OBJECTIVES OF RECRUITMENT

 To study the effectiveness of Recruitment in an organization.

 Deficiencies and Problem in Recruitment.

 Causes of problems in Recruitment.

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 EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity

is necessary. It is an important part of an organisation. Human

Resource Planning is a vital ingredient for the success of the

organisation in the long run. There are certain ways that are to be

followed by every organisation, which ensures that it has right

number and kind of people, at the right place and right time, so that

organisation can achieve its planned objective.

The objectives of Human Resource Department are Human

Resource Planning, Recruitment and Selection, Training and

Development, Career planning, Transfer and Promotion, Risk

Management, Performance Appraisal and so on. Each objective

needs special attention and proper planning and implementation.

For every organisation it is important to have a right person

on a right job. Recruitment plays a vital role in this situation.

Shortage of skills and the use of new technology are putting

considerable pressure on how employers go about Recruiting staff.

It is recommended to carry out a strategic analysis of Recruitment

procedure.

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With reference to this context, this project is been prepared

to put a light on Recruitment process. This project includes Meaning

and Definition of Recruitment,Need and Purpose of Recruitment,

Evaluation of Recruitment Process, Recruitment Tips. Sources of

Recruitment through which an Organisation gets suitable application.

Scientific Recruitment,which an Organisation should follow for, right

manpower. Job Analysis, which gives an idea about the requirement

of the job.

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 CONTENTS

Chapter 1 INTRODUCTION

1.1 General Introduction about the sector.

1.2 Industry Profile.

1.3 Ethics.

Chapter 2 PROFILES OF THE ORGANISATION

2.2 Origin of the organization.

2.3 Growth and Development of the organization.

2.4 Present status of the organization.

Chapter 3 DISCUSSIONS ON TRAINING

3.1 Student’s Work Profile.

3.2 Description of Live Experience.

Chapter 4 RESEARCH TOPIC - RECRUITMENT

4.1 Recruitment-A Brief

4.2 Elements of Recruitment Stratergy.

4.3 Research-Problems & Deficiencies in Recruitment

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 4.4 Importance of Good Recruitment.

4.5 Recent Trends in Recruitment.

Chapter 5 SUMMARY AND CONCLUSIONS

5.1 Summary of Learning Experience.

5.2 Conclusions and Recommendations.

APPENDIX

 Annexure like copy of questionares,interview

schedule,leaflets,brochures,photographs to be enclosed.

 Bibliography.

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6
 INTRODUCTION

1.1 About The Sector

Management consulting refers to both the industry of, and the practice of,
helping organizations improve their performance, primarily through the analysis
of existing business problems and development of plans for improvement.

Organizations hire the services of management consultants for a number of

reasons, including gaining external (and presumably objective) advice, access to
the consultants' specialized expertise, or simply as extra temporary help during a
one-time project, where the hiring of more permanent employees is not required.

Because of their exposure to and relationships with numerous organizations,

consultancies are also said to be aware of industry "best practices", although the
transferability of such practices from one organization to another is the subject of
debate.
Consultancies may also provide organizational change management assistance,
development of coaching skills, technology implementation, strategy
development, or operational improvement services. Management consultants
generally bring their own, proprietary methodologies or frameworks to guide the
identification of problems, and to serve as the basis for recommendations for
more effective or efficient ways of performing business tasks.

Specializations
Management consulting refers generally to the provision of business consulting
services, but there are numerous specializations, such as information
technology consulting, human resource consulting, and others, many of
which overlap, and most of which are offered by the large diversified
consultancies listed below. So-called "boutique" consultancies, however, are
smaller organizations specializing in one or a few of such specializations.

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Human resource consulting is a $18.4 billion industry that has emerged
from management consulting, as clients' needs have become more complex and
specialized, widening the gap between HR needs and work force capabilities,
and thus accentuating the ability of HR management consulting firms to fill this
gap.While the multi-faceted nature of business sometimes causes overlap in
consulting industries (i.e., with regards to human resources,
general management, and information technology), the following are core fields
around which most HR consultancies are based:

 Human Capital, including remuneration (also called total rewards),

employee rewards and incentive programs, and talent acquisition and
management
 Health & Benefits; i.e., orchestrating optimal employee health plans with
the carriers themselves
 Mergers & Acquisitions, examining fit across culture, job-type,
transaction costs, etc.
 Communication, including surveying employee attitudes, satisfaction,
engagement, and other employee behaviors
 Retirement
 Outsourcing
Services may also include legal counseling, global initiatives, investments
consulting, and the implementation of HR technologies to facilitate human capital
management. The HR consulting industry also employs more actuaries than any
other in order to assist in their services.

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1.2 INDUSTRY PROFILE

Recruitment is a fundamental purpose for employers to keep its employees.

When a specialized body of professionals carried recruiting tasks, known as

“Recruitment Agency”. History of recruitment agency begun from USA, their

Fred Winslow has established engineering Agency in 1893.

Recruiters make income by passing organisations (employers) with job seekers

(applicants – candidates) for job interview. When employer decides to employ the

forwarded candidate or candidates, the recruitment agent receive a agreed upon

commission from the employer. Earlier it was a straight forward procedure that

recruitment agency post summary of a vacant position / opening on to

a job classified section of a news paper and weekly magazines. But today they

have vast options because of the dot com prosperity. Now majority of the

recruitment agency have their own websites targeting not only job seekers but

also employers to post their requests. Similarly they can reach out to global job

seekers & employers. The job of the recruitment agents are not only sharing

announced vacant position but also provide the explicit guide lines to job seekers

(through interview techniques, cv writing & cover letter samples). Reputable

recruiters also help candidates in targeted job searching, thus saving the time of

employers by forwarding them filtered candidates.

Few basic tasks for Recruitment Agency!

1. Recruitment which helps’s job seekers to move into the new career.

2. Finding matched candidates as per job specification.

3. Provide top value services by fulfilling employers / clients need.

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4. Provide efficient job resource solutions.

5. Recruiters representing candidates and employers schedule and arrange job

interviews.

Recruiting & seeking eligible candidates can be a long and time taken process

therefore companies hire the services of a recruitment agency. Job seekers

usually find most of the jobs are griped by an agency. Getting recruitment agency

services have many plus points, for e.g. The recruiters usually have experience

of screening cvs in the first stage, meaning that they’ll save 100s of hours of

jobseekers cv filtering. Additionally, recruitment agency generally interviews a

vast number of job seekers for a position in turn to locate the niche suitable

applicant for the role. In short employment agency can direct you through the

hiring course.

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Outsourcing Process

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In many respects, recruitment agencies can save organizations a lot of time and

money. This is because it costs firms money and resources to go through the

whole process of employing new human capital. Using a recruitment agency can

help firms avoid many of the costs and bottle necks involved in recruiting. This

also allows the firms to focus their time and resources on other aspects of their

business. Some recruitment agencies provide a personalized and well tailored

service to their candidates. Hence, a recruitment agency can not only find you a

suitable job, it can help you get settled in your new role.

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1.3 ETHICS

A recruitment agency would usually sign a contract with its client company

stating that it will not take any of their employees and recruit them to other

companies. Some client companies go on to use the services of a particular

recruitment agency mainly in order to stop them from taking away their current

employees.

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14
 Profile of the organization

2.1 ORIGIN OF THE ORGANIZATION

Resurge means to rise again and with that aim in mind, Resurge Management

Consultant Pvt. Ltd. surged ahead and became operational in June 2006 at

Panjim Goa. Resurge works with a committed objective of providing the most

efficient consulting services while maintaining the utmost Integrity. In April 2008,

RESURGE started operations in Gurgaon, Delhi and NCR and now has

extended its HR services to North India even as it has an exclusive tie-up with

DLF City News for Marketing, Promotions and editorial support.

