Page 1

Recruitment Submitted To: 0/00/0000

ABC (MBA 4th Sem)

XYZ India Pvt Ltd



Contents 1. Preface 2. Acknowledgement 3. Hiring an Overview 4. Process of Recruitment 5. Purpose & Importance of Recruitment 6. Sources of Recruitment 7. Factors affecting Recruitment 8. The Recruitment Industry 9. Recruitment Policy of a Company 10. Selection & Hiring Checklist 11. 12 Elements of Recruitment Strategy 12. Recent Trends in Recruitment 13. XYZ – An Overview



PREFACE This is to mention that the project namely, “Recruitment” is solely performed and completed by Ms.ABC student of XYZ. For performing this, lot of study was carried on various books, websites and internet. Many extracts are taken from books. Apart from that my own experience during my work in XYZ is also added into this. I’ve taken lot of material from the day to day work in the office which helped me a lot in gaining experience. Thus, I would like to share with you all through this project. This hereby also declares that this work is solely carried out by her and is not submitted anywhere else. This project is recommended for the Post Graduation Diploma in Business Management from XYZ



ACKNOWLEDGEMENT I’m extremely grateful to my all my team members in XYZ whose help, intellect, constant guidance and abundant interest have always enabled me to work hard for my project. Without their guidance this project would not have been completed. I’m highly indebted to XYZ employees for providing me with immense help and guidance for this project. A word of praise is due to my dear parents and friends who helped me in completion of this project.




Hiring an Overview "If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, we shall become a company of giants." This topic provides information of a general nature regarding hiring practices. It is not intended as legal advice regarding hiring practices and should not be viewed as a substitute for legal consultation regarding hiring processes, generally, or specific individual’s situations. The importance of effective hiring Hiring good people is one of the most significant contributions you can make to your organization. Good hiring decisions create a foundation for more effective performance by you, your team, and your company. Conversely, bad hiring decisions drag down performance and are expensive and painful to correct. Overview of the hiring process Hiring involves careful thought about what the position entails, what characteristics are required to carry out its responsibilities successfully, and who would make a good candidate. To make a good hire, you need to define the job requirements recruit promising candidates interview evaluate the candidates make an offer and hire. Each step helps you further refine your candidate search. Defining the Job Requirements Before you can make a good hire, you need to know what you are hiring for. You also want to determine what will make for a good "fit" between an individual's skills and personal



attributes and the requirements of the job and the organization. Different types of jobs have different requirements. An operations manager in a bank will need to have different attributes than a sales manager in that same organization. To define the job and its requirements, you need to determine the primary responsibilities and tasks involved in the job. Answer the question, "What does this person have to do in this job?" background characteristics needed to perform the job (education and experience) personal characteristics required. For example, does the individual need to have strong interpersonal skills? Be highly intelligent? key features of your organization's culture (team-orientation, degree of conformity, reward systems) your managerial style (authoritative, coercive, democratic) and its implications for an effective working relationship. Background characteristics The two major background characteristics to consider are education and experience. In the case of education, you may wish to specify a certain type of degree, or a certain level. Be sure to ask yourself whether a specific educational background is truly necessary. Can you be somewhat flexible in this area, or can relevant experience be substituted for a certain educational background? Base the experience requirements on a thorough analysis of the specific tasks and responsibilities of the position. Which would be most desirable: industry experience functional experience large vs. small company experience? Industry and functional experience are particularly important for externally-oriented positions requiring knowledge of products and competitors. If a good candidate does not know or has not done everything required, consider whether he or she can learn what is needed and how long it will take. Determine whether the organization can afford the time needed for



on-the-job learning. Personal characteristics Personal characteristics indicate how the candidate will approach the job and how he or she might relate to co-workers. Evaluate these personal characteristics relative to the tasks and responsibilities you've listed for the job opening. Analytical and creative abilities. Demonstrated by the candidate's intellectual skills and creative powers. A candidate's analytical and creative abilities determines how she assesses problems and comes up with new approaches to solving them. Decision-making style. People vary in this matter. Some are extremely structured, analytical, and fact-based; others rely more on intuition. Some make decisions quickly, while others put them off or ponder them. Some depend on consensus, while others seek their own counsel. It is critical to determine whether a particular style is required for success in the job and, if so, what it is. Interpersonal skills. Interpersonal skills and behavior are intimately connected; that is why understanding a candidate's interpersonal skills is an important part of the hiring decision process. To determine which interpersonal skills are most appropriate for a given position, think about the set of tasks that will be performed in the position. Which traits would translate into good performance, especially in view of the superiors, peers, and direct reports with whom the person will interact? For example, a controller should ideally be patient and formal, demonstrating careful, cautious, detail-oriented behavior. For a sales manager, high extroversion and low formality might be desirable. Motivation Demonstrated by the candidate's personal goals, interests, and level of energy. Ask yourself, "Does the job in question match the candidate's personal aspirations? Would he or she do the job with enthusiasm and energy?"



