INTRODUCTION OF RECRUITEMENT

AND SELECTION

INTRODUCTION OF RECRUITMENT WHAT IS RECRUITMENT?

RECRUITMENT may be defined as: RECRUITMENT is the process to discover the sources of manpower to meet the requirements of

the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. DALE YODER
RECRUITMENT is the process of searching for prospective employees and stimulating and

encouraging them to apply for jobs in an organization. EDWIN FLIPPO

RECRUITMENT is the development and maintenance of adequate manpower resources. It

involves the creation of a pool of available labor upon whom the organization can draw when additional employees intend. DALE S. BEACH

THEORIES REGARDING RECRUITMENT Recruitment is a two-way street: it takes a recruiter & a recruited, just as the recruiter, has a choice whom to recruit and whom not, so also the prospective employee has to make the decision if he should apply for that organizations job. The individual makes this decision on usually 3 different bases: the objective factor, critical contact & subjective factor. The objective factor theory views the process of organization choice as being one of weighing & evaluating a set of measurable characteristics of employment offers, such as pay, benefits, location, opportunity for advancement, the nature of the work to be performed, & educational opportunities. The critical contact theory suggests that typically candidate is unable to make a meaningful differentiation of organizations offer in terms of objective or subjective factors, because of his very short or limited contact with the organization choice can be made only when the applicant can readily perceive the factors such as the behaviour of the recruiter, the nature of the physical facilities, & the efficiency in processing paper work associated with the application. The subjective factor theory emphasizes the congruence between personality patterns & the image of the organization, i.e., choices are made on a highly personal and emotional basis.

Now the question is who are involved in this RECRUITMENT process?

The parties involved in this process mainly include the RECRUITER & the RECRUITEE. A RECRUITER is someone engaging in recruitment, which is the solicitation of individuals to fill jobs or positions within any group such as a sports team or corporation. Recruiters can be divided into 2 groups: those working internally for one organization, and those working for multiple clients in a 3rd-party broker relationship, sometimes called headhunters. Internal Recruiters An internal recruiter is member of a company or organization, typically works in human resource (HR), which in the past was known as Personnel Office, or just Personnel. Internal recruiters may be multifunctional, serving in an HR generalist role (hiring, firing, exit interviews, employee disputes, contracts, benefits, recruiting, etc.) or in a specific role focusing all their time on the activity of recruiting. They can be permanent employees or hired as contractors for this purpose. Contract recruiters tend to move around between multiple companies working at each one for a short stint as needed for specific hiring purpose.
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Third Party Recruiters or HEADHUNTERS A third party recruiter can work on their own or through an agency, and acts as an independent contact between their client companies and the candidates. they recruit for a position. Most recruiters tend to specialize in permanent or full-time, direct hire positions or contract positions, but occasionally in both. Those recruiters who specialize in contract placements (where the candidate is typically paid hourly for temporary work) may divide their labours into two functional groups, with one group working to sell to clients and open job orders, and other group focusing on recruiting candidates. Both staffing and consulting firms employ recruiters specializing in contractor placements. Most recruiters are compensated with a base salary, but receive a commission or bonus that is somehow tied to the number of placements they make. Third party recruiters who specialize in placing job seekers in full-time positions with their client companies are more often referred to as headhunters. Compensation methods for recruiters specializing in direct hire placements fall into 2 categories: contingent and retained. Retained recruiting teams are often divided into researchers, who source viable candidates, recruiters, who present opportunities and oversee the interview process for their clients.

Features: Recruitment is a process or a series of activities rater than a single act or event. Its a linking activity as it brings together those with jobs (employer) and those seeking jobs (prospective employees). It is a two-way process. The recruiter has the choice regarding recruiting the most suitable candidates and the candidates have the choice regarding joining the most luring organization. Recruitment is a Complex job as it entails many sub processes and systems.

The basic purpose to locate the sources of people required meeting the job requirements and attracting such people to offer them for employment in the organization. It makes it possible to acquire the number and type of persons necessary for the continued functioning of the organization.

RECRUITMENT NEEDS

PLANNED

ANTICIPATED

UNEXPECTED

Planned needs arise from changes in organization and retirement policy. Anticipated needs refer to those movements in personnel, which an

organization can predict by studying trends in the internal and externalenvironments.

Resignations, deaths, accidents and illness give rise to Unexpected

needs. Therefore there are a number of possible reasons as to why a business may have to recruit more employees: Changes in organization structure involving job redesign, job regrouping, etc. Changes in technology resulting in rise in job demands. Changes in the jurisdiction of some departments requiring relocation of employees. Fluctuation in the volume of work due to expansion, diversification, recession, etc.

Introduction of new products and process and stoppages of existing products and processes. Changes in the knowledge, skills, aptitudes and values. Changing demands of trade unions, to protect the rights of their members. Problem of maintaining interpersonal relations. Changing government role in human resource management.
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Social and cultural changes in the region.

FACTORS AFFECTING RECRUITMENT PROCESS

External Forces
. Supply & Demand

Internal Forces . Recruitment Policy

.Unemployment Rate . HRP . Labour Market
RECRUITMENT

. Political- Social

. Size Of the Firm

. Sons Of Soil

. Cost

. Image Of Co.
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. Growth & Expansion

HUMAN RESOURC E

SELECTIN G RECRUITING REQUIRED PERSONNEL QUALIFIE D PERSONN EL

PLACING SELECTED PERSONN EL ON JOB

Image of the organization.

PLANNING

Nature of the jobs offered. Organizational policies. Working conditions. Compensation levels in the organization. Finding
Search for prospective Rate of growth of the organization. and Developin Past recruitment record. g Employees: Developing

Evaluating effectivene ss of recruiting

Employment conditions in the community. Sources of

Potential Trade union attitudes. employ Labour laws. ees techniques Attracting

candidates Culture and environment (sons of the soil).

Government policies (reservation for SC/ST).

Internal Sources Job posting Upgrading in same position Personnel research Transferring to new job

PROCESS

OF

RECRUITMENT

Experience

Promoting to higher job

Employee referrals External Sources Advertisi ng 8 Scouting

Providing information

Clarifying doubts

THE RECRUITMENT PROCESS As discussed earlier the recruitment process consists of several steps, more or less these are followed by all organizations as per their requirements1. 2. 3. 4. 5. 6. Identifying vacancy Prepare job description and person specification Advertise Managing the response Short-listing Visits

7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28.

References Arrange interviews Conduct the interviews Decision making Convey the decision Appointment action Identifying vacancy Prepare job description and person specification Advertise Managing the response Short-listing Visits References Arrange interviews Conduct the interviews Decision making Convey the decision Appointment action Conduct the interviews Decision making Convey the decision Appointment action

The recruitment process for most org. is designed along the same path; applications are received, either via a Candidates are short listed and invited for interview. The interview format can vary considerably and can include assessment centers. Some companies are satisfied after just one interview whereas others will want to bring back a further short list of candidates for 1 or more
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interviews. A candidate if successful at the interview stage shall receive an official letter offering the job.

