SUBMITTED TO MADAM AFSHEEN

SUBMITTED BY: FARAH MASROOR SUBATA RAHEEM TOUSEEN ARIF M.NASIF ZAFAR

ORIENTATION & RECRUITMENT

ACKNOWLEDGEMENT:
We would like to take the opportunity to express our gratitude to all of them who in Some or Other way helped us to accomplish this challenging project of Human Resource Management. No amount of written expression is sufficient to Show our deepest sense of gratitude to them.

We are extremely thankful and pay gratitude to our

MADAM AFSHEEN
For her valuable guidance and support on completion of this project in its presently.

At last but not least gratitude goes to all of my friends who directly or indirectly helped us to complete this project report.

TABLE OF CONTENTS
Acknowledgement: ....................................................................................................................................... 3 Abstract ......................................................................................................................................................... 5 Introduction of HRM: .................................................................................................................................... 6 Functions of HRM: ........................................................................................................................................ 6 Introduction Of Orientation: ......................................................................................................................... 7 Difference between Induction and Orientation: ......................................................................................... 8 Criticisms on Orientation: ............................................................................................................................. 9 Benefits of Orientation ................................................................................................................................. 9 Problems in Orientation.............................................................................................................................. 10 Evaluation of Orientation............................................................................................................................ 10 Authorities Involved In Orientation ............................................................................................................ 11 Types of Orientation Programs ................................................................................................................... 13 Effective Orientation ................................................................................................................................... 14 Introduction to recruitment........................................................................................................................ 18 Recruitment needs are of three types: ....................................................................................................... 20 Recruitment process: .................................................................................................................................. 21 Recruitment planning: ............................................................................................................................ 22 Recruitment strategy development: ....................................................................................................... 23 Recruitment searchng: ............................................................................................................................ 23 Recruitment screening: ........................................................................................................................... 24 Recruitment evaluation and control: ...................................................................................................... 24 Evaluating the recruitment process: ........................................................................................................... 25 Sources and methods for obtaining job apllicants ..................................................................................... 29 Multiple other sources and methods ......................................................................................................... 38 The emerging challenges in recruitment .................................................................................................... 41 Factors affecting recruitment: .................................................................................................................... 44 Internal Factors Affecting Recruitment: ................................................................................................. 45 External Factors Affecting Recruitment: ................................................................................................. 46 International Recruitment Process ............................................................................................................. 47 Recruitment Process in Pakistan:................................................................................................................ 49 Difference between Recruitment and Selection ........................................................................................ 50 Purpose & Importance of Recruitment:...................................................................................................... 51 Bibliography ................................................................................................................................................ 52

ABSTRACT

Introduction of HRM:
A series of integrated decisions that govern employer-employee relations. Their quality contributes to the ability of organizations and employees to achieve their objectives (Milkovich & Boudreau, 1997)..

Functions of HRM:

The following are the core functions of HRM. 1. Recruitment, Selection and Introduction 2. Personnel Administration 3. Training & Development

4. Performance & Reward Management 5. Talent Management 6. Succession & Career Planning 7. Labor Relations 8. HR Planning

Orientation

In Today's global economy, many corporations are finding that success depends.... on a company's ability to ensure world-wide employee mobility... (JOHN P, SENKO)

Introduction:
Employee orientation, also commonly referred to as onboarding or organizational socialization, is the process by which an employee acquires the necessary skills, knowledge, behaviors, and contacts to effectively transition into a new organization (or role within the organization). Orientation is a reasonably broad process, generally carried out by the human resource department, that may incorporate lectures, videos, meetings, computer-based programs, team-building exercises, and mentoring. The underlying goal of incorporating these varying onboarding tactics is to provide the

employee enough information to adjust, ultimately resulting in satisfaction and effectiveness as a new employee.

Difference between induction and orientation:

Induction referred to formal training programs that an employee had to complete before they could start work. While, Orientation was the informal information giving that made the recruit aware of the comfort issues - where the facilities are, what time lunch is and so forth.

Organization Socialization Model:

A good way in which to envision this process is through understanding the organization socialization model. This chart highlights the process of moving the employee through the adjustment stage to the desired outcome:

New Employee Characteristics :

Though this segment of the model overlaps with other human resource initiatives (such as recruitment and talent management), the characteristics of an employee are central to the strategies best employed as they move through the orientation process. Characteristics that are particularly useful in this process are extroversion, curiosity, experience, pro-activeness, and openness.

