The document discusses recruitment and the recruitment process. It defines recruitment as the process of attracting job applicants and encouraging them to apply for open positions within an organization. The document outlines internal and external sources for recruitment, including current employees, former employees, schools and job sites. It also discusses different recruitment methods such as job postings, employee referrals, advertising, and the use of employment agencies. The goal of recruitment is to attract qualified candidates and encourage unqualified ones to self-select out of the application process.

1. RECRUITMENT
Recruitment

2. HUMAN RESOURCE
MANAGEMENT
BUSINESS OBJECTIVES
RECRUITMENT
HR PLANNING
JOB DESCRIPTION JOB SPECIFICATION
JOB ANALYSIS

3. WHAT RECRUITMENT IS ALL ABOUT?
 A process of ‘Searching for’ & ‘Obtaining’Applicants for jobs,
‘From among Whom Right People’ can be SELECTED.
 Recruitment is discovering of potential applicants for actual or
anticipated organizational vacancies.
 Recruitment is the process of attracting individuals on a timely basis,
in sufficient number, and with appropriate qualifications, to apply
for job with an organization.

4. RECRUITMENT GOALS
1
Attract the Qualified Applicants.
2
Encourage Unqualified Applicants to self-
select themselves out.

5. • Recruitment is the process which links the employers with the employees.
•Attract and encourage more and more candidates to apply in the organisation.
• Create a talent pool of candidates to enable the selection of best candidates for the
organisation.
• Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.

6. • Meet the organizations legal and social obligations regarding the composition of its workforce.
• Begin identifying and preparing potential job applicants who will be appropriate candidates.
• Increase organization and individual effectiveness of various recruiting techniques and sources
for all types of job applicants

7. STRATEGIC RECRUITING
DECISIONS
HR PLANNING
DECISIONS
STRATEGIC
RECRUITING
DECISIONS
DECISIONS ON
RECRUITING
SOURCES/METHODS
 How Many Employees Needed
 When Needed
 KSAs Needed
 Special Qualifications
 Where to Recruit: Internal/External
 Who to Recruit:, Staffing
Options
 Advertising Choices
 Recruiting Activities

8. ALTERNATIVES TO RECRUITMENT
 Recruitment and selection costs are significant
when you consider all the related expenses: the
search process, interviewing agency fees,
relocation, and processing of a new employees.
 Study found that average cost-per-hire was $7123
and the number goes up exponentially when
recruiting and hiring knowledge workers.
 There for organizations considers alternatives to
recruitment.

9. ALTERNATIVES:
 1. Outsourcing:
 Outsourcing is the process of hiring an external provider
to do the work that was previously done internally.
 But not all outsourcing efforts are successful.
 Dell computers has so many complaints about thick
accents and poor service that they relocated the tech-
support center they had in India back to US.

10.  2. Contingent worker:
 C.W described as the disposable Americans workforce
by a former secretary of labor, work as part timers,
temporaries, or independent contractors.
 There are independent contractors and on-call
workers, who are called to work only when needed.
 There are temporary or short-term workers, which are
called contingent.

11.  3. Professional employer organizations (Employee
leasing)
 A professional employer organization is a company that
leases employees to other business.
 It the PEO that pays the employees; it also pays
workers’ compensation premiums, payroll-related taxes,
and employee benefits,
 PEO is the employees’ legal employer therefore the
leasing company is responsible for recruiting activities.

12.  4. Overtime:
 The most commonly used alternative to recruitment,
especially in meeting short-term fluctuations in work
volumes, is overtime.

13. FACTORS GOVERNING RECRUITMENT

14. SOURCES OF RECRUITMENT
INTERNAL
SOURCES
EXTERNAL
SOURCES
SOURCES OF
RECRUITMENT

15. Internal Recruiting
Data base
Promotions and
Transfers
Job Posting &
Bidding
Employee
Referrals
Re-recruiting former
Employees & Applicants
INTERNAL
SOURCES
SOURCES OF RECRUITMENT

16. INTERNAL RECRUITMENT METHODS
 Management should be able to identify current
employees who are capable of filling positions as
they become available.
 Hiring managers usually want to give internal
candidates priority. Internal candidates already
understand the company's current culture and know
its mission, goals and priorities.

