does not recruit externally and involves interviews and presentations for selection.
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
Mcdonalds mini project(Recruitment Process & T&D )Raashid Malik
This document provides details about human resource management practices at McDonalds in Jalandhar, India. It describes the key jobs available including management trainee, restaurant manager, crew members, and billing operator. For each job, it outlines the job responsibilities, location, type of position, and eligibility criteria. It also analyzes McDonalds' recruitment and selection process, which includes planning, strategic development, searching, screening, and evaluation. The recruitment sources discussed are internal sources like promotions and referrals, as well as external sources like advertisements.
This case study compares two competitive hotels, Sunrise and Beachside, located in a tourist city in Northeast United States. Sunrise had a 98% occupancy rate while Beachside had 71%. Sunrise's manager Joe implemented training and development programs, resulting in high guest satisfaction ratings and low turnover. Beachside's manager Sunny lacked human resources experience and knowledge, leading to high staff turnover. The case analyzes the strengths, weaknesses, opportunities, and threats between the two hotels, concluding Beachside needs to implement training and other HR initiatives to improve service quality and compete with Sunrise.
Strategic human resource management – a case studyMOHAMED HUDAIF T
This document provides an overview of strategic human resource management and different theories related to aligning human resources with organizational strategy. It discusses strategic human resource management, the best fit theory, best practice theory, and resource theory. The best fit theory links human resource strategy to the internal environment and categorizes organizations. The best practice theory aims to improve performance through developing employee commitment. The resource theory views an organization's resources as important assets for strategic positioning.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
This document discusses the recruitment and selection process at IBM India. It describes the various stages: attraction, which involves job analysis and defining sources of recruitment; reduction through application screening and shortlisting; and selection using ability tests and structured interviews. IBM aims to select the most suitable candidates through a fair process to maximize performance and minimize costs associated with wrong hiring decisions. The stages ensure candidates are informed of outcomes and receive necessary feedback.
The document discusses the recruitment and selection process of IT companies. It describes the key steps in recruitment, which includes attracting potential job candidates and selecting suitable individuals. Some factors that influence recruitment are internal factors like company policies and external factors like the labor market and economic conditions. The selection process involves steps like screening interviews, application forms, testing, interviews and reference checks. The document provides examples of selection practices at companies like Siemens and PepsiCo and describes the recruitment process and eligibility criteria at IBM for internship and other programs.
Unilever introduced two new flexible working strategies: annualized hours and 24-hour working. Annualized hours allows employees to bank extra hours worked to take time off later. 24-hour working implements rotating shifts to allow factories to operate 24 hours a day. Both strategies aimed to increase productivity and efficiency but reduced employees' freedom and work-life balance. Unilever also simplified its HR strategy with its "Working Smart" approach to better engage employees and adapt to changes in the industry.
The document discusses the process of selection in hiring employees. It defines selection as choosing applicants that best meet the criteria for open positions based on their capabilities and the job demands. The stages of selection generally involve receiving applications, screening, tests, interviews, background checks, medical exams, and final selection or rejection. Various types of tests, interviews, and considerations in the selection process are also outlined.
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.
The document discusses various labor laws and acts in India related to employment. It lists the key steps in the selection process. It then discusses the various sources of recruitment such as present employees, campus recruitment, employment agencies, and e-recruitment. It also lists factors affecting recruitment like demand and supply, unemployment rate, and political environment. Finally, it summarizes some important acts like the Minimum Wages Act, Payment of Wages Act, Factory Act, and Trade Union Act and what they enforce, such as minimum wages, payment procedures, workplace facilities, and the definition of a trade union. The acts aim to protect worker rights and welfare.
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.
The document discusses recruitment sources for human resource management. It identifies internal sources such as promotions, rehiring and employee referrals. External sources mentioned include advertisements, campus recruitment, online recruitment, walk-ins, employment agencies, schools/universities, job fairs, professional organizations, unsolicited applicants, and online sources like job boards and company career websites. A variety of recruiting sources can help organizations attract qualified candidates efficiently.
