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“ Strategic Recruitment”

Submitted By : PEEARSH SONI Under the guidance of Prof. HARIKRISHNAN KURUP


Executive Summary Why strategic recruitment Meaning of Recruitment; Types of Recruitment needs

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Importance of Recruitment. Recruiting Yield Pyramid..………………………10 Factors Involved in the process of Recruitment……………………………….11 Actual Recruitment Process……………………………………………………….12 Sources of Recruitment & its Advantages & Disadvantages………………..14 Factors affecting Recruitment…..…………………………………………………20 Recent trends in Recruitment……………………..……………………………….25 Recruitment Management System….………….…………………………………37 Recruiting In Telecom SECTOR / Airtel……………………………….…………46 Conclusion , Annexure, References…………………………………….71, 72, 81


EXECUTIVE SUMMARY In the knowledge economy, people, not products, distinguish a company from its competitors. An organization that wants to be a leader must attract most able people in their field across all functions. Thus, Innovative recruiting techniques set winning companies apart from their competitors. The project initially consists of theory explaining Recruitment & Selection in detail. It then covers ‘RPO’ followed by case recruitment practice in the Co. of a telecom sector. Finally, its ended with a recommendations & findings, as to what kind of recruitment practices are likely to be followed in future. The current trend demands a more comprehensive, more strategic perspective to recruit, utilize and conserve valuable human resources. Key findings• Creating a winning employee value proposition. Hence, it should be able to

depict the characteristics of the Co, its values. Hence its policies & procedures which make the employer brand should thus be coherent with the business brand. • o o 4 types of employees : Central Core : Essential managers, professionals & technicians who help Contractual Fringe : Non-essential that need not be retained in-house.

to maintain the organizations culture, knowledge & direction.


o service needs. •

Ancillary Workforce: Temporary & part-time workers, whose highly

flexible status would enable the organization to react quickly to fluctuating skills & Generation Y- Characteristics of this group: Adaptable, innovative &

unthreatened by technology, resilient, talented & committed, impatient, disrespectful, image driven, blunt & skeptical. Recruiting such people requires employers to be honest, lead by example & understand where this Gen Y is coming from. (Generation X – sums people comfortable with technology & fast moving world; • It’s a transaction involving employer & employee, facilitated by the recruiter. Hence, transaction is possible when the demand & supply meet eachother. Thus, Personnel needs to be anticipated while framing the staffing plans. o • • • Eg: Generation X & Y employees : Want more work life balance, prefer flexibility at work & switch more jobs to have a greater palate of experience. Creating a Recruiting Culture i.e. considering it as a part of any strategic business Every term of employment – schedules, location, assignments, coworkers & Rewards V/s Inaction : Best people are put off where poor performance is planning. Eg: Dell gives top priority to its people. more – will be open to negotiations. overlooked upon & hence at times leave the organization. Accordingly, recruitment strategies should stress on such distinct features to stop & rehire top talent. • • • • • future; Sift from traditional need of basic qualification to more of attitudes & behaviour. People with behavioural awareness & flexibility. Finding good people is easy, whats difficult is finding people who can transform. Studies show increased shareholder value on account of excellence in recruitment Shrinking pool of 35- 40 year olds, hence shortage for middle level employees in A combination of technical & leadership skills are sought now.

(In Europe it increased by 1.5%)


• •

Changing relationship between Employer & Employee. Its more like a joint Change in advertisement focus from future job security features to organizational

venture than a mere contract of employment. efficiency. No longer the security of having permanent jobs. As Tom Peter puts up, only 1/3rd of the jobs will be permanent, while rest will be temporary, contract-based, parttime or teleworking roles. • • • • Moving itself generates a pay rise. 9% is by moving as against annual pay rise of 18 Months to 2 ¼ year is the usual pattern after which the employees skip jobs; Using technology extensively in the process reduces hiring time to a great extent Furthermore, when recruitment fails to meet organizational needs for talent, a 3-4% by staying in a same organization;