Our forte is people orientation and we possess the necessary expertise in

Human Resources and Editorial Support and Marketing Services. Our impressive

clientele includes Real Estate, Banking, Insurance, Hotels, Manufacturing, IT,

Retail, Travel and NGO’s

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List of the clients from different sector : -

1. Coca-Cola

2. ICICI Bank

3. ICFAI Business School

4. PepsiCo India Pvt. Ltd.

5. Rhythm to Soul(Event Management)

6. Imperial Life Sciences

7. Ranbaxy Laboratories

8. Hotel Taj Palace

9. Srisol Pvt. Ltd.

10. RMC

11. The Oberoi Hotel

12. Gravity India Pvt. Ltd

13. Gurgaon Explorer

14. Indica Marketing Pvt. Ltd.

15. Ritu Kumar

16. Hotel Park Plaza

17. Nicolson & Dennison Pvt Ltd.

18. Aditya Birla

19. TVS Logistics

20. Candid Marketing

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2.2 GROWTH & DEVELOPMENT OF THE ORGANIZATION

INTELLIGENT RECRUITMENT - Executive Search and Headhunting

People are the most important assets in any organization. If you want to hire and

retain the best people then Resurge is your best choice because we ensure that

recruitment is done with utmost sensitivity and with a clear understanding of your

requirements. We take the time to understand the requirements of the clients and

develop long lasting relationships based on trust and our deliverables. Our

personalized and customized recruitment processes have been instrumental in

maintaining relationships with both client as well as every candidate who is

similarly treated with respect and empathy.

TRAINING & DEVELOPMENT

Resurge Workshops are an eclectic mix of presentations, activities, case

analysis and role-plays. The trainers at Resurge are well qualified in corporate

training assignments in all soft skills areas particularly Communication,

Interpersonal effectiveness, Leadership, Work-Life Balance, Team Building,

Presentations, performance appraisals and Interview techniques.

All workshops are customized according to the organizational objectives and

are planned after a personal meeting, pre-assessment of the existing skills and

attitudes within the organization and a especially formulated content which is

then discussed with the management. Post assessment and refresher courses

complete the cycle.

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TRAINING & EDUCATION

An annual campus training workshop called ResurgenX is organized for the final

year students and conducted by an expert in the field of training and education.

This programme is designed to provide guidance to young students at the

threshold of their careers and helps in identifying and polishing their skills and

talents.

ResurgenX provides valuable tips on Redefining Personality - Soft Skills

Development through improved Confidence, Communication, Body language,

Emotional Intelligence and Presentation Skills. The workshops are followed up

by a discussion on Job opportunities available in India / Overseas and Campus

Placements.

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2.3 CURRENT STATUS OF THE ORGANIZATION

Organizations today understand the importance of creating a strong HR system

that will attract and retain talent and also support the business functions of the

company.

Resurge helps small and mid-size companies in HR systems by:

1. Formulation of HR Systems and Strategies

2. Recruitment and Reten-tion Strategy

3. Job Descriptions and Job Analysis

4. Performance Management and Enhancement

5. Assessment of Employees

EDITORIALS AND PROMOTIONS

Our team at Resurge has adequate experience in publishing as well as writing

and this expertise is aptly utilized in providing editorial and marketing support.

Resurge partners with select clientele and provides support to their corporate

communication ventures through newsletters and magazines.

We are currently associated with DLF City News in Gurgaon.

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20
 DISCUSSION ON TRAINING

3.1 STUDENT’S WORK PROFILE

The working profile in the organization includes following roles:

 Identifying and evaluating client’s recruitment needs.

 Negotiating terms of employment.

 Searching for the potential candidates.

 Providing candidates all the information required for the vacancy.

 Cold Calling employers in order to establish new contacts and their

requirements.

 Documenting clients details and vacancy requirements in brief.

 Clarifying and negotiating salary and benefits relating to vacancies.

 Negotiating fees relating to work that the consultant will undertake for the

clients.

 Advertising, head hunting, reviewing applications, interviews and short

listing of candidates

 Monitoring candidates after placed and collecting feedback.

 Acting as a mentor and advising the junior trainees.

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3.2 DESCRIPTION OF LIVE EXPERIENCE

Responsibilities given to me as a HR Trainee were the same as given before in

the work profile. My experience in the organization was awesome with the

clients, with candidates as well as the colleagues.Responsibilites undertaken by

me includes all the responsibilities of a HR Recuiter.

