Assignment

Best Recruitment Practices

Submitted By Deepika Borgaonkar 54 Mayuri Dalvi - 107 MMS - HR

Recruitment
Meaning In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition of recruitment is: It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Definition According to Edwin Flippo, "Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the Organization."

Recruitment Process
Recruitment is a process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. A wellplanned and well-managed recruiting effort will result in high quality applicants, whereas a haphazard and piecemeal effort will result in a mediocre once. Several factors such as external factors like supply an demand unemployment rate, labour markets and political and legal considerations, internal factors like recruiting policy, size, cost of recruiting etc govern the recruiting process. The process comprises of 5 inter related stages: 1. 2. 3. 4. 5. Planning Strategy development Searching Screening Evaluation and control

I Planning The first stage in recruitment process is planning. Planning involves translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the number and the type of applicants to be contacted. Number of contacts: organizations always plan to attract more applicants than they plan to hire. Some of those contacted will be uninterested unqualified or both. Each time a recruitment process is contemplated; one task is to estimate the number of applicants necessary to fill all the vacancies with qualified people. Type of contacts: this refers to the type of people to be informed about the job openings. The types of people depend on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

II Strategy development Once it is known how many and what type of recruits are required, consideration needs to be given to make or buy employees, technical sophistication of recruitment and selection devices, geographic distribution of labour markets comprising job seekers, sources of recruitment, and sequencing the activities in the recruitment process. Make or buy refers to hire less skilled employees ad to invest in training and education programmers or hire skilled professionals. The second decision in strategic relates to the methods used in recruitment and selection. The advent of computers has made it possible for employers to scan national and international applicants qualifications. It has also made possible for job seekers to gain better access. In order to reduce costs, companies look into the national markets for managerial employees, regional or local markets for technical employees, and local markets for clerical and blue-collar employees. The sources for recruitment may be internal or external. The internal sources would be present employees, referrals given by the employees, former employees or previous applicants. Whereas the external sources would be consultants, headhunters, advertisements, employee exchanges, campus recruitment, contractors, displaced persons, radio and television, acquisitions and mergers, competitors, international

recruitment etc. then both the sources of recruitment are evaluated. Both have their own advantages and disadvantages. III Searching Once a recruitment plan and strategy are worked out, the search process can begin. It involves two steps: 1. Source aviation 2. Selling 1. Source Aviation: Typically sources and search methods are activated by issuances of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. If the organisation has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted, and invited for interview. Unsuccessful applicants must be sent letters of regret. Selling The second issue to be addressed in the searching process concerns communication. Here, contacts are tightrope. On tone hand they want as many applications and on the other hand they must resist overselling of their virtues. In selling the organization both message and the media need attention. Selection of medium or media has to be done with lot of care.

2.

IV Screening Screening of applicants can be regarded as an integral part of recruiting process. The selection process will begin after the applicants have been scrutinized and shortlisted. Applications received in response to advertisement are screened and only the eligible applicants are called for interview. The purpose of screening is to remove from the recruiting process, at an early stage those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be taken that potentially good employees are not lost and women and minorities receive full and fair consideration.

In screening, clear job specifications are invaluable. Applications are judged on the basis of their knowledge, skills, abilities, and interests required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interviews and application blanks are used to screen walk ins. Campus recruiters and agency representatives use in interviews and resumes. References checks are also useful in screening. V Evaluation and control Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are Salaries for recruiters Management and professional time spent on preparing job description, job specification, advertisements, agency liaison, and so forth The cost of advertisement and other recruitment methods like agency fees Cost of producing supporting literature Recruitment overheads and administrative expenses Cost of overtime and outsourcing while the vacancies are remain unfilled Cost of recruiting unsuitable candidates for selection process Questions should always be asked as to whether the recruitment methods used are valid and whether the recruitment process itself is valid. Statistical information on the cost of advertisements, time taken for the process etc should be gathered and evaluated. However, exercises seem to be seldom carried out in practice. Evaluation of recruitment process: The recruitment process has the objective of searching for and obtaining applications from job seekers in sufficient numbers and quality. Keeping in mind these objectives, the evaluation might include: Return rate of application sent out Number of suitable candidates for selection Retention and performance of the candidates selected Cost of recruitment process Time lapsed data Comments on image projected Evaluation of recruitment methods:

The evaluation of recruitment methods include: Number of initial inquiries received which resulted in completed application forms. Number of candidates at various stages of the recruitment and selection process, especially those short-listed. Number of candidates recruited Number of candidates retained in the organization after six months.