FIVE COMPONENTS OF RECRUITMENT PROCESS

1. 2. 3. 4. 5.

Recruitment policy Recruitment organization Developing sources of recruitment Techniques used to tap these resources Method of assessing the recruitment programme

1. The Recruitment Policy

Specifies the objectives of recruitment and provides a framework for the implementation of recruitment programme. It may involve commitment to principles such as enriching the organizations human resources by filling Vacancies with the best-qualified people, attitude towards recruiting handicaps, minority groups, women, friends & relatives of present employees, promotion from within. Recruiting policy should be based on the recognition that it is hard to Find qualified executives. A recruitment policy involve the Employers commitment to such general principles as: to find and employ the best qualified periods for each job. to retain the most promising of those hired. to offer promising opportunities for life time working careers. to provide facilities and opportunities for personnel growth on the job. A properly planned & systematic recruitment policy is necessary to minimize disruption of work due to changes in employees and to secure equitable distribution of employment opportunities. A well-considered and pre-planned recruitment policy based on the goals, needs & environment of the org. will help to avoid hasty or ill-conceived decisions & help to man the with the right kind of personnel.
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PRE-REQUISITES FOR A GOOD RECRUITMENT POLICY

1.

Abide by the relevant public policy and legislation on hiring and employment Relationship. provide employees with job security and continuous employment. Integrate organizational needs and employee needs. Provide each employee with freedom and opportunity to utilize and develop knowledge & skills to the maximum possible extent. Treat all employees fairly and equitably in all employment relationships. Provide suitable jobs and protection to handicapped, women and minority groups. Encourage responsible trade Unions. Be flexible enough to meet the changing needs of the organization.

2.

3.
4.

5. 6. 7. 8.

2. The Recruitment Organization Recruitment PRACTISE differ from one organization to another, some organizations like public sector banks adopt centralized recruitment whereas other organizations resort to decentralized recruitment. Under centralized recruitment personnel department at the head office performs all the functions of recruitment. Every operating department sends requisitions or indents for recruitment to their central office. While, each department/ unit carries out its own recruitment in case of decentralized recruitment. Merits of centralized recruitment A) reduces administrative costs by consolidating all recruitment Activities at one place. B) helps in better utilization of specialties. C) ensures uniformity in recruitment & selection of all types of staff. D) facilitates interchangeability of staff . E) relieves the line executives of the recruitment problem thereby Enabling them to concentrate on their operational activities. F) tends to reduce favouritism & make the process more scientific.
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Demerits of centralized recruitment a) delay in recruitment as operating units cannot recruit staff as & when require. b)the central office may not be fully familiar with job requirement of different units & the most suitable sources for the required staff. c)recruitment is not flexible because operating units loose control over the process. The choice between the two will depend on the management philosophy and needs of the particular organization. Lower level staff is recruited centrally while middle & Top level Executives are recruited in a decentralized manner.

3.Sources of Recruitment Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. some companies try to develop new sources, while most only try to tackle the existing sources they have. these sources, accordingly, may be termed as internal and external. SOURCES OF RECRUITMENT Internal i) Transfers ii) Promotions iii) Employee Referrals External i) Press Advertisement ii) Educational institutions iii) Placement agencies iv) Employment exchange v) Labour contractors vi) Unsolicited application vii) Recommendations viii) Factory gates

INTERNAL SOURCES Being the most obvious sources the Internal sources includes personnel already on the pay roll of an organization e.i., its present working force. Whenever any vacancy occurs, somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who were once on the pay roll of the company but who plan to like to retire, such as those on leave of absence, those who quit voluntarily, or those on production lay-off. Some common internal sources are described below: 1) TRANSFERS: -A transfers refers to a horizontal or lateral movement of an employee

from one job to another in the same organization without any significant changes in status
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& pay. Transfers has been defined as lateral shift causing movement of individuals from one position to another usually without involving any marked change in duties, responsibilities, skills needed, or compensation. Transfers may be initiated either by the company or the employee. A company may initiate a transfer to place employees in positions where they are likely to be more effective. Similarly, employees may initiate transfers to locations where they are likely to get greater satisfaction. Transfers may be within the same department or across department, temporary transfers arise due to ill health, absenteeism, etc of an employee whereas permanent transfers are made load or death, retirement, resignation etc of some employee.
2) PROMOTION: - Promotion refers to advancement of an employee to a higher post

carrying greater responsibilities, higher status and better salary. Its the upward movement of an employee in the organization hierarchy, to another job commanding greater authority, higher status and better working conditions. It may be temporary or permanent depending upon the needs of the organization.
3) EMPLOYEE REFERRALS: - Employee referrals can be a good source of internal

recruitment. Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing cards of introduction, and even encouraging them to apply. It is one of the most effective methods of recruiting as many qualified people are reached at a very low cost to the company. This approach can provide quite a large pool of potential organization members. A major concern with employee recommendation is that the referred individuals are likely to be similar in type (for example, race & sex) to those who are already with the company. Merits: - The use of an internal source has some merits It improves the morale of employees, for they are assured of the fact that they would be preferred over outsiders when vacancies occur. The employer is in a better position to evaluate those presently employed than outside candidates. This is because the company the record of progress, experience and service of its employees. It promotes loyalty among the employees, for it gives them a sense of job security and opportunities for advancement. As the persons in the employment of the company are fully aware of, and well acquainted with, its policies and know its operating procedures, they require little training, and the chances are that they would stay longer in the employment of the organization than a new outside world. They are tried people & can, therefore, be relied upon. It is less costly than going outside to recruit. Demerits: - However, this system suffers from certain defects as well. It often leads to inbreeding, and discourages new blood from entering the organization.

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There are possibilities that internal sources may dry-up, no innovations worth the name can be made. Therefore, on jobs which require original thinking (such as advertising, style, designing and basic research and technology), this practice is not followed. As promotion is based on security, the danger is that really capable hands may not be chosen. The likes & dislikes of the management may also play an important role in the selection of personnel.This source is used by many organizations, but surprisingly large number ignore this source, especially for middle management jobs. In other words, this source is the lode that is rarely mined. It is not only reasonable but wise to use this source, if the vacancies to be filled are within the capacity of the present employees, if adequate employee records have been maintained, & if opportunities are provided in advance for them to prepare themselves for promotion from blue- collar to whitecollar jobs?

