Recruitment

Submitted To:
0/00/0000
ABC (MBA 4th Sem)
XYZ India Pvt Ltd
 Recruitme
2
nt

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

 Recruitme
3
nt

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
 Recruitme
4
nt

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.

ABC
 Recruitme
5
nt

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
 Recruitme
6
nt

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
 Recruitme
7
nt

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?"
 Recruitme
8
nt

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, mid-
and 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.
 Recruitme
9
nt

1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. 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:
 Recruitme
10
nt

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.
 Recruitme
11
nt

• 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.
 Recruitme
12
nt

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.
 Recruitme
13
nt

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
 Recruitme
14
nt

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:
 Recruitme
15
nt

FACTORS AFFECTING RECRUITMENT

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
 Recruitme
16
nt

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
 Recruitme
17
nt

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
 Recruitme
18
nt

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.
 Recruitme
19
nt

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
 Recruitme
20
nt

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
 Recruitme
21
nt

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.
 Recruitme
22
nt

• 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.

 Recruitme
23
nt

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.

 Recruitme
24
nt

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
 Recruitme
25
nt

• 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
 Recruitme
26
nt

• 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.):
 Recruitme
27
nt

• 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

 Recruitme
28
nt

• 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)
 Recruitme
29
nt

• 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)
 Recruitme
30
nt

• 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
 Recruitme
31
nt

• 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
 Recruitme
32
nt

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.
 Recruitme
33
nt

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