Recruitment Process Diagram

Methods of Recruitment

Traditional Method
Newspaper Advertisement

Modern method
Linkedin

Employment Agencies

Facebook

Postings at the local

Event Recruiting

Employment Exchange

ESOPs

Employee Referal

Scouting

Hiring Internally

Twitter

Labour Contracts

Re recruitment

Traditional Methods of Recruitment. 1. Newspapers It is one of the oldest methods of connecting with people in their homes, and are still picked up and read by a large segment of the population today. In addition to traditional home delivery papers, most media companies now operate parallel online news sites. Make sure you check if your ad will be posted to both mediums, before you decide if its worth the investment. 2. Postings at the local Employment Office Your local unemployment office will always be filled with people looking for work. Usually operating an extensive candidate database, financial hiring support programs, and supplementary training for struggling applicants, the employment office is a great place to affordably find many types of employees, very quickly. 3. Using Temp Agencies Temporary employment agencies are quite common, and are occasionally their employees only source of income for extended periods of time. Experienced temporary workers can often pick up new tasks very quickly. When employers arent confident what the right applicant for the job will look like, or are only in need of short-term project help, these are a great way to go. 4. Employment Exchanges There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-adays recruitment in government agencies has become compulsory through employment exchange. 5. Hiring Internally Hiring internally is a time-tested way to ensure you have the right person for the job, and is also probably one of the easiest. You and your team already personally know the people who work at your company, and you know their work history and performance. Making a decision can be difficult, and hiring internally can cause problems, but the savings in recruiting and training costs can be significant.

6. Labour Contractors These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern.

7. Employee referrals were and continue to be used frequently. Theyre still the best way to get quality applicants. However, now the practice of encouraging employee referrals has become more refined (and often digital) and more formal programs are often built into human resources practices. Modern Techniques of Recruitment One of the bigger game changers in recruiting in the past ten years is the advent of the social media where companies are now engaging and being engaged with the public. If used well, eRecruiting can be a very cost and time-effective method of hiring. There are many sites catering to a range of industries and professions, but for now lets look at the three of the most popular sites: LinkedIn, Facebook, and Twitter. Modern recruiting Model is a new-age solution designed to overcome problems in traditional recruitment approaches like demand prediction, and critical skill-set supply. Knowledge Based Recruitment Method E-Recruitment / Online Recruitment Method Concepts involved in Modern Recruitments Scouting Re -Recruitment Event Recruitment EOSP Networking

The Knowledge-Based Recruiting Method The way that this method of recruiting works is that together, both the client and the recruiting company define the anticipated skill-set requirements over a period of time; say a twelvemonth period. Once this has been established, a minimum rate of ongoing recruiting activity can be agreed upon. From this activity, candidates who become available immediately will be hired on an ongoing basis. Candidates who are potentially interested in making a move, but are not available immediately, can be tracked until they are available. In addition, all information pertaining to recruiting sites is captured and entered into the knowledge database. The process requires continuous monitoring of both the long-term and short-term needs of the client and, whenever necessary, redirecting both the amount and focus of the recruiting effort in line with the clients changing needs. In other words, knowledge-based recruiting is an ongoing, flexible retained search that allows for a rapid response to the needs of the organization. Knowledge-based recruiting is targeted search, taken to a new level of client relationship. It is a client-directed, continuous, yet flexible recruiting initiative designed to overcome the problems of critical skill shortage or sustained growth. It means that we do not have to re -invent the wheel every time a new opening occurs. It delivers a better quality of candidate, better value for-money, and better time-to hire periods. It is based on a mutual agreement between client and recruiting firm to invest in a long-term strategic relationship. The philosophy behind knowledge-based recruiting is that all information gleaned from a recruiting activity should be stored for use at a later date. In other words, Recruiting is viewed as not only a short-term process- to fill todays position now -but as an opportunity to build a database of knowledge which will result in rapid future hires. Knowledge-based recruiting is based on the concept of sharing Information and updating information on an ongoing basis, in order to continuously build a pool of talent. The database which is generated contains information pertaining not just to target candidates, but also to target sites identified by location, product, or technology. E-Recruitment / Online Recruitment Method: The buzzword and the latest trends in recruitment is the E-Recruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job website like naukri.com, the organizations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CV.s in worldwide web, which can be drawn by prospective employees depending upon their requirements

