BATAAN PENINSULA STATE UNIVERSITY

Balanga Campus

INSTRUCTIONAL MATERIALS
IST SEMESTER 2021 – 2022

Course Code: BACC 0113

Course Title : HUMAN RESOURCE MANAGEMENT

LESSON 4
RECRUITMENT: FINDING THE RIGHT TALENT

I. LEARNING OUTCOMES

 Define various strategies used in finding talent in the external labor market
 Identify challenges associated with recruiting talent
 Discuss how to attract talent internally and externally
 Connect the link between recruitment and the HRM process
 Recognize the methods for finding internal talent

II. INTRODUCTION:

Successful human resource planning should identify our human resource needs. Once we know
these needs, we will want to do something about meeting them. The next step in the acquisition
function, therefore, is recruitment. This activity makes it possible for us to acquire the number and
types of people necessary to ensure the continued operation of the organization.
Hallett says, “It is with people that quality performance really begins and ends.” Robert Heller also
says,
“If people of poor caliber are hired, nothing much else can be accomplished and Gresham’s law
will work: the bad people will drive out the good or cause them to deteriorate.”
Recruiting is the discovering of potential candidates for actual or anticipated organizational
vacancies. Or, from another perspective, it is a linking activity-bringing together those with jobs to
fill and those seeking jobs.
Recruitment is one of the most critical human resource functions for organizations. Attracting the
right people, with the right blend of skills and experience into the right jobs, and aligning this to
the organization’s overall objectives is crucial to organization success.
Whether the economic environment is booming, and attraction and retention of a talented and
flexible workforce is essential for competitive advantage, or is in a downturn and the survival of
the organization depends on the productivity of staff, it is essential that the recruitment function is
clearly identified.

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III. CONTENT:

DEFINITION OF RECRUITMENT
Recruitment means search of the prospective employee to suit the job requirements as represented
by job specification–a technique of job analysis. It is the first stage in selection which makes the
vacancies known to a large number of people and the opportunities that the organization offers. In
response to this knowledge, potential applicants would write to the organization. The process of
attracting people to apply in called recruitment
Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning.
Recruiting makes it possible to acquire the number and types of people necessary to ensure the
continued operation of the organization. Recruiting is the discovering of potential applicants for
actual or anticipated organizational vacancies.

Dale S. Beach
 Recruitment as the development and maintenance of adequate manpower resources. It
involves the creation of a pool of available labor upon whom the organization can depend
when it needs additional employees. [searching for prospective employees and stimulating
them to apply for jobs in the organization.]
According to Edwin B. Flippo
 “Recruitment is the process of searching for prospective employees and stimulating them
to apply for jobs in the organization.”
According to Lord
 “Recruitment is a form of competition. Just as corporations compete to develop,
manufacture, and market the best product or service, so they must also compete to identify,
attract and hire the most qualified people. Recruitment is a business, and it is a big
business.”
According to Werther and Davis
 “Recruitment is the process of finding and attracting capable applicants for employment.
The process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants form which new employees are selected.”
Thus, recruitment process is concerned with the identification of possible sources of human
resource supply and tapping those sources.

WHAT IS RECRUITMENT POLICY?

Recruitment may be defined as the process of attracting right talent with right skills, right attitude
and right experience. It is one of the very important and most discussed topic of human resource.
Recruitment nowhere is used alone. It includes various terms with it, those terms are selection and
induction. As per recruitment and selection policy the process of talent acquisition starts from
recruitment and is processed further with selection and continues till induction. We can explain the
term selection as well as induction. Selection is the process of choosing the best person for a given

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position. Recruitment is attraction and selection is to choose. Induction means introducing the
person to position. In other words we can say success of the company is based on right recruitment
to a very large extent as the process of recruitment is based on proper strategies.
An organization to survive well must have a concise recruitment policy so that it can have the best
talent from a pool of candidates. Having a robust recruitment policy is the first demand of an
efficient hiring process. The company must follow the recruitment policy and procedure.

WHY ORGANIZATIONS NEED TO HAVE INTERNAL HIRING POLICY IN PLACE?

 To ensure hiring of right candidate following the right employment policy examples and
recruitment policy examples.
 To have clarity on process and procedure to be followed to hire the most eligible
candidate according to internal hiring policy.
 Proper match of job description with the business need.
 Fair selection of candidates following the principles of recruitment policy
For proper utilization of timings it is necessary to have a well-defined recruitment and selection
policy sample in place. The very first step to have an effective hiring is by having the right
recruitment policy sample in place.