Eg: Global Successor saved 14 days by using online system; typical response is to raise entry-level pay scales. This can distort traditional wage & salary relationships in the organization, resulting in avoidable consequences. Why Strategic Recruitment Because of the changing times i.e. High attrition rate across sectors, the need for curbing the increasing the training & hiring costs has become critical for the organizations so that it can keep its competitiveness. Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George states, achieving zero percent turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—more money, better benefits, the appearance of a greener pasture- and this has been a practice from the very beginning. Then, what is it that has really changed? The present scenario with abundant opportunities has triggered a wave of employees, perpetually "on the move", forever seeking better opportunities whenever, wherever and however they can. 75 % of the senior executives admit 5

that employee retention is a major concern today, the obvious reason being the 'increasing rate of turnover'. This dynamically changing and volatile demandsupply equation with such erratic attrition trends has need led to organisations device a to focus strategy and cut throat competition on mechanisms pertaining to attracting and

retaining talent. It is an accepted truth that turnover will happen and companies to curb unprecedented turnover from affecting organisational success. Organizations, by focusing on productivity, are realising that it is imperative to hire employees who can do the job and be successful at it & no longer want to just hire to hire. Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent is best described as a combination of abilities and attitudes. The real trick is to match motivated talents to the right role, individually the right and collectively, harnessing

and harmonizing this crucial attribute to achieve the objectives of your company i.e. superior performance. Hence, one of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter formulate strategies for acquiring them i.e. Recruitment. The solution is not just about finding the correct retention mechanisms, but it starts from the very beginning by devising ways to acquire the right people for the right jobs, doing it right the 1st time itself & thus pulling up the bottom line of the Co. “Talented persons are like frogs in a wheelbarrow, which can jump at any point of time when they sense opportunities” RECRUITMENT


Recruitment forms the second stage in the process of procurement function, the first being the human resource planning. It is followed by selection & ceases with the placement of the candidate. Recruitment is the activity that links the employers and the job seekers. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. However, Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Recruitment of candidates is the function preceding the selection, The main objective of the recruitment process is to expedite the selection process. MEANING OF RECRUITMENT According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: • 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 applications from which new employees are selected. • • 1. 2. Process of Attracting the best Qualified individuals to apply for a given Job. Three main stages in recruitment Identify and define the requirements. job descriptions, job specifications Attract the potential employees (No. of Applications to be 7

calculated by using the recruitment pyramid ) 3. Select and employ the appropriate people from the job applicants RECRUITMENT NEEDS ARE OF THREE TYPES: • policy. • • needs. ANTICIPATED: Anticipated needs are those movements in personnel, which an UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected organization can predict by studying trends in internal and external environment. PLANNED i.e. the needs arising from changes in organization and retirement

Purpose & Importance of Recruitment
• • • • • • • • • Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates for Determine present and future requirements of the organization in conjunction Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of Help reduce the probability that job applicants once recruited and selected will Meet the organizations legal and social obligations regarding the composition of Begin identifying and preparing potential job applicants who will be appropriate

the organisation. with its personnel planning and job analysis activities.

visibly under qualified or overqualified job applicants. leave the organization only after a short period of time. its workforce. candidates.


Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.

The Recruiting Yield Pyramid :

Factors involved in the recruitment process 1. • • • • • • • 2. • Characteristics of the job Pay Challenge Job security Chance for promotion Geography Benefits (how much do you know?) Competency required Characteristics of applicants Applicants may decide whether to take a job based on:


• location • 3. • • • • • 4. • • • •

Non-compensatory factors (got to have this in a job) minimum salary, Compensatory characteristics (would like to have this) Recruiting Policies : Sourcing: Internal / External EEO (equal employment opportunity) makes it sure for equal probability Reservations – while recruiting people all the reservations mentioned in Contingency employment – to what post and in what strength one can Encouragement for disabled persons Characteristics of the recruiter Warmth Informativeness (how much do they tell you about job?) Types & techniques of recruitment used How does it differentiate it self from competitors

of selection in terms of gender, race and caste the constitution needs to be taken into account hire temporary employee

