1. Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies,
Noida
RECRUITMENT

2. CHAPTER OUTLINE
• Meaning and definition
• Importance of recruitment
• Factors affecting recruitment
• Recruitment process
• Sources of recruitment

3. ©SHRM 2008 3
Hiring the Right Person: Recruitment
• RECRUITMENT
– The process of attracting individuals in sufficient
numbers with the right skills and at appropriate
times to apply for open positions within the
organization.

4. Recruitment
According to Flippo
“Recruitment is the process of attracting potential
employees and stimulating them to apply for the
jobs in the organization.”
RECRUITMENT

5. Organisation
need for high
quality
employees
Potential
applicants’
need for
suitable job
Internal
Applicants
Environment:
Economic and Social,
T
echnological and Political
Information Flow
Recruitment: matching the needs of
applications and organizations

6. 1. Determine the present and future requirements of the organisation in
conjunction with its personnel-planning and job-analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organisation only after a short period of time.
5. Meet the organisation’s legal and social obligations regarding the
composition of its
6
Recruitment has several benefits for a firm:

7. 6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organisational and individual effectiveness in the short term
and long term.
8. Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.
7
Cont….

8. Factors
affecting
recruitment
Internal factors
External factors

9. INTERNAL FACTORS
• Size of the organization
• Recruiting policy
• Image of the organization
• Image of the job
• Recruiting policy
• Temporary and part-time employee
• Recruitment of local citizens
• Engagement of the company in HRP
Company’s size Cost of recruitment
Company’s growth and expansion

10. EXTERNAL FACTORS
• Demographic factors
• Labor market
• Unemployment situation
• Labor laws
• Legal consideration
• Supply and Demand factors Unemployment
Rate
• Labor-market conditions
• Political and legal considerations
• Social factors Economic factors
• Technological factors

11. Organizational Factors
 A major factor that determines the process of a recruitment program is
the reputation of the organization. An organization’s reputation is
depends on its size, area of business, profitability, management etc.
 The organizational culture and the attitude of its management towards
employees also influence a candidate’s decision to apply to an
organization.
 Recruitment program is the geographical location of the vacant
position.
 The amount of resources allocated also determines the success of a
recruitment drive.
 The channels and methods used to advertise the vacancy also determine
recruitment program.
 The emoluments that the company offers also influence the decision of
a candidate and thereby the success of the recruitment program.

12. Environmental Factors
 The situation in the labor market, the demand for
manpower, the demographics, the knowledge and skills
set available.
 The stage of development of the industry to which the
organization belongs also influence the results of a
recruitment.
 Culture, social attitude and belief also impact the
effectiveness of a recruitment program.
 The law of the land and the legal implications involved
also play a role in designing a recruitment program and
its effectiveness.

13. Recruitment process
Recruitment process involves a systematic
procedure from sourcing the candidates to
arranging and conducting the interviews and
requires many resources and time

15. Recruitment process
Identifying
the vacancy
Prepare job
description
and person
specification
Advertising
the vacancy
Managing
the response
Short-listing
Arrange
interviews
Conducting
interview and
decision
making

16. Identifying the vacancy-
This recruitment process begins with the human resource
department receiving requisitions for recruitment from
any department of the company.
• Number of persons
• Duties to be performed
• Posts to be filled
• Qualifications required
• Preparing the job description and person specification.
• Locating and developing the sources of required number and type of
employees (Advertising etc).
• Short-listing and identifying the prospective employee with required
characteristics.

17. JOB ANALYSIS
(A Process of obtaining all pertinent Job
facts )
Job Description
(Job- Oriented)
A statement containing items such as :
Job title
Location
Job duties
Job summary
Job duties
Machines, tools, and equipment
Conditions of work, location of work,
Hazards(Accident Hazards)
Job Specification
(Employee- Oriented)
A statement of human qualification
necessary to do the job:
Education
Experience
Training
Physical efforts
Communication Skills
Emotional characteristics
Unusual sensory demands such as
vision, smell, hearing etc.

18. Advertising the vacancy
External
Sources
Internal
Sources
Sources
of
Recruitment

19. Internal sources External Sources
Transfers Factory gate hiring
Promotions Unsolicited applicants
Employee referrals Job portals (monster.com, naukri.com)
Lay-off University or institute campus
Circulars Public Employment exchange
Notification Labour contractors
Extension of services Head hunters
Informal Search Internships
Employment Agencies/ Consultancies
Poaching / Raiding
E-Recruitment
Internships
Outsourcing
Walk-in Interviews
Advertisement
Tele recruiting

20. Recruitment: Indian Experiences
• Pepsi:
Pepsi is a flat organisation. There are a maximum of four
reporting levels. Executives here emphasise achievement,
motivation, the ability to deliver come what may. As the
Personnel Manager of Pepsi Foods remarked “we hire people
who are capable of growing the business rather than just
growing with the business”.
Recruitees must be capable of thinking outside the box, cutting
the cake of conventional barriers whenever and wherever
necessary. They must have a winner’s mindset and a passion
for creating a dynamic change. They must have the ability to
deal with ambiguity and informality.

