Nitin Vazirani

Dean- HR
SIES College Of Management Studies,Nerul.
vazirani.nitin@gmail.com

RECRUITMENT
“A process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for efficient workforce.”

“The process searching for prospective employees and stimulating them to apply for
jobs in the organization.”
- Edwin B. Flippo
RECRUITMENT OBJECTIVES OF RECRUITMENT
To attract people with multi-dimensional skills and experience that suit the present and future
organizational strategies.

To induct outsiders with a new perspective to lead the company.

To infuse fresh blood at all levels of the organization.

To develop an organizational culture that attracts competent people to the company.

To search or head hunt/head pouch people whose skills fit the company’s values.

To devise methodologies for assessing psychological traits

To seek non-conventional development grounds for talent.

To search for talent globally and not just within the company.

To design entry pay that competes on quality but not on quantum.

To anticipate and find people for positions that do not exist yet.
RECRUITMENT FACTOR AFFECTING RECRUITMENT

Factors Affecting Recruitment

Internal Factors External Factors

• Company’s Pay Package • Socio-economic Factors

• Quality of Worklife • Supply and Demand Factors
• Organizational Culture • Employment Rate
• Career Planning and Growth • Labor Market Conditions
• Company’s Size • Political, Legal and
Governmental Factors like
• Company’s Products/Services
reservations for SC/ST/BC and
• Geographical Spread of the sons-of-soil.
Company’s Operations
• Information System like
• Company’s Growth Rate Employment Exchanges/Tele-
recruitment like Internet.
• Role of Trade Unions
• Cost of Recruitment
• Company’s Name and Fame
RECRUITMENT SOURCES OF RECRUITMENT

Sources of Recruitment

Internal Sources External Sources

• Present permanent employees • Campus Recruitment

• Present temporary/casual • Private Employment / Agencies
employees / Consultants
• Retrenched or retired • Public Employment Exchanges
employees
• Professional Associations
• Dependents of deceased,
• Data Banks
disabled, retired and present
employees • Casual Applicants
• Similar Organizations
• Trade Unions
• Poaching
• E-Recruitment
RECRUITMENT SOURCES OF RECRUITMENT

Why do Organizations Prefer Internal Source?

Internal recruitment can be used as a technique of motivation.

Morale of the employees can be improved.

Suitability of the internal candidates can be judged better than the external candidates as “known
devils are better than unknown angels.”

Loyalty, commitment, a sense of belongingness, and security of the present employees can be
enhanced.

Employees’ psychological needs can be met by providing an opportunity for advancement.

Employees economic needs for promotion, higher income can be satisfied.

Cost of selection can be minimized.

Cost of training, induction, orientation, period of adaptability to the organization can be reduced

Trade unions can be satisfied.

Social responsibility towards employees may be discharged.

Stability of employment can be ensured.

RECRUITMENT SOURCES OF RECRUITMENT

Why do Organizations Prefer External Source?

The suitable candidates with skill, knowledge, talent etc., are generally available.

Candidates can be selected without any pre-conceived notion or reservations.

Cost of employees can be minimized because employees selected from this source are generally
placed in minimum pay scale.

Expertise, excellence and experience in other organizations can be easily brought into the
organization.

Human resources mix can be balanced with different background, experience, skill etc.

Latest knowledge, skill, innovative or creative talent can also be flowed into the organization.

Existing will also broadens their personality.

Long-run benefit to the organization in the sense that qualitative human resources can be
brought.
RECRUITMENT RECRUITMENT TECHNIQUES

Recruitment Techniques

For internal candidates:

Promotions
Transfers

For external candidates:

Present Employees
Scouting
Advertising
RECRUITMENT RECRUITMENT TECHNIQUES

Modern Sources and Techniques of Recruitment

• Walk-In
• Consult-In
• Head-hunting
• Body Shopping
• Business Alliances
• Tele-Recruitment
• Poaching
• E-Recruitment
RECRUITMENT HOW PEPSI RECRUITS FOR ITS FIT
THE FIT THE PROBES
• A winner’s mindset
STARTER PROBES: To build a rapport with the
• An ability to lead dramatic candidate, give the interviewer immediate control of
change the interview, and probe what the interviewer
believes is the major issue in the candidate’s
• Hands-on background