Recruitment Process Recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. A general recruitment process is as follows:


Identifying the vacancy: The recruitment process begins with the human

resource department receiving requisitions for recruitment from any department of the company. These contain: • • • •   employees   Advertising the vacancy Short-listing and identifying the prospective employee with required Arranging the interviews with the selected candidates. Conducting the interview and decision making (Planning for employment requirements need to forecast 3 things : Personnel needs, supply side of inside candidates & outside candidates. Forecasting personnel needs can be done by Ratio Analysis, Trend Analysis & Scatter Plot) The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. Posts to be filled Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of

characteristics.  





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EVALUATION OF A RECRUTIMENT PROGRAM • time • – – – – – Successful recruitment program shows No. of successful placements No. of offers made No. of applicants Cost involved Time taken for filling up the position The recruitment policies, sources & methods have to be evaluated from time to


SOURCES OF RECRUITMENT Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

Internal Search


Notice Boards / Circulars

Ex – Employee

Employee Rererrals

External Search

Advertisements Educational institutions Job Portals Employment agencies



1. • • • •

Internal Sources Of Recruitment : Transfers: The employees are transferred from one department to another Promotions: The employees are promoted from one department to another with Upgrading and Demotion : Of present employees according to their performance. Ex-Employee : Retired, Retrenched & ones who had resigned, emay also be re-

according to their efficiency and experience. more benefits and greater responsibility based on efficiency and experience.

recruited in case of shortage of qualified personnel or increase in load of work. It saves


time and costs of the organisations as the people are already aware of the organisational culture and the policies and procedures. • others. Advantages of internal recruitment • • • • • Gives existing employees greater opportunity to advance their careers in the May help to retain staff who might otherwise leave, thus a retention tool Requires a short induction training period, hence reduced costs Employer should know more about the internal candidate's abilities (= a reduced Usually quicker and less expensive than recruiting from outside, time savvy & Dependents & relatives of Deceased / Disabled employees: done by many companies so that the members of the family do not become dependent on the mercy of

business, hence employee loyalty & trust

risk of selecting an inappropriate candidate), reduced risk less expensive. Disadvantages of internal recruitment • • • • Limits the number of potential applicants for a job External candidates might be better suited / qualified for the job Another vacancy will be created that has to be filled Existing staff may feel they have the automatic right to be promoted, whether or

not they are competent & Business resistant to change 2. External Sources of Recruitment: • Press advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.


Educational institutes: Various management institutes, engineering colleges,

medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. • Placement agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) • Employment exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. • Labour contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs. • Unsolicited applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation. • Employee referrals / recommendations: Many organisations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. • Recruitment at factory gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.


External Recruitment : Most businesses engage in external recruitment fairly frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover  1. There are several ways of looking for staff outside the business Employment / recruitment agencies

These businesses specialize in recruitment and selection. Can be open to all sectors or may specialize in specific sectors (e.g., finance, travel, secretarial). They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees. The main advantages with using an agency are the specialist skills they bring and the speed with which they normally provide candidates. They also reduce the administrative burden of recruitment. The cost, is the high agency fees charged - often up to 30% of the first year wages of anyone employed. 2. Headhunters / Recruitment Consultancies

"Upmarket" recruitment agents who provide a more specialized approach to the recruitment of key employees and/or senior management. They tend to "approach" individuals with a good reputation rather than rely on long lists of registered applicants often using privileged industry contacts to draw up a short list. The cost of using a headhunter or recruitment consultant is high. 3. Job centres

Government run agency - good for identifying local candidates for relatively straightforward jobs. The job centre service is free to employers and is most useful for advertising semi-skilled, clerical and manual jobs.