New Employee Tactics:

The goal for the employee is to acquire knowledge and build relationships. These relationships in particular are central to understanding company culture alongside acquiring resources to help expedite the onboarding process.

Organizational Tactics:
The organization should similarly seek to emphasize relationship building and the communication of knowledge, particularly organizational knowledge that will be useful for the employee when navigating the company. The company should also employee many of the resources mentioned above (videos, lectures, team-building exercises) to complement the process.

Adjustment :
Through combining the above three inputs, the employee should move through the adjustment phase as they acclimate to the new professional environment. This should

focus primarily on knowledge of the company culture and co-workers, along with increased clarity as to how they fit within the organizational framework (i.e. their role).

Outcomes:
The goal of effectively orienting the employee for success is twofold: minimize turnover while maximizing satisfaction. The cost of bring new employees into the mix is substantial, as a result high turnover rates are a significant threat to most companies. Ensuring that the onboarding process is effective significantly reduces this risk. Additionally, achieving high levels of employee satisfaction is an enormous competitive advantage, as satisfied employees are motivated and efficient.

Criticisms:
The desired outcome from an onboarding process is fairly straightforward, ensuring the new employee(s) is well-equipped to succeed in their new professional environment. However, some critics of orientation processes stipulate that sometimes the extensive onboarding process can confuse the employees relative to their role, as most of their time is spent in company-wide learning as opposed to role-centric learning. While this criticism may be true in some contexts, it can be offset through a more role-specific onboarding process. It is generally acknowledged that orientation strategies generate positive outcomes and returns on investment.

BENEFITS
You are demonstrating that you care about the employees on your team and with the company. You are establishing open communication as the basis for your relationship with the employee. You are giving the employee an opportunity to learn about your management style at the outset while you are also getting to know the employee better. You are showing the employee the best of your corporate culture that you value employee contributions and support a productive work environment.

Requisites of Orientation
Typically orientation conveys three types of info:

(i) General information about the daily work routine; (ii) A review of organizations history, founding fathers, objectives, operations and product or services, as well as how the employees job contributes to the organization's needs; and (iii) A detailed presentation, perhaps, in a brochure, of the organization policies, work rules and employee benefits.

Problems in Orientation

Too much paperwork Information overloadInformation irrelevanceScare tactics Problems of Orientation Too much selling of the organizationToo much one-way communication One-shot mentality No evaluation of program Lack of follow-up Problems of Orientation The program was not planned The employee was unaware of the job requirements

Evaluation of Orientation

Employee has to fill in a questionnaire evaluating the programme Group discussion sessions with new employees who have settled into their jobs Verbal feedback from the employees Employee Placement

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Allocation of employee to their right jobs. It includes initial assignment of new employees, and promotion, transfer, or demotion of present employees. Employee Placement Collect details about the employees Construct their profile Which subgroup profile does the individuals profile best fit? Employee Placement Compare the subgroup profile to job family profiles Which job family profile does subgroup profile best fit? Assign the individual to job family Assign the individual to specific job after further counseling and assessment

Authorities Involved In Orientation

Orientation is the the process of new employee adjustment, and a part of his continuous socialization process in an organization. Major objectives of orientation are:

Gain employee commitment, Reduce his or her anxiety, Help him or her understand organization's expectations, and Convey what he or she can expect from the job and the organization. It is commonly followed by training tailored to specific job positions. This process is divided into three phases which is done by three levels of management of the organization to make aware the new employee with the Organization as well as his job.

Role of Top Management Role of Department Head Role of Immediate Supervisor

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Role of Top Management:

The role of Top Management of the organization is pretty much wider than the other two. Top Management makes aware the new employee with the culture and overall information related to organization.

Role of Department Head:

The role of Department Head also known as Middle Management is lesser than Top Management but wider than the role of Immediate Supervisor. Department Head tells the new employee about the working of overall department and other important stuff regarding the department.

Role of Immediate Supervisor:

The role of Immediate Supervisor also known as Lower Management is narrower than both the roles of Top Management and Middle Management. Immediate Supervisor briefs the new employee with the actual job of the employee and tells him how to do it.

Top Management

Department Head

Immediate Supervisor

Buddy System:

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This system is called Buddy system because in this system co workers act like a buddy with the new employee. They tell each those things and facts about seniors and the organization which havent told by any of the Management.