• An ability to stretch JOB FIT PROBES: Probes the candidate’s

• An ability to deal with ambiguity
• An orientation towards the
business
educational background, work experience, career
expectations, preferences on national – and
international – mobility, and the expected
compensation package

• A certain impact and presence SUCCESS FACTOR PROBES: Looks at the

candidate’s ability to be successful at his or her job.
• Flair and style Executive maturity, ability to lead and manage
people, excecutional excellence, and knowledge of
• Open and informal the business are probed

• Aggression
FATAL FLAW PROCESS: If a candidate exhibits
certain traits – lack of drive, a penchant for playing
• Innovation
office politics, losing cool under pressure, promoting
self-interest, and low integrity – these automatically
• High achievement
disqualify him
RECRUITMENT THE REEBOK FIT

YOUTH: As Reebok’s consumers are young, the company stresses youth. So the
average age at Reebok is 28 years

A SPORTY INFORMAL:
ATTITUDE:
HANDS-ON: Employees
Employees must have an
should have a As Reebok has ability to cope
passion for the only 29 with
fitness employees, the informality, a
business and ability to get flat
reflect the one’s hands organization,
company’s dirty is crucial and absence
aspirations of hierarchies

EMPOWERED: Employees must be able to take decisions independently and perform

consistently with their clearly-defined roles
 SELECTION
“The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidates’ specifications are matched with the
job specifications and requirements or not.”

The selection procedure cannot be effective until and unless:

2. Requirements of the job to be filled have been clearly specified (Job
analysis, etc.)
3. Employee specifications (physical, mental, social, behavioral, etc.)
have been clearly specified.
4. Candidates for screening have been attached
SELECTION SELECTION PROCEDURE

1 Job Analysis 2 Recruitment

3 Application Form 4 Written Examination

5 Preliminary Interview 6 Business Games

7 Tests 8 Final Interview

9 Medical Examination 10 Reference Checks

11 Line Manager’s Decision 12 Employment

SELECTION INTERVIEW PROCESS

a Preparation for the Interview Appropriate type of interview

The areas to be tested

Type and number of interviews

Review the information

b Conduct the Interview Open the interview

Get complete and accurate information

Record observations and impressions

Guide the interview

Check the success of the interview

c Close the Interview

d Evaluate Interview Results

SELECTION FREQUENTLY ASKED QUESTIONS IN INTERVIEWS

What goals have you set for yourself? How are you planning to achieve them?

What factors did you consider in choosing your majors?

Tell me how do you perceive your strengths. Your weaknesses. How do you evaluate yourself?

What was the most useful criticism you ever received, and who was it from?

How do you motivate people?

Why did you choose the extra-curricular activities you did? What did you gain? What did you contribute?

Give an example of a situation in which you failed. How you handled it?

What two or three accomplishments have given you the most satisfaction?

What idea have you developed and implemented that was particularly creative or innovative?

Describe a situation where you had to work with someone who was difficult. How was the person difficult, and how
did you handle it?

Describe a leadership role of yours and how you committed time to it?

What work experience has been the most valuable to you and why?

What are your team player qualities? Give examples

Describe a situation were you had a conflict with another individual, and how you dealt with it.

Tell me about your expectations from your future employer?

SELECTION INTERVIEWER'S SAMPLE SHEET
Candidate’s Name Date

Source Direct Computer Institute Internet

Referral Advertisement Placement Agency Campus

Position Test Score

Parameter 0 1 2 3 4 5
No Data Deficient Average Capable Strong Exceptional

Functional Ability / Computer Skills

Work Exp. Value Addition

Mental Acumen

General Knowledge

Assertiveness / Initiative

Leadership Capability

Team Work & Adaptability

Maturity

Personal Impact / Communication

Potential

Overall Rating
SELECTION INTERVIEWER'S SAMPLE SHEET

Strengths Development Areas

Recommendation Financial Information Processing Technology Call Centers

Allocation
Collections Sales

Work Experience Weightage: 0% 25% - 50% 75% 100%

Candidate open to: Staggered Hours Sunday working Overnight Shift working

Overall Comments:

Recommendation Hire Hold for Comparison Turndown

Interviewer’s Name Signature Date

 PLACEMENT & INDUCTION
“When once the candidate reports for duty, the organization has to place him initially
in that job for which he is selected.”
INDUCTION EMPLOYEE PLACEMENT PROCESS

Collect details about the employee

Construct the employee’s profile

Match between sub-group profile and individual’s profile

&
PLACEMENT

Compare sub-group profile to job family profile

Match between job family profiles and sub-group profiles

Assign the individuals to job family

Assign the individual to specific job after further counseling and assignment
INDUCTION INDUCTION PROCEDURE AND PROGRAMME
1. Word of welcome.

