A Project Report On RECRUITMENT PROCESS

By: Sugandha Bhatia Institute of Management Technology, Dubai

Table of Contents

1. Definition 2. Components of Recruitment policy 3. Factors affecting recruitment policy 4. Recruitment process timeline 5. Recruitment procedure flowchart 6. Recruitment procedure 7. Recruitment methods 8. Induction 9. Recruitment Cost Analysis 10. Job Analysis and Description 11. E-Recruitment 12. Recruitment Management System 13. Recruitment Strategy 14. References

DEFINITION Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation. Recruitment is the activity that links the employers and the job seekers. Recruitment needs are of three types Planned i.e. the needs arising from changes in organization and retirement policy.

Anticipated Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

Unexpected Resignation, deaths, accidents, illness give rise to unexpected needs.

COMPONENTS OF THE RECRUITMENT POLICY The components of a recruitment policy are

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

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization an its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

RECRUITMENT PROCESS TIMELINE

1 2 3

Identifying the vacancy

Preparing the job description and person specification Locating and developing the sources of required number and type of employees (Advertising etc) Managing Response

5 6 7

Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates.

Conducting the interview and decision making

RECRUITMENT PROCEDURE FLOWCHART

RECRUITMENT PROCEDURE Manpower planning: Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: Analyzing the current manpower inventory Making future manpower forecasts Developing employment programs Design training programs

Analyzing the current manpower inventory: Before a manager makes forecast of future manpower ,the current manpower status has to be analyzed. For this the following things have to be noted Type of organization Number of departments Number and quantity of such departments Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting. Making future manpower forecasts: Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows: i. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. ii. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. iv. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements.

v. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, and new venture analysis. Developing employment programs: Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. Design training programs: These will be based upon extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers. RECRUITMENT METHODS

Sources of Recruitment

Transfers Promotions Upgrading Demotion Retired Employees

Press Advertisement Educational Institutes Placement agencies Employment exchanges Employee Referrals

The two methods of recruitment are as follows: Internal Recruitment: It is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three Transfers, promotions and Re-employment of ex-employees. Re-employment of exemployees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employees productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has tobe done.

Internal sources are primarily three types a. Transfers b. Promotions (through Internal Job Postings) c. Re-employment of ex-employees -Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. External Recruitment: External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include Employment at factory gate Advertisements Employment exchanges Employment agencies Educational institutes Labour contractors Recommendations

Employment at Factory Level: This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants are called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another . Advertisement: It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. 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.

Employment Agencies: There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by private individuals supply required manpower to needy concerns. Educational Institutions: There are certain professional Institutions which serve as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions is called as Campus Recruitment. They have special recruitment cells which help in providing jobs to fresh candidates. Recommendations: There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. 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. Job analysis: Job analysis is the basis for selecting the right candidate. Every organization should finalize the job description, job specification and employee specification before proceeding to the next step of selection Selection: Steps in Recruitment and Selection

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order1. Preliminary Interviews It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. 2. Application blanks The candidates who clear the preliminary interview are required to fill application blank.It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc. 3. Written Tests Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. 4. Employment Interviews It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.

5. Medical examination Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. PSYCOMETRIC TESTS

MBTI An internationally recognized psychometric tool specifically helpful for individuals and teams needing to adapt quickly to new and changing environments, It gives knowledge on individual personality preferences, which when applied to a team context shows diversity and performance potential for teams. Ideal for individuals and teams in transition, new teams in a tough climate, building trust, self-awareness and cultural awareness TMSDI The Team Management Profile is based on a 60-item questionnaire and provides you with information about your work preferences. It is a starting point for consideration and discussion of how you approach your work and your interactions with others in the work place. SDI The Strength Deployment Inventory (SDI) helps identify personal strengths in relating to others and under two conditions: 1. When everything is going well. 2. When individuals are faced with conflict. It also suggests ways that one can deploy personal strengths to greatest effect and improve relationships with others. SDI will also indicate changes in motivation and

related behaviors when faced with conflict and opposition, giving conflict sequences. This information is ideal for conflict awareness, prevention and management. FIRO B A powerful psychometric tool specifically helpful for teams focusing on their interpersonal behavior, it builds trust and openness in a team and supports a team through different stages of growth. Ideal for communication, trust, self-awareness, conflict and change REFERENCE CHECK After compensation of the final interview and medical examination, the human resource department will engage in checking reference. Candidates are required to give the name of reference in their application form. That reference may be from the individual who are familiar with the candidates academic achievement or from the applicants previous employer, who is well versed with the applicants job performance, and something from co workers. Referral checks are taken as a matter of routine and treated casually or omitted entirely in many organizations. But good referral check will fetch useful and reliable information to the organizations.