The advantage of these schemes is that government funding lowers the cost of employment. However, relatively few employment requirements are covered by these schemes. 4. Advertising

Probably the most common method. It allows the employer to reach a wider audience. The choice of advertising media (e.g. national newspaper, internet, specialist magazine etc) depends on the requirement for the advert to reach a particular audience and, crucially, the advertising budget. Advertisement characteristics : o o o o o o Accurate - describes the job and its requirements accurately Short - not too long-winded; covers just the important ground Honest - does not make claims about the job or the business that will Positive - gives the potential applicant a positive feel about joining the Relevant - provides details that prospective applicants need to know at Consistent – With all the functions of the business values & brand.

later prove false to applicants business & employer brand the application stage (e.g. is shift-working required; are there any qualifications required)

Choice of medium - What kind of advertising medium should be chosen? The following factors are relevant:  Type of job: senior management jobs merit adverts in the national newspapers and/or specialist management magazines (e.g. the Economist, Business Week). Many semi-skilled jobs need only be advertised locally to attract sufficient good quality candidates  Cost of advertising: National newspapers and television cost significantly more than local newspapers etc


Readership and circulation: how many relevant people does the

medium reach? How frequently (e.g. weekly, monthly, annually!. Is the target audience actually only a small fraction of the total readership or Viewer ship?  Frequency: how often does the business want to advertise the post?

Advantages of external recruitment: These are mainly the opposite of the disadvantages of internal recruitment. The main one being that a wider audience can be reached which increases the chance that the business will be able to recruit the skills it needs.

Revolutionary method  • • •  • Results • month. • • • • Hiring cycle comes down to 45 days (65days). Cost down to 40% Result in more qualified people Low attrition rate Through Friends Programme Attract:100/150 per week & 500,00 in a Friends program’ Prospective employee clicked on the Friends program icon on the they had to fill in a form explained about the work and the company’s culture Internal referral program, Amazing People refer their friends and relatives for a job

company’s website

Internet recruitment


Advancement in technology has caused recruitment and selection process to be E- mails have replaced ordinary post Electronic CVs has speeded the process by optical character recognition Online recruitment sites include job sites, agency sites and different

more fast and easier.   (OCR)  media sites. Factors Affecting Recruitment The recruitment function of the 20rganization20 is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the 20rganization. And the external factors are those factors which cannot be controlled by the 20rganization. The internal and external forces affecting recruitment function of an 20rganization are: FACTORS AFFECTING RECRUITMENT


Internal Factors Affecting Recruitment : The internal forces i.e. the factors which can be controlled by the organisation are: 1. Recruitment policy : The recruitment policy of an organisation specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It states the system to be developed for implementing recruitment programmes & procedures by filling up vacancies with best qualified people. FACTORS AFFECTING RECRUITMENT POLICY • • • • • • Organizational objectives Personnel policies of the organization and its competitors Government policies on reservations Preferred sources of recruitment Need of the organization Recruitment costs and financial implications

In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Creating a suitable, clear & concise recruitment policy is the first step in the efficient & sound hiring process. Components of the recruitment policy • • • • • The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process


• •

The job descriptions The terms and conditions of the employment

Characteristics of a good recruitment policy : • • respect • • • • • • • • • • • • • • Unbiased policy To aid and encourage employees in realizing their full potential Transparent, task oriented and merit based selection Weightage during selection given to factors that suit organization needs Defining the competent authority to approve each selection Abides by relevant public policy & legislation on hiring and employment Integrates employee needs with the organisational needs Complies with government policies Provides job security Provides employee development opportunities Flexible to accommodate changes Ensures its employees long-term employment opportunities Cost effective for the organization Line & staff interface to encourage to promote cooperation Focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and


2. Human resource planning: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization . It determines the number of employees to be recruited & the qualification they must possess.


