1.

Recruitment and Selection

2. Employees testing and selection
3. Compensating employees
4. What will be your modification in the online Recruiting and selecting and addressing
to address your Company?

Submitted by
Washdev S/o Manji Mal
Seat no = 2k19/BLBBA/56
Submitted to
Mam Maria Memon
Department of Business Administration
Laar Campus
Badin
 1 Recruitment and Selection
The impact of COVID-19 has hit businesses in
multiple ways, and recruitment is no exception. Your plans to take on more staff may have gone
out the window, or conversely, you might have to hire more people than you’ve ever had to
before!
Whatever situation you find yourself in, one thing’s for sure. How your company responds to
this unprecedented pandemic will define your relationship with your future hires, staff, and
customers.
There are several situations you may be facing as a recruiter:
A hiring increase: Your business is still operating, and you need more staff. For example, if
you’re a supermarket, hospital, healthcare provider, online distribution chain, takeaway food
business, or contact center, you may need more staff. If that sounds like you, you’re most likely
facing a COVID-19 recruitment drive. Your challenge will be to act quickly, effectively, and
safely.
You’re hiring as usual: Your recruitment is ticking along, but you can’t meet candidates in
person because your office is shut, and you’re all working remotely. Consequently, you’re
tackling your recruiting remotely and having to adapt fast.
You’re in a hiring freeze: You can’t hire new employees or progress applications that are
currently in your recruitment funnel because of COVID-19. It may be that your business is
closed, or that you’re working in a non-essential industry that no longer garners the same
demand. If this is the situation you’re facing, you’ll potentially have to give candidates (or recent
hires) lousy news at an already difficult time. 
What do all these scenarios have in common? 
The answer: They all require you to modify your recruitment funnel to fit with the rapidly
changing environment brought about by COVID-19.
So, if you’re wondering about the changes you’ll need to make to adjust to our new reality,
you’re in the right place. Let’s look at each stage of the recruitment funnel and how you need to
adapt.
What’s in?
 Awareness & attraction: Advertising jobs
 Interest & applying: Information for candidates, hires, and existing colleagues
 Pre-selecting candidates
 The interview
 Hiring
 On boarding and safety

If you’re suffering from a hiring freeze, and you have online job ads that are still live, you need
to take them down. Or, at the very least, explain that you won’t be hiring anyone in the
immediate future due to the current crisis, and ask potential hires to be patient with your
company. You could suggest that they keep an eye on your company’s website and social media
threads. That way, they can stay fully apprised of when your hiring doors are open again.
 Conversely, if you’re taking on more staff as a result of COVID-19, be clear about the roles you
have open and the kind of terms you’re offering. It may be that these roles are temporary with
flexible hours – be transparent about these details to help manage your candidates’ expectations.
After all, you may receive applications from people who are on temporary unpaid leave from
their regular job and want to fill a gap. So, be respectful of that by making it clear for the get-go
the working arrangement you’re offering.  
So, be clear about:
 •  What the role is
 •  How long it’s for
 •  The skills that are required
 •  Where that role will take place
 •  What your company’s COVID-19 safety measures are
Think laterally. If you’re a recruiter who urgently needs more contact center staff, look for
people who already have experience in customer service, not just in contact centers. For
example, workers in the retail and hospitality industry could be excellent candidates. Don’t limit
your talent pool!
You’ll also want to ensure your website and social media profiles highlight that you’re still
hiring. Be sure to explain the recruitment process clearly and succinctly to attract as many
candidates as possible.

Ac
cording to an ongoing survey, a large majority of companies have had to change their
recruitment practices in the midst of the COVID-19 outbreak.