Definition of Recruitment The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, midand large-size organizations generally retain professional recruiters. Objective: • To attract potential employees into the rolls of the company • To make a positive impact with our clients, thereby increase the goodwill and equity for the Company, leading to better market standing.

Recruitment Process: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company.



1. 2. 3. 4. 5. 6. 7.

Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

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. These are the main recruiting stages. Sourcing Sourcing involves:



1) Advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) Recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below). Screening & selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. On boarding A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process. Purpose & Importance of Recruitment •

Attract and encourage more and more candidates to apply in the organization.

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.

Recruitment is the process which links the employers with the employees.

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.

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

Sources Of Recruitment Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.




Internal Sources Of Recruitment 1. TRANSFERS: The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. Others are Upgrading and Demotion of present employees according to their performance. 4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organisations as the people are already aware of the organisational culture and the policies and procedures.



5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

External Sources Of Recruitment 1. PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach 2. EDUCATIONAL INSTITUTES: Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. 3. PLACEMENT AGENCIES: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. EMPLOYMENT EXCHANGES: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. LABOUR CONTRACTORS: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs. 6. UNSOLICITED APPLICANTS: Many job seekers visit the office of well-known companies on their own. Such callers are



considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation. 7. EMPLOYEE REFERRALS / RECOMMENDATIONS: Many organisations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 8. RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

Factors Affecting Recruitment The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are:




Internal Factors Affecting Recruitment The internal forces i.e. the factors which can be controlled by the organisation are: 1. RECRUITMENT POLICY: The recruitment policy of an organisation specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. Factors affecting recruitment process: Organizational objectives Personnel policies of the organization and its competitors Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications



2. HUMAN RESOURCE PLANNING: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3. SIZE OF THE FIRM: The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 4. COST: Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. GROWTH AND EXPANSION: Organization will employ or think of employing more personnel if it is expanding it’s operations.

External Factors Affecting Recruitment The external forces are the forces which cannot be controlled by the organisation. The major external forces are: 1. SUPPLY AND DEMAND: The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. LABOUR MARKET: Employment conditions in the community where the organization is located will influence the recruiting efforts of



the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. 3. IMAGE / GOODWILL: Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA’s when many finance companies were coming up. 4. POLITICAL-SOCIAL- LEGAL ENVIRONMENT: Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet criteria stipulated by the union but union regulations can restrict recruitment sources. 5. UNEMPLOYMENT RATE: One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment. 6. COMPETITORS: The recruitment policies of the competitors also affect the recruitment function of the organisations. To face the competition, many a times the organisations have to change their



recruitment policies according to the policies being followed by the competitors.

The Recruitment industry The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organization’s application process. As a general rule, the agencies are paid by the companies, not the candidates. Traditional recruitment agency Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms: • A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidate’s starting salary) • An advance payment that serves as a retainer, also paid by the company. • In some states it may still be legal for an employment agency to charge the candidate instead of the company, but in most states that practice is now illegal, due to past unfair and deceptive practices.



Online recruitment websites Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online). 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. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes. Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the



interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call. In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

Recruitment Policy Of a Company In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment



policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. Components of Recruitment Policy The general recruitment policies and terms of the organization • • • • • •

Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

A recruitment policy of an organisation should be such that: • It should focus on recruiting the best potential people. • To ensure that every applicant and employee is treated equally with dignity and respect. • Unbiased policy. • To aid and encourage employees in realizing their full potential. • Transparent, task oriented and merit based selection. • Weightage during selection given to factors that suit organization needs. • Optimization of manpower at the time of selection process.



• Defining the competent authority to approve each selection. • Abides by relevant public policy and legislation on hiring and employment relationship. • Integrates employee needs with the organisational needs. Factors affecting recruitment policy: • Organizational objectives • Personnel policies of the organization and its competitors. • Government policies on reservations. • Preferred sources of recruitment. • Need of the organization. • Recruitment costs and financial implications.

Selection and Hiring Checklist Determine the need for a new or replacement position. Think creatively about how to accomplish the work without adding staff (improves processes, eliminate work you don’t need to do, divide work differently, etc.). Develop and prioritize the key requirements needed from the position and the special qualifications you seek in a candidate. (These will assist your Human Resources department to write the classified ad; post the job online and on your website; and screen resultant resumes for potential candidate interviews.) With HR department assistance, develop the job description for the position. Determine the salary range for the position.