3. Size of the firm : The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. (Forms Of Recruitment - The organisations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organisation. Organisations adopt different forms of recruitment practices according to the specific needs of the organisation. The organisations can choose from the centralized or decentralized forms of recruitment, explained below: • CENTRALIZED RECRUITMENTThe recruitment practices of an

organisation are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organisation are carried out by the one central department. Centralized from of recruitment is commonly seen in government organisations. Benefits of the centralized form of recruitment are: • • • • • • • • • Reduces administration costs as duplication of processes are avoided Better utilization of specialists Uniformity in recruitment Interchangeability of staff & Team Building Reduces favoritism Every department sends requisitions for recruitment to their central office Synergy Evaluation of effectiveness of recruitment Recruit for more positions from the same pool


DECENTRALIZED RECRUITMENT- Decentralized recruitment practices are

most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner. ) 4. Cost : Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. Growth and expansion : Organization will employ or think of employing more personnel if it is expanding its operations. Here is where Recruitment gets aligned with the business strategy. External Factors Affecting Recruitment : The external forces are the forces which cannot be controlled by the organisation. The major external forces are: 1. Supply & demand : The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals & there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training & development programs. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting


etc will attract more than enough applicants. Lower the rate of unemployment, more the difficulty to recruit from outside.

2. Labour market : Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. 3. Image / goodwill : Going beyond the Business brand, comes the Employer brand. How does an Organization treat its employees ? Image of the employer can work as a potential constraint for recruitment. An organization with positive image & goodwill as an employer finds it easier to attract and retain employees than an organization with negative image.. 4. Political-social- legal environment : Various government regulations prohibiting discrimination in hiring & employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet criteria stipulated by the union but union regulations can restrict recruitment sources. Equal Employment Opportunity – When the diversity in work force is increasing along with the organizational size, it is the responsibility of the employer to create an equality-based and discrimination-free working environment and practices. Equal employment opportunity is necessary to ensure: • • • To give fair access to the people of all development opportunities To create a fair organisation, industry and society. To encourage and give disadvantaged or disabled people a fair chance to grow

with the society 25

help to realize and respect the actual worth of the individual on the basis of his

knowledge, skills, abilities and merit, Discrimination in employment refers to the any kind of prejudice, biasness or favoritism on the basis of • disability ● race ● age ● sexuality ● pregnancy • sex etc.

5. Unemployment rate : One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labour which in turn leads to unemployment. 6. Competitors : The recruitment policies of the competitors also effect the recruitment function of the organisations. To face the competition, they have to be competitive or have a distinct feature. Recent Trends in Recruitment The following trends are being seen in recruitment: 1. OUTSOURCING –

In India, the HR processes are being outsourced from more than a decade now. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation & creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool 26

by employing people for them and make available personnel to various companies as per their needs & in turn earn fees for their services. Advantages of outsourcing are: • • • • • 40% 2. POACHING / RAIDING Can focus on its core activities Value creation, operational flexibility and competitive advantage Turning the management's focus to strategic level processes of HRM Company is free from salary negotiations, weeding the unsuitable

resumes/candidates Company can save a lot of its resources and time as costs are reduced by almost

“Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent & experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.




The buzzword in recruitment is the “E-Recruitment /Online recruitment” for technological advances. Many big organizations use Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or CV’s through 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. Advantages of erecruitment are: • • • • • • Low cost No intermediaries Reduction in time for recruitment Reaches out to masses easily Easy , Quick & time savvy process Automation is possible


The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM – “Jobs is among the top reasons why new users will come on to the internet, besides e-mail.” There are more than 18 million resume’s floating online across the world. The two kinds of e- recruitment that an organisation can use is – • Job portals : 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 organisation. • Job Sites : Creating a complete online recruitment/application section in the companies 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 organisation 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 organisations. It enables the employers to screen and filter the resumes through pre-defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organisations. Also, the jobs can be posted on the site almost immediately & is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the “passers-by” applicants. Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of recruitment.”