Interest & applying: Information for candidates, hires, and existing colleagues
This is an uncertain time for everyone. So, your candidates and employees will be looking for
certainty and reassurance from you, now more than ever.
 In light of that, you’ll want to make an extra effort to ensure you communicate clearly and
effectively with candidates and hires. For example, you could update your website, chatbot, and
social media with a COVID-19 recruitment FAQ. Ensure this resource is written in simple and
clear language – avoid jargon at all costs; it only leads to confusion!
Candidates will want to know:
 •  How they will be interviewed
 •  When they will be interviewed
 •  What they need to prepare for the interview
 •  What they need to provide in terms of ID (if hired)
 •  How and when they will hear from you if they’re hired or not
 •  What the on boarding process looks like
 • What their terms and conditions are for the job (daily hours, number of days employed,
contract length, sick pay, hourly pay, annual leave, benefits, and so on). 
If you’re in a hiring freeze, you also need to be transparent with the candidates already in your
recruitment funnel. At the very least, send them an email that you won’t be moving forward with
the recruitment process at the moment. You can go a bit further, for instance, you could upload a
short video clip from your CEO onto your website explaining the situation.
Perhaps you could instruct candidates to keep an eye on your website to see if anything changes?
You could also encourage them to contact you again once the pandemic subsides. And, if you’re
in a position to do so, tell candidates when you’ll be hiring again, or when you hope to be hiring
again.
The most important thing here’s that you don’t keep candidates in the dark. By not telling them
you’re in a hiring freeze. Or that you’re tackling recruitment differently at the moment, you’re
conveying the message that your company doesn’t care about its staff or potential hires.
Pro tip: Your ATS should be the first place to look when you start hiring again. Your already
pre-screened talent pool will be a great source of talent and it will also keep your hiring process
shorter.
If you’re adding to your team, be clear about what your updated recruitment process i likes. For
example, will you be telephone screening and interviewing via Zoom or Skype? Ensure the
hiring page on your website, and social media profiles include this info. You’ll also want to
adapt your email signature and the automated responses you send candidates. Make sure your
emails contain the most up to date information. Again, keeping candidates informed throughout
the process is essential for ensuring good candidate experience and maintaining your employer
brand.
Don’t forget your existing colleagues. For example, if you are taking a new approach to
recruitment. Tell internal stakeholders, so they’re not caught out. This includes your press office,
and your marketing and sales teams. Anything that you do that’s external-facing needs to go
through the marketing and press filter, so you’re presenting a positive and united front
concerning how your company’s handling the COVID-19 pandemic.
Pre-selecting candidates
If you’re hiring in response to the COVID-19
pandemic, (be it to deal with the increased demand or to cover sick workers), you’ll have to find
new hires quickly. However, there’s no need to compromise on high-quality candidates if you
take the right approach. 
If the position requires specific skills or characteristics, use assessments that candidates can
complete remotely ahead of their interview. Then you can filter out candidates who don’t meet
your requirements faster.
For example, if you need your new hires to work at specific times or days, ask for their
availability in your candidate assessment. That way, you can automatically pre-select candidates
who fit your scheduling needs.
If the entire role enables them to work from home, you’re looking for staff with demonstrable
self-motivation and integrity. They’ll also need a decent laptop that’s compatible with your
software, especially if you can’t provide one immediately, and also a great Wi-Fi connection. So,
test your candidates’ home set up, remotely. That way, both you and they aren’t caught short
further down the line.
In brief, if you haven’t made extensive use of recruiting and HR technology until now, it’s time
to start.
“HR technology is playing a crucial part in facilitating the shift to remote working. Since people
all over the world are quarantined, we all had to switch to remote work. Without technology, it
would be impossible to keep hiring at times like this. Luckily, recruiters have a wide range of
recruitment tools to support them. Smart recruiters will take this opportunity to completely
digitize their hiring process and update it with some advanced modern recruitment practices.
This may seem a bit overwhelming at the moment, but in the long run, it will make their life
easier and even lower their recruiting costs!” – Anja Zojceska, Recruitment Marketing
Specialist and Head of Marketing at Talent Left

During the COVID-19 outbreak:

We offer a free work from home candidate assessment.
With our technology, we feel we can make a contribution to the situation today. To support WFH
businesses dealing with a large influx of candidates, we’re offering our WFH candidate
assessment for free, for at least 60 days. No strings attachment