EXTERNAL SOURCES These sources are outside the organization. They include new entrants to the labour force, i.e., young mostly inexperienced potential employees, the college students, the unemployed with a wide range of skills and abilities. Retired experienced persons such as mechanics, machinists, welders, accountants and others not in the labor force, such as married women and persons from Minority groups. External sources lie outside the organization. The most common amongst these are: -

1.

PRESS ADVERTISEMENT Advertisements in newspapers and journals is a widely used source of recruitment. Cost per person is very low. One advertisement in a leading daily can cover millions of persons throughout the country. This method can be used for clerical, technical and for managerial jobs. However this method may bring in a large number of applicants from unsuitable candidates. Most experts are of the opinion that advertisements must contain the following information i) the job content, primary tasks & responsibilities; ii) iii) iv) v) vi) vii) ii) a realistic description of working conditions, particularly if the location of the job; the compensation, including the fringe benefits; job specification; growth prospects; to whom one applies.
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they are unusual;

2. CAMPUS RECRUITMENT

Various Institutes, Colleges, Research Laboratories, Sports fields, are fertile ground for recruiters, particularly the institutes. The Indian Institutes of Management (IIMs), and the Indian Institutes Of Technology (IITs) are on the top Of the list of avenues for recruiters. Campus recruitment is going global with companies like HINDUSTANLEVER, CITI-BANK, HLL, HP, ANZ GRINLAYS, L&T,MOTOROLA and RELIANCE looking for recruiters in global markets.

3. RECRUITMENT AGENCIES

These companies specialize wholly in recruitment & generally keep an up-to-date database of experienced potential employees. They take the time out of advertising, interviewing and selecting candidates, & can hand a ready-made employee to fit a job specification. These agencies are particularly suitable for recruitment of executives and specialists. They perform all the functions of recruitment and selection so that the client is relieved of this burden. There are also some demerits of depending on placement agencies: inability of gauging the exact needs of each individual company. As the agency interviews all candidates, they cannot detect subtle personality requirements. if the candidate is found to be unsuitable, this means more lost time. the cost of recruitment through these agencies is quite high.

4.

EMPLOYMENT EXCHANGES Employment Exchanges have been set up all over the country in deference to the provisions of the Employment Exchanges (Compulsory Notifications of Vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers more each. Employment exchanges act as a link between the employers and the Prospective Employee. These offices are particularly useful in recruiting blue-collar, white-collar & technical workers. Recent trends in Recruitment OUTSOURCING: under this arrangement the company may draw the required personnel from the outsourcing firms or agencies on commission basis rather than offering them employment. This is also called leasing of human resources. The outsourcing firms develop their human resource pools by employing people for them & make available the personnel to various companies (called clients) as per their needs.
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The outsourcing firms get payment for their services to their clients and give salary directly to the personnel. The personnel deputed by the outsourcing agencies with the clients are not the employees of the clients. They continue to be on the payroll of their employers, i.e., the outsourcing agencies. This system facilitates the organization to hire security personnel from the security agency, computer professionals from a computer firm, or accountants from an accountancy firm. Merits of getting human resources through the outsourcing agencies are as follows:i) The companies need not plan for human resources much in advance. ii) The companies are free from Industrial Relations problems as human resources taken on lease are not their employees. iii) The companies can dispense with this category of employees immediately after the work is over. POACHING OR RAIDING: Poaching means employing a competent and experienced person already working with another reputed company which might be a rival in the industry. A company can attract talent from another firm by offering pay packages and other terms and conditions. For instance, several executions of HMT left to join TITAN watches & several pilots of Indian Airlines left to join private taxi operators. There are several other examples where the firms have raided the rival firms to procure their Key personnel to enhance their competitive advantage. Raiding has become a challenge for the human resource managers of modern organization because poaching of a key executive by arrival firm will weaker the competitive strength of the firm. JOB FESTIVALS: it is a meeting ground for the job seekers & Co.s in the search of talents. What are the advantages that the job fairs offer over campus recruitment & routine job hunting? Job fairs enable to interact with a variety of people on one platform. They supplementary provide a mix of raw and experienced hands. Job fests are welcome in comparison to campus placements. At job fests, there are more candidates at disposal and a wide variety of candidates to choose from. Also, it allows interaction with other company executives who attend these fests. Appearing for an interview in a formal setting of an office is far more unnerving than simple walking up to a stall of your choice and holding an informal chat with the company executives. WEBSITE OR E-RECRUITMENT: Many big organizations use Internet as a source of recruitment. They advertise the job vacancies through the World Wide Web (www). The job seekers send their applications or Curriculum Vitae, i.e., C.V., through e-mail using the internet.

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Alternatively, job seekers place their C.V.s in the world wide web/internet, which can be drawn by the prospective employers depending on their requirements. The MERITS of E-recruitment are as follows:1. 2. 3. low on cost and timely recruitment, no delays. Recruitment of right type of people Efficiency in the process of recruitment

4. Methods or Techniques of Recruitment- Recruitment methods or techniques are the means by which an organization establishes contact with potential candidates, provides them necessary information and encourages them to apply for jobs. These methods are different from the sources of recruitment. Sources are the locations where prospective employees are available. On the other hand, methods are ways of establishing links with the prospective employees. Various methods employed for recruiting employees may be classified as under:i) DIRECT METHODS: Under direct recruitment scouting, employee Contacts, manned exhibits and waiting lists are used. In scouting representatives of the organization are sent to educational and training institutions. These traveling recruiters exchange information with the students, clarify their doubts, stimulate them to apply for jobs, conduct campus interviews and short list candidates for further screening. Manned exhibits involve sending recruiters to seminars and conventions, setting up exhibits at fairs and using mobile offices to go to the desired centers. ii) INDIRECT METHODS: Advertisements I newspapers, journals, on the radio and television are used to publicize vacancies. A well thought out and clear advertisement enables candidates to assess their suitability so that only those possessing the requisite qualification will apply. According to Advertisement Tactics and Strategy in Personnel Recruitment, three points need to be borne in mind before an advertisement is inserted. First, to visualize the type of applicant one is trying to recruit. Second, to write out a list of the advantages a company offers; in other words, why the reader should work for the company. Third, to decide where to run the advertisement, not only in which area but in which newspaper having a local, state, or nation-wide circulation. iii) THIRD PARTY METHODS: Various agencies can be used to recruit personnel. Public employment exchanges, management consulting firms, professional societies,temporary help societies, trade unions, labour contractors are the main agencies. In addition, friends, relations of existing staff and deputation method can also be used. 5. Assessment of The Recruitment- sources for recruiting should be periodically evaluated. For this purpose, the criteria may be the cost per applicant, the applicant/hiring ratio, tenure, performance appraisals, etc. The organization should first identify how an applicant bank a question: How did you learn of the job vacancy for which you have applied? The next step is to determine whether any one method consistently attracts better applicants. The last step is to use
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this information to improve the recruiting process. Recruiting should take into consideration ethical practices, such as use of truth in hiring, i.e., telling an applicant all about the firm and its position, both good and bad, to enable him to decide whether or not to join the firm, is selected. A successful and effective recruitment programme necessitates a well defined recruitment policy, a proper organizational structure, procedures for locating sources of manpower resources, suitable methods and techniques for utilizing these and a constant assessment and consequent improvement.

INTRODUCTION OF SELECTION

Selection is a process of choosing most suitable persons out of all applicants. It is matching the qualification of applicants with job requirement. PROCESS OF SELECTION

PRELIMINARY INTERVIEW

RECEIVING APPLICATION

SCREENING OF APPLICATION

EMPLOYEMENT TESTS

INTERVIEW

MEDICAL EXAMINATION

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REFRENCE CHECKS

FINAL APPROVAL

The process of selection is described as follow: PRELIMINARY INTERVIEW: It is a sorting process in which candidates are given necessary information about the nature of job and organisation and information is also taken from candidates about their education, skills, experience etc. If candidate is suitable then he/she is selected for further screening. RECEIVING APPLICATIONS: Application form is used for collecting information from candidates which includes:-name, address, age, sex, education qualification etc. SCREENING OF APPLICATION: Trough screening of application those candidates are selected which suitable according to job and others are rejected. EMPLOYEMENT TESTS: These tests are conduct because it provides systematic basis for comparing the behavioure, performance, attitude etc. Some major form of tests are-intelligency test, attitude test, trade or proficiency test, interest and personality test. INTERVIEW: It is face to face interaction and purposeful exchange of view between employee and candidate. It is helpful l to verify information provided in early stage. It is helpful to judge qualification/characteristics of employee. MEDICAL EXAMINATION:
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Applicants are now sent for the medical examination either to the companies physician or to a medical officer approved for the purpose. REFRENCE CHHECKS: In it applicants mention the name and address of two or three persons who him well. the organisation contact them by mail or telephone and requested to provide their frank opinion about the candidate. FINAL APPROVAL: Short listed candidates are approved by concerned department and candidates offered appointment letter mentioning post, salary and other information. After the selecting candidates there are two important processes which are described as follow:PLACEMENT -It is the process of assigning a specific job to each one of the selected candidates. It implies matching the requirements of the job with the qualification of a candidates. INDUCTION/ORIENTATION- It is the process of receiving and welcoming an employee when he joins an organization and giving him basic information to settle down quickly and happily in new environment. Difference between RECRUITMENT and SELECTION: 1. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 2. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 3. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

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Questionnaire for knowing the process of recruitment and selection:

Companys name Designation Note Please tick the appropriate option;

1. Job description is very necessary so that only specific candidates apply: a. strongly agree b. agree c. minimal information is sufficient d. disagree e. strongly disagree 2. What is the preferred source of recruitment? a. internal b.external 3. If external, what source you adopt to source candidates? a. Employee referral b. Campus recruitment c. Advertising d. Recruitment agencies

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e. Job portals f. Other, pls specify 4. What is the maximum lead time? a. Less than a week b.1-2 weeks c. any other (please specify) _________________________ 5. Is there any kind of personal information form being provided to candidates to fetch their complete details? a. Yes b.No

6. Employee eligibility verification is a necessary part: a. Very important b.important c.doesnt matter much d.it does matter e.not at all important 7.Head hunters and professional recruiters should be taken along for help: a.yes.they are very important b.their guidance is helpful c.we may take up their help when necessary d.not always necessary e.no,we have a self sufficient system 8. Do you do the Employment Eligibility Verification? Yes/No If yes, then, what method you take up to perform it? a. Internally b. Through agencies 9. What kind of verifications you do? a. Educational qualifications b. Legal background check c. Professional background check d. Reference check e. Family background check

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10. Do you use any of the following tests during the process of recruitment? a. Written b. Aptitude c. Group Discussion d. Personal Interview e. Psychometric test f. Other, please specify 11. a candidate should have types of skills: a. very important b.Important c.Absence of any skill wont matter d.Not so important e.Only requisite skills that help in job matter 12. What kind of interview is generally conducted? [Choose one from each cater.] a. (1) panel (2) one to one b. (1) Formal (2) informal 13. Do you take any technological support for the process of recruiting? a. Telephone b. Video conferencing c. Online support d. Other, pls specify 14.Are there alternatives for recruitment being acquired? a.Over-time b.Outsourcing c.Temporary employees d.Any other [pls specify] 15. In how much time does the whole process generates results? (Time taken in the whole process i.e. from tests, personal interviews to final list of selected candidates) 16. Age groups matter during recruitment and selection of employees: a.Strongly agree b.Agree c.Age group doesnt matter d.Disagree e.Strongly disagree 17. ARE YOU SATISFIED WITH EXISTING RECRUITMENT AND SELECTION POLICY WHAT MEASURES YOU SUGGEST TO IMPROVE IT?

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-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Identify Vacancy Prepare Job Description Recruitment process followed at SFC (Shriram Fertilizers and Chemicals) Kota. Identify of prospectus candidate Managing the Response Short-listing Induction Conduct Interviews Psychometric test Hand over the department Identify vacancy: the Decision Making Negotiation This is the first step followed in Appointment Action
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Joining formalities

recruitment process at SFC kota where the vacancy is being identified by Head of the department. According to the requirement of the organization the number of vacancy is to be decided by the department. The head of the department identify the reason that why the vacancy is to be created and the fill the vacancy at the right time in the organization when it needed. This is the main task performed by the department that to find out the reason, time, place, requirement of the candidate needed in the organization. The main work of the department is to identify the vacancy at the right time and this task is performed by the department. Head of the department identifies a vacancy for reasons that may include: Staffing changes eg. Resignation, termination, retirement, leave. Work requirement changes eg. Creation of a new position, workload. temporary additional

Prepare a job description:

Once the vacancy is identified by the department the job description is prepared by the department according to the vacant post or to according to the requirement by the organization by the Hr department of SFC KOTA .A job description is a list of the general task and responsibilities of a position. Job descriptions in turn provide the necessary information about the relative worth of different jobs within the organization The person specification is an extension of the job description. It is a profile of the type of person needed to do a job and is produced along with a job description following a job analysis.