Recruitment refers to the process of finding and attracting job applicants. It is affected by both internal factors an organization can control, like its recruitment policies and human resource planning, as well as external factors outside its control, like the labor market and political environment. The recruitment process typically involves identifying a vacancy, developing a job description, locating candidates from sources like employee referrals, job boards, or colleges, screening applicants, interviewing candidates, and making a hiring decision.
The document provides a job description and specification for a marketing manager position. It outlines the key responsibilities of the role, including developing marketing strategies and plans, managing a marketing team, meeting sales and financial targets, identifying new opportunities, and sustaining client relationships. The specification details the required experience as 10 years in marketing, including supervising a staff, as well as a bachelor's degree in marketing. It lists important skills as strong communication, team leadership, and expertise in digital marketing and customer focus. The overview explains the role will develop products and launch campaigns, distribute products, and ensure effective marketing communications.
This document discusses recruitment and selection. It defines recruitment as the process of finding and attracting job applicants, and selection as differentiating between applicants to identify those most likely to succeed. The document outlines the recruitment process including identifying vacancies, advertising, sorting applications, and interviews. It discusses internal and external sources of recruitment like promotions, campus recruitment, and advertisements. Selection methods covered include testing, interviews, reference checks, and making the final hiring decision.
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.
The document discusses recruitment, including:
1. Recruitment is defined as the process of finding and attracting capable job applicants. It begins with seeking new recruits and ends when applications are submitted, creating an applicant pool.
2. The main objective of recruitment is to expedite the selection process by creating a talent pool of qualified candidates for the organization to choose from.
3. Internal factors like an organization's recruitment policy can affect its recruitment process by specifying objectives and providing a framework for filling vacancies.
This project is a comparative study on the recruitment and selection process of 3 world renowned companies from different industries namely e-commerce, healthcare and IT
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
1. The document discusses talent acquisition in IT groups, comparing it to traditional recruitment. Talent acquisition is more strategic and focuses on developing a talent pipeline, employer branding, and nurturing candidates, while recruitment focuses only on filling open roles.
2. It outlines some key elements of talent acquisition, including extensive planning, understanding different workforce needs, positive employer branding, talent scoping and management, and use of metrics.
3. The document then discusses trends in India's growing recruitment agencies industry, with increasing digitalization and use of mobile phones. Technology is transforming hiring through tools like AI, social media, and analyzing candidate data online.
This document contains details about staffing for a group project. It lists the names of 6 group members and their identification numbers. It also lists 5 members of another group, including their names and identification numbers. The document provides an overview of the topics to be covered in the presentation, including the definition of staffing, the importance of recruitment and selection procedures, different types of interviews, and the difference between recruitment and selection.
An abstract overview of the important aspect of HR department of every organisation that is recruitment which includes selection process, interviews, induction, orientation, etc.
1) Punjab National Bank (PNB) was established in 1894 in Lahore as the first bank started solely with Indian capital.
2) The document discusses the recruitment and selection process at PNB, including the objectives, scope and methodology of the study. It covers the key aspects of recruitment like sources, techniques and importance.
3) The selection process at PNB involves various steps like preliminary interview, application form, tests, reference checks and final decision. Methods like physical examination and psychological testing are also used.
Recruitment & Selection by Raja Rao PagidipalliRaja Ramesh
This document provides an overview of recruitment and selection processes. It defines recruitment as discovering sources of qualified candidates and attracting them to apply for jobs. The objectives of recruitment are outlined, including attracting candidates with skills aligned to organizational strategies. Internal recruitment sources like job postings and promotions are discussed as well as external sources like job advertisements, agencies, and events. Modern recruitment sources using technology like e-recruitment are also covered. The document concludes with a discussion of realistic job previews and their benefits in reducing turnover.
This document discusses various methods for recruiting employees, including internal and external sources. Internal recruitment sources include job posting and employee referrals. External sources discussed are advertising, employment agencies, temporary help agencies, campus recruiting, and employee referrals. The effectiveness of different recruitment methods is also examined in some studies. Recruitment aims to attract a pool of qualified candidates to fill job vacancies by determining human resource needs and analyzing job requirements.