The interview
Whether you’re hiring more staff or simply hiring differently, you don’t want
your recruitment costs to escalate through the roof. After all, no recruitment contingency budget
could have foreseen COVID-19 and its demands.
Therefore, safety aside, holding live video-based instead of on-site interviews is a great and cost-
effective way of recruiting people.
Ensure your candidates receive comprehensive instructions on how to set the interview up at
their end and give them ample time to do that. It’s a process they may be unfamiliar with. If you
don’t have it already, investing in video interviewing software is a good idea. It speeds up the
process, avoids scheduling clashes, and allows you to connect with candidates within a matter of
minutes.
If you’re recruiting remote workers, ensure your interview questions reflect that. For example,
asking questions about time management and communication skills is imperative. Be sure to ask
candidates to give example-based responses to prove they have the necessary experience and
abilities to do the job justice.
If your usual interview process typically includes a task-oriented test, find a way around this by
assessing these same abilities remotely. For example, you could conduct a role-play, i.e., you’re
the demanding customer, and the candidate is the contact center agent dealing with you.
Above all, remember this is an anxious time for everyone. Your candidates may be feeling
worried or nervous not only about the interview itself but about money, their livelihood, their
family, and many other considerations. Be empathetic and thoughtful in your approach and make
sure that your interview process reflects that.

Yo
ur candidates don’t have an opportunity to meet their potential team members in person at the
moment. Why not facilitate a team video interview to help them connect with their future
colleagues?
Hiring
You’ve found suitable candidates; they’ve passed the interview and accepted the job
offer. Hooray! Now you have to chase references. This may prove difficult if people aren’t
working or are feeling unwell. Try emailing if you can’t reach someone by phone. Alternatively,
you might be able to video-call a referee if they’re willing. 
Send work contracts and other company-related materials via email. Ask candidates to sign
contracts and other necessary materials digitally. Remember, you’re still applying social
distancing measures. So, where possible, you want to avoid new hires coming into your office.
 On boarding and safety
Once your new hires are ready for work, you’ll need to onboard
them as soon as possible. If there’s a gap between them accepting your offer and their actual start
date, engage them via a pre-boarding process. In it, provide them with detailed information on
what the on boarding is going to look like in these unusual conditions. Try incorporating video if
you can, in particular, to highlight your company’s health and safety measures.
Your on boarding materials should include any safety measures you have put in place to combat
COVID-19. This particularly applies to candidates working on-site and potentially with
customers, for example, in a supermarket or retail setting. 
Safety precautions should include:
 •  Instructions on hand-washing
 •  Social distancing measures
 •  Not shaking hands
 •  What to do if you sneeze or cough
 •  What to do if you develop symptoms
You should also give candidates and hires information about your company’s approach to the
sanitation of bathrooms and kitchen areas.
On the other hand, if you’re on boarding employees remotely, make sure that they can access to
all the necessary documents from home. Also, have remote training in place, allowing your new
hires to start learning all they need to do the job straight away. And, of course, don’t forget to
introduce your new employees to the team!

Yo
u need to provide guidance to your candidates during the on boarding process, even more so
when it’s taking place remotely. This guide  can serve as a basis when designing your remote on
boarding process.
2 Employees testing and selection
HR professionals are faced with myriad new responsibilities during the coronavirus
outbreak—and some are also still required performing the usual tasks—like hiring.

While many companies have temporarily shut down, and many others have put
hiring on hold, for some organizations it's business as, mostly, usual. Companies
that had been recruiting for key positions will likely need to move forward with that
hiring process. Companies suddenly finding themselves in need of new workers
(grocery stores and delivery services) must come up with new ways to recruit and
hire that comply with legal and safety regulations.

How can companies appropriately—and legally—extend, or not extend, job offers?

Can companies require testing? Quarantine? Work-from-home? Can they choose not
to hire someone who refuses to work onsite—or from home? We asked some HR and
legal experts to weigh in.

[SHRM members-only toolkit: Recruiting internally and externally ]

Interviews: Live or Remote and the Implications of Each

While most areas of the United States are practicing social distancing, bringing
candidates into the workplace to meet with a hiring team may not be a good idea.

"The COVID-19 pandemic will force many employers to conduct virtual interviews
over Skype, Zoom, Google Hangouts and other media instead of face-to-face," said
Beth Zoller, an attorney and legal editor for online HR resource site XpertHR.
Before doing so, though, employers should "make sure that the interviewer and the
job applicant have the correct information to connect to the video or remote
interview and that they are comfortable with the technology."  

There may be some legal considerations as well, Zoller said. If the interview is
being recorded it may be necessary to obtain consent before the interview, in
accordance with state laws. "Additionally, be aware of state laws such as that
in Illinois that impose specific requirements with regard to video interviews ," she
said.