Types of Orientation Programs

Formal or Informal

Individual or Group

Serial or Disjunctive

Investiture or Divestiture
Formal or Informal:
In case of informal orientation, new recruits directly put on to the job are expected to acclimatize themselves with the work environment and the organization. While in case of formal orientation, the management provides a structured program.

Individual or Group:
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The individual approach aims to develop far less homogenous views in individuals about their respective jobs and is also likely to preserve individual differences and perspectives. While group orientation aims to socialize individuals with themselves and with the organization as a whole.

Serial or Disjunctive:
A serial orientation is the one where an experienced employee inducts a new hire. When new hire does not have any predecessors available to guide them or to model their behaviour in the organization, it is known as disjunctive orientation.

Investiture or Divestiture:
Investiture orientation seeks to ratify () the usefulness of the characteristics that the person brings to the new job. Divestiture orientation, seeks to make minor modifications in the characteristic of the new hire and this is done to so as to seek a better fit between a new member and the organization.

Effective Orientation
Many organizations have all the information of a new employee orientation process in place. But beyond the what, it is just as important to consider how to share this information, when to schedule addressing the different elements and who needs to be involved to make for an engaging orientation process. Here are some important instructions for creating a thorough and effective new employee orientation process.

Design a process, not an event:

The orientation process is just that a process that will unfold over time, not just in one day. While it is important to share enough information so that a new employee feels equipped and prepared to do their work, employers should avoid overpowering a new employee with too much information on the first day. An orientation period supports the intense learning curve that a new employee will experience. It does not set up the expectation that they learn everything at once, but allows them to get good answers to urgent questions immediately, and to continue

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asking questions in the first few months as their needs change. It lets new employees know there is ongoing support for their successful integration into the organization. When planning the process, consider how and when you will schedule the activities and information sharing with the new employee and pace it according to what information is vital and what will be more useful and relevant at a later date.

Make a good first impression:

For many new employees, their first day experiences will be carried with them throughout their involvement with the organization. For employers, the first day with a new employee provides the opportunity to welcome them to the team and help them feel comfortable. Consider the experience from the employees perspective, and then make an effort to make it fun, interesting and as simple as possible. By engendering these positive emotions from the beginning, the new employee will be inspired to do great work and add value to your organization.

Dont bury a new employee in paperwork:

Often the best way to learn about a new workplace is to meet and talk with the people who work there. Rather than hiding away a new employee to read over policies, procedures, handbooks, and every report produced in the past five years, consider making the first few days of work as much about meeting people as digesting information.

Make it personal and meaningful:

It is important to modify the orientation process to the individual employees particular needs. While there is basic information that all employees need to access, someone with 10 years professional experience may not need the same process as a new graduate who is working for the first time. One of the most difficult parts about being a new employee is that it is difficult to get into the work, meaning the employee can feel unsure of themselves and their place within the organization. Assigning specific, meaningful work to do as soon as possible will help to anchor and situate new hires.

Help new employees understand and build their network:

New employees need to figure out who people are, what their roles are and how they interact within the organization. To become a fully-functioning member of the team, employees need to know whom to call to get something done, understand who reports to whom, etc. Build time for formal and informal interaction into the orientation process and be sure to give new employees multiple opportunities to engage with their new colleagues. For some new hires, a visual representation of the organizations, (often

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called an organizational chart) that depicts names, titles and relationships is very helpful.

Go beyond the HR basics to share the workplace culture and informal practices:
An orientation process that only covers policies and procedures is only telling a small part of the organizations story. Orientation is suppo sed to answer new-hire questions such as: What is this organization really all about? What is it like to work here? How are things organized, and where do I fit in? Think of the formal and informal rules at your workplace. For example: Do you observe a casual Friday? What is the office dress code? Do you celebrate birthdays or other significant days in the office? How? Beyond when you convene for staff meetings, how do you meet? Is everyone there? How do you get something on the agenda? How are they facilitated?

Make information accessible:

An employee handbook is often used in an orientation process. The handbook serves as a ready reference to the material covered during the orientation period. The orientation of new employees can provide a great refresher or learning opportunity for their colleagues, who can be asked to present information or guide the newcomer. You may also choose to post new employee orientation schedules, materials, benefits forms, and a FAQ about the organization on an Intranet that is accessible to new hires from a link in a welcome email before their first day on the job. Once theyve settled into their new job, send a reminder email that certain materials are available online, and encourage them to frequently visit the Intranet for information

Assign allies, buddies and mentors from the start:

Once settled in, a new employee may naturally connect with a senior employee or proactively seek out a mentor in the workplace. However, it can be very helpful to assign a welcome mentor or a buddy to each new hire, so they can immediately get a feel for the personality of the organization and know who they can go to for information or guidance for those first weeks on the job.