17. INTERNAL SOURCES OF CANDIDATES:
HIRING FROM WITHIN
 Advantages
 Foreknowledge of candidates’ strengths and
weaknesses
 More accurate view of candidate’s skills
 Candidates have a stronger commitment to the
company
 Increases employee morale
 Less training and orientation required

18.  Job posting: is a procedure for informing
employees that job opening exists.
 Job bidding: is a procedure that permits
employees who believe that they possess the
required qualifications to apply for a posted job.
 Rehiring former employees (pros and cons)
 Succession planning: Process of ensuring that
qualified persons are available to assume key
managerial positions once the positions are vacant.

19.  Employee Referrals:
 Applicants who are referred to the organization by current
employees
 Peer referrals are the most powerful recruiting tool.
When I get a referral in-house I know the candidate is
going to have the skills and the interest, because a
colleague has already made the contact.
 Employees actively solicit applications from their friends
and associations.
 Some firms even pay bonuses for successful referrals.

20. SOURCES OF RECRUITMENT Cont . . .
Schools Colleges &
Universities
Labor
Unions
Media Sources
Employment Agencies
EXTERNAL
SOURCES

21. EXTERNAL RECRUITMENT
 A firm must look beyond its own borders to find
employees, particularly when expanding its
workforce.
 External recruitment is needed to:
 Filling entry-level jobs
 Acquire skills not possessed by current employees
 Obtain employees with different backgrounds to provide
a diversity of ideas.

22. SOURCES OF EXTERNAL RECRUITMENT
 Competitors in market
 Former employees
 Unemployed
 Companies may downsize their operations, go out of
business, or merge with other firms, leaving qualified
workers without jobs.
 Military personnel

23. • Campus recruitment refers to the process whereby employers undertake an
organised program of attracting and hiring students who are about to graduate
from schools, colleges and universities.
• Employers commonly attend campuses to promote employment vacancies and
career opportunities to students who are considering these options following
graduation.
• Selection methods used by employers include interviews, aptitude tests, role
plays, written assessments, group discussions and presentations.
• Many schools, colleges and universities provide their students with independent
advice through a career advisory service which is staffed by professional career
advisors.
• The career advisory service often organises a career fair or job fair where a large
number of employers visit the campus at once giving students the opportunity to
meet a range of potential employers.

25.  Online Recruitment Methods
 Advantages of Internet recruiting
 Cost-effective way to publicize job openings
 More applicants attracted over a longer period
 Immediate applicant responses
 Online prescreening of applicants
 Links to other job search sites
 Automation of applicant tracking and evaluation

26. • Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV)
database.
• Job boards allow member companies to post job vacancies.
• Candidates can upload a résumé to be included in searches by member companies. Fees
are charged for job postings and access to search resumes.
• Key players in this sector provide e-recruitment software and services to organisations of
all sizes and within numerous industry sectors, who want to e-enable entirely or partly their
recruitment process in order to improve business performance.
• The online software provided by those who specialise in online recruitment helps
organisations attract, test, recruit, employ and retain quality staff with a minimal amount of
administration.
General employment websites
monster.com Hotjobs.com Careerbuilder.com
Bayt.com

27. EXAMPLE RECRUITMENT WEB SITES

28.  Virtual job fair
 Corporate career websites
 Weblogs (blogs)

29. • Use blogs to post job descriptions and vacancies.
• Advertise on websites like Facebook or Orkut.
• Due to ever-increasing membership of people on these networking sites, there is a good
chance of people responding to these ads and blogs.
• Youth these days spend a lot of time on the internet.

30. TRADITIONAL EXTERNAL RECRUITMENT
METHODS
 Advertising
 The Media: selection of the best medium depends on
the positions for which the firm is recruiting.
 Newspapers (local and specific labor markets)
 Trade and professional journals
 Internet job sites
 Marketing programs
 Constructing an effective ad
 Wording related to job interest factors should evoke the
applicant’s attention, interest, desire, and action (AIDA)
and create a positive impression of the firm.

31.  Employment Agencies
 Job Fairs
 Internships
 Professional Associations (i.e Society of Human
Resource Management)
 Unsolicited Applicants