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@ Recruiting talent externally
@ Recruiting talent internally
@ Career management: Developing talent
over time
@ Developing a diverse talent pool
@ Personal career development
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@ xternal ± Recruitment
@ Internal ± Developing internal talent
through Career Management
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@ 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 from which
new employees are selected.
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I. Recruitment Planning
II. Strategy Development
III. Searching
IV. Screening
V. valuation & Control
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@ Planning involves translation of likely job vacancies and
information about the nature of these jobs into a set of objectives
or targets that specify the (i) number and (ii) type of applicants to
be contacted.
£ Number of contacts ± Organizations plan to attract more applicants
than they hire. Yield Ratios (yR) are calculated to express the
relationship of applicant inputs to outputs at various decision points.
.g.
@ Newspaper Advts generates 2000 applicants, of which 200 were judged to
be potentially qualified (yR=10:1)
@ Of these 200, 40 attended the interview for final selection (yR=5:1)
@ Of the 40, 30 were actually qualified and offered jobs (yR=4:3)
@ Of the 30, 20 accepted (yR=3:2)
@ Thus, overall yR=100:1 (2000 vis-à-vis 20)
@ So, for a requirement of 30 hires, an applicant target of 3000 must be
made.
£ Type of contacts ± Type of people to be informed about job openings.
This depends upon the tasks and responsibilities involved and
qualifications and experience expected. These are available through
job description and job specification.
-  




@ Once it is known how many and what type of recruits are
required, consideration needs to be given to:

u
  
 
 ± hire less skilled workers & train or hire
skilled workers and professionals.
u
             
  ± use of technology in initial screening for wider scope i.e.
national & international applicant qualifications.
u
              
 ± search for in labour markets most likely to offer required job
seekers. .g. national market for managerial and professional employees,
local / regional market for technical employees and local markets for
clerical and blue-collar employees.
u 
             ±
Deciding upon the timing of the events. Time Lapsed Data (TLD) similar to
yR. .g. If it has taken 10 days for an advertisement to begin producing
resumes, 4 days for invitations for interviews to be issued, 7 days to
arrange for interviews, 4 days for organization to make up its mind, 10
days for applicants offered jobs to make up their minds, and 21 days for
those accepting offers to report to work. This means that vacancies must
be advertised 2 months before they are expected to occur.
u
     ± Internal & xternal

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1. Internal Recruitment ± seeks applicants for positions from those who are
currently employed. Internal sources are:
i. Present employees ± Promotions & transfers
ii. mployee referrals ± Finder fees for employee referrals. .g. Infosys flashes news
about vacancies & invites referrals from its employees. mployees are paid Rs.
10,000/- or 15,000/- as per position for every successful hire.
iii. Former employees ± Retd. mployees willing to come back for part time
consultancy or they may recommend someone who would be interested in working
for the company. People who have left the company are willing to return may be
considered.
iv. Former applicants ± A quick and inexpensive way of sourcing.

Benefits of Internal Recruitment:

@ Less costly than external recruiting.
@ Organizations have better knowledge of the internal candidate¶s skills and abilities than
the ones acquired through external recruiting.
@ An organizational policy of promoting from within can enhance employee¶s morale,
organizational commitment and job satisfaction.

Cons of Int. Recruitment:

@ Creative problem solving may be hindered by lack of new talents.
@ Some organizations complain of unit raiding where divisions compete for same people.
@ Politics probably has a greater impact on Internal Recruitment than xternal
Recruitment.
 
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1. xternal Recruitment ± seeks applicants for positions from outside the organization.
xternal sources are:
        ± Associations provide placement services for their members.
These services may include compiling job seeker¶s lists and providing access to members during
regional or national conventions. Journals of these associations may carry advertisements from
employers interested in recruiting their members. Advantage ± helpful in hiring technical posts.
  