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ORIENTATION REFERENCES:
Human Resuorce Management Notes. http://www.scribd.com/doc/37629972/134/Types-of-Orientation-Programs. http://www.slideshare.net/hemanthcrpatna/human-resource-management-e-notes.

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RECRUITMENT

Labor shortages, which are predicted to last into the next century, are expected to increase the importance of applicant attraction for organizations.

(SARA. L RYNES AND ALISON E. BARBAR)

INTRODUCTION TO RECRUITMENT
Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the Staffing schedule and to employ effective measures for attracting that manpower in adequate Numbers to facilitate effective selection of efficient personnel. Every organization needs to look after recruitment and selection in the initial period and Thereafter as and when additional manpower is required due to expansion and development of Business activities. Right person for the right job is the basic principle in recruitment and selection. Every Organization should give attention to the selection of its manpower, especially

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its managers. The Operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities Smoothly and efficiently and for this recruitment and selection of suitable candidates are Essential. Human resource management in an organization will not be possible if unsuitable Persons are selected and employment in a business unit. Basically, Recruitment involves searching for and obtaining qualified job candidates in sufficient numbers from whom the organization can select the most appropriate person to fill its job needs. In addition to filling job needs, the recruitment activity should also be concerned with satisfying the needs of job candidates. Consequently, recruitment not only attracts individuals to the organization but also increases the chance of retaining the individuals once they are hired. Of course, the recruitment activity must be done in compliance with legal regulation. Thus, recruitment is specifically the set of activities used to obtain a pool of qualified job applicants.

MEANING OF RECRUITMENT
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc , are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees.

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Definition:
According to EDWIN B FLIPPO, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: A 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 applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.

RECRUITMENT NEEDS ARE OF THREE TYPES:

The need for recruitment may be due to the following reasons / situation: Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labor turnover. Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.

THREE TYPES OF RECRUITMENT NEED

PLANNED

ANTICIPATED

UNEXPECTED

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PLANNED:
The needs arising from changes in organization and retirement policy.

ANTICIPATED:
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTED:
Resignation, deaths, accidents, illness give rise to unexpected needs.

RECRUITMENT PROCESS:
Recruitment Process
STAGE 1:

RECRUITMENT PLANNING:

STAGE 2:

STRATEGY DEVELOPMENT

STAGE 3:

SEARCHNG:

STEP 4:

SCREENING:

STAGE 5: EVALUATION AND CONTROL:

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Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, via, Planning. Strategy development. Searching. Screening. Evaluation and control. The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programs can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact:
Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Programme is Contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people.

Types of contacts:
It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the

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qualifications and experience expected. These details are available through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labor markets comprising job seekers. (4). Sources of recruitment.

Make or Buy:
Organization must decide whether to hire le skilled employees and invest on training and education programs, or they can hire skilled labor and professional. Essentially, this is the make or buy decision. Organizations, which hire skilled and professionals shall have to pay more for these employees.

Technological Sophistication:
The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and job seekers a wider scope of options in the initial screening stage.

Where to look:
In order to reduce the costs, organizations look in to labor markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees.

When to look:
An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.

STAGE 3: SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps A). Source activation and B). Selling.

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A). Source Activation:

Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). Selling:
A second issue to be addressed in the searching process concerns communications. Here, organization walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care.

STEP 4: SCREENING:
Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a situation. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vice-chancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: Salaries for recruiters.

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 Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. The cost of advertisements or other recruitment methods, that is, agency fees. Recruitment overheads and administrative expenses. Cost of overtime and outsourcing while the vacancies remain unfilled. Cost of recruiting unsuitable candidates for the selection process.

EVALUATING THE RECRUITMENT PROCESS:

On average 25% of new hires leave their company within the first year of coming on board. If this is happening in your organization there may be some alarm bells ringing about the effectiveness of your recruitment process. New hire turnover is not rare for organizations today, especially in a highly turbulent and competitive marketplace. However, when organizations start to lose their top quality candidates to competitors early in their tenure it is a possible sign that something serious is going wrong.