Decide whether the department can afford the position. Post the position internally on the “Career Opportunities� bulletin board for one week. Send an all-company email to notify staff that a position has been posted. All staff members encourage talented, qualified, diverse internal candidates to apply for the position (If you are the hiring supervisor, as a courtesy, let the current supervisor know if you are talking to his or her reporting staff member.) Interested internal candidates fill out the Internal Position Application. Schedule an interview, for internal candidates, with the hiring supervisor, the manager of the hiring supervisor or a customer of the position and HR. (In all cases, tell the candidates the timelines you anticipate the interview process will take.) Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit,technical qualifications, customer responsiveness and knowledge are several of the screening resposibilities you may want your interviewers to assume.) Interviewers fill out the candidate rating form. If an internal candidate is selected for the position, make a written position offer that includes the new job description and salary. Agree on a transition timeline with the internal candidate’s current supervisor. If you've created another internal opening, begin again.



End the search. If no qualified internal candidates apply, extend the search to external candidates. Spread word-of-mouth information about the position availability in your industry and to each employee’s network of friends and associates. Place a classified ad in newspapers with a delivery reach that will create a diverse candidate pool. Post the classified ad on jobs and newspaper-related websites including the company website. Post the position on professional association websites. Talk to university career centers. Contact temporary help agencies. Brainstorm other potential ways to locate a well-qualified pool of candidates for each position.

12 Elements of Recruitment Strategy 1. What are your primary goals? (Why hire?) The first element of recruiting strategy is to determine "why" you are hiring outside people. First, you must determine your firm's business goals and then what recruiting can do to contribute to each of them. Some of the more common business reasons for hiring include: • Replacements for turnover • Current or future business expansion



• Upsizing the caliber of talent because top talent has become available • Limiting the talent available in the market in order to hurt a competitor's ability to staff adequately • L earning from other firms • Increasing the capability of your firm by adding new skill sets Which of these focus areas you select is important because each requires that you direct your recruiting efforts in a different way. For example, if you are hiring for geographic expansion, you will need to implement a strategy that allows you to enter new geographic regions -- as opposed to hiring to hurt, where you need to focus on hiring away key talent directly from competitors. 2. Prioritization of jobs No recruiting function has enough resources to fill every position immediately with the top quality hire. As a result, your recruiting strategy needs to include a prioritization element. Priority can be assigned in the following ways: • Hire all jobs equally with the same priority • Focus on key strategic business units • Focus on key jobs • Focus on key or powerful managers 3. Performance level to target Recruiting top performers requires a different strategy and set of tools than recruiting average performers. As a result, you must first determine what level of performance you are primarily targeting before you determine the other elements of your recruiting strategy. Performance targets include: • "Butts in chairs" (hire the cheapest candidates with adequate skills in all jobs) • Focus on average performers in all jobs



• Focus on top performers in all jobs • Focus on top performers just in key jobs 4. Experience level to target Some employment strategies require you to take the long-term approach and develop your own talent, while other approaches target bringing in experienced talent for immediate help or to bring in new skills. Experience target ranges include: • Inexperienced talent that can be trained • Temporary and contract labor that can be converted • Hire at the bottom and promote within • Undergraduate college hires (interns, Internet and on-campus hires) • Postgraduate hires • Experienced hires 5. Category of candidate to target Whether you target active or passive candidates has a tremendous impact on both the quality of hire and the difficulty of getting an acceptance. Active candidates (the easiest candidates to attract): • Unemployed candidates • Currently employed but frustrated in their current job Passive candidates (These are individuals who are currently employed and not actively seeking employment. They represent over 80% of potential candidates, but they are the hardest to attract.): • Focus on currently employed average or above average performers • Focus on currently employed top performers Diverse candidates: • Diverse candidates defined by using EEOC standards • Diverse "thinkers" using a global standard Magnet hires (Target magnet hires who are well-known individuals who, because of their notoriety, by themselves help to attract others.):



• Magnet hires from within the industry • Magnet hires from outside the industry 6. When to begin searching for candidates Most firms begin a search once a requisition has been created. But there are a multitude of approaches available: • Begin recruiting when an opening occurs • Continuous search (evergreen jobs where there is a constant need) • Begin before an opening occurs (pre-need hiring can be done to build a talent pool or to build a relationship over time, in order to increase applications and offer acceptance rates from employed individuals and top performer candidates) 7. Where to look for candidates There are three sub-categories within the "where" element. They include: Internal versus external: •Focus on all internal candidates (laterals or promotions) •Settle on a fixed ratio of internal to external hires •Hire primarily from college campuses •Hire primarily from external sources Inside or outside the industry: •Target within the industry only •A fixed proportion outside the industry Geographic focus: • Local commuting area only