Common Recruitment Failings
Errors of process : • Overlooking the business strategy 29

• • •

Failing to clarify what you are looking for Using the wrong method Rushing the decision

Errors of attitude : • • • Looking for superman / superwoman Pre-occupation with qualification, skills & ignoring attitudes & behaviours Recruiting people in your own image / that of previous incumbent

Errors of application : • • • Tests Over selling / Underselling the opportunity Ignoring emotion Giving candidates an inconsistent message

I n t e l li g e n c e t e s t s A p tit u d e te s t s


I n t e r e s t t e s t s P e r s o n a lit y t e s t s P o l y g r a p h t e s t s G r a p h o l o g y

A c h i e v e m e n t te s t s S it u a ti o n a l te s t s

 •

Psychometric test Personality: Projective Technique: TAT


• • • • • Honesty: • •  • • • • competencies • • objectivity

16Pf Test Interest Inventory: Thurston Inventory Motivation: Achievement Test Need for Affiliation Need For Power Polygraph Graphology Assessment center The focus is on behavior Includes role-plays and group exercises Interviews and tests will be used in addition to exercises Performance is measured in several dimensions in terms of the Several participants are assessed together in order to allow interaction Several assessors and observers are used in order to increase the

 

Peer assessments- Important if teamwork involved Interviews

Problems with interviews : Interviewer should be skilled • • Biases on part of interviewer Halo & Primacy Eeffects


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Reference Checks • • • It is necessary to confirm the nature of the previous, period of time in But Allowance should made for prejudice and a check should made. Some firms fear liability in defamation suits for giving references 32 employment, the reason for leaving, attendance record etc.

• • •

Importance of training referees to know difference between facts and Credit checks- contain biographical data which can be checked against If rejected due to credit check, applicant must be told under Fair Credit

generalizations applicant info Reporting Act Placement : The determination of the job to which an accepted candidate is to be assigned and his assignments to the job.

Recruitment Management System Just like performance management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effectively managing the ROI on recruitment. The features, functions and major benefits of the recruitment management system are explained below: • • • • Structure and systematically organize the entire recruitment processes. Recruitment management system facilitates faster, unbiased, accurate and Helps to reduce the time-per-hire and cost-per-hire. Recruitment management system helps to incorporate and integrate the various

reliable processing of applications from various applications.

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. • Recruitment management system maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes.


Recruitment management system 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 management system helps to communicate and create healthy recruitment processes to ensure improved ROI. relationships with the candidates through the entire recruitment process. The Recruitment Management System (RMS) is an innovative information system tool which helps to sane the time and costs of the recruiters and improving the recruitment processes.


Transfers Promotions Upgrading Retired Employees Retrenched Employees 6. Dependants and Some Top Consultants Relatives of Deceased Employees 7. Acquisitions and Mergers 1. 2. 3. 4. 5.

1. Press Advertisements. 2. Educational Institutes. 3. Placement Agencies / Outsourcing. 4. Employment Exchanges 5. Labor Contractors 6. Unsolicited Applicants 7. Employee Referrals 8. Job Portals 9. Factory Recruits 34 10. Walk-ins, Write-

Top 5 Job Sites 1 2 3 4 5

Recruitment Trends '08 &’09

Bigger paychecks, say 80 % of the survey respondents. Of those

expecting to increase wages, 64 % say it will be at least 3 %, and 17 % say 5 % or more.

Flexible work arrangements are on the rise. 60% of employers offer

flexible work plans now — usually alternative schedules (shifted start and quit times), condensed work weeks or telecommuting, while 39 % expect to offer some form of flex-time in ‘09.

Online candidate screening will grow, and not only the use of

qualifying pre-application questions, but full-blown searching of social networking sites and search engine checks. 4) Video & audio Resume will be preferred as is a way for job seekers to showcase their abilities beyond the capabilities of a traditional paper resume. The video resume allows prospective employers to see, hear and get a feel for how the applicant presents themselves.