Flow of E- Recruitment Resume Bank portals: i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization. Creating a complete online recruitment/application section in the companys own website Companies have added an application system to its website, where the passive job seekers can submit their resumes into the database of the organization for consideration in future, as and when the roles become available. Resume Scanners: Resume scanner is one major benefit provided by the job portals to the organizations. It enables the employees to screen and filter the resumes through pre-defined criterias and requirements. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the passers-by applicants. Online recruitment helps the organizations to automate the recruitment process, save their time and costs on recruitments. Online recruitment giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage. E-recruitment should be incorporated into the overall recruitment strategy of the organization. A well defined and structured applicant tracking system should be integrated and the system should have a back-end support. Along with the back-office support a comprehensive website to receive and process job applications (through direct or online advertising) should be developed. Therefore, to conclude, it can be said that e-recruitment is the Evolving face of recruitment. Concepts in Modern Recruitment Methods 1. Scouting: Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates. 2. ESOPs: Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmed (ESOPs)

3. Body shopping is also known as employee leasing activity. 4. Event Recruiting: Sponsoring events where the candidates you are seeking attend to. By giving a presentation and advertising your company in a way which will attract the candidates and letting them know that your company knows what the participants are looking for, you can bring in the most suitable candidates which you might consider hiring. 5. Re-Recruiting: When you.re most qualified or experienced staff leave the company let them know that they.re welcome back. The reasons they leave maybe for a change of location, a new challenge or higher pay which you cant afford at the moment. But if they are not satisfied at the new place, theyll always appreciate the old one. This can also reduce on training cost and time which you might have to spend for a newly hired employee. This of course cannot be applied to all employees. 6. Networking: This is a very good job finding technique and is usually carried out by most HR professionals. Relevant and sustained relationships over a period of time can help the HR professionals in networking with their colleagues to acquire resources from different fields. Different sources of Networking are as follows. 7. LinkedIn has really grown in popularity and usage over the past few years and is poised for more growth. The biggest fans of LinkedIn are even predicting that this medium will be the future of recruiting. The reason LinkedIn has become such a recruitment staple is that it is replacing and drastically redefining the traditional employee database. LinkedIn has members from the largest companies in the world across 130 different industries and over 100,000 recruiters. LinkedIn allows employers and recruiters to tap into the large passive job seeker pool like nothing else can. While is it easy to engage with active job seekers, it is much harder to find channels of communication with those not actively looking for a job. Referrals are common and encouraged, and as such, LinkedIn provides a new channel for employee referrals. Because its easy to keep in contact with current or past employers and colleagues, LinkedIn allows people to make connections with mentors and others in a similar profession; these connections can be authentic and valuable. 8. Facebook is more commonly used for social and personal purposes, but can also be a valuable tool when it comes to recruiting. Out of the social networking sites, Facebook has the biggest reach by far. With a Facebook presence, an organization as the ability to connect with more people and show their employer brand. You can use your current employees to send out posts on job advertisements for your website that will attract traffic from their friends and acquaintances. You can build fans and engage closely with your following.

9. Twitter can be used in a similar fashion as Facebook, to identify and engage closely with your following, announce job openings, and drive traffic to your website. Twitter also boasts an enormous reach and it is free! Recruiters seem to be on two sides of the Twitter coin: some are embracing it, while some are writing it off as just a young persons medium. As a new tool for recruiting, we are only just starting to see the potential of Twitter.