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Elements of a person specification include:

Attainments (experience and qualifications) Specialized skills Interests Personality

Identify of prospectus candidate: This is the stage in the recruitment process where the candidate is identify by the department by placing advertisement or through data base search according to the requirement of post by the organization. This task is performed by the HRD. This is a process where the eligible candidates are identify by the department for the required post in the organization. Managing the response: This is the stage where the manager has to identify the suitable applications which is received against the vacant post by the candidates. The selection panel will ensure that all members or a representative sub-group have access to the applications, consider the information and facilitate a short listing process to identify the most competitive candidates. The selection panel will compile a summary assessment and ranking of the candidates against the selection criteria for inclusion in the selection report. After this the selection panel or the manager will select the best suitable candidate for the further recruitment process. At this stage the most competitive applications are selected by the manager for the available post where the manager has to identify those applications which are perfect for the vacancy. Short listing and conduct an interview: This is the process where the most competitive candidates are selected by the manager for the required post in the organization. HR manager and the selection panel has to select the candidate on the basis of norms mentioned in the vacancy. Only the selected candidates are short listed for the further
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process of the recruitment process at SFC Kota. After the short listing of the suitable candidate the interview is conducted by the department. HR manager selection panel will conduct interviews or apply other relevant assessment methods to acquire information relevant to business needs, position role & accountabilities and selection criteria. The assessment methods should be consistently applied to all candidates for a vacancy and may include, but not be limited to: Interview Skills/aptitude test Work samples Psychological testing Reference check

Following the collation of information from the various sources, including the candidates application/resume, the selection panel will review all the information and determine a ranking of the candidates. At the last the top ranking candidates are selected for the further.. Psychometric test : Psychometric testing is used in the recruitment process at SFC Kota. It is recognized as an efficient way to gain insight into a persons personality and psychological thinking. It can help develop team spirit in the workplace and assess an individuals priorities. Psychometric test aim is to provide employers with a reliable method of selecting the most suitable job applicants or candidate and aim to measure attributes like intelligence,aptitute and personality of the candidate. How he will work with other person, how he will handle stress and whether he will be able to cope with the intellectual demand the job.

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As an indicator of personality, preferences and abilities, psychometric test help the manager to find the best match of the individual to occupation and working environment. THOMAS PROFILING is the type of psychometric test which is used at SFC Kota in recruitment process which help to measure the effective performance management. Decision making: Decision making is the stage in the recruitment process where the manager and the selection panel take a major decision against the candidate for their selection process. After taking the overall review of the candidates performance the decision is taken by the manager and the selection panel for the candidates. Negotiation:

This is the stage in recruitment process where the manager and the selected candidate negotiate for the gross salary or CTC(Cost To Company) On the basis of candidates experience, qualification and salary metric of the organisation. Salary is not only a payment for the work performed by employee, but also a motivational tool, through which an organisation can enhance not only the performance of the employee but also increases its output. So this stage of recruitment is equally important as other stages n should be taking care properly, both the parties, manager and selected candidate.

Appointment action: This is the stage where the final decision is taken by the management for the candidate and the appointment letter is provided to the candidate after the completion of the negotiation stage.

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BENCHMARKING OVERVIEW
Parameters NTPC Samtel Glass Job Evaluating Method Is the Recruitment process efficient one Recruitment policy is placed Recruitment Job classification Method Yes Job classification Method Yes Instrument al Limited Point Method Job classification Method Yes DSCL

Yes

Yes

Yes

Yes

Yes

Expansion,

To Fulfill the 30

When

New posts

is done only when

New posts are introduced, Employees retire, New technology introduced No Yes

replacement vacancy

project work is received

are introduced, Employees retire

Use of Headhunters Awareness towards the growth plan before the Recruitment process Skills that a Company looking for at the time of Recruitment Company having professional Recruiters At the time of Recruitment any age group is preferred Job description is updated according to present the requirements Sources that are preferred for job

Yes Yes

No Yes

Yes Yes

Technical, Behavioral, and Functional Yes

Technical, Behavioral, and Functional Yes

Technical, Behavioral, and Functional No

Technical, Behavioral, and Functional Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Internal and External

Internal and External

Internal and External

External

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vacancies Methods of Recruitment that is followed Sources for initial screening of the candidate Sources of test applied for screening the best candidate Direct, Indirect, and Third party Method Job Application Direct, Indirect, and Third party Method Job Application Direct, Indirect, and Third party Method Job Application Direct, Indirect, and Third party Method Experience

Written test, GD

Walk in interview, Written test, Psychometric Test Education, Experience, Overall personality

Walk in interview, Written test

Walk in interview, Psychometric Test Experience

While Education screening the best candidate the main focus is Psychometric Test is applied for the selection of the right candidate Yes

Education, Experience, Overall personality

Yes

No

Yes

Process of reference check is conducted

Police verification

Not done at all

Through inhouse reference check

Through inhouse reference check

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33

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THE OTHER ORGANIZATIONS INCLUDED IN BENCHMARKING STUDY

NTPC Limited
NTPC Limited (Formerly National Thermal Power Corporation) is the largest state-owned power generating company in India. Forbes Global 2000 for 2009 ranked it 317th [3] in the world. It is an Indian public sector company listed on the Bombay Stock Exchange although at present the Government of India holds 84.5%(after divestment the stake by Indian government on 19october2009) of its equity. With a current generating capacity of 31134 MW, NTPC has embarked on plans to become a 75,000 MW company by 2017. It was founded on November 7, 1975. NTPC's core business is engineering, construction and operation of power generating plants and providing consultancy to power utilities in India and abroad. The total installed capacity of the company is 31134 MW (including JVs) with 15 coal based and 7 gas based stations, located across the country. In addition under JVs, 3 stations are coal based & another station uses naphtha/LNG as fuel. By 2017, the power generation portfolio is expected to have a diversified fuel mix with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW through Hydro generation, about 2000 MW from nuclear sources and around 1000 MW from Renewable Energy Sources (RES). NTPC has adopted a multi-pronged growth strategy which includes capacity addition through green field projects, expansion of existing stations, joint ventures, subsidiaries and takeover of stations. NTPC has been operating its plants at high efficiency levels. Although the company has 18.79% of the total national capacity it contributes 28.60% of total power generation due to its focus on high efficiency. NTPCs share at 31 Mar 2001 of the total installed capacity of the country was 24.51% and it generated 29.68% of the power of the country in 2008-09. Every fourth home in India is lit by NTPC. 170.88BU of electricity was produced by its stations in the financial year 2005-2006. The Net Profit after Tax on March 31, 2006 was INR 58,202 million. Net Profit after Tax for the quarter ended June 30, 2006 was INR 15528 million, which is 18.65% more than for the same quarter in the previous financial year. 2005). Pursuant to a special resolution passed by the Shareholders at the Companys Annual General Meeting on September 23, 2005 and the approval of the Central Government under section 21 of the Companies Act, 1956, the name of the Company "National Thermal Power Corporation Limited" has been changed to "NTPC Limited" with effect from October 28, 2005. The primary reason for this is the company's foray into hydro and nuclear based power generation along with backward integration by coal mining.

