Hrm-mod-3

RECRUITMENT 

DEFFINITIONS

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It is the process of 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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Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs in the organization.

PURPOSE AND IMPORTANCE Process of bringing the prospective employee & employer to stimulate / encourage the employee to apply for the job  Determine the present and future requirements of organization in conjunction with its personal- planning and job analysis activities. 

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Increase organizational effectiveness

&

individual

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Increases the pool of job candidates at min. cost.

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Help reduce the probability that job applicants, once recruited and selected will leave the organization only after short period of time Being identifying and preparing potential job applicants who will be appropriate candidates. Increase organizational the organizational and individual effectiveness in the short term and long term.

Objectives 1)

2) 3) 4)

To attract people with multidimensional skills & experience To induct outsiders with new perspective To infuse fresh blood at all levels in org. To develop an organizational culture

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To search/head hunt for people whose skills fit company’s values

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To search for talents globally & not within the organization

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To design entry pay that competes on quality & not on quantum

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To devise methods for assessing traits

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To seek non conventional ways for developing talents

Sub systems of recruitment 

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Finding out and developing the sources (internal and external.) Developing suitable technique to attract the desirable candidate. Employing the technique to attract candidate. (promote) Stimulating the candidates to apply for jobs (clarifying doubts.)

Factors affecting recruitment

Internal factors  Company’s

Pay package  Quality of work life  Organizational culture  Career planning and growth

 Company

size  Company’s products/services  Geographical spread of company’s operations  Company’s growth rate

 Role

of trade unions  Cost of recruitment  Company’s name and fame

External factors  Socio-economic

factors  Supply and demand factors  Employment rate

Labor market conditions  Political, legal and government factors  Information systems like employment exchange/tele-recruitment like internet. 

Recruitment Policy It is derived from the personnel policy of the same organization. It asserts the objectives of recruitment and provides a framework of implementation of these recruitment programmes in the form of procedures

Pre-requisites of a sound Recruitment Policy  

Conformity with its general policies Should be 

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flexible enough to meet the changing needs of an organization. be designed so as to ensure employment opportunities on long term basis to achieve organizational match the qualities of employees Highlight the meeting of established job analysis

Principle elements governing Recruitment Policy     

Identification of recruitment needs Preferred sources of recruitment Cost of recruitment and selection Criteria of selection techniques Role , if any , assigned to the Union in the formulation and implementation of Rec and selection policies

Recruitment policy involves principles such as:  To find and employ the best qualified persons for each job.  To retain best and most promising of those hired.  To offer promising opportunities for life-time working careers, and  To provide programmes and facilities for personal growth on the job.

Sources of recruitment 

Internal Present , Permanent employees  Present Temp/ Casual  Retrenched / Retired  Dependents of diseased , disabled , retired and present employees 

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External      

Educational & Training Institutes Pvt employment agencies / consultants Public employment exchanges , Professional Associations Data banks Trade Unions

Centralization vs. Decentralization

Example: INFOSYS Centralized Certain

VS. Characteristics

Example: TATA

Decision-making authority

Distributed throughout organization

Environment

Uncertain

Centralization vs.

Decentralization Centralization Decentralization Advantages: 

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Allows important decisions to be made by top-level managers who have an overall picture of the company’s objectives. Leaves the decision-making process to top management rather than adding it as an additional responsibility to employees who have routine job functions.

Disadvantages: 

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Top-level managers become burdened with making decisions. Since information flows upward from top management which minimizes the open lines of communication with lower level managers, top-level managers may not be aware of problems.

Advantages: 

Reduction of the decision-making burdens faced by top-level management

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Allows decisions to be made by individuals close to the problem.

Disadvantages: 

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Lower level managers’ goals not corresponding to top management’s goals. Increases information costs and services can become duplicated.

Which strategy, Centralization or Decentralization, is better for an organization to use? Neither, it depends on an organization’s needs. Factors that will affect an organization’s decision include size, geographical location and environment. Although there’s a neverending debate about which strategy to use, the key is for organizations to find a compromise between the two strategies that will allow them to effectively meet their company objectives.

Forms of Recruitment •Centralized recruitment •De-centralized recruitment

Centralized recruitment The recruitment practices of an organization are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organizations.

Benefits of the centralized form of recruitment are      

Reduces administration costs Better utilization of specialists Uniformity in recruitment Interchangeability of staff Reduces favoritism Every department sends requisitions for recruitment to their central office

DECENTRALIZED RECRUITMENT 

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Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly.

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Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner.

Merits of Decentralized Recruitment

1. The unit concerned concentrates only on those sources / places where it normally gets the suitable candidates. As such the cost of recruitment would be relatively less. 2. The unit gets most suitable candidates as it is well aware of the requirements of the jobs regarding cultural, traditional, family background aspects, local factors, social factors etc. 3. Units can recruit candidates as and when they are required without any delay.

4. The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. 5. The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions / processes of recruitment. 6. The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency.