ORGANISATION HISTORY

The Jammu & Kashmir Bank was founded on October 1, 1938 under letters

patent issued by the Maharaja of Kashmir, Hari Singh. The Maharaja invited
eminent Kashmiri investors to become founding directors and shareholders of
the bank, the most notable of which were Abdul Aziz Mantoo, Pesten Gee and
the Bhaghat Family, all of whom acquired major shareholdings. 
The Bank commenced business on July 4, 1939 and was considered the first
of its nature and composition as a State owned bank in the country. The Bank
was established as a semi-State Bank with participation in capital by State and
the public under the control of State Government.
The bank had to face serious problems at the time of independence when out of
its total of ten branches two branches of Muzaffarabad, Rawalakot and Mirpur
fell to the other side of the line of control (now Azad Kashmir) along with cash
and other assets. Following the extension of Central laws to the state of Jammu
& Kashmir, the bank was defined as a government company as per the
provisions of Indian companies act 1956. Mushtaq Ahmed is the new Chairman
& CEO of Jammu & Kashmir Bank.
According to the extended Central laws of the state, Jammu & Kashmir
Bank was defined as a govt. Company as per the provision of Indian
Companies act 1956. In the year 1971, the Bank received the status of
Scheduled bank. It was declared as A Class Bank by RBI in 1976. Today
the bank has more than 500 branches across the country and has
recently became a 10 billion Dollar Company.
 AWARDS WON BY J&K BANK
J&K Bank’s Annual Report 2008-09 has won three awards at the prestigious
LACP 2009 Vision Awards – the world’s largest award programme for Annual
Reports, organized by California-based League of American Communications
Professionals (LACP), USA. The LACP is a forum within the public relations
industry that facilitates discussion of best-in-class practices in public relations
and recognizes exemplary communication capabilities at a global level. The
awards received include – Rank 73 on the top hundred lists of annual reports
from around the world, Platinum Award in the Commercial Banks – Up to
$10billon annual revenue from the Asia Pacific Region and Silver Award for
Most Creative Report across all sectors from the Asia Pacific Region.

YEAR EVENTS

1938 - The Jammu & Kashmir Bank Ltd was incorporated in 1938 to extend
Banking facilities in Jammu & Kashmir. The bank was constituted as a
Govt Company under Companies Act, 1956 and is functioning as bankers
to the state government.

1993 - The Bank tied up with Reuter News Agency for instantaneous
information about global foreign currency rates and fluctuations Thereof.

1994 - The Bank tied up with Reuter News Agency for instantaneous
information about global foreign currency rates and fluctuations
thereof.

1995 - Banking Ombudsman Scheme was launched in June, with a view to

provide quick and inexpensive facility to resolve the grievances
of banks' customers.
A loan delivery system was introduced in April, to instil
discipline in the utilization of bank credit especially by large borrowers.

1998 - Jammu and Kashmir Bank Ltd (J&K Bank) is coming out with a public
issue of 1,85,00,000 equity shares of Rs.10 each for cash at a
Premium of Rs.28 per share aggregating Rs.70.30 crore.
A recovery drive was launched which included settlement of long
outstanding loan accounts of chronic defaulters by outside court
Compromises.
Bank introduced a new term deposit scheme under the title Jana priya
Jamma Yojna carrying flexibility in the repayment schedule.
 - Housing Loan and Education Loan Schemes for general public
Have been introduced during the current financial year.

1999 - The bank entered into an agreement with IBA to connect its
ATM through a shared network.

2000 - Jammu and Kashmir Bank has tied up with Infosys Technologies
To offer internet banking and for its e-commerce initiatives.

- Jammu and Kashmir Bank is in talks with two foreign insurance

companies for a joint venture for its insurance subsidiary to be
floated by the year end.

- Jammu and Kashmir Bank Ltd, the Srinagar-based listed

bank in the country, tied up with Infosys Technologies Ltd.