This document discusses recruitment techniques and processes. It defines recruitment as the set of procedures used to attract suitable candidates to fill positions in an organization. The recruitment process begins with searching for candidates and ends when applications are received. There are internal recruitment methods which fill vacancies with current employees, and external recruitment which attracts new candidates from outside the organization. The document also outlines various recruitment sources and techniques including job boards, agencies, universities, job fairs, and professional social networks. It notes that new recruiting trends involve interacting with candidates on the web through profiles, networking, and social media.
This document discusses recruitment techniques and processes. It defines recruitment as the set of procedures used to attract suitable candidates to fill positions in an organization. The recruitment process begins with searching for candidates and ends when applications are received. There are internal recruitment methods which fill vacancies with current employees, and external recruitment which attracts new candidates from outside the organization. The document also outlines various recruitment sources and techniques including job boards, agencies, universities, job fairs, and professional social networks. It notes that new recruiting trends involve interacting with candidates on the web through profiles, networking, and social media.
Similar to Recruitment with case study on bhel (20)
1. MODERN METHODS OF
RECRUITMENT
Presented By:
Chhatrapal Surve(160)
S.Y.BBA
I
2. INDEX
SR.NO DESCRIPTION PAGE NUMBER
1) WHAT IS RECRUITMENT? 3
2) TYPES OF RECRUITMENT 4-10
3) INNOVATIVE METHODS OF 11-12
RECRUITMENT
4) CASE STYDY ON BHEL 13-15
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3. What is recruitment?
Recruitment is the process of attracting qualified applicants for a specific
job. The process begins when applications are brought in and ends when the
same is finished. The result is a pool of applicants, from where the
appropriate candidate can be selected.
Human resources recruitment methods vary according to staffing needs,
company size, recruiting staff expertise and budget for advertising, cost-per-
hire and other employment expenses. Depending on the jobs for which your
company is recruiting workers, some methods are more effective than
others. Often, the way to determine the most effective recruitment method is
by experimenting with several methods until you find one that uses your
company's resources and time wisely.
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4. Types of recruitment
There are types of recruiting methods:
1) Internal methods
2) Extrenal methods
The internal recruitment sources are very important, but they cannot be used
to fill every vacancy in the organization. It is very important to realize, that
in many organization, the internal recruitment is divided into two separate
processes:
1) Internal recruitment and
2) Promotions:
The promotion is the move of the employee when the
organization initiates the whole process. The real internal recruitment is than
a move of the employee initiated by the employee him or herself.
The external recruitment sources bring job candidates from the external
environment using different techniques. The oldest, but still pretty efficient
is a newspaper job advertisement.
The other external recruitment sources are the recruitment agencies and
executive search companies. Their services are not cheap, but the
organization does not have to handle all that job resumes and the good
agency also makes follow ups of the job candidates in the recruitment
process.
They are discussed in detail in the following pages.
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5. 1) Employee Referrals:
Present employees are well aware of the qualifications,
attitudes, experience and emotions of their friends and relatives. They are
also aware of the job requirements and organizational culture of their
company. As such they can make preliminary judgment regarding the
match between the job and their friends and relatives.
A very special kind of the recruitment source is the
referral recruitment, when the employees are paid to provide the
organization with their friends as potential employees. This can look
strange, but it can provide the organization with many interesting
candidates, who are not reachable via any other recruitment source. Many
employers realize the value of recruiting via employee referrals, and even
offer referral bonuses to encourage employees to recommend friends,
colleagues and family members for jobs.
If your company has a high-performing work force,
this could be a very effective recruiting method. Employees who are
conscientious about their job duties and responsibilities generally know
other people who demonstrate the same work ethic. Using this type of
recruitment method minimizes the expense of online advertising and
recruiters' time expended sourcing qualified applicants.
2) Campus Recruitment:
These candidates are directly recruited by the Co;
from their college/educational institution. They are inexperienced as far
as work experience is concerned. Large organizations seeking new
entrants to the work force have recruiters who travel to college and
university campuses looking for graduating students.
