Course Code: HRM901

Course Title: Human Resource Management for line

Managers
Academic Task no.: CA2
Academic Task Title: A Report Based on Recruitment
Process of Any Position of an Organization
Student’s Reg No.: 1. 11702724 (Soumalya Maity)
2. 11707964 (Himanshu Kumar)
3. 11716167 (Nafees Alam)
4. 11715529 (Shubham Yadav)
5. 11710162 (Sachin Purohit)
Group: 3
Section: MOE12

Submitted to: Dr. Rupesh Rajak

Introduction :
Recruitment is a process of finding and attracting the potential resources
for filling up the vacant positions in an organization. It sources the
candidates with the abilities and attitude, which are required for achieving
the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing
the job requirements, reviewing applications, screening, shortlisting and
selecting the right candidate.
To increase the efficiency of hiring, it is recommended that the HR team of
an organization follows the five best practices. These five practices ensure
successful recruitment without any interruptions. In addition, these
practices also ensure consistency and compliance in the recruitment
process.
Importance of Recruitment

Recruitment is one of the most fundamental activities of the HR team. If the

recruitment process is efficient, then
 The organization gets happier and more productive employees
 Attrition rate reduces.
 It builds a good workplace environment with good employee
relationships.
 It results in overall growth of the organization.
Here is a list that shows the purpose and importance of Recruitment in an
organization −
 It determines the current and future job requirement.
 It increases the pool of job at the minimal cost.
 It helps in increasing the success rate of selecting the right
candidates.
 It helps in reducing the probability of short term employments.
 It meets the organization’s social and legal obligations with regards to
the work force.
 It helps in identifying the job applicants and selecting the appropriate
resources.
 It helps in increasing organizational effectives for a short and long
term.
 It helps in evaluating the effectiveness of the various recruitment
techniques.
 It attracts and encourages the applicants to apply for the vacancies in
an organization.
 It determines the present futures requirements of the organization
and plan according.
 It links the potential employees with the employers.
 It helps in increasing the success ratio of the selection process of
prospective candidates.
  It helps in creating a talent pool of prospective candidates, which
enables in selecting the right candidates for the right job as per the
organizational needs.

Name of the position of an Organization :

1. Chief Executive Officer(CEO)
2. H.R. Manager
3. Sales Manager

Recruitment Process for the Position :

1. Chief Executive Officer (CEO)
Hiring a CEO is a big task. Finding the perfect candidate to lead a
business takes a lot of work and requires a thorough and robust
recruitment process in order to get it right. Whilst many organisations work
with recruitment agencies to help find candidates, a more prudent approach
to ensure the best possible candidates are found is to engage with a
headhunter.
Standard recruiters gather ad response and search for actively looking
candidates, whereas headhunters conduct a much more detailed research
process and proactively search for the best performing CEOs who might
not necessarily be actively looking for a new role.
To hire the best candidate, it’s important to understand the key stages of
the hiring process and how this may differ from the typical recruitment
process for less senior roles.