- Jammu and Kashmir Bank has tied up with American Express

to launch a co-branded credit card. The J&K Bank American
Express Credit card offers high value features including global
validity, balance transfer facility, membership rewards and emergency
Cash.
- The Bank will broaden its areas of diversification by getting into non-life
insurance and depository business, apart from life Insurance and asset
management business following the recommendations of price water
house Coopers .

2001 - The Bank has launched J&K Bank - AMEX Co. Branded Credit Card
pursuant to agreement entered with American Express Bank.

- The Bank has tied up with the US-based insurance giant,

MetLife, for the proposed foray in the insurance sector.

2002 -Jammu & Kashmir Bank Ltd has informed that following persons have
Ceased to be Directors of the Bank. Mr H S Anand and Mr M I Shahdad.
Further the Company has informed that the following persons were
appointed as Directors’ G Q Allaqband and Mr D S Kandhari

Further the following finance luminaries were reappointed as

additional Directors of the Bank in the aforesaid Board Meeting.Dr A
M Khusro, Mr G P Gupta and Mr Vipin Malik.
2003 - Jammu and Kashmir Bank Ltd has informed the following change in the
Board:
1) Mr G R Khan and Mr G M Dug have ceased to be directors of the bank
at AGM held on June 02, 2003.
2) Mr Mohammad Yasin Mir and Mr B L Dogra have been appointed as
Directors on the Board at AGM held on June 02, 2003.
3) Dr A M Khusro, Mr G P Gupta and Mr Vipin Malik have been appointed
as Directors of bank on June 3, 2003.

-Jammu and Kashmir Bank has agreed to reduce the rate of interest from
16 to 12% on various loans advanced to houseboat owners, taxi and shikariwalas.
Dr Haseeb A Drabu, consultant to the Economic Advisory Council of
Prime Minister and presently the Economic Advisor to the government of J & K
has been appointed as the Director of the Bank.

J & K Bank has informed that Mr D S Khandhari, Director has ceased

to be a director to the bank on account of his resignation to the directorship.

Jammu and Kashmir Bank has strengthened its bonds with Infosys by
Successfully deploying Financial Core Banking.
J & K bank has decided to launch Global Access Card ( an International
Debit Card) in association with Master Card International.
Mr.J B Moria, Mr J A Khan, and Mr. A M Khusro were ceased to be the
directors of the bank.

Mr Sudhakar Kaza, General Manager, National Clearing Centre, RBI was

Appointed as the additional Director to the bank on the board.

2004 -J&K Bank slashes PLR to 11-pc

-J&K Bank approves Rs 300-cr for Reliance Infocom
-Jammu and Kashmir Bank ties up with ICICI Bank to share the ATM
network
-Jammu & Kashmir bank has received the Asian Banking Award 2004 in
Manila for its customer convenience programme'.
-J&K Bank signs MoU with Bajaj Tempo
-Jammu & Kashmir Bank Ltd has informed that the following persons
were appointed as Directors on the Board of the Bank at the Annual
General Meeting of the Shareholders held on June 12, 2004:
1.Dr Haseeb A Drabu 2. Mr Umar Khurshid Tramboo 3. Mr Munir-ud-din
Shawl
-J & K Bank unveils international division in Srinagar
-IDBI Bank ties up for Visa transactions with Jammu & Kashmir Bank to
Launch a platform for the state's merchant establishment.
 -JK Bank inks pact with Birla Power Solutions

2006 -Jammu & Kashmir Bank receives approval from RBI for increasing
the FII's Holding.

-Jammu & Kashmir Bank ties up with Kota Mutual Funds

2007- Jammu & Kashmir Bank Ltd has appointed Mr. M S Verma (Ex-Chairman,
State Bank of India) and Mr. G P Gupta (Ex-Chairman & Managing
Director, IDBI) as Directors of the Bank in the meeting of the Board
of Directors held on June 09, 2007.

-J&K Bank and SDA Sign MOU

-JK Bank launches Dastkar Finance Scheme A tribute to golden hands:

Mushtaq Ahmad

2008 -Jammu & Kashmir Bank Ltd has appointed Mr. Ashok Kumar Mehta
and Mr.Abdul Majid Mir, Presidents as Executive Directors on the Board
of Directors of the Bank w.e.f. May 01, 2008, pursuant to the approval
accorded by the Reserve Bank of India vide their letter dated April
30, 2008.

- J&K Bank and Tata Consultancy Services sign MoU to create IT

blueprint

- Jammu & Kashmir Bank Ltd has informed that Mr. B L Dogra, was
reappointed as Director of the Bank at the 70th Annual General
Meeting held on July 19, 2008. Further, the Bank has informed that
Mr. M S Verma (Ex-Chairman, State Bank of India) and Mr. G P Gupta
(Ex-Chairman & Managing Director, IDBI) were re-appointed as
Directors of the Bank in the meeting of the Board of Directors held
on July 19, 2008.

2009 - Jammu & Kashmir Bank Ltd has informed that Mr. Arnab Roy,
Regional Director,Reserve Bank of India, Jammu, have been appointed as
Director of the Bank with effect from November 05, 2009.

-J&K Bank launches I am Listening campaign

-J&K Bank launches special merchant acquisition drive

-JK Bank ties- up with Tata BP Solar India Ltd
2010 -HPCL, JK Bank sign MoU Bank to install ATMs at HP petrol pumps

-JK Bank launches An Poshe Tele Yeli Wan Poshe Over 100 LPG
Connections distributed at Chandanwari.

-J&K Bank launches ‘Operation Clean Up’

Unique Characteristics & Services

 J&K Bank carries out banking business of the Central Government
 Inspite of a government equity holding of 53 per cent, Jammu & Kashmir
Bank (J&K Bank) is regarded as a private sector bank
 J&K Bank is the one and only banker and lender of last resort to the
Government of J&K
 Plan and non-plan funds, taxes and non-tax revenues are routed through
the J&K Bank
 J&K Bank claims the distinction of being the only private sector bank
that has been designated as agent of RBI for banking
 The services of J&K Bank are utilized for the purposes of disbursing the
salaries of Government officials
 J&K Bank collects taxes pertaining to Central Board of Direct Taxes, in
Jammu & Kashmir

Products & Services 

Support Services
 Anywhere Banking
 Internet Banking

 SMS Banking
 ATM Services
 Debit Cards
 Credit Cards
 Merchant Acquiring

Depository Services
 Demat Account
  Other Services

Third Party Services

 Mutual Funds
 Insurance Services - Life & Non Life

 Remittance Services

Cash Management Services

 Real Time Gross Settlement (RTGS)
 National Electronic Fund Transfer (NEFT)

Registered office and headquarters

J&K Bank M.A.Road Srinagar 190001 Jammu and Kashmir

Ph :( +91-0194) 2481930 2481935

Website www.jk.bank.net
 COMPETITORS
COMPANY SYMBOL

Jammu & Kashmir Bank Ltd. JAMKA

Axis Bank Ltd. AXIBAN
Bank of Rajasthan Ltd. BANOFR
Centurion Bank of Punjab Ltd. CENTUB
City Union Bank Ltd. CITUNI
Development Credit Bank Ltd. DEVCRE
Dhanlaxmi Bank Ltd. DHABAN
Federal Bank Ltd. FEDBAN
HDFC Bank Ltd. HDFBAN
ICICI Bank Ltd. ICIBAN
IndusInd Bank Ltd. INDUBA
ING Vysya Bank Ltd. INGVYS
Karnataka Bank Ltd. KARBAN
Karur Vysya Bank Ltd. KARVYS
Kotak Mahindra Bank Ltd. KOTAMA
Lakshmi Vilas Bank Ltd. LAKVIL
South Indian Bank Ltd. SOUINB
YES Bank Ltd. YESBAN
 Introduction to Human Resource Management

Human resource (or personnel) management, in the sense of getting things done
through people. It's an essential part of every manager's responsibilities, but
many organizations find it advantageous to establish a specialist division to
provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.

"People are our most valuable asset" is a cliché which no member of any senior
management team would disagree with. Yet, the reality for many organizations
is that their people remain

 under valued
 under trained
 under utilized
 poorly motivated, and consequently
 perform well below their true capability
The rate of change facing organizations has never been greater and
organizations must absorb and manage change at a much faster rate than in the
past. In order to implement a successful business strategy to face this challenge,
organizations, large or small, must ensure that they have the right people
capable of delivering the strategy.

The market place for talented, skilled people is competitive and expensive.
Taking on new staff can be disruptive to existing employees. Also, it takes time
to develop 'cultural awareness', product/ process/ organization knowledge and
experience for new staff members.

As organizations vary in size, aims, functions, complexity, construction, the

physical nature of their product, and appeal as employers, so do the
contributions of human resource management. But, in most the ultimate aim of
the function is to: "ensure that at all times the business is correctly staffed
by the right number of people with the skills relevant to the business
needs", that is, neither overstaffed nor understaffed in total or in respect of any
one discipline or work grade.
Human resource management (HRM) is the strategic and coherent approach
to the management of an organization's most valued assets - the people working
there who individually and collectively contribute to the achievement of the
objectives of the business.The terms "human resource management" and
"human resources" (HR) have largely replaced the term "personnel
management" as a description of the processes involved in managing people in
organizations. In simple words, HRM means employing people, developing
their capacities, utilizing, maintaining and compensating their services in tune
with the job and organizational requirement.

Features
Its features include:

 Organizational management
 Personnel administration

 Manpower management

 Industrial management

But these traditional expressions are becoming less common for the theoretical
discipline. Sometimes even employee and industrial relations are confusingly
listed as synonyms, although these normally refer to the relationship between
management and workers and the behaviour of workers in companies.
The theoretical discipline is based primarily on the assumption that
employees are individuals with varying goals and needs, and as such should not
be thought of as basic business resources, such as trucks and filing cabinets. The
field takes a positive view of workers, assuming that virtually all wish to
contribute to the enterprise productively, and that the main obstacles to their
endeavours are lack of knowledge, insufficient training, and failures of process.
Human Resource Management (HRM) is seen by practitioners in the field as a
more innovative view of workplace management than the traditional approach.
Its techniques force the managers of an enterprise to express their goals with
specificity so that they can be understood and undertaken by the workforce and
to provide the resources needed for them to successfully accomplish their
assignments. As such, HRM techniques, when properly practiced, are
expressive of the goals and operating practices of the enterprise overall. HRM is
also seen by many to have a key role in risk reduction within organisations.
Synonyms such as personnel management are often used in a more restricted
sense to describe activities that are necessary in the recruiting of a workforce,
providing its members with payroll and benefits, and administrating their work-
life needs.

Functional overview and strategy for HRM

These issues motivate a well thought out human resource management strategy,
with the precision and detail of say a marketing strategy. Failure in not having a
carefully crafted human resources management strategy, can and probably will
lead to failures in the business process itself.

This set of resources is offered to promote thought, stimulate discussion,

diagnose the organizational environment and develop a sound human resource
management strategy for your organization. We begin by looking at the seven
distinguishable functions human resource management provide to secure the
achievement of the objective defined above.

Following on from this overview we look at defining a human resource strategy.

Finally, some questions are posed in the form of a HRM systems
diagnostic checklist for you to consider, which may prove helpful for you to
think about when planning your development programs for the human resources
in your organization, if they are truly "your most valuable asset."

Business practice
Human resources management involves several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments. When effectively integrated
they provide significant economic benefit to the company.