There are various factors that affect the recruitment policy of an organization.
1. Organization budget and financials
2. Recruitment policy of competitors.
3. Job market conditions.
4. Specific need of the organization.
5. Government regulations.
6. Employment Policy of government.

BENEFITS OF HAVING A RECRUITMENT POLICY IN HRM

1. Clarity on need of organization.
2. Clarity on hiring policy process.
3. Right fit with the organization culture.
4. Sound Hiring decisions.
5. Make best use of Employment policy.
6. Better productivity by following principles of recruitment policy.
7. Better culture.
8. Right budgetary calculations.
9. Clarity on approach to be taken by all stakeholders.

OBJECTIVE OF RECRUITMENT POLICY

The basic objective of recruitment policy is to make sure that right candidate is hired following the
right process for hiring and selection. There must be a sync between the hired candidate and
organizational values, philosophy and goals.

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SCOPE:
The recruitment and selection policies applies to all employees who are involved in the hiring
process.

PURPOSE OF COMPANY RECRUITMENT POLICY:

The purpose behind the policy is to attract and select the candidate who is outstanding and this
requires a sound and systematic approach.

SOURCES OF RECRUITMENT:
The various sources of recruitment are generally classified as internal source and external source.

A) INTERNAL SOURCES
 This refers to the recruitment from within the company. The various internal sources are
promotion, transfer, past employees and internal advertisements.

METHODS OF INTERNAL SOURCES:

1. Transfers:
 Transfer involves shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of persons do not
increase with transfers.

2. Promotions:
 Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant may be filled up from
within the organization. A promotion does not increase the number of persons in the
organization.
A person going to get a higher position will vacate his present position. Promotion will
motivate employees to improve their performance so that they can also get promotion.

3. Present Employees:
 The present employees of a concern are informed about likely vacant positions. The
employees recommend their relations or persons intimately known to them. Management
is relieved of looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the jobs because
they know the requirements of various positions. The existing employees take full
responsibility of those recommended by them and also ensure of their proper behavior and
performance.

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ADVANTAGES OF INTERNAL SOURCES:

1. Improves morale:
When an employee from inside the organization is given the higher post, it helps in increasing
the morale of all employees. Generally every employee expects promotion to a higher post
carrying more status and pay (if he fulfills the other requirements).

2. No Error in Selection:
When an employee is selected from inside, there is a least possibility of errors in selection
since every company maintains complete record of its employees and can judge them in a
better manner.

3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on account of chances of
advancement.

4. No Hasty Decision:
The chances of hasty decisions are completely eliminated as the existing employees are well
tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and policies of the
organization. The existing employees require little training and it brings economy in training
costs.

6. Self-Development:
It encourages self-development among the employees as they can look forward to occupy
higher posts.

DISADVANTAGES OF INTERNAL SOURCES:

1. It discourages capable persons from outside to join the concern.
2. It is possible that the requisite number of persons possessing qualifications for the vacant
posts may not be available in the organization.
3. For posts requiring innovations and creative thinking, this method of recruitment cannot
be followed.
4. If only seniority is the criterion for promotion, then the person filling the vacant post may
not be really capable.
In spite of the disadvantages, it is frequently used as a source of recruitment for lower positions. It
may lead to nepotism and favoritism. The employees may be employed on the basis of their
recommendation and not suitability.

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BOOMERANG EMPLOYEES
 Employees who depart from an organization only to come back at some point later
 A boomerang employee is an employee who leaves a company they work for, but then later
returns to work for the company once again.
Reasons you should consider hiring former employees
1. It’s cost-effective
2. Fit is not a guess
3. They bring back fresh perspective

CATEGORIES OF BOOMERANG EMPLOYEES

TRADITIONAL LIFE-EVENT PLANNED

BOOMERANGS BOOMERANGS BOOMERANGS

TRADITIONAL BOOMERANGS
 These are people who classically worked at a company for a few years then decided to find
an opportunity elsewhere to acquire and develop new skills and then come back to the
previous company. They would normally make a comeback often at a higher level and
higher rate of pay.

LIFE-EVENT BOOMERANGS
 These are employees who generally leave because of external events, such as a spouse
relocation or to raise a family. These individuals seek to return to their former employers
one their personal circumstances allow.