Requiring an applicant to come in for an interview raises potential safety issues. "If
an employer requires a job applicant to come to the workplace for an interview,"
Zoller said, "the employer should make sure to take  the appropriate safety
precautions to protect the health of the workplace."
Can You Test Applicants for Coronavirus?
Blaine Bortnick is an attorney and partner in the New York City office of Rasco
Klock. The Equal Employment Opportunity Commission (EEOC) recently released
guidance on testing job applicants for coronavirus, Bortnick said, "to reassure
employers that they may screen job applicants after making a conditional offer, as
long as the employer does so for all entering employees in the same type of job."

In addition, he said:

Employers may delay the start date of an applicant with COVID-19 or its symptoms.

Employers may withdraw job offers to applicants who have COVID-19 or its
symptoms if they need the applicant to start immediately.  

Employers may require employees to work from home, and they may decline to hire
applicants who refuse to work at the company's designated work location, whether
that be onsite or remotely.

Carl Muller, an attorney with Tucker Ellis in Cleveland, advises caution when
rescinding job offers, however. Candidates who test positive but  who have
only mild symptoms—similar to a cold or mild flu—would not likely be considered
to have a disability under the Americans with Disabilities Act (ADA).
But employers may be violating the ADA if they decline to hire a candidate who
tests positive and is hospitalized "with significant symptoms and whose breathing is
impaired for many months during a lengthy recovery. [That person] would likely be
considered to have a disability  under the ADA," he said. 

The EEOC has also advised that federal, state and local public health guidelines
also be followed. "However, employers need to be aware that any medical
screening, including temperature checks, are considered medical examinations and
thus are considered confidential medical records," Bortnick said.

Can You Require Quarantine or Work-at-Home?

Yes. The bottom line is that employers have an obligation to protect the health of
their employees.

"Nobody with coronavirus or associated symptoms should be in the workplace, and

this extends to candidates and new hires," said Hannah Sorcic, counsel in Reed
Smith's labor and employment group in Chicago. "If the employer has legitimate
concerns about a new hire's exposure, it can require the employee to remain offsite
for a period of time, or perhaps delay the start date. Consistent and
nondiscriminatory application of company policies and procedures will be critical,
as we anticipate a wave of COVID-19 employment litigation will follow."

Further, when returning to work, employers may require workers to submit doctors'
notes certifying their fitness for duty, according to the EEOC, citing ADA
guidelines.

Muller said that there may be instances where these mandates could be problematic.

There may be some anti-retaliation or other protections for candidates and

employees who refuse to work onsite if doing so would violate  one of the many
federal, state and local orders directing nonessential businesses to cease
operations or to have their employees work remotely.

Employees have certain protections if refusal to work onsite is due to legitimate

health and safety concerns.

Under certain circumstances, a request to work remotely, rather than onsite, could
constitute a request for reasonable accommodation under the ADA.  

These scenarios are all very fact-specific,  said Muller, who advises employers to
confer with counsel for specific advice.

3 Compensating Employees
Restaurants, bars, movie theaters, gyms, casinos, schools, and even places of worship are
temporarily closing their doors, either by state-led directives or out of good consciousness to
keep their employees and the public safe. As a result, many workers are directly feeling the
impact on their wallets.

If your business or organization has been forced to close up shop until the virus has run its
course, you may be wondering how you can help your employees during these difficult times.
One solution comes from DailyPay, a provider of daily pay benefits. The company has
announced it is waiving fees for access to earned income, effective March 16, 2020.

Due to partnerships with top employers, DailyPay users can now access their earned pay at zero
cost without having to wait for the company-defined payday; the waived fees will be in effect
until further notice. This change will allow employees to access their pay quicker in order to help
pay for necessities in case they have to quarantine or be confined to work from home.

Quarantine Scares Create Panic Buying

As the risk of quarantine grows throughout the United States, consumers are lining up at grocery
stores and retailers to buy products in bulk. In fact, 63% of Daily Pay users said they would use
DailyPay for medical emergencies.
Now, 43% of employees using DailyPay are accessing their pay early for COVID-19-related
expenses—a number that spiked 400% between March 14 and March 17. With 1 in 7 employees
now accessing their earned income early to prepare for the potential impacts of the coronavirus,
the reality is that many Americans may lack the funds to adequately prepare for this pandemic.