2. Explain overall departmental organization and its relationship to other activities of the company.

3. Explain employee’s individual contribution to the objectives of the department and his starting assignment in
board terms

4. Discuss job content with employee and give him a copy of job description (if available)
&

5. Explain departmental training programmes and salary increase practices, and procedures
PLACEMENT

6. Discuss where the employee lives and transportation facilities.

1. Explain working conditions

a) Hours of work
b) Use of employee entrance and exit
c) Lunch hours
d) Coffee breaks
e) Personal telephone calls and mail
f) Overtime policy and requirements
g) Pay days and procedure for being paid
h) Lockers
i) Other – Safety habits and security regulations
INDUCTION INDUCTION PROCEDURE AND PROGRAMME
1. Requirement for continuance of employment – explain company standards as to:
a) Performance of duties
b) Attendance and punctuality
c) Handling confidential information
d) Behavior
e) General appearance
f) Wearing a uniform
&

9. Introduce new staff member to manager (s) and other supervisors (special attention should be paid to the
person to whom the new employee will be assigned.
PLACEMENT

1. Release employee to immediate supervisor who will:

a) Introduce new staff member to fellow workers
b) Familiarize the employee with his work lace
c) Begin on – the – job training.
INDUCTION MERITS AND DEMERITS OF INDUCTION

MERITS

 Exposes new managers to all kinds of businesses

 Prevents inductees from being over-specialized
 Makes a recruit productive to the company quickly
 Familiarizes new entrants with corporate culture
&

 Imparts training on the job rather than theoretically

PLACEMENT

DEMERITS

 Throws trainees into the thick of action too soon

 Mistakes made by raw recruits can damage company
 Allows no time to gauge individual strength and weaknesses
 Daunts people who prefer structured work environment
 Small periods spent in each job can create wrong perceptions
INDUCTION CITIBANK’S INDUCTION PROCESS
ORIENTATION PROGRAMME
ON-THE-JOB PERFORMING
Duration: 21/2 weeks

Presentation by each
business head
Corporate Banking Customer Banking
&

Case study presentations which

PLACEMENT

encourage solutions from the

participants Assigned Assigned Projects:
Specific Job
Two or more projects
Duration
Simulation exercises 21/2 – 6 weeks Duration: 6 weeks

Interaction with Detailed job-wise

CONCLUDING CLASS-ROOM
peers across the discussions, training,
TRAINING
region problem-solving
 Recruitment – The Cisco Way

“Our philosophy is very simple – if you get the best people in the industry
to fit into your culture and you motivate them properly,
then you’re going to be an industry leader.’

John Chamber
CEO, Cisco Systems
RECRUITMENT - THE CISCO WAY INTRODUCTION

The Case:

The case examines various changes brought about by global networking major.
Cisco, in its recruitment policies in the mid-1990s

Background of Cisco:

Cisco was founded in 1984 by a group of computer scientists at Stanford, who

designed an operating software called IOS (Internet Operating System)

In 1985, the company started a customer support site from where customers
could download software over FTP and also upgrade the downloaded software. It
provided technical support to its customers through emails
RECRUITMENT - THE CISCO WAY INTRODUCTION

Introduction to the case:

In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people
every three months during the year, the company still had hundreds of openings.

Cisco hired more than 1,000 employees every quarter – around 10 percent of the total jobs
generated through Internet in the Silicon Valley.

The management realized that they had to adopt innovative recruitment measures to get the best
people and remain the leader in the Internet era. Foremost among these was the first of its kind
online recruitment called the ‘Friends program’

In 2001, the company recruited around 40-50% of its employees through ‘Make a friend @
Cisco’ online program and other such initiatives

“Friends is designed to put some grace into the hiring process.”. Cisco recruiters have also began
to target passive job seekers, who were content and successful in their existing jobs.