PLANNED BOOMERANGS
 These are often seasonal hires and may include working students who opts to work during
school breaks and those hired during an employer’s busy season.

A NEW APPROACH TO INTERNAL MOBILITY

Revolutionizing a culture to foster internal mobility should be seen as part of a grander systematic
approach to talent management. It commences with a conscious mindset that one of the most
successful techniques to promote, retention, career ambition, and internal mobility is to advocate it
and build it into the culture of the organization.
Internal recruiting by and large entails of one or more of the following approaches:

INTERNAL JOB NOMINATION KNOWLEDGE,

SUCCESSION
POSTING BY MANAGER SKILLS, AND
PLANNING
ABILITIES DATABASE

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JOB POSTING
Internal job posting help existing employees be aware of additional openings in their respective
firms. This gives them the chance to decide whether they think they are qualified enough and
would wish to apply and try out for a possible new job.
NOMINATIONS
A good employee would surely catch the attention of his supervisor – especially if his skills and
talents are matched with a good attitude. Possessing such qualities would surely merit a nomination
or referral from your respective manager or superior. After all, high performing individuals deserve
a promotion.
KNOWLEDGE, SKILLS AND ABILITIES DATABASE
Human resource information systems are frequently used to trace various personnel-related issues.
These may include a database of employees’ knowledge, skills and abilities. Improvements and
other setbacks may be monitored in the employee’s profile. Evaluation of skills and performance
review should be done periodically and database should be updated. This can be used by HR to
identify personnel for potential promotion or transfer.
SUCCESSION PLANNING
Businesses can make use of succession planning strategies not only on the basis of identifying the
potential talent in the firm, but more so to establish developmental plans to help prepare their people
for promotional roles in the future. Seminars and trainings may be included in the succession
planning.

B) EXTERNAL SOURCES
 External sources refers to the practice of getting suitable persons from outside. The various
external sources are advertisement, employment exchange, past employees, private
placement agencies and consultants, walks-ins, campus recruitment, trade unions, etc.

The following external sources of recruitment are commonly used by the big enterprises:

1. Direct Recruitment
 An important source of recruitment is direct recruitment by placing a notice on the
notice board of the enterprise specifying the details of the jobs available. It is also
known as recruitment at factory gate. The practice of· direct recruitment is generally
followed for filling casual vacancies requiring unskilled workers. Such workers are
known as casual or badli workers and they are paid remuneration on daily-wage
basis. This method of recruitment is very cheap as it does not involve any cost of
advertising vacancies.

2. Casual Callers or Unsolicited Applications

 The organizations which are regarded as good employers draw a steady stream of
unsolicited applications in their offices. This serves as a valuable source of
manpower. If adequate attention is paid to maintain pending application folders for
various jobs, the personnel department may find the unsolicited applications useful

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 in filling the vacancies whenever they arise. The merit of this source of recruitment
is that it avoids the costs of recruiting workforce from other sources.

3. Media Advertisement
 Advertisement in newspapers or trade and professional journals is generally used
when qualified and experienced personnel are not available from other sources. Most
of the senior positions in industry as well as commerce are filled by this method. The
advantage of advertising is that more information about the organization job
descriptions and job specifications can be given in advertisement to allow self-
screening by the prospective candidates. Advertisement gives the management a
wider range of candidates from which to choose. Its disadvantage is that it may bring
in a flood of response, and many times, from quite unsuitable candidates.

4. Employment Agencies
 Employment exchanges run by the Government are regarded as a good source of
recruitment for unskilled, semi-skilled and skilled operative jobs. In some cases,
compulsory notification of vacancies to the employment exchange is required by
law. Thus, the employment exchanges bring the jobs givers in contact with the job
seekers. However, in the technical and professional area, private agencies and
professional bodies appear to be doing most of the work. Employment exchanges
and selected private agencies provide a nation-wide service in attempting to match
personnel demand and supply.

5. Management Consultants
 Management consultancy firms help the organizations to recruit technical,
professional and managerial personnel. They specialized middle level and top level
executive placements. They maintain data bank of persons with different
qualifications and skills and even advertise the jobs on behalf their clients to recruit
right type of personnel.