PLACEMENT When once the candidate reports for duty, the organization has to place him initially in that job for which he is selected. Immediately the candidate will be trained in various aspects related to job, Placement is a process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate. The significances of placement are as follows: It improves employee morale. It helps in reducing employee turnover. It helps in reducing absenteeism. It helps in reducing accident rates. It avoids misfit between the candidate and the job. It helps the candidate to work as per the predetermined objectives of the organization.

INDUCTION Introducing the new employee who is designated in a job, job location, surrounding, organization, organizational surrounding, introducing him to his relevant group is the final process in recruitment. Induction is the process of receiving and welcoming an employee when he first joins the company and giving him basic information he needs to settle down quickly and happily and stars work. The significances of Induction are as follows: -.

To give new comer necessary information such as location of a caf, rest period etc. To build new employee confidence in the organization. It helps in reducing labor turnover and absenteeism. It reduces confusion and develops healthy relations in the organization. To develop among the new comer a sense of belonging and loyalty to the organization.

A formal induction programme should provide following information: Brief history and operations of the company. The companys organization structure. Policies and procedure of the company. Products and services of the company. Location of department and employee facilities. Safety measures. Grievances procedures. Benefits and services of employee. Standing orders and disciplinary procedures. Opportunities for training, promotions transfer etc. Suggestion schemes. Rules and regulations.

RECRUITMENT COST ANAYLSIS The cost sheet has the following fields

JOB ANALYSIS AND JOB DESCRIPTION Job analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job description A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis. Job specifications A list of a jobs human requirements, that is, the requisite education, skills, personality, and so onanother product of a job analysis. Types of Information Collected Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements

Uses of Job Analysis Information

Steps in Job Analysis Step 1:Decide how youll use the information. Step 2:Review relevant background information. Step 3:Select representative positions.

 Step 4:Actually analyze the job. Step 5:Verify the job analysis information. Step 6:Develop a job description and job specification. Methods of Collecting Job Analysis Information: Questionnaires Information source Have employees fill out questionnaires to describe their job-related duties and responsibilities. Questionnaire formats Structured checklists Opened-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire Methods of Collecting Job Analysis Information: Observation Information source Observing and noting the physical activities of employees as they go about their jobs. Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity. Methods of Collecting Job Analysis Information: Participant Diary/Logs Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity. Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities JOB DESCRIPTION A job description A written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are. Sections of a typical job description Job identification

Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications

The Job Description Job identification Job title: name of job FLSA status section: Exempt or nonexempt Preparation date: when the description was written Prepared by: who wrote the description Job summary Describes the general nature of the job Lists the major functions or activities Responsibilities and duties A listing of the jobs major responsibilities and duties (essential functions) Defines limits of jobholders decision-making authority, direct supervision, and budgetary limitations. Standard Occupational Classification Classifies all workers into one of 23 major groups of jobs which are subdivided into 96 minor groups of jobs and detailed occupations. WRITING JOB DESCRIPTION Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties from O*NET Step 5. Compile the Jobs Human from O*NET Step 6. Complete Your Job Description E-RECRUITMENT E-Recruitment also known as online recruitment is the use of technology or the web based tools to assist the recruitment process. The tool can be either a job website like naukri.com, the organisations corporate web site or its own intranet. The two kinds of e- recruitment that an organisation can use is Job 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 organisation. 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.

Requirements

Resume Scanners: It enables the employees to screen and filter the resumes through pre-defined criterias and requirements (skills, qualifications, experience, payroll etc.) of the job.

ONLINE RECRUITMENT TECHNIQUES

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 organisation. 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.

RECRUITMENT MANAGEMENT SYSTEM Recruitment management system is the comprehensive tool to manage the entire recruitment processes of an organisation. It is one of the technological tools facilitated by the information management systems to the HR of organisations. 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 reliable processing of applications from various applications. Helps to reduce the time-per-hire and cost-per-hire. Recruitment management system 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. 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 processes to ensure improved ROI. Recruitment management system helps to communicate and create healthy 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. RECRUITMENT STRATEGY Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Requirements keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidates experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment.

4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They

should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate.

5. How to evaluate the candidates The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

REFERENCES Gary Dessler,Human Resource Management, Pearson http://recruitment.naukrihub.com/recruitment-process.html http://www.naukrihub.com/recruitment/recruitment-process.html http://cf.ac.uk/humrs/erecdocuments/recruiters/erecruitment-user-guide.pdf http://en.wikipedia.org/wiki/Recruitment http://www.freshhr.co.uk/editor/files/Recruitment%207%20Steps.pdf http://www.sevensteprpo.com/recruitment-process http://hr.ucr.edu/recruitment/guidelines/process.html http://www.lmarecruitment.com/areas-of-expertise/lma-hr/areas-of-specialisation/ http://www.vahracademy.com/global/_documents/HR%20Specialist%20Recruitment %20and%20Placement%20Career%20Map.pdf http://www.slideshare.net/rajeevgupta/recruitment-selection-process-methods-andsteps