The 6 Key Stages of Hiring the Best CEO

Identifying the Need
The process of hiring a CEO starts with identifying the need. It’s important
to understand exactly what the business needs from their CEO. This
includes skills, experience, job history, connections, personality, and a
range of other factors. Starting the recruitment process without taking the
time to fully identify the needs of the organisation can result in the wrong
person being hired.
As part of this, it’s also vital to identify the key stakeholders within the
organisation who will play an important role in the recruitment process.
Which stakeholders will be involved at which stage? Which ones will be
undertaking the interviewing and crucially, which one(s) will make the
ultimate decision on who to appoint? This will help any external headhunter
ensure they keep the relevant people informed along the way as well as
booking out time in the relevant people’s diaries for interviews.
Conducting Research
Once the need has been established, the next step is determining where to
search. This involves a detailed research process whereby the headhunter
pinpoints which sectors to target, identifies specific target businesses, and
decides how the search is going to be conducted. Without a solid research
phase, the search process will be unfocused, could end up taking a lot
longer than expected and is unlikely to identify all of the suitable
candidates.
Approaching Candidates
After deciding who to target, the candidates need to be approached.
Having the correct approach is absolutely vital in getting candidates’
attention and should consist of key questions and criteria, as well as the
main selling points of the opportunity.
This latter point is often underestimated, and it must be remembered that
recruiting for any role is a two-way process. The candidate must be right for
the organisation, but the organisation must also be right for the candidate.
As a result, understanding the appeal of the organisation and the
opportunity at hand is key to capturing the attention of the best candidates.
The top-performing CEOs will receive offers on a regular basis, so
organisations need to stand out and offer an exciting opportunity that no
other business can.
This can be a lengthy and time-consuming process at a senior level
involving multiple calls and meetings to get the best candidates on the
hook, but this is where the expertise of headhunters is vital.
Screening Candidates and Establishing a Shortlist
After candidates have been approached, it’s important to conduct a
screening process in order to confirm and ensure that they’re the right
quality and have all the right skills. This will help narrow down a lengthy list
of candidates to a shortlist of the strongest prospects by identifying which
ones have the right experience and are likely to fit with the culture of the
organisation.
The CEO screening process will vary depending on the recruiting
organisation, but due to the importance of a CEO position, there is an in-
depth due diligence exercise undertaken at both this stage and once the
preferred candidate has been chosen.
Detailed press and social media searches are performed to ensure they
have not had any negative coverage and they have no history which might
bring the recruiting organisation into disrepute. In addition, where possible
and subject to confidentiality, references are acquired on a 360 basis – so
the candidate’s boss, subordinates and any non-executive directors they
may have worked with.
There will also be an initial screening interview undertaken face-to-face by
the headhunter to get a better impression of the candidate and compile the
strongest possible shortlist.
In addition, a detailed psychometric and personality profile will be
undertaken at this stage. These assessments play a significant role in
ensuring the candidate will have the right cultural fit and leadership
qualities for the organisation. All top headhunting firms will include full
psychometric profiling as a standard part of their process.
Conducting Final Interviews
Once candidates are shortlisted, the final stage interview will take place.
Due to the business-critical nature of the CEO role, it’s vital to have a
stringent set of competency-based questions that will enable a candidate to
provide clear examples of their skill set. This will also allow the hiring
organisation to easily compare and score candidates.
Once a preferred candidate has been identified, further due diligence is
undertaken. With the candidate’s consent, a full identity check and director
search is performed which will include checking for any form of criminal
record, as well as past and present directorships to ascertain any
disqualifications. A detailed credit check to ensure they don’t have any
bankruptcies or financial issues is completed in addition to confirming they
have achieved any relevant qualifications.
Making the Decision
When the final interview stage is completed, it’s time to decide who the
best candidate is and make an appropriate offer. It’s crucial to ensure all
the relevant people are involved and providing as much input as possible to
ensure the right person is hired. All stakeholders must be confident in the
candidate’s suitability for the CEO role. Final references will also be taken
once the candidate has accepted the offer.

2. H.R. Manager
During the hiring process, a human resources manager will use the
following steps to determine the best possible fit for the job:
 Review job applications.
 Test candidates.
 Interview selected candidates.
 Choose candidates based on pre-determined selection criteria.
 Perform background and reference checks
 Send selected candidates for a health check

3. Sales Manager
Create job description: Seems simple but in many small businesses
job descriptions are based on who is hired instead of hiring to the job
needed to be done.
Develop a Sales Profile Template: Sales success at other
companies or industries is not necessarily a sure fire indicator a person
will be successful with yours. A quality full person assessment that is
geared toward sales is worth it’s weight in gold. Creating a template that
 is geared toward your company culture and position takes personality
assessments to the next level.
Create an advertisement for position: Be specific, share
compensation range and don’t by shy about your companies desirable
qualities. Good people are looking for good places to work not just any
job or pay scale. Sure money is important but the environment will
attract good people more than you are aware of.
Place the advertisement: You might want to run a couple of
weeks. If you get flooded the first week you can cut it back.
Use your employees to search: Make sure all employees get a copy
of job description and allow them to search. Paying a spiff is not a bad
idea. I suggest half on hire and half after 90 days.
Receive resumes: (don’t interview until you are done receiving
resumes). Review resumes to eliminate obvious mismatches
Conduct phone interviews: Always a good call to get a sense of
person before going face to face. This is also a time you can answer any
question marks you found on their resumes.
Schedule interviews: (hopefully 4-8 candidates)
Prepare interview questions: If you want to make a good impression
be prepared. You should have a set a questions you will ask each
candidate as well as specific questions for each based on their resume.
Conduct interviews: If you are team oriented involve teammates in
interview process. Make sure they understand legalities and coach them
on areas you want them to focus on.
Sales Profiles: Ask finalist (2-4) to complete a Sales Profile you will
compare to your template created in step 2. Review profiles and prepare
questions and strategy for your final interviews: The Sales Profile will
also furnish questions for you to ask during your interview process.
Conduct final interviews: Give candidates information on how they
will be contacted when interview complete.
Make selection and draft an offer letter: The offer letter explains when
they would start, compensation and benefit details.
 Call candidate and make verbal offer: If they accept have them
come in next day to sign offer letter and get things rolling. Contact all those
interviewed and inform them of your decision.