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Samtel
From a modest beginning in 1973, Samtel is today at the forefront of the electronics industry in India as the largest manufacturer of Picture Tubes for Televisions, Deflection Yokes and monitors. Samtel is a multifaceted enterprise, employing state-of-the-art technology for its products which is backed by an inhouse R&D Centre. The group employs more than 4500 people in nine factories across the country with a gross turnover of Rs. 1000 crores. The range of products manufactured include Color & B&W TV Picture Tubes, Display Tubes, Video Monitors, Electron Guns and B&W Glass shells. For Samtel, the quest for excellence in all its fields of activity has been a primary objective. What has taken Samtel to the Pinnacle, is its commitment to Quality in every sphere that determines its existence. The success of the group can be largely credited to the Samtel Quality Movement (SQM) in which the objective is " to create an environment where people strive from within to achieve customer satisfaction (external & internal) and business excellence with social relevance ". Coupled with its own efforts and determination, Samtel has maintained high standards by virtue of its alliances with world leaders like Mitsubishi Electric Corporation, Japan, Corning Incorporated,USA and Samsung Corning, Korea. The company also lays emphasis on Progressive Human Resource Management, with a strong focus on training and development of personnel.

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Instrumentation limited,kota

Instrumentation Limited (better known as IL) is a Government Of India Enterprise set up in 1964 with the prime objective of attaining self reliance in the field of Control and Automation for process industry. Today IL is manufacturing and supplying state of the art control equipment on turnkey basis to various sector of Industry viz. Power, Steel, Fertilizer, Chemical, Petrochemical, Refineries, Pharmaceutical, Cement, Paper, Textile, Space, and Oil & Gas. IL has its registered and corporate office at Kota in state of Rajasthan. Manufacturing facilities are based at Kota and Palakkad in Kerala State. Flow elements, control valve and actuators are manufactured at Palakkad plant other items are manufactured at Kota plant. ILs manufacturing facilities are accredited with ISO 9001:2008 certification. The marketing network is widely spread all over India having Branch offices in major cities of Delhi, Kolkata, Chennai, Mumbai, Jaipur and Secunderabad and Regional offices at Lucknow, Vadodara for organizing installation and commissioning and related services. Site offices at many project sites are functioning under these regional offices. With over Forty years of experience and a competent and dedicated workforce, IL has mastered all complexities of control system requirement and can lead you through your project, from system design, detailed engineering, manufacturing, testing, system integration, installation, final commissioning to after sales service and customer training. IL has further diversified in the fields of Power electronics; Telecommunications, Railway Signaling systems, Defence electronics, IT enabled Products & services, Power Distribution and Transmission, Off-shore Instrumentation, Security & Surveillance system to have comprehensive range of product and services. The present product handling of the company comprises of sophisticated Digital Distributed Control systems, High Performance Smart Electronic Pressure and Temperature Transmitters, desk/panel mounted controllers, indicators, recorders and other hardware, liquid and gas analyzers, with sample handling and conditioning system, annunciation system, panels, instrument cabinet and racks, Flow elements, Control valves, actuators, power cylinders in addition to Telecommunication systems, IT based applications, Defence electronics, Railway signaling systems, Uninterrupted Power Supply Systems(UPS), Solar Dusk Dawn System(SDDS) etc. IL, after establishing itself as an undisputed leader has crossed the Indian borders to supply equipment on turnkey basis in International markets. IL has supplied instrumentation on turnkey basis to two thermal power stations in Malaysia, supplied instrumentation to Esfahan steel plant in Iran, Hima cement plant in Uganda to name few. A major breakthrough was achieved in export market when IL received large orders from Lisichansk Oil Refinery in the erstwhile USSR for supply of DDC system and other equipment on turnkey basis.

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THE OUTCOMES OF THE STUDY

DSCL is at par with the other organizations of the industry. All of them are following almost the same practices and methods for the recruitment process. The selection process being followed is same as other firms. However we see that the organization does not prefer its internal sources for filling the vacancies. Also we find out that for screening of best candidates only interview and psychometric tests are being used. During the screening the candidates only experience is being looked up at. No campus recruitment is being done for taking up new candidates

THE SUGGESTIONS: 1. The organization should look at internal sources of recruitment also for filling up the vacancies, this not only motivates the employees of the organization but also cuts down the recruitment and selection costs which is beneficial for the organization also. 2. As we saw that only interview and psychometric tests are only being used, written tests should also be introduced this helps in further screening of the candidates. However a case may arise that some candidates may perform well in the test but not in interview or vice-versa may also happen. So this is suggested that while screening the candidates, all kinds of methods should b given some weightage and not only one of the methods b given consideration. 3. Not only experience but education and over all personality should also be looked after while screening the best candidates. 4. Campus recruitment should also be started for recruiting freshers for job positions.

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Best Practices in Recruiting: 2008 ERE Award Winners

By Dr. John Sullivan Apr 7, 2008

One of the challenges in the fast-moving profession of recruiting is how to keep up with the latest evolutions in best practices at the best firms. Fortunately, its a little easier to learn about the emerging benchmark best practices as a result of ERE Medias Recruiting Excellence Awards, which honor the most strategic and innovative global recruiting practices developed throughout the year.

The awards banquet, which usually kicks off the Spring Expo, was an excellent start to the event that has become the pinnacle meeting point for the best and brightest in the profession. This year, more than 1,100 recruiting professionals and vendors descended upon San Diego, California to learn about organizations those are breaking new ground by becoming more businesslike and analytical.

This years Expo added even more opportunities to learn from those organizations honored, as the agenda included a new panel discussion featuring selected honorees discussing their organizations award-winnings efforts. In addition, previous award winners, such as Michael McNeal, Dan Hilbert, Michael Homula, and Expo chair Trudy Knoepke-Campbell (all of whom have since become icons in the recruiting profession), were on-hand to chat with attendees.

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As someone who tracks HR best practices (as well as serves as a judge in the awards process), I am privileged to be able to share my assessment of their innovative approaches and groundbreaking results.

Best Diversity Program: Sodexo A leading provider of food and facilities management services, Sodexo has worked hard over the past few years to excel in all areas of recruiting and talent management, and its work with regards to attracting, developing, and retaining diverse talent is the best Ive ever seen anywhere in the world. Whatever you are doing to promote diversity pales in comparison to the Sodexo approach, which combines extensive metrics with significant rewards for managers and executives in order to produce results. Some highlights that led Sodexo to win the diversity award this year include: Sodexo developed the Diversity Index Scorecard. The scorecard contains both quantitative and qualitative measures (qualitative measures look at behaviors that lead to building diversity, while quantitative measures focus on enumerating talent acquisition, development, and retention activities that drive diversity, including promotions). Ninety-one percent of candidate slates included interviews with diverse individuals. The scorecard tied 10-15% of the manager bonus to diversity scorecard outcomes, and it embedded diversity in the performance appraisal, which determines merit increases. The scorecard tied 25% of the executive bonus to diversity scorecard outcomes. It set diversity and inclusion as one of the companys six strategic goals. Sodexo coordinated diversity initiatives across hiring, development, promotion, and retention.

