INDEX 1 Introduction 2 Literature review 3 Company Profile 4 Objectives 5 Recruitment and Selection 6 Conclusions 7 Bibliographies INTRODUCTION The study is on recruitment and selection of human resource which is the movable asset of the company. In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions.
Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. This case lets discuss the importance of having an effective recruitment and selection policy.
They discuss the importance of a good selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization. Employee recruitment forms a major part of an organization’s overall re-sourcing strategies which seek to identify and secure the people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels.
To be effective these initiatives need to include how and when to source the best recruits internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement strategies.
Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. Increasingly, securing the best quality candidates for almost all organizations will rely, at least occasionally if not substantially, on external recruitment methods.
Rapid changing business models demand skills of experiences which cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization today to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification.
Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise they will be referred on an adhoc basis to government job centers or commercially run employment agencies. Except in sectors where high-volume recruitment is the norm, an organization faced with an unexpected requirement for an unusually large number of new recruits at short notice will often hand over the task to a specialist external recruiter to manage the end-to-end re-sourcing programme.
Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies.
In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ‘embed’, their re-sourcing team(s) within the client organization’s offices but will work in tandem with the senior human resource management team in developing the longer-term HR re-sourcing strategy and plan Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s.
By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success.
Although this view was increasingly challenged by more quantitatively rigorous and less “soft” management techniques in the 1960s and beyond, human resources development had gained a permanent role within organizations, agencies and nations, increasingly as not only an academic discipline, but as a central. LITERATURE REVIEW Nowadays, large corporations have made a colossal effort to attract the best resources to lower costs to ensure competitive advantage in business environments is increasingly competitive.
Thus, in the competition for more lucrative markets, the acquisition of talent has become an important business activity and is responsible for competitive advantage and the quality of the performance of organizations. In addition, the recruitment and selection does not just happen “from outside”, but also with in-house promotions that serve to promote the relocation of professionals who already work for the company, ensuring that their skills will be better used in another function, apart from the specific cost reduction. 1] Retailing is a fascinating, people oriented business, based on service to consumers. It operates in an environment of attractive products and helpful services. Wherever you turn in retailing, you can find something interesting to look at, to explore, and often to purchase. We live in an age that is rich with products and services for most people to buy. Products are goods grown or manufactured and available for sale; services are benefits or satisfactions that improve the appearance, health, comfort, or peace of mind of their users. 2] The most time consuming aspects of the human resource function are payroll administration and the recruitment and selection process. Good recruitment software can save a substantial amount of time in the performance of these activities and consequently save money. It can also improve the quality of decision making because of better access to relevant, reliable and up to date data, which can help in making the decisions.  Human Resource Management theories focus on methods of recruitment and selection and highlight the advantages of interviews, general assessment and psychometric testing as employee selection processes.
The recruitment process could be internal or external or could also be online and involves the stages of recruitment policies, advertising, job description, job application process, interviews, assessment, decision making, legislation selection and training.  Recruitment software includes applicant tracking software. If you are into regularly recruiting staff, recruitment software can save you a great deal of time sorting through applicants and following them through the interview and selection process. Some recruitment software even includes a scanning capability for keywords in resumes.
Recruitment software can also save you time on interviewing previously unsuccessful applicants for future positions if you thought them to be unsuitable for your organization.  Recruitment metrics were once more focused on factors that involved time and cost. Yes, these factors are still included in the typical framework of recruitment metrics that a lot of companies use today. But there are actually a number of additional factors used in today’s framework. Looking at time and cost, you can easily say that these comprise the quantitative aspect of recruitment metrics.
Today’s framework, though, has included a qualitative aspect, composed of productivity, retention, efficiency, and candidate performance that is used when considering post-hire options. By including both quantitative and qualitative aspects in recruitment metrics, you do not just ensure quality performance from your workforce. You also ensure customer satisfaction, which should be one of the primary goals of any business.  Sources  Jan 29, 2010 www. articles base. com  Jul 14, 2008 www. articles base. com  Jul 10, 2007 www. articles base. com 4] Jul 10, 2006 www. articles base. com  Jul 10, 2007 www. articlesbase. com  Feb 04, 2008 www. articlesbase. com RECRUITMENT AND SELECTION Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes:
Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: 1 The title of the job 2 To whom the employee is responsible 3 For whom the employee is responsible 4 A simple description of the role and duties of the employee within the organization. Job analysis is used in order to 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3.
Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals.
Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organizations specifically employ ‘job analysts’. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer. Job description A job description will set out how a particular employee will fit into the organization. It will therefore need to set out: 1 The title of the job 2 To whom the employee is responsible 3 For whom the employee is responsible 4 A simple description of the role and duties of the employee within the organization.
A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organization. Job specification A job specification goes beyond a mere description – in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager’s post in a retail store included the following: ‘Managers at all levels would be expected to show responsibility.
The company is looking for people who are tough and talented. They should have a flair for business; know how to sell, and to work in a team. ‘ Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e. . the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to ‘who does what’ in a business. Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: 1 Keeping the costs of selection down Making sure that the skills and qualities being sought have been identified, 3 Developing a process for identifying them in candidates 4 Making sure that the candidates selected, will want the job, and will stay with the company. Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all the necessary documentations, such as application forms available to study before the interviews take place.
A short list must be made up of suitable candidates, so that the interviews do not have to take place a second time, with new job advertisements being placed. The skills required should have been identified through the process of job analysis, description and specification. It is important then to identify ways of testing whether candidates meet these requirements. Testing this out may involve: 1 Interviewing candidates 2 Asking them to get involved in simulated work scenarios 3 Asking them to provide samples of previous work 4 Getting them to fill in personality and intelligence tests Giving them real work simulations to test their abilities. Internal recruitment process IJImarketvvvcvccchstasga Abbreviations: IJM- Internal Job Market MD- Managing Director JD- Job Description HR- Human Resource RM- Recruitment Manager T- Time External recruitment process CONCLUSION Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post.
Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Bibliography 1 Human Resource Management – Anajali Ganekar 2 Personnel Management – C . B. Memoria 3 www. google. com 4 www. wikipedia. com 5 www. search. com 6 www. atlascocpco. com 7 www. articlesbase. com [pic][pic][pic][pic][pic][pic] ———————– Triggers (RM) Approved Headcount Budget,
Replacements, unbudgeted etc. Approving authority – MD References Validated JD, Budget/PR approval T- Day-00 IJM Posting (HR) -shortlist CV’s (RM&HR) -T-15th to 16th day -Conduct Interviews (RM&HR) -Collate int. assessment& int. feedback by candidate (HR) -T- 17th to 20th Day YES NO Hiring decision (RM&HR) -T – 20th to 21st Day Final selection (HR&RM) -Grade, salary fixation (RM&HR) -Appointment letter (HR) -T – 22nd to 25th Day External recruitment Sources External agencies, recruitment agencies, advertisements, job portals, references etc -Short listing of CV”s -T – 25th to 30th Day
Candidate database NO REJECT Hiring decision (HR&RM) -T- 40th to 45th Day NO -Offer Accepted -Appointment letter (HR) -T –By 55th Day -Medical Test (HR) -Comp. signoff (RM&HR) -T- 46th to 50th Day YES -Training to Security, receptionist, interviewing techniques etc. -Atlas Copco film, reading material at reception. -Candidate’s feedback on interview process -Reimbursements -Schedule Interviews (HR) -Call letters to the candidates, address, web site etc. (HR) -Conduct interviews (HR&RM) -Collect int. assessment & int. feedback by candidate (HR) -T- 30th to 40th Day