Innovative recruitment practices in modern recruitment practices

Sending of SMS E.g.: Converges provide individuals an easy option to send their application by simply texting the word APPLY to a specific number and in turn receives a reply from the organization to proceed with the application process. Video / Visual Networks Nowadays, Companies also using Online Video channels like You tube, Google Video portal Job Fairs, Job Application Banners, Pamphlets, Hoardings, Advertisement in Public transport by using visual and audio aids. Advertisement through public address system: Radio, Television. Even though advertising in the media still remains a powerful source in attracting candidates, pioneers in the field say that the most suitable, qualified and talented candidates arent even looking. So approaching this set of candidates should be done after careful observations and by being attractive and making the candidates want to join your organization for his or her career growth.

Modern recruitment metrics

The recruiter of today has to move from being transaction ally driven to relationship-driven. Recruiters are now sales professionals responsible for prospecting, building relationships, and advancing the sale. This function change requires the metrics associated with success of todays recruiter to change as well. Although the following is not an all-inclusive list, the following six metrics are examples of metrics that drive the right results and create the necessary behaviors needed to achieve these results.

Performance/Quality of Hire: Data is driven by performance appraisal ratings and/or production 6 to 12 months into the new employees job as compared to their peers. Quality should be the first and most important recruiting metric. Since there is no formula for determining quality, recruiters and the hiring managers should define the standards for quality before recruiting. Quality of hire can be accessed through a simple survey that lists each criterion separately and asks the manager how the employee meets each standard on a scale of 1 to 5. New hire quality can also be tracked through formal performance evaluations, production reports, etc. A survey reported in Staffing.org.s Recruitment Metrics and Performance Benchmark Report found that the more regularly recruiting professionals measure new hire quality in an organization, the more satisfied hiring managers are with new hire quality. Manager Satisfaction: Data is driven by the percentage of managers who are satisfied with the hiring process and the candidates. This metric provides important, easily tracked data to determine a hiring managers preferences before recruiting begins, and then to evaluate staffing performance post-hire. Effective recruiting organizations rely on customer feedback to be successful. However, customer satisfaction should never be viewed as a stand-alone metric because it can be misleading. Source of Hire: Data is driven by the percentage of new hires from each defined candidate source. Data is also driven by the percentage of hires per source, with highest on-the-job performance and tenure rates. Tracking source of data information allows management to better understand the quality of their sourcing Strategy. This metric also helps recruiting managers see sourcing channels in terms of outcomes, not just sheer numbers. Referral Rates: Data is driven by the percentage of hires from referrals generated by the recruiter. Referral programs are most commonly focused on generating referrals from the greater employee population. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios. Candidate Satisfaction: Data is driven by the percentage of new hires who are satisfied with the hiring process as judged by a candidate survey. Candidate satisfaction surveys drive recruiting organizations to have a greater focus on the quality of service provided to each candidate, which has a positive impact on the brand positioning/employment branding of the company. Additional candidate metrics may also be valuable from candidates who were not selected, and candidates who declined offers. These last two groups are often overlooked, but they can provide valuable information about your recruiting operations.

Pipeline Development: Data is driven by the number of potential candidates the recruiter has developed relationships with for key strategic positions. Data is managed through an effective CRM system. Similar to tracking pipeline development of sales professionals, measuring recruiter-developed candidate pipelines can have a dramatic improvement on time-to-fill (candidates are already in process for commonly needed positions), cost-per-hire (pipeline candidates have no additional cost associated with placing them), and quality of hire. Companies can decrease their time to fill and decrease their cost per hire, but if they can increase their quality of hire and quality of service, the entire game changes. Better employees translate into higher performance, more revenue, and higher profits. By using the right metrics you will encourage recruiters to focus their behaviors on the causes and not the symptoms of recruitment success. The combination of having the right recruiter with the right measurements will lead each recruiter to focus on finding the right candidate

Advantages from Modern Recruitment Procedures: Structure and systematically organize the entire recruitment processes. Facilitates faster, unbiased, accurate and reliable processing of applications from various applications. Helps to reduce the time-per-hire and cost-per-hire. Helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process. Maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes. Provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker. Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI. Helps to communicate and create healthy relationships with the candidates through the entire recruitment process.