This recruiting method serves the interests of future
employees and the employer. Campus recruiting enables companies to
attract students with impressive academic credentials and train them to
model the employer's philosophy and practices. In addition, the
company's presence on campus demonstrates a willingness to invest in
young professionals through mentoring and professional development.
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6. 3) Private Employment Agencies/Consultants:
Public employment agencies or consultants perform
recruitment functions on behalf of a client company by charging fees.
Line managers are relieved from recruitment functions and can
concentrate on operational activities.
4) Public Employment Exchanges:
The Government set up Public Employment
Exchanges in the country to provide information about vacancies to the
candidates and to help the organization in finding out suitable candidates.
As per the Employment Exchange act 1959, makes it obligatory for
public sector and private sector enterprises in India to fill certain types of
vacancies through public employment exchanges.
5) Professional Organizations:
Professional organizations or associations maintain
complete bio-data of their members and provide the same to various
organizations on requisition. They act as an exchange between their
members and recruiting firm.
6) Data Banks:
The management can collect the bio-data of the
candidates from different sources like Employment Exchange,
Educational Training Institutes, candidates etc and feed them in the
computer. It will become another source and the company can get the
particulars as and when required.
7) Casual Applicants:
Depending on the image of the organization its prompt
response participation of the organization in the local activities, level of
unemployment, candidates apply casually for jobs through mail or handover
the application in the Personnel dept. This would be a suitable source for
temporary and lower level jobs.
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7. 9) Trade Unions:
Generally unemployed or underemployed persons or
employees seeking change in employment put a word to the trade union
leaders with a view to getting suitable employment due to latter rapport with
the management.
10) Body Shopping:
Professional organizations and the hi-tech training
develop the pool of human resource for the possible employment. The
prospective employers contact these organizations to recruit the candidates.
Otherwise the organizations themselves approach the prospective employers
to place their human resources.
These professional and training institutions are called
body shoppers and these activities are known as body shopping. The body
shopping is used mostly for computer professionals. Body shopping is also
known as employee leasing activity.
11) E-recruitment:
The technological revolution in telecommunications
helped the organizations to use internet as a source of recruitment.
Organizations advertise the job vacancies through the world wide wed
(www). The job seekers send their applications through e-mail using the
internet.
12) Internet Job Boards
Internet job boards that direct applicants to a
company's website are a popular recruitment method. Online job boards
reach a wide audience and the company's applicant tracking system makes
recruiting a fast and efficient process. When an applicant spots a job posting
in which he is interested, the job board redirects him to the company's
website where he completes an online application.
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8. 15) Outsourcing:
Some organizations recently started developing
human resource pool by employing the candidates for them. These
organizations do not utilize the human resources; instead they supply HRs to
various companies based on their needs on temporary or ad-hoc basis.
16)Job Fairs:
Job fairs can be conducted by one employer seeking
applicants for a variety of positions, or a group of employers who want to
attract large numbers of qualified applicants. Some job fairs provide on-the-
spot interviews, which encourages prospective candidates to come prepared
to spend the day exploring employment opportunities with several
employers.
Job fairs are an effective recruiting method,
particularly for new companies that need to staff their organization quickly
or employers who want to expedite the recruitment and selection process by
offering same-day interviews.
17) Professional Associations and Networking:
Recruiters and other human resources staff who
belong to professional associations use seminars, luncheon meetings and
similar networking opportunities to attract applicants. Industry-specific
organizations and trade associations use online job postings, newsletters and
simple word-of-mouth advertising to publicize openings.
For instance, the Society for Human Resource
Management has a national database for job seekers who are interested in
HR positions. Likewise, professional associations for engineers, accountants
and lawyers also have listings for employment opportunities within certain
regions as well as jobs across the country.