It created a recruiter incentive system that provides rewards for diversity results. Sodexo established a separate diversity sourcing strategy.

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The results include a 38% increase in qualified ethnically/racially diverse candidates and a 32% increase in qualified female candidates.

Best Retention Program: AIMCO

The work done by the recruiting team at AIMCO can only be described as breathtaking. Its dollarization of HR results, forward-looking predictive metrics, and general businesslike approach make even the iconic Google look like a has-been. I have researched AIMCOs approach to HR, and I find it to be the one that everyone should emulate. Some elements of its approach to retention that demonstrate its advanced thinking are: The company implemented a chargeback model, in which internal HR services must be competitive and effective in order to be utilized by managers. It established an extensive analytical framework to identify and predict turnover trends AIMCO correlated turnover to Controllable Operating Net Income (CNOI) in order to demonstrate to managers that managing turnover is a significant contributor to meeting budget goals. Related findings include:

Properties could expect to gain an average of over $16,000 in CNOI improvement per retained employee. Properties with less than 25% annualized turnover could expect 60% higher CNOI performance versus those with greater turnover. Salary waste alone can account for up to 3% of a propertys annual CNOI. On average, for every Community Manager who exits the company, eight additional employees will leave that property before it normalizes its operations.

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Every 1% increase in retention is equivalent to over $403,000 in recruiting and training costs, salary waste, and operational performance. It launched EE surveys at all stages of the employee lifecycle in order to collect information on turnover drivers and to drive predictive modeling efforts. For some jobs, it has reduced the time-to-fill by 10 days down to an amazing 20-day period by anticipating future needs and starting the recruitment process before an actual requisition is issued. AIMCO created an online card game for employees that assesses what is important to them individually and determines whether or not those preferences are strengths or weaknesses of their current jobs. A report is provided at the end of the game that provides each employee with an individualized action plan to drive engagement, productivity, and retention. (This innovative approach for identifying what motivates each individual employee in order to improve his or her productivity and retention is the best that Ive seen anywhere in the world.)

It developed a retention toolkit for managers.

The company-integrated retention-goal planning into each managers performance goals.

AIMCO measures turnover eight different ways, including: Pre-productive turnover (its concept of demonstrating salary waste when losing an employee is an excellent example of dollarization). Working with the COO, it helps determine the point in an employees career when he or she begins to make a positive ROI. Individuals who leave before that point cost the firm and cause salary waste. Short-term turnover probability (predicting whos at risk and where turnover is likely to occur is something that few firms have even attempted).

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Most Innovative Employee Referral Program: AmTrust Bank Clearly AmTrust Bank has demonstrated that a relatively small financial institution headquartered in Ohio can do some world-class work. Up to 78% of its hires come from employee referrals, which has allowed the bank to both reduce agency fees from 21% of budgeted recruiting expense down to about 3% and to avoid spending money on newspaper ads. The bank has found that these referral hires have no negative impact on diversity while excelling in on-the-job performance and retention.

Some compelling program features and results include:

AmTrust Bank created the LINX referral program in 2006, which deputizes all employees to play key roles in recruiting. Its service level agreements guarantee response to all referrals within three business days. (I have found that responsiveness is the number one factor in successful employer referral programs.) It correlated turnover by department to staffing concentration by source. When ERP was revealed to produce lower turnover, it focused the sourcing strategy on referrals, which not only saved money, but drove company-wide turnover down by 18%. (Its also important to correlate hiring sources with on-the-job performance in order to make your workforce more productive.) The company created an Employee Referral Advocate position solely dedicated to managing the program, which serves as the central point of contact for all employees and referrals. Referrals and referring employees are updated with quality feedback following each stage of the process. (Individual feedback to individual employees who make weak referrals is far superior to implementing onerous program rules.)

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Every company employee is provided with employer referral cards. But its program has an innovative element that randomly stops employees and asks them to produce a referral card. If they do, they are given a $50 reward for carrying them around. Leveraged monthly prize contests drive program participation. Total recruiting program savings total more than $500,000. AmTrust Bank established referral relationships with local diversity organizations to drive uptick in bilingual candidates. Program introduction is embedded in new-hire orientation. Referral bonuses are paid within 30 days of a candidate starting. The standard bonus is $500, although some hot jobs can receive up to $2,000. Recruiting Department of the Year: Intuit Once again, Michael McNeal has put together an outstanding team that continues to innovate, especially in the areas of workforce planning and statistical modeling.

Highlights of his teams recent efforts include:

It created an analyst position to develop predictive models that have been up to 98% accurate. The company centralized the sourcing function with its business unit, which aligned recruiters and program management teams with employment branding, employee referral, diversity, early-career talent pool, internal and external networking, candidate experience, and Internet sourcing.

The separate Talent Acquisition Logistics team owns the post-hire, pre-start timeline to ensure new hires transition from candidates to employees smoothly. (Its broad view of the candidate experience lifecycle is the model to follow.)
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It established a talent acquisition planning model in which unit-aligned recruiters help managers determine what type of talent will best meet their operational needs. During this process, managers have access to workforce information regarding compensation, talent pools, diversity, alumni rehiring, referrals, and internal mobility.

Talent Acquisition (TA) created a customized database that they call the Bat Computer. Just as the Bat mobile allows Batman to respond quickly and save the day, the TA Bat Computer has drastically increased their productivity and efficiency. The tool takes information from their Applicant Tracking System (ATS), budget forecasts and actual, hiring forecast and trend data, and other information to address business goals. This tool allows them to monitor TA performance, recruiter productivity, and candidate generation strategy performance, and highlight best practices immediately.

The results are reflected in its recent employee survey, which shows that overall employee satisfaction at Intuit is 4% higher than Sirotas best-in-class rankings. For the seventh consecutive year, Intuit has ranked on Fortune magazines list of 100 Best Companies to Work For in the U.S. Since 2005, its revenue per employee has increased. It is also spending less money to fill vacancies from voluntary and involuntary attrition.

Best College Recruiting Program: Ernst & Young Ernst & Young (E&Y) once again demonstrates its leadership within its industry by updating one of the largest college recruiting programs (over 5,000 hires per year). By treating campuses like business clients, it has produced significant results.