12 Best Practices followed by Companies

1. Valeros business-case model. Using basic statistical regression models, the recruiting function identified the gaps between what the businesses would need to continue operations and what talent they could bring in via their current model. They then converted that gap into a dollar impact and used that result to sell the executive team and the board of directors on the need to invest heavil y in recruiting. Valeros investment in recruiting and talent management has doubled not once but twice as a result of this business-impact business case. The case had such a large impact that the chief executive officer publicly announced that talent management was the firms number one business (not just HR) problem. Another firm that has made a similar excellent business case includes recruiting powerhouse Google. 2. MGM Grands employment branding. With the CEOs full involvement and buy-in, this organization has quietly become world class with regards to employment branding. Their approach is comprehensive and has included quantifying the organizations promotion rates, publicly thanking those who have excelled and been promoted via newspaper ads, and publicizing internal contests for chefs and bartenders to extend visibility of performance beyond job titles and send a message that opportunities are open to all within the organization. In addition to winning numerous awards for being a top place to work, the Director of Branding has developed a compelling stories inventory for use in spreading differentiated stories about the excellent management practices. She convinced the executive team to become more visible both inside and outside the organization by speaking at conferences and universities and having everyone on the executive team write a blog to keep employees informed and enable them to tell their story in a genuine way. 3. The U.S. Armys use of video games for recruiting. Although many of their recruiting practices are dated, theres no one that even comes close to them in recruiting using video games. The strategy is great because many of the individuals they seek to recruit are avid gamers. By providing an exciting job preview or simulation, they are informing and exciting potential recruits. They are not only the best, but they are also the only large organization that has used simulations to both recruit and to train employees. They even added a little tongue-in-cheek by incorporating a virtual recruiting station within the game. Truly visionary. 4. Googles employment branding. Recently, a major survey by BusinessWeek noted that Google was the number two choice among college students as a place to begin their career. This is an amazing accomplishment for any firm and unprecedented for a firm less than five years old. All of the brand recognition around Google has been developed without employing any of the formal advertising approaches that many other firms rely upon. While Google does have some outrageous benefits and management practices, what truly establishes their great brand is their ability to get their management practices talked about in such a wide range of media outlets.

5. Booz Allens boomerang recruiting effort. One of the highest-quality sources of hires are boomerangs, or employees who have left your firm and then return. Booz Allen, which is also world class in employment branding and the rapid internal redeployment of current employees, has implemented a special team known as the comeback kids to recruit this type of top talent. Incidentally, Deloitte has also produced world-class results, recruiting as many as one-third of all new hires from boomerangs. That is an amazing statistic. 6. Allianz Lifes service-level agreement. Ive seen dozens of recruiting service-level agreements, but there isnt one that comes close to the comprehensive agreement developed by Allianz (printed in the September Journal of Corporate Recruiting Leadership). It covers in detail not just what recruiting will do, but also what managers are expected to do. 7. Starbucks workforce planning. Most recruiting managers are deathly afraid of metrics and statistics. However, Starbucks Jason Warner has demonstrated through his convergent analysis that recruiting organizations can prepare for the future by identifying statistical correlations between external environmental factors like unemployment rates and the turnover rates of an organizations managers and employees. Its a simple but compelling concept. Doesnt it make sense that as fewer people are unemployed, others realize that there is less competition and begin a job search? 8. Bank of Americas retreat from outsourcing. Even though every consulting firm on the planet seems to be pushing recruitment outsourcing, Bank of America has chosen to pull back after realizing that outsourcing can negatively affect the quality of applicants and hires, which in turn impacts organizational performance. As an early adopter, they gave outsourced models time to adapt and refined established processes. Ultimately, though, they decided that driving efficiency was not the answer and concluded: Its the quality, stupid. It takes great vision to measure the effectiveness of outsourcing, and even greater courage to drop it when you find its not as fast, cost effective, or focused on quality as you might have hoped. 9. Dells measurement dashboard and superior measure of quality of hire. Less than one in four organizations I encounter use a quality-of-hire measure that is not, for lack of a better characterization, laughable. While Dell is known for employing world-class supply chain analytics, they have recently demonstrated that their great metrics extend throughout the business and into recruiting. By looking at the number of new hires that become top performers within 12 to 18 months, they are hitting the nail right on the head. Great recruiting is not about hiring a large number people or hiring them cheaply; its about hiring individuals who become top performers and who stay with the organization. 10. JP Morgan and the Athletes Alliance for hiring athletes because of their discipline. To say that most college recruiting programs are uppity would be an understatement. They look only at top schools and demand outrageous grade point averages. In addition, they shun athletes and cheerleaders as dumb jocks. But it turns out that athletic competition builds discipline and the willingness to work hard to succeed. These two organizations have realized that individuals with these traits and a history of winning

