There is considerable evidence to show that in the corporate world the task of recruiting and selecting staff is grossly underestimated. The processes are often random, biased and inefficient ,leading to non-attainment of business objectives.To get more such innovative knowledge on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/Y1BAo6

1. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 11Chapter OneChapter One
Learning ObjectivesLearning Objectives
Understand the Importance of Recruitment.Understand the Importance of Recruitment.
Pinpoint the consequences of inefficientPinpoint the consequences of inefficient
Recruitment methods.Recruitment methods.
Explain factors governing Recruitment.Explain factors governing Recruitment.
Examine the evolution of Recruitment toExamine the evolution of Recruitment to
talent acquisition.talent acquisition.

2. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 22Chapter OneChapter One
StructureStructure
1.1. Introduction.Introduction.
2.2. Consequences of Inefficient Methods.Consequences of Inefficient Methods.
3.3. Factors Governing Recruitment.Factors Governing Recruitment.
4.4. Recruitment Activities in variousRecruitment Activities in various
Scenarios.Scenarios.
5.5. From Recruitment to Talent Acquisition.From Recruitment to Talent Acquisition.
6.6. Summary.Summary.

3. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 33Chapter OneChapter One
1.1 Introduction1.1 Introduction
It is well established fact that people makeIt is well established fact that people make
the difference in an organization. Hencethe difference in an organization. Hence
todaytoday’’s recruiter must be well versed ins recruiter must be well versed in
sources and tools of Recruitment andsources and tools of Recruitment and
SelectionSelection
In this session we shall attempt toIn this session we shall attempt to
differentiate between Recruitment anddifferentiate between Recruitment and
Selection , demystify the processes ofSelection , demystify the processes of
both and act as a checklist for variousboth and act as a checklist for various
processes.processes.

4. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 44Chapter OneChapter One
1.1 Introduction1.1 Introduction
If the success of the organizationIf the success of the organization
ultimately depends on its employees, theultimately depends on its employees, the
selection task is the most important ofselection task is the most important of
all decisions that employers and theirall decisions that employers and their
line managers have to undertake.line managers have to undertake.
However, there is considerable evidence toHowever, there is considerable evidence to
show that the task of recruiting andshow that the task of recruiting and
selecting staff is underestimated. Theselecting staff is underestimated. The
processes are often random, biased andprocesses are often random, biased and
inefficient leading to noninefficient leading to non--attainment ofattainment of
business objectives.business objectives.

5. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 55Chapter OneChapter One
1.1 Introduction1.1 Introduction
““ Many Business Heads haveMany Business Heads have
been known to admit thatbeen known to admit that
they would change at leastthey would change at least
40% of their work force40% of their work force
if they could, work forceif they could, work force
that exists becausethat exists because
ofof inefficientinefficient
selectionselection methods.methods.””

6. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 66Chapter OneChapter One
1.2 Consequences of Inefficient Methods1.2 Consequences of Inefficient Methods
Inefficient selection methods result inInefficient selection methods result in
acquiring an employee thatacquiring an employee that
## does not satisfy the assigneddoes not satisfy the assigned
task;task;
## lacks ability to work in a team;lacks ability to work in a team;
## displays unethical behaviour;displays unethical behaviour;
## or is simply incompetent.or is simply incompetent.

7. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 77Chapter OneChapter One
1.2 Consequences of Inefficient Methods1.2 Consequences of Inefficient Methods
Obvious costs associated with selectionObvious costs associated with selection
process include advertising, printingprocess include advertising, printing
application and other forms, interviewapplication and other forms, interview
expenses, consulting fees, designing andexpenses, consulting fees, designing and
administering tests, Medicals,administering tests, Medicals,
verification and managerial timeverification and managerial time
required.required.
The selection of employees with requiredThe selection of employees with required
levels of performance justifies thislevels of performance justifies this
investment.investment.

8. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 88Chapter OneChapter One
1.3 Factors Governing Recruitment.1.3 Factors Governing Recruitment.
►► External Forces :External Forces :
Supply & Demand; Unemployment rate,Supply & Demand; Unemployment rate,
Labour market, Political socialLabour market, Political social
conditions; Sons of soil; Imageconditions; Sons of soil; Image
►► Internal Forces :Internal Forces :
Recruitment policy; HRP, Size of theRecruitment policy; HRP, Size of the
firm; Cost, Business plans.firm; Cost, Business plans.

9. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 99Chapter OneChapter One
1.4 Recruitment Activities in various1.4 Recruitment Activities in various
Scenarios.Scenarios.
Recruitment activity is carried even inRecruitment activity is carried even in
recessionary conditions for the key jobsrecessionary conditions for the key jobs
that have fallen vacant. Getting a newthat have fallen vacant. Getting a new
candidate becomes more difficult ascandidate becomes more difficult as
employees value job security more and areemployees value job security more and are
unwilling for a change.unwilling for a change.
When there is a shortage of talent, whichWhen there is a shortage of talent, which
is the case when economy is buoyant, bestis the case when economy is buoyant, best
recruitment practices and selectionrecruitment practices and selection
methods can acquire cream of the talent.methods can acquire cream of the talent.

10. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1010Chapter OneChapter One
1.4 Recruitment Activities in various1.4 Recruitment Activities in various
Scenarios.Scenarios.
When there is abundance of talent, withWhen there is abundance of talent, with
more candidates chasing a few jobs , themore candidates chasing a few jobs , the
recruitment process is easier.recruitment process is easier.
It is necessary not to fall in the trap ofIt is necessary not to fall in the trap of
neglecting processes and ending with lowneglecting processes and ending with low
quality recruits.quality recruits.
With arrival of IndianWith arrival of Indian MNCsMNCs, it is necessary, it is necessary
that recruiter acts locally and worksthat recruiter acts locally and works
globally.globally.
Organizations need to find ways to maximizeOrganizations need to find ways to maximize
the pool of applicants.the pool of applicants.

11. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1111Chapter OneChapter One
1.5 From Recruitment to talent Acquisition1.5 From Recruitment to talent Acquisition
Talent acquisition emerged as the newTalent acquisition emerged as the new
buzzword from late nineties. With globalbuzzword from late nineties. With global
economies booming there was a need foreconomies booming there was a need for
the employee strength to growthe employee strength to grow
exponentially. The recruiter needed to beexponentially. The recruiter needed to be
an excellent marketer / sales person.an excellent marketer / sales person.
Segregating recruitment and selection fromSegregating recruitment and selection from
HR made a better business sense.HR made a better business sense.
The Head of Talent Acquisition in mostThe Head of Talent Acquisition in most
organizations reported to the Businessorganizations reported to the Business
Head and worked closely with the HRHead and worked closely with the HR

12. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1212Chapter OneChapter One
Recruitment & Selection Process Flow ChartRecruitment & Selection Process Flow Chart
Manpower PlanningManpower Planning
Job Description & Person SpecificationJob Description & Person Specification
Sourcing StrategySourcing Strategy
InternalInternal ExternalExternal
Receive ApplicationsReceive Applications

13. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1313Chapter OneChapter One
Recruitment & Selection Process Flow ChartRecruitment & Selection Process Flow Chart
Receipt of ApplicationsReceipt of Applications
PreliminaryPreliminary InterviewInterview
ApplicationApplication BankBank
Psychological TestsPsychological Tests
InterviewInterview
Background InvestigationBackground Investigation List ofList of
DesirableDesirable
CandidatesCandidatesFinal Selection byFinal Selection by
InterviewersInterviewers
Medical /VerificationMedical /Verification
Offer LetterOffer LetterRejectedRejected

14. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1414Chapter OneChapter One
1.6 Summary1.6 Summary
While the HR team is to facilitate theWhile the HR team is to facilitate the
process of recruitment, it is the onus ofprocess of recruitment, it is the onus of
each line manager to coeach line manager to co--operate with theoperate with the
HR team in ensuring that the job role andHR team in ensuring that the job role and
person specification are well defined andperson specification are well defined and
that the selection process is adhered to.that the selection process is adhered to.
Recruitment is not to be carried in hurry,Recruitment is not to be carried in hurry,
and selection meetings should not beand selection meetings should not be
relegated to low priority tasks.relegated to low priority tasks.
Line Managers need to be educated andLine Managers need to be educated and
trained in the recruitment and selectiontrained in the recruitment and selection
process.process.

15. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1515Chapter OneChapter One
1.6 Summary1.6 Summary
Whatever the state of the market, the taskWhatever the state of the market, the task
of recruitment and selection cannot beof recruitment and selection cannot be
under estimated. In a booming market,under estimated. In a booming market,
where jobs are plenty, it is indeed awhere jobs are plenty, it is indeed a
difficult task to choose the best fitdifficult task to choose the best fit
candidate for the job.candidate for the job.
There are too many jobs chasing few talentedThere are too many jobs chasing few talented
professionals and an employer needs toprofessionals and an employer needs to
adapt the best recruiting practices toadapt the best recruiting practices to
attract top notch talent.attract top notch talent.

16. Recruitment in IndiaRecruitment in India –– The ScenarioThe Scenario 1616Chapter OneChapter One
Thus we have come to an end to this session # 01Thus we have come to an end to this session # 01
In the second session that followsIn the second session that follows
we learnwe learn
““ Recruiting _ An OverviewRecruiting _ An Overview ““
Chapter Two.Chapter Two.
Good Luck!Good Luck!