6. Educational Institutions or Campus Recruitment

 Jobs in commerce and industry have become increasing technical and complex to the
point where school and college degrees are widely required. Consequently big
organizations maintain a close liaison with the universities, vocational institutes and
management institutes for recruitment to various jobs. Recruitment from educational
institutional is a well - established practice of thousands of business and other
organizations. 1t is also known as campus recruitment. Reputed industrial houses
which require management trainees send their officials to campuses of various
management institutes for picking up talented candidates doing MBA.

7. Recommendation
 Applicants introduced by friends and relatives may prove to be a good source of
recruitment. In fact, many employers prefer to take such persons because something

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 about their background is known. When a present-employee or a business friend
recommends someone for a job, a type of preliminary screening is done and the person
is placed on a job.

8. Labor Contractors
 Labor contractors are an important source of recruitment in some industries in India.
Workers are recruited through labor contractors who are themselves employees of
the organization. The disadvantage of this system is that if the contractor leaves the
organization, all the workers employed through him will also leave. That is why this
source of labor is not preferred by many businesses, organizations. Recruitment
through labor contractors has been banned for the public sector units.

9. Telecasting
 The practice of telecasting of vacant posts over T.V. is gaining importance these
days. Special programs like ‗Job Watch‘, ‗Youth Pulse‘, Employment News‘, etc.,
over the T.V have become quite popular in recruitment for various types of jobs. The
detailed requirements of the job and the qualities required to do it are publicized
along with the profile of the organization where vacancy exists. The use of T.V. as a
source of recruitment is less as compared to other sources.

10. Raiding
 Raiding is a technical term used when employees working elsewhere are attracted to
join organizations. The organizations are always on the lookout for qualified
professionals, and are willing to offer them a better deal if they make the switch.
There are always some employees who are professionally very competent, but
dissatisfied with something or the other in the organization. They form the “easy
group” to attract. The other group is formed of those who are equally competent but
are quite satisfied with their present position. To attract them, the organization has
to offer a very lucrative package of perquisites. Whatever may be the means used to
attract, often it is seen as an unethical practice and not openly talked about.

MERITS OF EXTERNAL SOURCES

The merits of external sources of recruitment are as under:
1) Qualified Personnel
 By using external sources of recruitment the management can make qualified and trained
people to apply for vacant Jobs in the organization.
2) Wider choice
 When vacancies are advertised widely a large number of applicants from outside the
organization apply. The management has a wider choice while selecting the people for
employment.

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3) Fresh Talent
 The insiders may have limited talents. External sources facilitate infusion of fresh blood
with new ideas into the enterprise. This will improve the overall working of the enterprise.
4) Competitive Spirit
 If a company can tap external sources, the existing staff will have to compete with the
outsiders. They will work harder to show better performance.

DEMERITS OF EXTERNAL SOURCES

The demerits of filling vacancies from external sources are as follows:
1. Dissatisfaction among Existing Staff External recruitment may lead to dissatisfaction and
frustration among existing employees. They may feel that their chances of promotion are
reduced.
2. Lengthy Process: Recruitment from outside takes a long time. The business has to notify the
vacancies and wait for applications to initiate the selection process.
3. Costly Process: It is very costly to recruit staff from external sources. A lot of money has to
be spent on advertisement and processing of applications.
4. Uncertain Response: The candidates from outside may not be suitable for the enterprise. There
is no guarantee that the enterprise will be able to attract right kinds of people from external
sources.

ONLINE RECRUITMENT

Online recruitment is the process of using the Internet to actively seek out and recruit talented
candidates for an organization. The Internet has quickly become one of the primary recruitment
tools for both internal recruitment and talent acquisition committees and third-party talent search
companies. With readily available public and niche electronic job boards, social media, specialized
business networking sites, and other forums, the size of the potential candidate pool has increased
exponentially for organizations everywhere.

The primary goal of Internet recruiting is the same as traditional recruiting: to find suitable talent
to employ. However, this emerging recruitment tool is most frequently called upon for a quick
employment solution if, after searching the corporate database for candidates, a recruiter is unable
to find suitable talent.

STRENGTHS AND WEAKNESSES OF ONLINE RECRUITMENT

INCREASED SELECTION
One strength of Internet recruitment involves the increased selection of job candidates. The
Internet reaches people around the world. As more people see job postings, more qualified
candidates apply. Job postings no longer face the geographic limitations imposed by recruiting
in local newspapers or with local employment agencies. As more candidates apply for open
positions, the recruiter benefits from the larger pool of candidates. The recruiter chooses the most
qualified candidate from the entire pool of applicants.