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9. 18) Headhunting:
Headhunting is recruiting the top management
executives, who are highly skilled and resourceful and whose contribution to
the organization leads to success or these employees are the competitive
advantage of the organization.eg, those employees who are competitive
advantage of some company is offered the fancy designations and high
salary package and made to join their company this process is called
headhunting. Headhunting can be done via ads, job portals referrals etcetera
are three types these are direct, indirect and third party recruitment
A headhunter is a job recruiter who specializes in
matching highly skilled professionals with corporate clients. A headhunter
might be an independent contractor or work through an agency of
headhunters where each agent specializes in particular areas of employment
and possibly also in geographic areas.
Corporations benefit from using a headhunter or a
headhunting service in two ways. Using a headhunter eliminates the need to
place an advertisement for the open position and then address the inevitable
list of applicants, most of which will be unfit for various reasons. A
headhunter does the tedious work of finding good candidates, providing an
initial screening mechanism, which saves the corporation valuable time. In
turn the headhunter is paid a fee if he or she is able to find the right
candidate, typically a small percentage of the annual starting salary of the
filled position.
This payment arrangement encourages headhunters
to build lasting, tight relationships with corporate clients. The more
successful a headhunter is in filling recruitment positions, the more likely
the client company will look to the headhunter for other job placement
opportunities. Both parties benefit mutually from this relationship, as do
those seeking gainful employment.
The Executive search firms as well as the blog
recruitments are generally used to hire top level executives.However it is
imp. to note that it is used in conjunction with other methods of recruitment
to arrive at a more precise assessment.Web based recruitments are also
becoming very popular these days.
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10. It is also imp. to mention here about the latest or
new hiring model which many may not know about , the HMS or Hiring
gateway system or Hiring mgt. system.This again is web based recruitment
& completely replaces the manual system with a software that allows mgrs.
to locate requisitions as well as automatically upload resumes.This software
also allows recruiters to use knowledge based technologies to create
statements of qualifications required or that which individuals have ......and
which could be matched to job openings for suitability , in addition to
screening Q's that are to be asked to prospectives etc. and many other new
characterstics.It is a highly advanced system in efficiency ,it is said to be
developed over a period of 15 years with several thousands of competencies
to back it.With this, recruiters can distinguish qualitative differences as also
draw logical inferences and understand resume's as they exactly mean.It is
expensive but over a long period proves cost-effective and reduces the hiring
cycle short by 48% there by saving a lot of time
X
11. Innovative Recruitment Practices
Maybe if you can think away from these traditional ways of recruiting and
be creative in attracting candidates, you have a wide chance of getting the
most suitable candidates.
1) Sending of SMS
Eg: Convergys provide individuals an easy option to send their
application by simply texting the word “APPLY” to a specific
number and in turn receives a reply from the organization to
proceed with the application process.
2) Blogging on Social Networking Sites
Eg: Twitter, Facebook, HRLink , CiteHR, Linked in , Orkut
3) Job Fairs , Job Application Banners, Pamplets, Hoardings,
Advertisement in Public transport by using visual and audio aids.
Advertisement through public address system : Radio , Television.
4) Event Recruiting –
Sponsoring events where the candidates you are
seeking attend to. By giving a presentation and advertising your
company in a way which will attract the candidates and letting them
know that your company knows what the participants are looking for,
you can bring in the most suitable candidates which you might consider
hiring.
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12. 5) Re-Recruiting –
When you’re most qualified or experienced staff
leave the company let them know that they’re welcome back. The
reasons they leave maybe for a change of location, a new challenge or
higher pay which you can’t afford at the moment. But if they are not
satisfied at the new place, they’ll always appreciate the old one. This
can also reduce on training cost and time which you might have to
spend for a newly hired employee. This of course cannot be applied to
all employees.
6) Make Every Employee A Recruiter –
This does not mean asking employees to refer their
friends and family to the company. This also can be a way of
advertising. Equip every employee with a company card stating the
company contact details and an attractive “we are always looking out
for dynamic individuals…..” This can be very useful when employees
know how to effectively hand out these cards to the most eligible
individuals.
7) Cast A Wider Net -
Expand your recruiting to include some people who
do not have all the skills you would like, but who have potential to
contribute if they are trained.