- Michael McNeal, Director, Corporate Employment

RECRUITMENT - THE CISCO WAY RECRUITMENT AT CISCO

Cisco’s Vision Statement:

“Attracting, growing and retaining great talent is critical to sustaining Cisco’s competitive
advantage.”

Cisco sources revealed that the company had a policy of attracting the ‘top 10-15 percent’ people
in the networking industry. It believed that if it could get the best people in the industry and retain
them, it would remain the industry leader

Cisco’s recruiting team identified the candidates whom they felt that the company ‘should hire,’
and then figured out ways those potential candidates did their job hunting and designed hiring
processes to attract them to the company.

“The top 10 percent are not typically found in the first round of layoffs from other companies, and
they usually aren’t cruising through the want ads.”

- Barbara Beck, Vice President, Human Resources

RECRUITMENT - THE CISCO WAY RECRUITMENT AT CISCO
Since the most sought after employees were not accessible, Cisco deviced a strategy to lure
them.

As part of its strategy to attract the best talent, Cisco changed the way it used wanted
advertisements in newspapers. Instead of listing specific job openings, the company featured its
Internet address in its ads and invited prospective candidates to apply.

The company learned to attract happily employed people through focus groups. For example, it
was found that most professionals like to watch movies in their free time, websites on ‘corporate
cartoon Dilbert’ were extremely popular and most professionals hated job hunting.

Cisco linked its website to the Dilbert web page, which registered around 2.5 million hits per day,
mainly from engineers and Internet-savvy managers.
RECRUITMENT - THE CISCO WAY RECRUITMENT AT CISCO
The focus group’s exercise made Cisco realize that a candidate would approach the company if
he had been informed by a friend about better opportunities at Cisco.

Cisco also reached out to potential applicants through a variety of routes which were unusual in
recruiting. It began frequenting art fairs, beer festivals and certain annual events in which people
from Silicon Valley participated. These places proved to be very ‘fruitful hunting venues’ as they
attracted young achievers from various successful infotech companies.

Cisco recruiters mingled with the crowd, collected business cards from prospective candidates
and spoke to them informally about their careers. The Cisco employees then called the prospects
to inform them in their own words about life at the company.

By 1999, about one third of new recruitments were made through the Friends program, Cisco
launched a tool called Profiler on the employment page of its website to accelerate and
standardize online resume submission.
RECRUITMENT - THE CISCO WAY RECRUITMENT AT CISCO
To avoid applicants from being caught by their current employers while using Profiler, Cisco
designed each screen with an escape button that opened web page about gift suggestions for co-
workers.

To speed up the hiring process, Cisco hired in-house headhunters to identify qualified candidates
for managers.

Cisco also encouraged internal referrals for recruitment through a program called ‘Amazing
People.’ This system allowed Cisco employees to refer their friends, acquaintances for positions
in Cisco. Employees were given bonus if the company hired the person they referred.

Every new recruit was assigned a ‘buddy’ who clarified all doubts and answered questions about
Cisco and work in general.
RECRUITMENT - THE CISCO WAY REAPING THE BENFITS
Cisco believed that its new recruitment philosophy should be made a part of the overall corporate
culture. By last 2000, Cisco’s job page was recording around 500,000 hits per month.

Cisco, which was hiring approximately 8,000 people a year, received 81 percent of the resumes
were from the web.

Eventually, 66 percent of the new recruits were the candidates who had sent their resumes
through the Cisco website.

It was also reported that about 45 percent of the company’s new recruits came from the Amazing
People program.

Cisco’s hiring cycle also came down to 45 days from 68 days.

The recruitment costs in this ‘direct mode’ was around 40 percent below the industry average.
RECRUITMENT - THE CISCO WAY REAPING THE BENFITS
Referral rates at Cisco were twice the industry norm and that created a performance edge, as
most recruits were qualified employees with vast experience.

By 2002, referrals and the friends program accounted for 50-60 percent of new employees. Most
importantly, the retention rate at the company had also increased.

According to the company sources on average Cisco employees accessed the corporate e-HR
site 16 times a day for information about job cuts.

Analysts claimed that Cisco’s innovative and aggressive recruiting initiatives were to a large
extent responsible for the company’s expansion at 40 percent every year and recruiting 250
employees every week despite the global dot-cum slump.

Industry observers felt that other players should also change their recruitment policies to keep up
with Cisco’s ‘power-staffing’ recruitment.