Retiree rehiring will increase as companies remain pressured from the loss of

more experienced workers. 21 % say they are likely to rehire retirees from other companies in 2008; another 14 % plan to provide incentives for workers at or approaching retirement age to stay on with the company longer. The numbers here aren’t large, but this trend won’t go away. 6) Recruiting diversity workers, especially workers bilingual, will continue to be an important focus of recruiters. Survey respondents particularly noted “mature” workers. 7) Freelance or contract hiring will continue to be a key part of the workforce mix, with 31 % of employers anticipating a working relationship with freelancers or contractors this year. 8) Perks and benefits will receive more attention from companies wanting to remain competitive in attracting and keeping workers. In light of rising healthcare costs, nearly 1-in-5 employers (19 %) report their companies plan to offer more comprehensive or better health benefits to employees in 2009. 10 % plan to enhance or add perks such as bonuses, discounts, company cars, stock options, free childcare, educational reimbursement, transit passes and wellness programs. 9) One in four (26 %) of the surveyed companies are likely to provide more promotions and career advancement opportunities in 2009. More than half of workers stated that a company’s ability to offer career advancement is more important than salary, so employers are taking action to carve out career paths for employees. 10) 11) 27 % of workers say they are dissatisfied with pay, but 67 % of workers reported A quarter of the surveyed workers plan to change jobs within the next two years: they received a raise in 2007. 41 % are leaving their jobs to find a position with better pay and/or career advancement opportunities; 8 % are changing careers; 7 % say they want to find a company where they would feel appreciated; 7 % are retiring; and 5 % plan to start their own business.


This survey was released by conducted by Harris Interactive, tracking projected hiring trends for 2008. The 2008 Job Forecast survey is based on the responses of 3,016 hiring managers and human resource professionals in private-sector companies. Telecom tops in employment growth According to estimates of the World Bank, employment in the telecommunications sector has grown by 33 per cent since 1994, the highest growth among all the sectors in the services industry. While the Word Bank numbers, released in its recent report on `India's Services Revolution,' head-hunters and recruiters say that telecom is still the favorite among higher level professionals. Thanks to the aggressive rollout of a countrywide network, operators like Reliance Infocom, Tata Teleservices and Bharti have gone on a hiring overdrive. From a career point of view, telecom sector continues to offer growth and new learning as the sector matures and the business opportunities expand. The growth can also be attributed to the large number of telecom equipment manufacturers and applications developers from Korea, China and Europe foraying into the Indian market in their bid to take a share of the pie in the booming telecom industry. These Telecom companies require large number of telecom engineers, telecom software engineers and Telecom test engineers in the functional areas of Embedded software development, Analog Digital engineering technology, Telecom networking, Protocol, Chip Design Engineering, VLSI Software Testing. In the Mumbai Telecom companies there are Software Engineer jobs, Telecom software Engineers jobs, Quality / Test Engineer jobs, Product Manager job openings, Network Security Systems Specialist vacancies, NMS Engineer jobs, Network Management specialists, Managers, UNIX Network Systems Operations Engineers, NMS Administrator jobs, Cisco Specialist Software Engineer etc.


Taking a cue from the demand for telecom professionals, top educational institutions have begun specialized courses in telecommunication management. Symbiosis in Pune and Amity in Delhi are examples of such institutions. Even state-owned Mahanagar Telephone Nigam Ltd (MTNL) has set up a training facility for telecom engineers in Mumbai. HR (employment) in telecom industry: With more and more players entering the industry, the competition in the industry in terms of attracting and retaining the best talent is also increasing. The employment scenario in the telecom sector is very promising. The sector is creating employment opportunities and adding around 1 lakh people in its workforce. The telecom sector has a huge demand for the trained and qualified engineers and other professionals specializing in telecommunications. Compensation: According to various studies in recent times, the telecom sector offers the best salary packages at the entry level i.e. an average of 20k. The average hike in salaries across the various levels in the telecom sector ranges from 15 to 20 percent. Incentives also form a part of the compensation till the middle levels. Attrition and retention: Although the sector faces the moderate attrition rates of 20 to 25 percent, the HR’s prime strategic function in the sector is retaining the talent and employee engagement. The only functional area which faces the high attrition rate is the sales people in the telecom industry.