 Workforce planning
 Recruitment (sometimes separated into attraction and selection)

 Induction, Orientation and On boarding

 Skills management
 Training and development

 Personnel administration

 Compensation in wage or salary

 Time management

 Travel management (sometimes assigned to accounting rather than HRM)

 Payroll (sometimes assigned to accounting rather than HRM)

 Employee benefits administration

 Personnel cost planning

 Performance appraisal

 Labor relations

HRM strategy
An HRM strategy pertains to the means as to how to implement the specific
functions of HRM. An organization's HR function may possess recruitment and
selection policies, disciplinary procedures, reward/recognition policies, an HR
plan, or learning and development policies; however all of these functional
areas of HRM need to be aligned and correlated, in order to correspond with the
overall business strategy. An HRM strategy thus is an overall plan, concerning
the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:

 "Best fit" and "best practice" - meaning that there is correlation between
the HRM strategy and the overall corporate strategy. As HRM as a field
seeks to manage human resources in order to achieve properly organizational
goals, an organization's HRM strategy seeks to accomplish such
management by applying a firm's personnel needs with the goals/objectives
of the organisation. As an example, a firm selling cars could have a
corporate strategy of increasing car sales by 10% over a five year period.
Accordingly, the HRM strategy would seek to facilitate how exactly to
manage personnel in order to achieve the 10% figure. Specific HRM
functions, such as recruitment and selection, reward/recognition, an HR plan,
 or learning and development policies, would be tailored to achieve the
corporate objectives.

 Close co-operation (at least in theory) between HR and the top/senior

management, in the development of the corporate strategy. Theoretically, a
senior HR representative should be present when an organization's corporate
objectives are devised. This is so, since it is a firm's personnel who actually
construct a good, or provide a service. The personnel's proper management is
vital in the firm being successful, or even existing as a going concern. Thus,
HR can be seen as one of the critical departments within the functional area
of an organization.

 Continual monitoring of the strategy, via employee feedback, surveys,

etc.

The implementation of an HR strategy is not always required, and may depend

on a number of factors, namely the size of the firm, the organizational culture
within the firm or the industry that the firm operates in and also the people in
the firm.
An HRM strategy can be divided, in general, into two facets - the people
strategy and the HR functional strategy. The people strategy pertains to the
point listed in the first paragraph, namely the careful correlation of HRM
policies/actions to attain the goals laid down in the corporate strategy. The HR
functional strategy relates to the policies employed within the HR functional
area itself, regarding the management of persons internal to it, to ensure its own
departmental goals are met.
 Functions
The Human Resources Management (HRM) function includes a variety of
activities, and key among them is deciding what staffing needs you have and
whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are high performers,
dealing with performance issues, and ensuring your personnel and management
practices conform to various regulations. Activities also include managing your
approach to employee benefits and compensation, employee records and
personnel policies. Usually small businesses (for-profit or nonprofit) have to
carry out these activities themselves because they can't yet afford part- or full-
time help. However, they should always ensure that employees have—and are
aware of—personnel policies which conform to current regulations. These
policies are often in the form of employee manuals, which all employees have.
Note that some people distinguish a difference between HRM (a major
management activity) and HRD (Human Resource Development, a profession).
Those people might include HRM in HRD, explaining that HRD includes the
broader range of activities to develop personnel inside of organizations,
including, e.g., career development, training, organization development, etc.
There is a long-standing argument about where HR-related functions should be
organized into large organizations, e.g., "should HR be in the Organization
Development department or the other way around?"
The HRM function and HRD profession have undergone major changes over
the past 20–30 years. Many years ago, large organizations looked to the
"Personnel Department," mostly to manage the paperwork around hiring and
paying people. More recently, organizations consider the "HR Department" as
playing an important role in staffing, training and helping to manage people so
that people and the organization are performing at maximum capability in a
highly fulfilling manner.

Recruitment
Recruitment and selection is the process of identifying the need for a job,
defining the requirements of the position and the job holder, advertising the
position and choosing the most appropriate person for the job. Retention means
ensuring that once the best person has been recruited, they stay with the
business and is not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed,

the success of any business depends to a large extent on the quality of its staff.
Recruiting employees with the correct skills can add value to a business and
recruiting workers at a wage or salary that the business can afford, will reduce
costs.

Employees should therefore be carefully selected, managed and retained, just

like any other resource.