“Workers earn pay each day and they should be able to access what they’ve already earned on
their own schedule,” says Jason Lee, Founder and CEO of DailyPay, in a press
release announcing the new policy. “There is no better example of the need for this benefit than
what American workers are facing today. Unlike a loan, workers can use our technology to
simply access what they’ve already earned.”

“Like every other employer, we are doing everything possible to make sure our team members
have every resource at their disposal to manage through these challenging times,” says Michelle
Baldwin Henderson, Chief Human Resources Officer at United Methodist Retirement
Communities. “We are so relieved that Daily Pay has enabled us to offer our team members
immediate access to their pay. They are making bold moves to ensure that our team members’
well-being and ability to support their families remains positive.”

Other Ways Employers Are Helping

Obviously, not all employers use Daily Pay, and this is just one example of how companies are
helping workers make ends meet as quarantine concerns grow larger.

Country music singer and Nashville bar owner Dierks Bentley recently announced that he would
be closing his Nashville honky-tonk to keep his workers and the public safe. He’s also giving
each of the venue’s 90 hourly employees $1,000 to help get through the coronavirus crisis.

“Just gave last call at Whiskey Row Nashville as we close the doors for a while,” Bentley wrote
on social media last week. “My heart goes out to all the guys/girls down on Lower Broad. Feels
like yesterday that it was me down there working for tips. I am going to immediately give each
of our 90 hourly employees $1000 to help in the short run as our community and country try to
get a handle on the situation.”

According to Los Angeles Times, Darden Restaurants, the owner of Olive Garden, Long Horn
Steakhouse, and other casual sit-down chains, has announced it had implemented a paid sick
leave policy for its 190,000 employees, including a starting balance for those with at least 6
months of employment.

Richard Branson, owner and founder of the Virgin Group, is asking 10,000 employees to take 8
weeks of unpaid leave over the next 3 months in an effort to “drastically reduce costs without job
losses.” Unfortunately, the leave is unpaid, but at least Branson is keeping his workforce safe and
healthy—and employed once this crisis is over.

Wall mart is allowing any worker concerned about the coronavirus to stay home “without
penalty.” Starbucks will offer employees 20 free teletherapy sessions for all workers starting
April 6, 2020. According to the Society for Human Resource Management (SHRM), the
company had already planned on offering this benefit before the coronavirus hit but said offering
it sooner would help squash some of the anxiety workers face regarding the pandemic. And on
 top of the therapy sessions, the company will also offer “catastrophe pay” to baristas exposed to
the coronavirus.

4 What will be your modification in the online

Recruiting and selecting and addressing to
address your Company?