TOP 10 Recruiters in Telecom Sector Recruiters Vodafone Essar Reliance communications Total No. Of Vacancies 45 44 38

1 2

3 Bharti Airtel 43 4 Tata teleservices 23 5 Cable & Wireless 19 6 IMI mobile 14 7 VSNL Internet Services Ltd 12 8 Motorola Worldwide 10 9 GTL Limited 4 10 Nokia 3 The ranking is based on the number of vacancies notified by the company on different job portals (Till 29th January 2008)

Here rankings of the ten companies in the Indian Telecom sector are given on the basis of their workforce relationship factors. Ten companies were selected on random basis from the sector. The companies were given a consolidated rank on a scale of 1-10 on the basis of sum of their individual ranks on various HR practices, procedures, policies and parameters like recruitment practices, compensation policies, work culture, recognition for good work, retention, training and development, performance appraisals et al. The scores are consolidated on the basis of data collected through recent surveys and studies by renowned names like Business Today, Hewitt, IDC Data Quest, NASSCOM and

Recruitment through Job Portals


Outlines for prospective candidates To apply for a position, it’s important that you have a clear idea of your career progression, including how you wish to utilize your skills and experience in your next role. There are two (2) ways to make yourself known to us! The first is a general submission of your CV into one of our Divisions. In this case, you become part of a “pool of candidates” categorized into a professional skill area. When the Talent Acquisition Team begins a talent search against a vacant role, CVs in this pool are considered against the selection criteria. If your details are matched you will be linked to the vacant role and reviewed for suitability well before the role is advertised! The second way is to apply directly to an advertised opportunity and include a covering letter which demonstrated how and why you are suitable. Useful tips for applying for positions You are more likely to be successful in the recruitment process if you tell us how you fit the position you are applying for, i.e. in your covering letter We recommend you only apply for targeted positions for which you have suitable skills and experience - applying for multiple positions can damage your credibility 40

Step One - Tailor your CV Your CV is very important – Think of it like a Passport which should be up-to-date and current at all times to facilitate “travel” to your next career opportunity! A CV should also “sell” and “market” you in an interesting and honest manner. A functional CV should highlight the skills and experience you have gained throughout your career to date. It may be helpful to consider the following tips to enhance your current CV: a. first) b. c. d. e. f. g. Show the month and year you commenced each position If there are any gaps in your employment explain these As well as responsibilities, list your achievements in a position Keep it concise Check and double check your spelling and grammar Highlight in a covering letter why you believe your skills meet the Compile your CV in reverse order (showing your most recent experience

requirements of the position

Step Two – Applying Online To apply for a position you will need to follow the steps in the online application process. As part of this process, you'll be required to create a personalized profile. Click the 'Apply Online' link at the bottom of the advertised position to create or update your profile. When you have successfully submitted an application, you will receive a system generated confirmation email, letting you know we have received your application. As we often receive a large number of applications for any given position, you may not hear from us again until two or three weeks after we receive your details, however we are


conscious of progressing as quickly as possible and often can advise of your suitability or next steps before this. If your application will not progress to the next stage, you will be advised in writing via email. If, after applying for a position, you have not heard from us within three weeks please contact us and ask for the Recruitment Team. Alternatively you may email us

Step Three – Interviewing When we progress your application, you will be contacted by phone and informed of the next steps, which may include an initial telephone interview or face-to-face interview. Step Four – Assessments and Reference Checks When you progress to the next stages, for some roles you may be required to participate in psychometric assessments and for all roles there will be reference checks, so please be prepared to provide at least two professional referees for us to contact. These referees must ideally be people you have reported to in prior positions - or at least people who have working knowledge of your abilities and experience. Step Five - Being Made an Offer If you are successful in becoming the preferred candidate, you will be advised of the offer by telephone and promptly provided with a written employment agreement. The offer of employment is valid for a finite period of time and requires your acceptance by signature and its return to our HR Department.


CONCLUSION As organizations continue to pursue high performance and improved results ,the mandate is clear: For organizations to succeed in today’s rapidly changing and increasingly competitive marketplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting talented people and continues by sustaining the knowledge and competencies across the entire workforce. With rapidly changing skill sets and job requirements, this becomes an increasingly difficult challenge for organizations. Meeting this organizational supply and demand requires the right “Talent DNA” and supporting technology solutions. By implementing an effective talent management strategy, including integrated data, processes, and analytics, organizations can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future.