Recruitment is an important part of an organization’s human resource

planning and their competitive strength. Competent human resources at the
right positions in the organisation are a vital resource and can be a core
competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and quality of
employees that can be selected in order to help the organisation to achieve its goals and
objectives. With the same objective, recruitment helps to create a pool of prospective
employees for the organisation so that the management can select the right candidate for the
right job from this pool.
Recruitment acts as a link between the employers and the job seekers and
ensures the placement of right candidate at the right place at the right time.
Using and following the right recruitment processes can facilitate the
selection of the best candidates for the organisation.

In this is competitive global world and increasing flexibility in the labour

market, recruitment is becoming more and more important in every
business. Therefore, recruitment serves as the first step in fulfilling the
needs of organisations for a competitive, motivated and flexible human
resource that can help achieve its objectives.

Here at Naukrihub, we attempt to provide a detailed insight into the

concept of recruitments, recruitment process and its sources, recent
trends in recruitment, recruitment strategies and the scenario in the
industry along with the career options for recruiters.
 

The Purpose and Importance of Recruitment are given below:

 Attract and encourage more and more candidates to apply in the

organisation.

 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 co

t.
 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

Recruitment of candidates is the function preceding the selection, which helps

create a pool of prospective employees for the organisation so that the
management can select the right candidate for the right job from this pool. The
main objective of the recruitment process is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a

pool of qualified applicants for the future human resources needs even though
specific vacancies do not exist. Usually, the recruitment process starts when a
manger initiates an employee requisition for a specific vacancy or an anticipated
vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

 PLANNED
i.e. the needs arising from changes in organization and retirement policy.
 ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
 UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
 SOURCES OF RECRUITMENT

Recruitment refers to the process of attracting, screening, and selecting

qualified people for a job at an organization or firm. For some components of
the recruitment process, mid- and large-size organizations often retain
professional recruiters or outsource some of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and
professional recruitment, niche agencies which specialize in a particular area of
staffing, or employer branding strategy and in-house recruitment. The stages in
recruitment include sourcing candidates by advertising or other methods, and
screening and selecting potential candidates using tests or interviews.

Agency types
The recruitment industry is based on the goal of providing a candidate to a
client for a price. On one end of the spectrum there are agencies that are paid
only if they deliver a candidate that successfully stays with the client beyond the
agreed probationary period. On the other end of the spectrum there are agencies
that are paid a retainer to focus on a client's needs and achieve milestones in the
search for the right candidate, and then again are paid a percentage of the
candidate's salary when a candidate is placed and stays with the organization
beyond the probationary period. Today's (June 2010) recruitment industry is
fairly competitive, therefore agencies have sought out ways to differentiate
themselves and add value by focusing on some area of the recruitment life
cycle. Here are five types of typical agencies.

Traditional agency

Also known as 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 work to match their pool of candidates to their clients' open
positions. Suitable candidates are short-listed and put forward for an interview
with potential employers on a contract or direct basis.

Compensation to agencies takes several forms, the most popular are:

 A contingency fee paid by the company when a recommended candidate

accepts a job with the client company (typically 20%-30% based and
calculated on the candidates first-year base salary – though fees as low as
12.5% can be found online], which usually has some form of guarantee
(30–90 days standard), should the candidate fail to perform and is
terminated within a set period of time (refundable fully or prorated)
 An advance payment that serves as a retainer, also paid by the company,
non-refundable paid in full depending on outcome and success (e.g. 40%
up front, 30% in 90 days and the remainder once a search is completed).
This form of compensation is generally reserved for high level executive
search/headhunters
 Hourly Compensation for temporary workers and projects. A pre-
negotiated hourly fee, in which the agency is paid and pays the applicant
as a consultant for services as a third party. Many contracts allow a
consultant to transition to a full-time status upon completion of a certain
number of hours with or without a conversion fee.
Headhunters

A "headhunter" is industry term for a third-party recruiter who seeks out

candidates, often when normal recruitment efforts have failed. Headhunters are
generally considered more aggressive than in-house recruiters or may have
preexisting industry experience and contacts. 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. Headhunters are also used to recruit very specialized individuals; for
example, in some fields, such as emerging scientific research areas, there may
only be a handful of top-level professionals who are active in the field. In this
case, since there are so few qualified candidates, it makes more sense to directly
recruit them one-by-one, rather than advertise internationally for candidates.
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 prospective recruits.