My work in the organization was to coordinate with the clients regarding vacant

positions in their company,taking all information from the clients of the job

vacancy like job description,CTC offering,qualification required and all the

important information,searching for the candidates matching desired

profile,making calls to the candidates and giving them information about the

company and job,then sending their profiles to the the clients,taking interview

details from the clients for the shortlisted candidates and coordinating with the

candidates and clients till their final selection and joining in the company.

Other then this,business development was also my work in the organization.

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23
4.1 RECRUITMENT

Research points to the importance of good recruitment systems in the

organizations.The 1980s brought downsizing, organizations were becoming too

effective for their numbers of employees employed by them. Most problems

concerning Human resources commences when recruitment is not handled

properly. Resignations, low motivation, poor performance may be due to

incorrect procedures in the recruitment process.

This research discusses the importance of good recruitment at technical and

managerial levels and the implications that are encountered as a result of ad hoc

recruitment processes. Recruitment is a responsibility of every manager in the

Organization.

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Definition of Recruitment

According to Edvin Flippo, “Recruitment is the process of searching for the

prospective employees and stimulating them to apply for the jobs in the

organization.”

The recruitment and selection is the major function of the human resource

department and recruitment process is the first step towards creating the

competitive strength and the strategic advantage for the organisations.

Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many

resources and time.Recruitment refers to the process of sourcing, screening, and

selecting people for a job or vacancy within an organization. Though individuals

can undertake individual components of the recruitment process, mid- and large-

size organizations generally retain professional recruiters.

RECRUITMENT IS THE HEART OF HUMAN RESOURCE MANAGEMENT.

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Recruitment Process:

Identifying the vacancy:

The recruitment process begins with the human resource department receiving

requisitions for recruitment from any department of the company.

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

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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.

The main recruiting stages:

Sourcing

Sourcing involves:

1) Advertising, a common part of the recruiting process, often encompassing

multiple media, such as the Internet, general newspapers, job ad newspapers,

professional publications, window advertisements, job centers, and campus

graduate recruitment programs;

2) Recruiting research, which is the proactive identification of relevant talent who

may not respond to job postings and other recruitment advertising methods done

in #1. This initial research for so-called passive prospects, also called name-

generation, results in a list of prospects who can then be contacted to solicit

interest, obtain a resume/CV, and be screened.

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication,

typing, and computer skills. Qualifications may be shown through résumés, job

applications, interviews, educational or professional experience, the testimony of

references, or in-house testing, such as for software knowledge, typing

skills,numeracy, and literacy, through psychological tests or employment testing

In some countries, employers are legally mandated to provide equal opportunity

in hiring.

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On boarding

A well-planned introduction helps new employees become fully operational

quickly and is often integrated with the recruitment process.

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4.2 ELEMENTS OF RECRUITMENT STRATERGY

1. What are your primary goals? (Why hire?)

The first element of recruiting strategy is to determine "why" you are hiring

outside people. First, you must determine your firm's business goals and then

what recruiting can do to contribute to each of them.

Some of the more common business reasons for hiring include:

• Replacements for turnover

• Current or future business expansion

• Upsizing the caliber of talent because top talent has become available

• Limiting the talent available in the market in order to hurt a competitor's

ability to staff adequately

• L earning from other firms

• Increasing the capability of your firm by adding new skill sets

Which of these focus areas you select is important because each requires

that you direct your recruiting efforts in a different way. For example, if you

are hiring for geographic expansion, you will need to implement a strategy

that allows you to enter new geographic regions -- as opposed to hiring to

hurt, where you need to focus on hiring away key talent directly from

competitors.

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2. Prioritization of jobs

No recruiting function has enough resources to fill every position immediately

with the top quality hire. As a result, your recruiting strategy needs to include

a prioritization element.

Priority can be assigned in the following ways:

• Hire all jobs equally with the same priority

• Focus on key strategic business units

• Focus on key jobs

• Focus on key or powerful managers

3. Performance level to target

Recruiting top performers requires a different strategy and set of tools than

recruiting average performers. As a result, you must first determine what level

of performance you are primarily targeting before you determine the other

elements of your recruiting strategy.