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AUTOMATIC SCREENING
Another strength of Internet recruitment involves using technology to screen applicants. Many
applicants lack the necessary qualifications to perform the responsibilities of the job. Recruiters
need to screen the applicants to focus on those who qualify for the position. Internet recruitment
enables the recruiter to program the software to eliminate candidates that lack the minimum
qualifications. The recruiter then receives a list of just the candidates who meet the minimum
qualifications. The manual process of reviewing and screening each applicant is eliminated.

GOOD CANDIDATES SLIP THROUGH THE CRACKS

A weakness of Internet recruitment involves losing good candidates as a result of the technology.
Some qualified job seekers lack Internet access and never respond to online job postings. The
recruiter misses the opportunity to consider these candidates. Other candidates lack educational
qualifications, but bring life experience qualifications. Automatic screening programs eliminate
these candidates because they do not meet the minimum educational standards.

OVERWHELMING RESPONSE
Another weakness of Internet recruitment stems from the overwhelming number of responses to
a job posting. Job applicants from around the world can access the job posting. As these
applicants apply, they bring the potential for an unmanageably large candidate pool. The recruiter
faces the task of manually reviewing each of the candidates to determine which candidates to
consider for the interview process.

CHANNELS OF ONLINE RECRUITMENT

o Career Websites. As the number of people searching online for jobs increases, companies
are taking advantage of eRecruiting software to manage the entire recruitment process and
reduce recruiting-related costs.
o Job Boards. These can be used to source candidates through resume mining or by posting
open position on the job board. The erecruiting industry includes both large job boards
like Monster and CareerBuilder as well as smaller niche job boards and job board
aggregator sites.
o Social Media. As the sub-industry of erecruiting, social recruiting continues to grow, so
does the use of social media to engage candidates and candidate prospects using social
media. Nearly 39% of firms manage candidates with social media tools in 2010. In general
social media lends to two different kinds of ecruitment strategies like most of the bulleted
items. It serves as a sourcing mechanism for just in time recruitment or a community and
candidate courting tool. Candidate courting relies on engagement, interaction, and
relationships.
o Use of Search Engine. ERecruitment utilizes the power of search engine optimization
(SEO) and online resume search technologies to search and source databases including
resumes, online communities, and social networks. The use of SEO by recruiters and

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 companies is important just as is the reality that candidates are using online search engines
to search for jobs, company information, and insights at an even faster rate.

When developing your e-recruitment strategy it’s important to consider all the above factors
and channels to reach potential candidates. Educate yourself about the tools, strategies, and
your competition. Plan your strategy and go forth with the notion that your strategy and end
game is always subject to change.

METHODS OF RECRUITMENT

Methods of recruitment are different from the sources of recruitment. Sources are the locations
where prospective employees are available. On the other hand, methods are way of establishing
links with the prospective employees. Various methods employed for recruiting employees may be
classified into the following categories:

1. Direct Methods:
 These include sending recruiters to educational and professional institutions, employees,
contacts with public, and manned exhibits. One of the widely used direct methods is that
of sending of recruiters to colleges and technical schools. Most college recruiting is done
in co-operation with the placement office of a college. The placement office usually
provides help in attracting students, arranging interviews, furnishing space, and providing
student resumes.
For managerial, professional and sales personnel campus recruiting is an extensive
operation. Persons reading for MBA or other technical diplomas are picked up in this
manner. For this purpose, carefully prepared brochures, describing the organization and
the jobs it offers, are distributed among students, before the interviewer arrives.
Sometimes, firms directly solicit information from the concerned professors about students
with an outstanding record. Many companies have found employees contact with the public
a very effective method.
Other direct methods include sending recruiters to conventions and seminars, setting up
exhibits at fairs, and using mobile offices to go to the desired centers.

2. Indirect Methods:
 The most frequently used indirect method of recruitment is advertisement in newspapers,
journals, and on the radio and television. Advertisement enables candidates to assess their
suitability. It is appropriate when the organization wants to reach out to a large target group
scattered nationwide. When a firm wants to conceal its identity, it can give blind
advertisement in which only box number is given. Considerable details about jobs and
qualifications can be given in the advertisements. Another method of advertising is a notice-
board placed at the gate of the company.