21. • Reebok:
As Reebok’s customers are young, the company places emphasis on youth. The
average age at Reebok is 26 years. Employees are expected to have a passion for
the fitness business and reflect the company’s aspirations. Recruitees should be
willing to do all kinds of job operations. The willingness to get one’s hands dirty is
important. They must also have an ability to cope with informality, a flat
organisation and be able to take decisions independently and perform consistently
with their clearly defined goals.
• Indian Hotels
The Taj group expects the job aspirants to stay with the organisation patiently and
rise with the company. Employees must be willing to say ‘yes sir’ to anybody. Other
criteria include: communication skills, the ability to work long and stressful hours,
mobility, attention to personal appearance and assertiveness without aggression.

22. The recruitment process is immediately
followed by the selection process i.e. the
final interviews and the decision making,
conveying the decision and the
appointment formalities

23. Alternatives to recruiting
• Overtime
• Subcontracting
• Temporary employees
• Employee leasing
• Outsourcing

24. • Overtime: Short term fluctuations in work volume could best be solved through overtime. The employer
benefits because the costs of recruitment, selection and training could be avoided. The employee benefits
in the form of higher pay. However, an overworked employee may prove to be less productive and turn
out less than optimal performance. Employees may slow down their pace of work during normal working
hours in order to earn overtime daily. In course of time, overtime payments become quite routine and if,
for any reason, these payments do not accrue regularly, employees become resentful and disgruntled.
• Subcontracting: To meet a sudden increase in demand for its products and services, the firm may
sometimes go for subcontracting – instead of expanding capacities immediately. Expansion becomes a
reality only when the firm experiences increased demand for its products for a specified period of time.
Meanwhile, the firm can meet increased demand by allowing an outside specialist agency to undertake
part of the work, to mutual advantage.
• Temporary employees: Employees hired for a limited time to perform a specific job are called
temporary employees. They are particularly useful in meeting short term human resource
needs. A short term increase in demand could be met by hiring temporary hands from agencies
specialising in providing such services. It’s a big business idea in United States these days ($3-
$4 billion industry). In this case the firm can avoid the expenses of recruitment and the painful
effects of absenteeism, labour turnover, etc. It can also avoid fringe benefits associated with
regular employment. However, temporary workers do not remain loyal to the company; they
may take more time to adjust and their inexperience may come in the way of maintaining high
quality.

25. • Employee leasing: Hiring permanent employees of another company who
possess certain specialized skills on lease basis to meet short-term
requirements – although not popular in India – is another recruiting practice
followed by firms in developed countries. In this case, individuals work for
the leasing firm as per the leasing agreement/arrangement. Such an
arrangement is beneficial to small firms because it avoids expense and
problems of personnel administration.
• Outsourcing: Any activity in which a firm lacks internal expertise and
requires on unbiased opinion can be outsourced. Many businesses have
started looking at outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies, statutory compliance etc.,
more closely, because they do not have the time or expertise to deal with the
situation. HR heads are no longer keeping activities like resume
management and candidate sourcing in their daily scrutiny. This function is
more commonly outsourced when firms are in seasonal business and have
cyclical stuffing needs

26. Evaluation of a Recruitment program
The success of the recruitment program can be
judged based on a number of criteria :
The number of successful placements.
The number of hiring.
The number of offers made.
The number of applicants.
The cost involved.
The time taken for filling up the position.

27. Recruitment Policies And Procedures
A recruitment policy indicates the organisation’s code of conduct in a
specific area.
Recruitment policy statement
In its recruitment activities, the company will:
 Advertise all vacancies internally
 Reply to every job applicant promptly
 Inform job applicants the basic details and job conditions of every job advertised
 Process all applications with efficiency and courtesy
 Seek candidates on the basis of their qualifications
Aim to ensure that every person invited for interview will be given a fair and thorough hearing
The company will not:
 Discriminate unfairly against potential applicants on the basis of sex, race, religion, caste,
etc.;
 Knowingly make any false or exaggerated claims in its recruitment iterature or job
advertisements

28. Recruitment Policy
A good recruitment policy :-
 compiles with government policies on luring.
 Provides optimum employment security and avoids
frequent lay-offs or lost-time.
 Assures the candidate of the management’s interest in
their development.
 Reflect the social commitment of the company.
 Is in alignment with the objectives and people-policies of
the organization.
 Is flexible enough to accommodate changes in the org.
 Stressed and reflects the importance of job analysis.
 Is cost effective for the org.