Challenges in recruitment for Chief Executive Officer (CEO) :

5 Challenges of Hiring a New CEO
 You Don't Know Where to Start. If you have never hired a CEO
before, the task can be quite daunting.
 You Don't Know What You're Looking For.
 You Haven't Decided Between Visionary and Manager.
 You're Too Close to the Issue.
 You Don't Have Time for the Transition.

Challenges in recruitment for H.R. Manager :

challenges HR professionals face and how to overcome them
 The need to make a Speedy Hire.
 Not having enough resources.
 Being unable to find the perfect candidate for a certain position. ...
 Understanding and using analytics effectively.
 Finding workers who fit the company culture.

Challenges in recruitment for Sales Manager :

most common and severe challenges that an Inside Sales Manager comes
across:
 Challenge # Hiring & Recruiting Right People.
 Challenge # Training, Development & Coaching.
 Challenge # Retaining Talent.
 Challenge # Enabling Tools & Technologies.
  Challenge # Compensating Employees.
 Challenge #6 Finding Quality Leads.
 Challenge #7 Longer Sales Cycles- Deals Taking Longer to Close.

Training Need Assessment :

How to Conduct a Training Needs Assessment
A training needs assessment identifies individuals' current level of
competency, skill or knowledge in one or more areas and compares
that competency level to the required competency standard
established for their positions or other positions within the
organization. The difference between the current and required
competencies can help determine training needs. Rather than assume
that all employees need training or even the same training,
management can make informed decisions about the best ways to
address competency gaps among individual employees, specific job
categories or groups/teams.
Assessments can be conducted at any time but are often done after
hiring, during performance reviews, when performance improvement is
needed, for career development plans, for succession planning, or
when changes in an organization also involve making necessary
changes to employees' jobs. It is beneficial to perform these
assessments periodically to determine the training needs of an
organization, employees' knowledge and skills, and also training
program effectiveness.
Step 1: Identify the Business Need
A training assessment is the first step to any successful training
program and is also a critical aspect of succession planning. Conducting
this analysis allows an organization to focus its efforts on areas of
training that are necessary for employees to successfully carry out the
organization's goals, make optimum use of the company's training
dollars and motivate employees by contributing to their career
development. The person conducting the training needs assessment
must clearly understand the overall organization and department goals
and priorities, so he or she can properly assess the training options and
identify which training opportunities will contribute most to the overall
success of employees, the business units and the organization as a
whole.
Essentially, why is the organization conducting a training needs
assessment? What is the end result that the employee, manager or
executive team is trying to accomplish? Will training contribute to this
accomplishment? Sometimes training is not the answer. There may be
other organizational issues that would be best addressed through
another means—for example, through job analysis, goal clarification,
reorganizing or realigning a department, or employee engagement.
Step 2: Perform a Gap Analysis
Performing a gap analysis involves assessing the current state of a
department's or employee's performance or skills and comparing this
to the desired level. The difference between the existing state and the
desired state is the gap. There are many different methods for
conducting a gap analysis. The method for identifying the gap will
depend on the organization and the situation. Depending on the
situation, it may be helpful to use one or more gap analysis methods.
Some gap analysis assessment tools are the following:
 HR records. HR records can include accident and safety reports,
job descriptions, job competencies, exit interviews, performance
evaluations and other company records such as production, sales
and cost records. For example, if a department has a dramatic
increase in workplace accidents, then it would be important to
review accident reports as part of the gap analysis prior to
conducting safety training.
 Individual interviews. Individual interviews may be conducted
with employees, supervisors, senior managers and even
sometimes clients/customers or outside vendors. If an
organization is providing safety training, talking with the
employees who not only had the accidents but also witnessed the
accidents would be advisable. In addition, talking to employees
who have never had accidents could be useful in creating a
 training program that includes a standard of safe practices. If the
accidents involved equipment, it may be beneficial to talk to the
vendor that manufactured or serviced the equipment. The
information gathered can identify the gaps that an organization
needs to address. A company and its employees can benefit from
new training opportunities as a result of the training needs
assessment.
 Focus groups. Unlike individual interviews, using focus groups