Performance targets include:

• "Butts in chairs" (hire the cheapest candidates with adequate skills in all

jobs)

• Focus on average performers in all jobs

• Focus on top performers in all jobs

• Focus on top performers just in key jobs

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4. Experience level to target

Some employment strategies require you to take the long-term approach and

develop your own talent, while other approaches target bringing in

experienced talent for immediate help or to bring in new skills.

Experience target ranges include:

• Inexperienced talent that can be trained

• Temporary and contract labor that can be converted

• Hire at the bottom and promote within

• Undergraduate college hires (interns, Internet and on-campus hires)

• Postgraduate hires

• Experienced hires

5. Category of candidate to target

Whether you target active or passive candidates has a tremendous impact

on both the quality of hire and the difficulty of getting an acceptance.

Active candidates (the easiest candidates to attract):

• Unemployed candidates

• Currently employed but frustrated in their current job

Passive candidates (These are individuals who are currently employed and

not actively seeking employment. They represent over 80% of potential

candidates, but they are the hardest to attract.):

• Focus on currently employed average or above average performers

• Focus on currently employed top performers Diverse candidates:

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• Diverse candidates defined by using EEOC standards

• Diverse "thinkers" using a global standard Magnet hires (Target magnet

hires who are well-known individuals who, because of their notoriety, by

themselves help to attract others.):

• Magnet hires from within the industry

• Magnet hires from outside the industry

6. When to begin searching for candidates

Most firms begin a search once a requisition has been created. But there

are a multitude of approaches available:

• Begin recruiting when an opening occurs

• Continuous search (evergreen jobs where there is a constant need)

• Begin before an opening occurs (pre-need hiring can be done to build a

talent pool or to build a relationship over time, in order to increase

applications and offer acceptance rates from employed individuals and top

performer candidates)

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7. Where to look for candidates

There are three sub-categories within the "where" element. They include:

Internal versus external:

•Focus on all internal candidates (laterals or promotions)

•Settle on a fixed ratio of internal to external hires

•Hire primarily from college campuses

•Hire primarily from external sources

Inside or outside the industry:

•Target within the industry only

•A fixed proportion outside the industry

Geographic focus:

• Local commuting area only

• Within the region

• Within the U.S.

• A truly global search

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8. Who does the recruiting?

There are two sub-categories under this element. They include: Internally,

who is responsible for recruiting?

• Generalists do most recruiting.

• Primarily internal recruiters working in HR

• Separate sourcing and recruiting efforts within a centralized recruiting

function

• A mix of corporate and contract recruiters that work internally

• Line managers do most recruiting.

• Employees contribute significantly to recruiting through a heavy emphasis

on employee referrals.

Utilizing external recruiters:

• Utilize external recruiting agencies mostly at the very top or bottom jobs

• Third-party recruiters are utilized only for hard-to-fill or key jobs

• Primarily utilize external recruiting agencies

• Outsource the entire recruiting function

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9. Primary sourcing tools

Identifying candidates and convincing them to apply is essential to great

recruiting. Some of the possible sourcing focus areas include:

• Traditional media (newspapers, walk-ins)

• Sourcing using events (job fairs and industry events)

• Traditional Internet sourcing (large and niche job boards)

• Nontraditional Internet sourcing (Google-type name search for passives;

chat rooms)

• Employment branding (a long-term sourcing strategy to build a steady long-

term supply of candidates)

• Acquiring intact teams and a large amount of talent through mergers and

acquisitions (buy firms for talent)

10. What skills should you prioritize when selecting candidates?

When selecting the most appropriate candidates from the candidate pool

organizations can use a variety of approaches. Those target skills or

competencies could include:

• Hiring brains or intelligence

• Selecting based primarily on personality

• Selecting based on the technical skills required for this job

• Selecting based on skills (technical and people) required for this and "the

next" job

• Selecting primarily based on pre-identified, company-wide competency

35
needs (present and future)

• Selecting primarily based on the candidate's experience (industry or job)

• Selecting primarily based on the candidate's contacts and network

• Selecting the "best athlete" available at the time (hire and then find the best

job for them)

• Selecting primarily based on cultural fit

11. How to assess candidates

An essential part of any recruiting strategy is the process you will utilize to

assess the candidates. Common choices include:

