RECRUITMENT
The Process of generating a pool of qualified candidates for a particular job.
The Process of discovering potential candidates.
RECRUITMENT GOALS
Attract the Qualified Applicants.
Encourage Unqualified Applicants to self- select themselves out.
PURPOSE OF RECRUITMENT
Filling up the position with right candidate
Name & Growth of company
Meeting the present & future requirements
Filling up empty seats quickly
A background check of candidate
Setting loyal candidates on board
Simplifying the job
NEED OF RECRUITMENT
RECRUITMENT IS THE PROCESS OF INVITING MAXIMUM TALENT POOL
TO THE ORGANISATION.
IT IS A ROUTE TO DISCOVER MANPOWER
THREEE NEEDS
PLANNED
The needs arising from changes in organization & retirement policy
ANTICIPATED:
The movements in personnel, which an organization can predict by studying
trends in internal & external environment
UNEXPECTED:
Resignations, deaths, accidents, illness give rise to unexpected needs
RECRUITMENT PROCESS
Vacant or New position occurs
Generate candidate pool via internal or external recruitment methods
STRATEGIC RECRUITING DECISIONS
HR PLANNING DECISIONS
How Many Employees Needed
When Needed
KSAs Needed
Special Qualifications
STRATEGIC RECRUITING DECISIONS
Where to Recruit: Internal/External
Who to Recruit: Flexible Staffing Options
Nature of Job Requirements
DECISIONS ON RECRUITING SOURCES/METHODS
Advertising Choices
Recruiting Activities
STRATEGIC RECRUITING DECISIONS
1. REGULAR EMPLOYMENT
Regular employment consists of continuous, predictable, and scheduled
employment of six months' duration or longer. Regular employment may be full
time or part time.
2. FULL-TIME OR PART-TIME
Full-time employment consists of a regular schedule of 37.5 hours per week. Part-
time employment consists of a regular schedule of less than 37.5 hours per
week.
3. INDEPENDENT CONTRACTORS
Perform specific services on a contract basis used in a number of areas, including
building maintenance, security, and advertising/public relations.
4. PROFESSIONAL EMPLOYER ORGANIZATIONS
AND EMPLOYEE LEASING
An employer signs an agreement with an employee leasing company, after which
the existing staff is hired by the leasing firm and leased back to the company. For
a fee, a small business owner turns his or her staff over to the leasing company,
which then writes the paychecks, pays the taxes, prepares and implements HR
policies, and keeps all the required records.
5. TEMPORARY WORKERS
This is based on “try before you buy” approach . Employers who use temporary
employees can hire their own temporary staff or use agencies supplying
temporary workers. Such firms supply workers on a rate-per-day or per-week
basis.
6. SEASONAL EMPLOYEES
Seasonal employees are hired to work on a part-time basis by companies that
need extra help during a particular season, typically the Christmas season or
crops harvesting
SOURCES OF RECRUITMENT
INTERNAL SOURCES
ADVANTAGES
Morale of Promotee
Better assessment of abilities
Lower cost for some jobs
Motivator for good performance
Causes a succession of promotions
Have to hire only at entry level
DISADVANTAGES
Inbreeding
Possible morale problems of those not promoted
“Political” infighting for promotions
Need for management-
Development program
EXTERNAL SOURCES
ADVANTAGES
New “blood” brings new perspectives
Cheaper and faster than training
Professionals
No group of political supporters in company
Organization already
May bring new industry insights
DISADVANTAGES
May not select someone who will
“fit” the job or organization
May cause morale problems for internal
Candidates not selected
Longer “adjustment” or orientation time
[Link] RECRUITING METHODS
2. Job Boards
3. Employer Web Sites
ADVANTAGES
Cost savings
Time savings
Expanded pool of applicants
DISADVANTAGES
More unqualified applicants
Additional work for HR staff
members
Many applicants are not seriously seeking employment
Access limited or unavailable to some applicants
RECRUITING EVALUATION
Quantity of Applicants
As the goal of a good recruitment program is to generate a large pool of
applicants from which to choose, quantity is a natural place to begin evaluation
Quality of Applicants
In addition to quantity, the issue arises as to whether or not the qualifications of
the applicant pool are sufficient to fill the job openings. Do the applicants meet
job specification and do they perform the jobs well after hire?
Yield Ratio
A comparison of the number of applicants at one stage of the recruiting process
to the number at the next stage.
Evaluating Recruiting Costs and Benefits
In a cost/benefit analysis to evaluate recruiting efforts, costs may include both
direct costs (advertising, recruiters’ salaries, travel, agency fees, telephone) and
the indirect costs (involvement of operating managers, public relations, image).