can carry those behaviors in the business world. Bravo to these companies for bypassing the school name, major, and GPA and instead looking directly at skills, abilities, and a track record of producing under intense competition. Also worth mentioning is Catholic Healthcare West, which has successfully recruited cardiac nurses at craft events by asking their current nurses where they hang out. Cisco started this approach by recruiting at wine festivals in the late 90s. 11. Valeros college recruiting. The recruiting team at Valero has turned college recruiting into a true competitive advantage. They start their recruiting a month before any planned activities from their competitors, court potential recruits by transporting them in style to corporate headquarters during the academic year, and use grad assistants to identify top talent without having to visit campuses. The numerous practices they combine to create their approach deliver unprecedented success. A close second to Valeros effort is Googles brilliant program for recruiting current students to distribute pizza during final exams and using cookies to identify and change their homepage to recruit individuals at target schools. 12. World-class corporate recruiting websites. Unfortunately, the ERE event reminded me that these websites are all bad, most to the point of embarrassment. When will companies realize that whatever employment branding or advertising you do is instantly lost when 70% of your applicants judge the credibility of what you said based on what they find on your website? Without exception, candidates find dated material, dinosaur technology, and copy thats about as exciting as reading an accounting textbook. When will corporate websites customize the information based on the person visiting and include exciting profiles, interesting job descriptions, wow graphics, and specific information that address each of the criteria that top applicants use to select an employer?

A CASE STUDY: Recruitment methods used by BHEL

The two categories of internal sources including a review of the present employees and nomination of the candidates by employees. Internal sources The company suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the plant where an employees best suitable improve the morale along with solving recruitment problems. These measures can be taken effectively if we established job families through job analysis programmed combining together similar jobs demanding similar employee characteristics. Again, employee can be requested to suggest promising candidates. Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management. Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used effectively if the number of vacancies is not very large, adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion. EXTERNAL SOURCES OF RECRUITMENT An external source of Recruitment is considered from the combination of the following options: CONSULTANT Consultant is given the requirement specifying qualifications, experience and all other necessary details. In consultant they consider the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. The company has developed in large cities in the form of consultancy services. Usually this company facilitates recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not merely bring an employer and an employee together but computerize lists of available talents, utilizing testing to classify and used advanced techniques of vocational guidance for effective placement purposes.

Educational and technical institutes also form an effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and universities commerce and management departments by recruiters for positions in sales, accounting, finance, personnel and production. These students are recruited as management trainees and then placed in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive. Indeed, this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provide specialized employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed in operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity.

The enterprise depends to some extent upon casual labouror"applicant at the gate" and mail applicants. The candidates may appear personally at the companys employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company finds that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening. Despite these limitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for good public relations and accordingly, the candidates visiting the company must be received cordially.

In several trades, they supply skilled labour in sufficient numbers. They also determine the order in which employees are to be recruited in the organization. In industries where they do not take active parting recruitment, they make it a point the employees laid off are given preference in recruitment. All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the Advertisement" file. In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attract employees of competitors looking for a change or good prospectus for employment, utilize women, older workers and physically handicapped for specific positions where they are best suitable, and use the "situation wanted" advertisement in newspapers.