Highlights of recent innovations include:

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Its program now touches over 300 business-school campuses in North America. It leverages former interns in their senior year as campus ambassadors. (This is a best practice that everyone should copy.) Ernst & Young used an online video development contest to get current students to write and produce videos starring themselves and talking about what was important to them in a career in professional services. The winning video team won a trip with E&Ys CEO.

The company leverages a campus-centric team approach to ensure strong relationship standards are fostered and maintained. Each campus team is comprised of:
o

A campus coordinating partner, campus recruiter, campus champion (senior manager), and a diversity champion. Additional professionals representing lines of service, geographies, etc also support each team. On average, large schools have teams ranging between 15-20 core members.

E&Y chairman, executive board, and all vice chairs lead campus recruiting efforts by attending faculty conferences and speaking to student groups on site. Each business unit has five strategic goals related to campus recruiting in their balanced scorecards; many business units have now added campus recruiting goals into managers personal development plans.

It established a recruiting strategy that embeds brand building into all student touch points throughout the academic lifecycle. E&Y is the most thorough corporate user of Face book to enable delivery of targeted messaging to students and student groups using a channel/forum that students prefer. Its policy requires that all posts made by students on Face book are responded to within 5 business days.

It holds numerous conferences aimed at attracting diverse college students. Intern to full-time hire conversion rate is more than 90%. E&Y ranked as the #3 most desirable employer among business students according to Universum and #3 on Business Weeks Best Places to Launch a Career list. It has also been named to Fortunes Best Companies to Work For list 10 years in a row.

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It reengineered its campus careers website to support a segmented-by-invitation application model (students who receive an invitation to apply are redirected to a customized online application). Highlights of its careers site include:
o o

It has vanity URLs for each major campus. There is a Picture Yourself tool that lets students see where in E&Y their majors and personal interests could take them, complete with real video interviews of people in those roles. The E&Y 360 lets students see day-in-the-life scenarios of actual employees. The website was rated #8 on Universums Most Impressive Overall ranking of employment websites among undergraduate students. Its careers site now accounts for 60% of all EY.com traffic.

o o

Best Employer Brand: Ernst & Young E&Y also won the award for the best employer brand, demonstrating once again that organizations with a strong heritage and conservative business standards can excel at innovation when the business demands it. Highlights of its approach to employment branding include:

Its brand is based on three pillars: inclusiveness, flexibility, and continuous learning/development. There are monthly e-mail opt-in news blasts. Its extensive Face book profile, group, and messaging allow students to dialogue with one another and current E&Y employees about careers in professional services. The Face book profile is refreshed weekly with new content. There is extensive leveraging of the business press and PR to position E&Y as a progressive employer capable of launching a phenomenal career. It built a culture campaign featuring stories of E&Y employees that replaced stale corporate policies. The stories were chosen to emphasize the people first culture elements once defined by policies.
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E&Y participates in corporate recognition contests like Fortune magazines 100 Best Companies to Work For ranking, in which E&Y is the only Big Four company and one of a tiny handful of companies overall to be ranked consecutively for 10 years.

Notice its recruiting stats regarding boomerangs: 24% of all managers and senior managers; 40% return within one year and 29% within 1-3 years. Plus 27% of professional hires come from employee referrals.

Its world-class alumni program features a dedicated website, monthly newsletter, and a series of national, regional, and local events.

Most Effective Use of Staffing Metrics: Wipro Around the globe, Wipro is cementing its position as one of the largest and most successful IT service and business process outsourcing companies. Once again this year, Wipro demonstrated that when it comes to building world-class business processes, its own HR organization is not exempt. This past year, the Bangalore, India-headquartered Company:

Leveraged risk auditors to associate the benefit/risk of recruiting performance to its bottom line. (Risk analysis is absent from most recruiting departments analytics.) Leveraged in-house quality analysts proficient in Six Sigma, LEAN, and TRIZ to continuously monitor and establish business performance-oriented metrics. Implemented a performance-management model that evaluates staffing function performance both pre- and post-hire. Segmented staffing metrics to focus on actives, passives, seniors, and alumni. Migrated all HR/recruiting data to an enterprise data warehouse, enabling extensive data modeling (predictive, associative, sequential, etc.). Created visual dashboards for all key stakeholders, including third-party vendors.

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Best Corporate Careers Site: KPMG KPMG is another firm that is innovating in a traditionally conservative industry. This year, it focused on revamping its corporate careers site to allow anyone to explore how its education and personal interests relate to opportunities at KPMG. Some highlights of its new approach include:

Employee Career Architecture allows visitors to explore career options with an interactive build your own career path mapping tool. (Interactivity and personalization are critical factors in careers website development.)

A matching majors function allows college students to see what careers at KPMG leverage their majors and vice versa in order to explore what types of courses are required to pursue a career path that interests them at the company.

A quick poll with live results features a periodic question about candidate-job expectations. Visitors who participate can see the results immediately. Its Career Journey video series profiles real KPMG employees ranging in roles from interns to partners. Weekly Web design and content refresh meetings ensure that the site content is always fresh.

Most Strategic Use of Recruiting Technology: TruGreen

The design of this companys process demonstrates deep insight into the future of recruiting, in which statistics and modeling will help firms predict business problems and opportunities utilizing people-related data. When it comes to organizations demonstrating that HR can not only partner but contribute directly to the business, this national landscaping arm of Service Master leads the way. Groundbreaking efforts taken this past year include:

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It architect a Recruiting Decision Support System to enable the recruiting function to answer several key business strategy questions related to talent, such as: Does the talent actually exist in all markets? Within the allocated compensation levels, can the talent be acquired? Will recruiting resources be required to support regional operations?

The system enables TruGreen to proactively and scientifically assess the probability, risks, and strategic impact that hiring will have on planned capital expansion and growth. The system leverages millions of records of procured data on occupations, skills, competencies, wages, and demographics to predict using a single numerical, indexed value for the availability/scarcity of talent pools to meet growth predictions in 229 defined expansion markets.

The predictive model is used to drive all elements of a geographically segmented recruiting strategy.

Final Thoughts

The award recipients highlighted here deserve to be congratulated, and I would like to thank them for pushing the envelope in recruiting and HR. It should be obvious from both the record attendance and the tone of this years Expo that the war for talent is still going strong.

Everyone should also take note that the rate of innovation in recruiting is increasing and that the one overriding trend is that recruiting is becoming more businesslike. More and more recruiting functions are leveraging statistical modeling and heuristics to anticipate and manage future events. This trend means that more and more decisions in recruiting will be made based on data and facts, rather than on intuition and tradition. If youre behind in developing advanced metrics, you will soon be non-competitive.

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BIBLIOGRAPHY
WWW.WIKIPEDIA.COM WWW.DSCL.COM MATERIAL AVAILABLE WITH THE GUIDE

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