Niche recruiters

More and more we are seeing the emergence of specialized firms which only
staff for a very narrow specialty. Because of their focus, these firms can very
often produce superior results due to their ability to channel all of their
resources into networking for a very specific skill set. This specialization in
staffing allows them to offer more jobs for their specific demographic which in
turn attracts more specialized candidates from that specific demographic over
time building large proprietary databases. These Niche firms tend to be more
focused on building ongoing relationships with their candidates as is very
common the same candidates are placed many times throughout their careers.
The alternatives to agencies

Increasingly lower recruitment budgets are encouraging innovation in the

recruitment sector and companies are looking to develop new approaches to the
challenge of finding and retaining the most talented staff. Hiring managers are
beginning to realize that the recruitment process as run by the traditional
recruitment agency is little more than placing the job advertising on a range of
relevant online employment websites for their sector and then short listing the
best candidates from those who apply.

In-house recruitment

Under pressure to reduce costs, both large and medium sized employers tend to
undertake their own in-house recruitment, using their human resources
department, front-line hiring managers and recruitment personnel who handle
targeted functions and populations. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own
websites, coordinate internal employee referrals, work with external
associations, trade groups and/or focus on campus graduate recruitment. Some
large employers choose to outsource all or some of their recruitment process
(recruitment process outsourcing) however a much more common approach is
for employers to introduce referral schemes where employees are encouraged to
source new staff from within their own network

Passive candidate research firms and sourcing firms

These firms are the new hybrid firms in the recruitment world able to combine
the research aspects (discovering passive candidates) of recruiting and combine
them with the ability to make hires for their clients. These firms provide
competitive passive candidate intelligence to support companies' recruiting
efforts. Normally they will generate varying degrees of candidate information
from those people currently engaged in the position a company is looking to fill.
These firms usually charge a per hour fee or by candidate lead. Many times this
uncovers names that cannot be found with other methods and will allow internal
recruiters the ability to focus their efforts solely on recruiting.
 Process of Recruitment
Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document

the actual or intended requirement of the job to be performed. This information
is captured in a job description and provides the recruitment effort with the
boundaries and objectives of the search.[3] Oftentimes a company will have job
descriptions that represent a historical collection of tasks performed in the past.
These job descriptions need to be reviewed or updated prior to a recruitment
effort to reflect present day requirements. Starting recruitment with an accurate
job analysis and job description ensures the recruitment effort starts off on a
proper track for success.

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 and 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. Other resume screening criteria may include length of
service, job titles and length of time at a job. In some countries, employers are
legally mandated to provide equal opportunity in hiring. Business management
software is used by many recruitment agencies to automate the testing process.
Many recruiters and agencies are using an applicant tracking system to perform
many of the filtering tasks, along with software tools for psychometric testing.

A British Army etc. recruitment centre in Oxford.

On boarding

"On boarding" is a term which describes the process of helping new employees
become productive members of an organization. A well-planned introduction
helps new employees become fully operational quickly and is often integrated
with a new company and environment. On boarding is included in the
recruitment process for retention purposes. Many companies have on boarding
campaigns in hopes to retain top talent that is new to the company; campaigns
may last anywhere from 1 week to 6 months.

Internet recruitment and 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. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and then
pool them in client accessed candidate management interfaces (also online).
Key players in this sector provide e-recruitment software and services to
organizations 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 specialize in online recruitment

helps organizations 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.

Job search engines

The emergence of meta-search engines, allow job-seekers to search across

multiple websites. Some of these new search engines index and list the
advertisements of traditional job boards. These sites tend to aim for providing a
"one-stop shop" for job-seekers. However, there are many other job search
engines which index pages solely from employers' websites, choosing to bypass
traditional job boards entirely. These vertical search engines allow job-seekers
to find new positions that may not be advertised on traditional job boards, and
online recruitment websites.