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 3. Third-Party Methods:
 The most frequently used third-party methods are public and private employment agencies.
Public employment exchanges have been largely concerned with factory workers and
clerical jobs. They also provide help in recruiting professional employees. Private agencies
provide consultancy services and charge a fee. They are usually specialized for different
categories of operatives, office workers, salesmen, supervisory and management personnel.
Other third-party methods include the use of trade unions. Labor management committees
have usually demonstrated the effectiveness of trade unions as methods of recruitment.
Several criteria discussed in the preceding section for evaluating sources of applicants can
also be used for assessing recruiting methods. Attempts should be made to identify how the
candidate was attracted to the company. To accomplish this, the application may consist of
an item as to how the applicant came to learn about the vacancy. Then, attempts should be
made to determine the method which consistently attracts good candidates. Thus, the most
effective method should be utilized to improve the recruitment program.

THE RECRUITMENT PROCESS

The Recruitment program is designed to attract more and more applicants such that the pool of
candidates applies for the job, and the organization has more options to select the best out of them.
The recruitment process consists of five interrelated stages which are as follows:

1. Recruitment Planning:
 The recruitment process begins with the planning where in the vacant job positions are
analyzed and then the comprehensive job draft is prepared that includes: job specifications
and its nature, skills, qualifications, experience needed for the job, etc.
Here, the recruitment committee decides on the number and the type of applicants to be
contacted. The aim of any organization is to attract more candidates as some of them might
not be willing to join, or some might not qualify for the job position. So the company has

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 a sufficient number of candidates to choose amongst them. The type of candidates required
for the job is well specified in terms of the task and responsibilities involved in a job along
with the qualification and experience expected.

2. Strategy Development:
 Once the comprehensive job draft is prepared, and the type and the number of recruits
required are decided upon; the next step is to decide a strategy that is adopted while
recruiting the prospective candidates in the organization. The following strategic
considerations should be kept in mind:
 Make or Buy Employees, which means the firm either decides to select less skilled
employees and invest in training and education programs or hire skilled professionals.
 Methods of Recruitment, the firm decide on the methods used for recruiting the
individuals. Such as the internet provides detailed information about the prospective
candidates and helps in shortlisting the best-qualified individuals.
 Geographical Area, the next decision is related to the area from where the candidates shall
be searched. The firm looks for those areas where the handful amount of qualified
employees is concentrated, with a view to curtailing a search cost.
 Sources of Recruitment, there are two sources of recruitment: Internal source (within the
organization), external source (outside the organization). The firm must decide the source
from where the candidates are hired.

3. Searching:
 Once the strategy is prepared the search for the candidates can be initialized. It includes
two steps: source activation and selling. The source activation means, the search for the
candidate activates on the employee requisition i.e. until and unless the line manager
verifies that the vacancy exists, the search process cannot be initiated.
The next point to be considered is selling, which means the firm must judiciously select
that media of communication that successfully conveys the employment information to the
prospective candidates.

4. Screening:
 The screening means to shortlist the applications of the candidates for further selection
process. Although, the screening is considered as the starting point of selection but is
integral to the recruitment process. This is because the selection process begins only after
the applications are scrutinized and shortlisted on the basis of job requirements. The
purpose of recruitment here is to remove those applications at an early stage which clearly
seems to be unqualified for the job.

5. Evaluation and Control:

 Evaluation and control is the last stage in the recruitment process wherein the validity and
effectiveness of the process and the methods used therein is assessed. This stage is crucial
because the firm has to check the output in terms of the cost incurred.

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 The recruitment is a costly process as it includes the salaries of recruiters, time spent by
the management, cost of advertisement, cost of selection, a price paid for the overtime and
outsourcing in case the vacancy remains unfilled. Thus, a firm is required to gather all these
relevant information to evaluate the performance of a recruitment process effectively.

IV. SELF ASSESSMENT QUESTIONS

1. Define recruitment and identify the various factors which affect recruitment.
2. Discuss the steps of recruitment process. How will you reconcile the internal and external
sources of recruitment?
3. What do you mean by recruitment policy? Explain the importance of having a
recruitment policy
4. Discuss various sources of recruitment.
5. Discuss the external sources of recruitment that are commonly used by the big enterprises.
6. Write short notes on following.
a. Advantages and disadvantages of internal sources of recruitment.
b. Advantages and disadvantages of external source of recruitment
7. Discuss the difference between traditional recruitment and online recruitment.
8. If you are the one in charge of recruitment what would you choose “traditional or online
recruitment? Why and why not?

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