• Within the region • Within the U.S. • A truly global search 8. Who does the recruiting? There are two sub-categories under this element. They include: Internally, who is responsible for recruiting? • Generalists do most recruiting. • Primarily internal recruiters working in HR • Separate sourcing and recruiting efforts within a centralized recruiting function • A mix of corporate and contract recruiters that work internally • Line managers do most recruiting. • Employees contribute significantly to recruiting through a heavy emphasis on employee referrals. Utilizing external recruiters: • Utilize external recruiting agencies mostly at the very top or bottom jobs • Third-party recruiters are utilized only for hard-to-fill or key jobs • Primarily utilize external recruiting agencies • Outsource the entire recruiting function 9. Primary sourcing tools Identifying candidates and convincing them to apply is essential to great recruiting. Some of the possible sourcing focus areas include: • Traditional media (newspapers, walk-ins) • Sourcing using events (job fairs and industry events) • Traditional Internet sourcing (large and niche job boards) • Nontraditional Internet sourcing (Google-type name search for passives; chat rooms) • Employment branding (a long-term sourcing strategy to build a steady long-term supply of candidates)



• Acquiring intact teams and a large amount of talent through mergers and acquisitions (buy firms for talent) 10. What skills should you prioritize when selecting candidates? When selecting the most appropriate candidates from the candidate pool organizations can use a variety of approaches. Those target skills or competencies could include: • Hiring brains or intelligence • Selecting based primarily on personality • Selecting based on the technical skills required for this job • Selecting based on skills (technical and people) required for this and "the next" job • Selecting primarily based on pre-identified, company-wide competency needs (present and future) • Selecting primarily based on the candidate's experience (industry or job) • Selecting primarily based on the candidate's contacts and network • Selecting the "best athlete" available at the time (hire and then find the best job for them) • Selecting primarily based on cultural fit 11. How to assess candidates An essential part of any recruiting strategy is the process you will utilize to assess the candidates. Common choices include: • Interviews • Personality tests • Skills tests • References (business, personal or educational) • Grades or academic performance (primarily for college hires) • Drug screening • Job simulations • On-the-job assessment (primarily for temp-to-permanent conversions)



• Hire more than you need and intentionally "wash out" the poor performers 12. Primary sales approach Candidates can be "sold" on a job and company based on a variety of strategies. They often include: • Compensation • Opportunities for promotion • Benefits • A great team and manager • An excellent culture and values • Bonus and stock option opportunities • Challenge, growth, and learning opportunities • The firm's employment brand and image

Recent Trends in Recruitment The following trends are being seen in recruitment: 1.

OUTSOURCING: In India, the HR processes are being outsourced

from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services. Advantages of outsourcing are: • Company need not plan for human resources much in advance. • Value creation, operational flexibility and competitive advantage



• turning the management's focus to strategic level processes of HRM • Company is free from salary negotiations, weeding the unsuitable resumes/candidates. • Company can save a lot of its resources and time 2. POACHING/RAIDING: “Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm. 3. E-RECRUITMENT: Many big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements. Advantages of recruitment are: • Low cost. • No intermediaries • Reduction in time for recruitment. • Recruitment of right type of people. • Efficiency of recruitment process



ABC – An Overview: At ABC, we not only provide recruitment consultancy service to our clients but also give the applicants a perfect platform to get their dream jobs. We can help our clients to get the suitable candidates, cultivate them and retain them. Our comprehensive recruitment solutions as HR consultant ensure the delivery of profitable propositions for your workforce requirements. We have adopted the international practices and procedures that are designed to attract and hire the best talent available in the market. We provide our client companies with just not only a set of candidates, but also provide discussion on best-fit market availability, comparative benchmarking and a comfort knowing. Our Recruitment Process can be categorized in three phases, namely: •

Planning - Structure, Focus, Identity, Prepare

Implementation - Contact, Motivate, Evaluate

Closure - Select, Offer, Candidate joining

At ABC, we follow a carefully structured selection process, which start right from understanding the clients' needs and functions all the way to follow-ups with both clients and candidates post recruitment.



14 Industry Verticals 1. Information technology 2. Telecommunications 3. Financial services & Consulting 4. Banking & Insurance 5. BPO & KPO 6. Life Sciences & healthcare 7. Media, Advertising & Communication 8. Retailing 9. Consumer & services 10. FMCG 11. Automobiles 12. Manufacturing & Processes 13. Infrastructure 14. Not for Profit

Profile for Sanjay Gupta