• Interviews

• Personality tests

• Skills tests

• References (business, personal or educational)

• Grades or academic performance (primarily for college hires)

• Drug screening

• Job simulations

• On-the-job assessment (primarily for temp-to-permanent conversions)

• Hire more than you need and intentionally "wash out" the poor performers

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12. Primary sales approach

Candidates can be "sold" on a job and company based on a variety of

strategies. They often include:

• Compensation

• Opportunities for promotion

• Benefits

• A great team and manager

• An excellent culture and values

• Bonus and stock option opportunities

• Challenge, growth, and learning opportunities

• The firm's employment brand and image

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4.3 RESEARCH-DEFICIENCIES & PROBLEMS IN RECRUITMENT

Line managers often do not understand the whole process of recruitment.

Managers involved in the recruitment should not hire employees that should start

as soon as possible. This habit leads to poor recruitment and mis-profiling of

individuals who will in turn become part of the problems in the system.

Recruitment at an officer and managerial level should be done effectively and

one should remember that once you make the mistake it takes sometime before

that mistake is corrected. It may be costly to the organization.

Many people we see in organizations today are in the wrong jobs and as a result,

they are not utilizing their full potential. This is compounded by the fact that

some companies have built a tradition of hiring people based on personal

connections when the person is not qualified for the job. This is a vivid case in

most Organizations today. From my colleagues experience, most recruitment

that involves managers are done during discussions at lunch hour, at social clubs

or during the coffee break time. All the other processes that follows will only be a

formality as the decision would have been made by line managers involved in the

process.

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This practice suffocates the Organization for professionalism and to some extend

leads to obsolete policies. Many of those appointed may not have the necessary

skills and competencies to carry out the functions competently. Also they may not

have proper qualifications in the field they are working. Such people will not have

much desire to make any contributions in terms of growth and development.

Their contributions are marginal if any, they are just passengers in the system

and are protected by those who recommenced them.

The other thing observed is that, those line managers who are involved in the

recruitment are not given courses to enlighten them on the importance of the

process.

Why it is necessary always to be systematic in recruitment process?.

Certain type of managers can make a significant impact on Organizations or

Companies. Consequently, a process or a strategy is necessary to deal

effectively with equal opportunity issues, to hire the right people, to minimize cost

and most importantly, to identify marginal performers before they are hired.

Inadequate recruitment procedures will result in a number of staff not being

sufficiently qualified either for the positions they hold or their grades levels,

especially in management positions. Most formal systems are flawed in such

fundamental respects that there is a tendency to circumvent it through the

application of ad hoc measures, which often rely heavily on personal contacts.

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Main Causes of Problem

The three main causes of the problem includes

 lack of specialist skills

 poor quality applicants

 pay inflexibility

all of which are particularly acute in the public sector.

The cost of living is also cited as a major reason.

Meanwhile, the number of organisations reporting retention difficulties has

jumped even more markedly in the past year from half in 2008 to more than

seven out of ten this year.The problem is even more acute in the public sector,

where more than eight out of ten report problems. Retaining administrative staff

is also proving difficult. "Recruiting and retaining staff remains HR's biggest

challenge in spite of the economic downturn. While some may see this as

surprising, a combination of low unemployment and a massive expansion in

public sector recruitment has meant that staff at all levels, in all sectors and in all

regions are difficult to recruit and retain."The problems are particularly acute in

the public sector where the demand for trained specialist staff currently exceeds

supply. However, this should even itself out over time as more trained staff

come on stream."One result of these recruitment problems is that employers are

now more prepared to train new recruits and lower the level of experience

required. Seven out of ten organisations now say that they will appoint people

with potential who do not currently meet the job requirements, while the use of

coaching and mentoring has also increased sharply.Although more than a third

40
of organisations have improved their starting salaries to recruit staff, the number

that have increased pay to retain staff has dropped, a reflection of difficult

economic conditions.

41
4.5 IMPORTANCE OF GOOD RECRUITMENT

 Attract and encourage more and more candidates to apply in the

organization.

 Create a talent pool of candidates to enable the selection of best

candidates for the organisation.

 Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

 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 visibly under qualified or overqualified job applicants.

 Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

 Meet the organizations legal and social obligations regarding the

composition of its workforce.

 Begin identifying and preparing potential job applicants who will be

appropriate candidates.

 Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants

42
4.6 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. A company may draw required personnel from

outsourcing firms. The outsourcing firms help the organisation by the initial

screening of thecandidates according to the needs of the organisation and

creating a suitable pool of talent for the final selection by the organisation.

Outsourcing firms develop their human resource pool by employing people for

them and make available personnel to various companies as per their needs.

In turn, the outsourcing firms or the intermediaries charge the organisations

for their services. Advantages of outsourcing are:

 Company need not plan for human resources much in advance.

 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

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2. POACHING/RAIDING:

“Buying talent” (rather than developing it) is the latest mantra being followed

by the organisations today. Poaching means employing a competent and

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.

3. E-RECRUITMENT:

Many big organizations use Internet as a source of recruitment. E-

recruitment is the use of technology to assist the recruitment process. They

advertise job vacancies through worldwide web. The job seekers send their

applications or curriculum vitae i.e. CV 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.

44
45
 SUMMARY & CONCLUSION

5.1 Summary of Experience

My experience in the organization was awesome with the clients, with

candidates as well as the colleagues. Responsibilites undertaken by me includes

all the responsibilities of a HR Recruiter.

My work in the organization was to coordinate with the clients regarding vacant

positions in their company,taking all information from the clients of the job

vacancy like job description,CTC offering,qualification required and all the

important information,searching for the candidates matching desired

profile,making calls to the candidates and giving them information about the

company and job,then sending their profiles to the the clients,taking interview

details from the clients for the shortlisted candidates and coordinating with the

candidates and clients till their final selection and joining in the company.

Other then this,business development was also my work in the organization.

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5.2 Recommendations & Conclusion

Recruitment is essential to effective Human Resources Management. It is the

heart of the whole HR systems in the organization. The effectiveness of many

other HR activities, such as selection and training depends largely on the quality

of new employees attracted through the recruitment the recruitment process.

Management should get specific training on the process of recruitment to

increase their awareness on the dangers of wrong placements.

HR practitioners should be on the guard against all the malpractices and

advocate for professional approach through out the system. The HR should

indicate disagreement in the event that biasing toward certain candidates is

creeping in and point out the repercussions that may follow in terms of

performance and motivation.

It is conviction of research that, the recruitment process should be seen in the

context of ongoing staff planning that is linked to the strategic and financial

planning of the organization.

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48
 QUESTIONARE

Challenges of Recruitment

Name:
Designation:
Company:

Please rank top five questions in as per their criticality in recruitment on a rating
scale of 1 to 5. Where most critical problem should get a rating of 5, second most
important problem 4 and so on.

Problem Ranking

Fierce competition for IT professionals amongst IT companies

Shortage of qualified applicants (Talent Shortage)

Low recruitment cost approved for hiring by the management

Screening right candidates in case of niche profiles

Attracting candidates with right skills and experience from other

organizations ( Employer Branding )

No show after accepting the offer

Tug of War: rope being compensation

Lack of appropriate HR / Recruitment tool: managing database is

getting difficult

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Hiring right candidates within short deadlines

Wrong hires adding to additional recruitment cost

False information provided on the resume

What motivates talent to join Ranking

Working Culture of the organization

Perception about the management: Market Standing

Challenging profile

Industry leader: best technology, updated systems

Job security

Compensation and benefits

Career advancement and growth prospects

Geographical location

Acceptable pace of work and stress

Benefits: canteen, bus facility, mobile phone reimbursement, etc

Please mention any other problems which you feel are very critical in
recruitment.

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 BIBLIOGRAPHY

Books

Biswajeet Pattanayak, “Human resource management”.

C.R Kothari Research Methodology

Search engines

www.google.com
www.yahoo.com
www.rediff.com
www.recruitescafe.com
www.justarticles.com
www.wikipedia.com
www.adecco.co.in
www.google.com

Websites

www.resurgeconsultants.com
www.citehr.com

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