Recruitment

 Once an organization identifies its

human resource needs through
employment planning, it can begin the
process of recruiting potential
candidates for actual or anticipated
organizational vacancies.
 Recruiting is the process of discovering
potential candidates for actual or
anticipated organizational vacancies.
What is Recruiting ?
•Successful human resource planning designed to
identify an organizations human resource needs.
•Once these needs are known an organization will do
something to meet them
•Staffing function assume that demand for certain skills,
knowledge and abilities is greater than the current
supply then recruiting is necessary
Recruiting Goals
 To provide information that will attract a
significant pool of qualified candidates
and discourage unqualified ones from
applying.
 Internal Search
Organizations may attempt to develop their own
employees for positions beyond the lowest level. It can
occur though internal search. There are several
advantages of it
» It establishes good public relations
» It builds morale
» It encourages individuals who are ambitious
» It can be good selection because information about the individual
available
» It is less costly
» Those choose knows the organization
» Promotion within can act as training device
INTERNAL RECRUITMENT

When recruitment occurs from existing employees

then it is internal recruitment.

EXTERNAL RECRUITMENT
When recruitment occurs excluding existing
employees then it is external recruitment.
 Some advantages of
internal recruitment
 All information on current
employees can be available

 selection less costly

 positions filled up faster

 Some advantages of internal
recruitment (contd..)
 internal promotion can be
motivator signaling that good
performance are rewarded.
 candidates already familiar with
organization norms etc., which
helps to save time and expenses
for induction
 Disadvantages of Internal
recruitment
 Utilize internal inferior sources while excellent
candidates may be available outside
 Occasionally it is necessary to bring new blood to
broaden current ideas, knowledge and enthusiasm
 In many organizations it is standard practice to open
the new job to compete
 External Searches
 Advertisements – where the advertisement
is placed.
 Blind box advertisement –where there is no
specific identification of the organization
 Job analysis process is the basic source of
information
 Employment Agencies
 Public organization: manpower bureau,
overseas employment services
 Private employment agencies : manpower
recruitment firms
 Management consultants: Manpower
Associates, Report Bangladesh
 Other Forms of Recruitment

 Educational institutions at all levels offer

opportunities for recruitment
 Professional organizations e.g. Engineering
Institute, Institute of Chartered Accountants
 Unsolicited applicants some organization
keep inventories of such applications and call
them as and when necessary
 Referrals and recommendations from other
sources
 Cyberspace or online
 Internet recruitment through websites
 Many companies are having their websites
which become natural source of recruitment
 It can provide detail about the organization
for attracting large number of employees
 Aggressive candidates are also using
internet for their job candidacy
 It is low cost unprecedented source
Some advantages of External
recruitment

 Import new ideas

 Reduce employee training and

development, particularly if they have
been trained elsewhere

 Hiring outsider can indicate a change of

business outlook
 Internal person may not be available
 A journey to best recruitment
 Best recruitment requires some steps to
follow up properly. Some steps should
follow for the best recruitment and selection
process are..
 Advertisement
 Indicating qualification
 Skills
 Competencies
 Other relevant information
 Brief job summary
 nature of jobs
 place of posting
 compensation packages
 Professional references
 Screening Applications
 Based on qualitative or quantitative short listing
 service record should be consulted before short
listing internal candidates.
 consideration may be given for gender/diversity
balance
 screening process may be conducted in accordance
with benchmark (required skills, competencies,
education and experiences) for each position.
 Written test
 must set questions by taking inputs from interview
panel.
 final question should prepare and write out by
trusted person.
 confidentiality must be ensured
 type of questions will depend on the level of
position,
 generally, questions should be on core business,
on management-related issues and job specifies.
 Work Simulations
 verbal or physical activities that replicate
actual work.
 must be specific to job
 Example could be to ask the candidate to
conduct a meeting in a participatory manner
or interact with customer or beneficiaries.
 Interview panel
 may consist of 3 to 5 experience persons.
 have adequate knowledge
 have specific skills and competencies
 at least one woman may participate
 line manager or his/her designate and HRM
representative’s participation is mandatory.
 Practical test or Demonstration
 positions like driver, technicians,
electricians etc required practical test.
 sometimes educational qualification is
considered for better performer.
 Interview
 It generally occurs after written test
 Could be on an individual basis
 or could be with a panel
 a grading system may apply for each
question
 Don’ts
 Interview when worried, upset, ill or under
stress
 Hold the interview in a noisy place
 Keep applicants waiting unnecessarily
 Give the impression of being abrupt or harsh
 Allow outside interruptions
 Seek information you already have
 Panels for future vacancies
 panels of suitable applicants should be
preserved from which future smilar
vacancies can filled which may reduce the
cost of recruitment
Some more recruitement steps are..

 Notifying Unsuccessful Applicants

 Reference Check
 Medical Tests
 Salary negotiation
 Interview Records
 Appointment Letter
Five effects of Bad recruitment
Lacks
Skills to do
the job

Not team
Player Not my job
Problems with syndrome
co/workers
Bad Hire

Part of the
Un-Professional problem
Not the
solution
Five effects of Ideal recruitment
Able &
Suitable

Manageability
&
Willingness
Teamwork
Ideal
Candidate

Professional Problem
Behavior & Solving
Demeanor Abilities
Present recruitment and selection practice (in
Bangladesh):
 Bribe in the name of donation
 Biased recruitment
 Unfair selection
 Quota based recruitment
 Unwillingness to recruit female candidates
 Political recruitment
 Recruitment biased by religion, groups and
ethnic priority
 Not following a standard system
 Recommendation

 Be clear about what you want

 Use a thorough recruitment process
 Advertise carefully
 Interview thoroughly
 Assess appropriately
 Always recruit the right person for the job
 Pre screening may be outsourcing