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13. Recruitment methods used by BHEL:
A CASE STUDY
The two categories of internal sources including a review of the present
employees and nomination of the candidates by employees.
Internal sources
The company suggests that the effective utilization of internal
sources necessitates an understanding of their skills and information
regarding relationships of jobs. This will provide possibilities for horizontal
and vertical transfers within the enterprise eliminating simultaneous attempts
to lay off employees in one department and recruitment of employees with
similar qualification for another department in the company.
Promotions and Transfers within the plant where an employee
is best suitable improves the morale along with solving recruitment
problems. These measures can be taken effectively if we established job
families through job analysis programmes combining together similar jobs
demanding similar employee characteristics.
Again, employee can be requested to suggest promising
candidates. Sometimes in a company the employees are given prizes for
recommending a candidate who has been recruited. The usefulness of this
system in the form of loyalty and its wide practice, it has been pointed that it
gives rise to cliques posing difficulty to management.
Therefore, in this company before utilizing the system
attempts should be made to determine through research whether or not
employees thus recruited are effective on particular jobs. Usually, internal
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14. sources can be used effectively if the number of vacancies are not very large,
adequate, employee records are maintained, jobs do not demand originality
lacking in the internal sources, and employees have prepared themselves for
promotion.
EXTERNAL SOURCES OF RECRUITMENT
An external source of Recruitment is considered from the combination of the
following options:
CONSULTANT
Consultant are given the requirement specifying
qualifications, experience and all other necessary details. In consultant they
consider the employment agencies, educational and technical institute,
casual, labor and mail applicants, trade unions and other sources. The
company has developed in large cities in the form of consultancy services.
Usually this company facilitate recruitment of technical and
professional personnel. Because of their specialization, they effectively
assess the needs of their clients and aptitude and skills of the specialized
personnel. They do not merely bring an employer and an employee together
but computerize lists of available talents, utilizing testing to classify and
used advanced techniques of vocational guidance for effective
placement purposes.
Educational and technical institutes also forms an effective
source of manpower supply.There is an increasing emphasis on recruiting
students from different management institutes and universities'commerce
and management departments by recruiters for positions in sales,
accounting, finance, personnel and production. These students are recruited
as management trainees and then placed inspecial company training
programmes. They are not recruited for particular positions but
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15. for development as future supervisors and executive.Indeed , this source
provides a constant flow of new personnel with leadership personalities.
Vocational schools and industrial training institutes provides
specialized employees, apprentices, and trainees for semiskilled and skilled
jobs. Persons trained in these schools and institutes can be placed on
operative and similar jobs with a minimum of in plant training. However,
recruitment of these candidates must be based on realistic and differential
standards established through research reducing turnover and enhancing
productivity.
The enterprise depends to some extent upon casual labour
or"applicant at the gate" and mail applicants. The candidates may appear
personally at the company's employment office or send their applications for
possible vacancies. According to company the quality and quantity of such
candidates depend on the image of the company in community. Prompt
response to these applicants proves very useful for the company.
The company finds that this source is uncertain, and
applicants reveal a wide range of abilities necessitating a careful screening.
Despite these limitations, it forms a highly inexpensive source as the
candidates themselves come to the gate of the company. It also provides
measures for a good public relations and accordingly , the candidates
visiting the company must be received cordially.
In several trades, they supply skilled labour in sufficient
numbers. They also determine the order in which employees are to be
recruited in the organization. In industries where they do not take active part
in recruitment, they make it a point the employees laid off are given
preference in recruitment.
All recruitment advertisements are placed centrally by the
HRD Department. The advertisement is drafted by HRD Department in
consultation with the concerned Department. All related documents of
Advertisements released are maintained in the"Advertisement" file. In
addition to the above sources, several organizations develop sources through
voluntary organizations such as clubs, attracts employees of competitors
looking for a change or good prospectus for employment, utilize women,
older workers and physically handicapped for specific positions where they
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16. are best suitable, and use the "situation wanted" advertisement in
newspapers
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