  ± mployment xchanges (Compulsory Notification of Vacancies) Act,
1959. Act applies to all industrial establishments having 25 workers or more each. The Act requires
all the industrial establishments to notify the vacancies before they are filled. Function of .xhange
is to increase the pool of possible applicants and do preliminary screening. Helpful in recruiting blue
collar and technical workers.
     ± Colleges, universities, research laboratories, sportsfields and institutes.
 ! " # ! "  $  "  : Write-ins are those who send written enquiries. These jobseekers
are asked to complete application forms for further processing. Talk-ins require Job seekers to meet
the recruiter for detailed tasks. No application is submitted to the recruiter.
   : Agencies are retained by organizations for recruiting and selecting managerial and
executive personnel
 : Used to recruit casual workers.
  %   : Siting and implementation of a project in an area would result in displacement
of several hundred inhabitants. Rehabilitating the displaced people is a Social Responsibility of
business. Rehab of displaced persons is man dated by government, and the World Bank has made it
a conditionality for granting assistance to concerned country.
    $    : Companies use this sparingly due to high costs.
     $  ± Creation of Ready pool from merger / acquisition with another company.
   ± Poaching or raiding. .g. mployees left from HMT to Titan, Pilots left from Indian
Airlines to other International Airlines.
 "   : Internet, Job portals, Company websites for screening basic requirements.
    ± Want ads, Blind ads, Ads by interested job seekers. Ads must be well drafted
before publishing them.
 
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1. valuation of xternal Recruitment:
 &
i. Organization has benefit of new skills, talents and experiences
ii. Management will be able to fulfill reservation requirement in favour of
disadvantaged sections of society.
iii. Scope for resentment, heartburn, jealousy can be avoided by recruiting from
outside.
 % &
i. Better motivation and increased morale associated with promoting own employees
are lost to the organization.
ii. xternal Recruitment is costly
iii. If processes are not properly carried out, chances of right candidates being
rejected and wrong applicants being selected occur.
Î 
 
@ Once the recruiting plan and strategy are worked
out, the search process can begin. It involves 2
steps:
u
'     ± Issuance of employee requisition
form. No actual recruiting takes place till line managers
have verified that a vacancy does or will exist.
u
'  ± On one hand organizations want to do whatever
they can to attract desirable applicants. On the other, they
must resist the temptation of overselling their virtues. In
selling the organization to applicants, the message and
media deserve attention. Message refers to employment
advertisement and media refers to sources of recruitment
we have seen earlier and the choices one makes for its use.
  


@ Screening or applications is an integral
part of recruiting process. This is because
Selection process begins after the
applications have been scrutinised and
shortlisted. Here, Job specifications are
invaluable.
@ Reference checks are also useful in
screening.
·  | 
@ valuation & Control is necessary since
considerable costs are incurred in recruitment.
The costs generally incurred are:
£ Salaries for recruiters
£ Management and professional time spent on preparing
job description, specifications, advertisements, etc.
£ Cost of advertisements, other agency / consultant fees
£ Cost of producing supporting literature
£ Recruitment overheads and administrative expenses.
£ Costs of overtime and outsourcing while the vacancies
remain unfilled
£ Cost of recruiting suitable candidates for the selection
process.


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@ Career can be defined as«the pattern of
work-related experiences that span the
course of a person¶s life.´
@ Any work, paid or unpaid, pursued over an
extended time, can constitute a career.
@ Career Development looks at long term
career effectiveness and success of
employees.
 
  




@ HRM seeks information to direct & monitor the
progress of special groups of employees, and to
ensure that capable professional, managerial and
technical talent will be available to meet the
organization¶s need.
@ Career development from organization¶s
perspective is also called organizational career
planning.
@ Individual career development focuses on
assisting individuals to identify their major goals
and how to achieve them.
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   6
 
!

@ Which are the types of hires that Mcdonald¶s
recruit?
@ Discuss the organization¶s Recruitment policy &
Philosophy.
@ What are the methods used for recruitment? Are
there any new methods they could employ?
@ For selection, what is the process they employ?
@ How are trainees/ new employees retained or
terminated at Mc¶s?