involves simultaneously questioning a number of individuals
about training needs. Best results occur with a department or
group of employees who have similar training needs. The
participants brainstorm about all the training needs they can think
of and write them on a flip chart. Then each person is provided
perhaps five dots or sticky notes (employers should provide the
number of dots or sticky notes that will work best for the
organization). Each individual places his or her dots or sticky notes
on the training ideas he or she believes are the most important.
An individual could choose to place one dot on five different
items, or all five on one training item.
 Surveys, questionnaires and self-assessments. Surveys generally
use a standardized format and can be done in writing,
electronically or by phone. Depending on the situation, it may be
helpful to conduct surveys with employees as well as with
customers. When conducting a customer service training needs
assessment, employers should ask employees what would help
them provide better customer service. Employers should also
obtain opinions from customers about their experiences with
employees.
  Observations. Sources for observation include a supervisor's
direct observation and input, on-the-job simulations of work
settings, and written work samples.
Step 3: Assess Training Options
The gap analysis generates a list of training options and needs. Now the
list can be assessed based on the goals and priorities of the
organization, both currently and in the future.
A scale of 1 to 3 could be used with number 1 being critical, 2 being
important and 3 being not important at all. Here are factors to consider
when determining if training is a viable option.
 Solution to a problem. For example, an employee has a
performance problem that has clearly been identified as a training
issue. The employee is provided with additional on-the-job
training in which he or she successfully acquires the needed skills.
As a result, the company would have a fully competent employee
who is also meeting the required performance standards.
 Cost. Cost of training is a significant factor that needs to be
weighed in terms of importance. Depending on the situation, the
organization may be willing to invest a significant amount in one
training but not in the others listed due to organizational priorities
and finances. Here is the formula to calculate the total cost of
training:
Number of Employees Trained x Cost of Training = Total Cost of Training
 Return on investment. Return on investment (ROI) is a calculation
showing the value of expenditures related to training and
development. It can also be used to show how long it will take for
these activities to pay for themselves and to provide a return on
investment to the organization.
 Legal compliance. If any of the training needs from the gap
analysis are required legally (i.e., by federal, state or industry
 laws) or to maintain employees' licenses or certifications, then
these trainings would be a high priority.
 Time. Sometimes the amount of time involved to build the
capacity within the organization will affect its operational needs
as it can interfere with the employees' ability to complete other
job duties. In this case, it may be more beneficial to hire the talent
from outside the organization or outsource the task to fill in the
skills gaps. In other cases, like succession planning, the
organization can afford a long-term commitment to building the
capacity from within.
 Remaining competitive. Perhaps there exists minimal
knowledge/competencies in a new product or service that is
negatively affecting company revenue. The employer can provide
the needed training to its employees so that the new product or
service generates or exceeds the desired revenue. In this
situation, the company benefits from the increase in revenue,
therefore outweighing the cost of training.
After all the training needs/options have been assessed, the HR
professional will have a list of training priorities for individual
employees, departments or the organization as a whole.
Step 4: Report Training Needs and Recommend Training Plans
The next step is to report the findings from the training needs
assessment, and make recommendations for short- and long-term
training plans and budgets, starting with the most critical priorities
from the training option list. If there is a timeline for any of the
trainings, such as a deadline to satisfy training obligations for legal
compliance purposes, then they should be budgeted and scheduled
accordingly. The report should include a summary of why and how the
assessment was completed, the methods used and people involved,
and the training recommendations with a general timeline.
Considerations for the report and recommended training plans include:
 What training is already being offered, and should it continue to
be offered?
 Will the training be conducted in-house or externally?
 Does it make sense to bring in a trainer to train several employees
on the same subject matter, rather than send everyone to an off-
site training?
 Does the company have the subject matter expertise within HR,
the training department or another department to conduct the
training?
 Can and should the training be conducted online?
 What is the learning style of the participants?
 Are all participants at one location or multiple locations, or are
they decentralized?