Developing a marketing strategy is vital for any business. Without one, your efforts to attract
customers are likely to be haphazard and inefficient.
The focus of your strategy should be making sure that your products and services meet customer
needs and developing long-term and profitable relationships with those customers. To achieve
this, you will need to create a flexible strategy that can respond to changes in customer
perceptions and demand. It may also help you identify whole new markets that you can
successfully target.
The purpose of your marketing strategy should be to identify and then communicate the benefits
of your business offering to your target market.
Once you have created and implemented your strategy, monitor its effectiveness and make any
adjustments required to maintain its success.
This guide helps you identify which customers to focus on and your key objectives in reaching
them. It explains what to include in your marketing strategy and how it can be used as the basis
for effective action.
 Key elements of a successful marketing strategy
 Understanding your strengths and weaknesses
 Developing your marketing strategy
 Tips and pitfalls
Key elements of a successful marketing strategy
One of the key elements of a successful marketing strategy is the acknowledgement that your
existing and potential customers will fall into particular groups or segments, characterized by
their "needs". Identifying these groups and their needs through market research, and then
addressing them more successfully than your competitors, should be the focus of your strategy.
You can then create a marketing strategy that makes the most of your strengths and matches
them to the needs of the customers you want to target. For example, if a particular group of
customers is looking for quality first and foremost, then any marketing activity aimed at them
should draw attention to the high quality service you can provide.
Once this has been completed, decide on the best marketing activity that will ensure your target
market know about the products or services you offer, and why they meet their needs.
 This could be achieved through various forms of advertising, exhibitions, public relations
initiatives, Internet activity and by creating an effective "point of sale" strategy if you rely on
others to actually sell your products. Limit your activities to those methods you think will work
best, avoiding spreading your budget too thinly.
A key element often overlooked is that of monitoring and evaluating how effective your strategy
has been. This control element not only helps you see how the strategy is performing in practice,
it can also help inform your future marketing strategy. A simple device is to ask each new
customer how they heard about your business.
Once you have decided on your marketing strategy, draw up a marketing plan to set out how you
plan to execute and evaluate the success of that strategy. The plan should be constantly reviewed
so it can respond quickly to changes in customer needs and attitudes in your industry, and in the
broader economic climate.
Understanding your strengths and weaknesses
Your strategy must take account of how your business' strengths and weaknesses will affect your
marketing.
Begin your marketing strategy document with an honest and rigorous SWOT analysis, looking at
your strengths, weaknesses, opportunities and threats. It is a good idea to conduct some market
research on your existing customers at this point, as it will help you to build a more honest
picture of your reputation in the marketplace.
Strengths could include:
 personal and flexible customer service
 special features or benefits that your product offers
 specialist knowledge or skills
Weaknesses could include:
 limited financial resources
 lack of an established reputation
 inefficient accounting systems
Opportunities could include:
 increased demand from a particular market sector
 using the Internet to reach new markets
 new technologies that allow you to improve product quality
Threats could include:
 the emergence of a new competitor
 more sophisticated, attractive or cheaper versions of your product or service
 new legislation increasing your costs
 a downturn in the economy, reducing overall demand
Having done your analysis, you can then measure the potential effects each element may have on
your marketing strategy.
For example, if new regulations will increase the cost of competing in a market where you're
already weak, you might want to look for other opportunities. On the other hand, if you have a
good reputation and your key competitor is struggling, the regulations might present the
opportunity to push aggressively for new customers.
 Developing your marketing strategy
With an understanding of your business' internal strengths and weaknesses and the external
opportunities and threats, you can develop a strategy that plays to your own strengths and
matches them to the emerging opportunities. You can also identify your weaknesses and try to
minimise them.
The next step is to draw up a detailed marketing plan that sets out the specific actions to put that
strategy into practice.
Questions to ask when developing your strategy
 What changes are taking place in our business environment? Are these opportunities or
threats?
 What are our strengths and weaknesses?
 What do I want to achieve? Set clear, realistic objectives.
 What are customers looking for? What are their needs?
 Which customers are the most profitable?
 How will I target the right potential customers? Are there groups that I can target
effectively?
 What's the best way of communicating with them?
 Could I improve my customer service? This can be a low-cost way of gaining a
competitive advantage over rivals, keeping customers, boosting sales and building a good
reputation.
 Could changing my products or services increase sales and profitability? Most products
need to be continuously updated to maintain competitiveness.
 Could extending my product list or service provision meet existing customers' needs
more effectively? Remember that selling to existing customers is generally more cost effective
than continually trying to find new ones.
 How will I price my product or service? Although prices need to be competitive, most
businesses find that trying to compete on price alone is a poor strategy. What else are my
customers interested in? Quality? Reliability? Efficiency? Value for money?
 What is the best way of distributing and selling my products?
 How can I best promote my products? Options might include advertising, direct
marketing, exhibiting at trade fairs, PR or marketing on the web.
 How can I tell if my marketing is effective? Check how your customers find out about
your business. A small-scale trial can be a good way of testing a marketing strategy without
committing to excessive costs.
Tips and pitfalls
Before looking at new markets, think about how you can get the most out of your existing
customer base - it's usually more economical and quicker than finding new customers.
Consider whether you can sell more to your existing customers or look at ways of improving the
retention of key customers.
Focus on the market
Your marketing strategy document should:
 analyse the different needs of different groups of customers
 focus on a market niche where you can be the best
 aim to put most of your efforts into the 20 per cent of customers who provide 80 per cent
of profits
Don't forget the follow-up
 Approach a third party for feedback about your strategy - they may be able to spot any
gaps or weaknesses that you can't see.
 Put your marketing strategy into effect with a marketing plan that sets out the aims,
actions, dates, costs, resources and effective selling programmes.
 Measure the effectiveness of what you do. Be prepared to change things that aren't
working.
Pitfalls to avoid
 Making assumptions about what customers want.
 Ignoring the competition.
 Trying to compete on price alone.
 Relying on too few customers.
 Trying to grow too quickly.
 Becoming complacent about what you offer and failing to innovate.