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Organizational effectiveness depends on the performance of a companys human capital. To reduce the risk of employees taking flight organizations need to evaluate their recruitment strategy. A comprehensive evaluation of recruitment strategy allows organizations to identify internal capability and gaps, employee commitment levels and the corresponding cost effectiveness of that strategy. It provides a basis for improving the recruitment process for future use. Before companies can evaluate their recruitment strategy they first need to set the criteria against which it will be measured. Without setting criteria to measure against organizations will struggle to know how effective their recruitment strategy is. There are several metrics that organizations can use to evaluate their recruitment process. These include: Cost per hire Applicant volume Time to fill Quality of hire Human capital ROI Tenure Hiring manger and employee attitudes Turnover costs Career path ratio and more

Organizations can use some or all of the metrics to measure against depending on their needs and the driving focus behind recruitment strategy. Four common metrics include:

Cost per Hire:

(Advertising costs + Consultancy Fees + Total Interview Costs/ Total Hires)

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Cost per hire measures how much a company is spending on hiring individuals. It helps organizations to understand how much they are currently spending and if they are using enough resources. It measures the effectiveness of recruitment efforts and helps organizations to understand how much they are spending per hire and which recruiting sources are working the best. Once the total cost per hire is known organization can then plan and set a budget for the future.

Time to Fill:
(Total Days to Fill/ Total Hires)

Time to fill analyses the average time it takes to fill a vacancy and uses this to measure the efficiency of the recruitment process. The rationale here is that vacant positions cost money and the faster a position is filled the better the organization is being served.

Quality of Hire :
(Average performance score of headcount within 0-1 years of services/Average performance rating of total headcount [exc. temp staff])

Tracking performance of new hires against other employees in similar positions, quality of hire helps to set performance benchmarks and measures the return on investment. Reviewing performance also identifies training needs and development pathways for employees.

Turnover
The biggest indicator that the recruitment strategy is failing is high turnover of new hires. Turnover can be measured in two ways: 1 .Voluntary - (Total Voluntary Separations [exc. temp staff] within 0-1 years of service/ Total Headcount [exc. temp staff]) 2. Poor Quality Hire Rates- (Total Separation [exc. temp staff] with less than 1 years of Service/Total New hires [exc. temp staff] within 1 year) When employees leave within their first year can point to poor hiring decisions. Such voluntary turnover rates could also be an indicator that an organization is lacking in benefits, support, career development opportunities and more. To stay competitive organizations should implement robust on boarding programs to reduce turnover rates.

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Evaluating your recruitment strategy can sometimes be difficult and time consuming. However, understanding which methods are delivering results helps pinpoint the policies and recruitment strategies to adopt in order to secure and retain high performing candidates.

Affirmative Action/EEO/Diversity
Affirmative Action, Equal Employment Opportunity and Diversity are not to be considered separate actions or initiatives in the recruitment and selection process. Instead, they are key variables which are woven into each step of the process to support achievement of excellence as follows:

Affirmative Action
Required by federal regulations focusing mainly on hiring of underrepresented women and ethnic/racial groups: Universities, and those that manage within those institutions, are required to take affirmative action (action beyond placing an ad) to ensure a diverse workplace.

Federal regulation to: requires institutions Ensure diverse pools of applicants for campus positions Develop and implement affirmative action plans that identify areas of underutilization of minorities and women Develop and disseminate annual placement goals and demonstrate good faith efforts to eliminate underutilization A solid understanding of Affirmative Action and its integration with the search process is required of anyone having a role in the hiring process. Comprehensive information regarding Affirmative Action can be found on the Affirmative Action website.

Equal Employment Opportunity

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Equal Employment Opportunity is required by federal and state laws which focus on employment. It provides for equal access to employment opportunities, and prohibits discrimination based on race, gender, color, national origin, religion, physical or mental ability, ancestry, marital status, age, and sexual orientation, status as a covered veteran and on the basis of citizenship.

Diversity
Diversity refers to human qualities that are different from our own and those of groups to which we know; but that are manifested in other individuals and groups. Dimension of diversity include, but are not limited to age, ethnicity, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, parental status, religious beliefs, work experience, and job classification. Valuing diversity means creating a workplace that value and includes differences, recognizes the contributions that individuals with many types of differences can make and maximizes the potential for all.

SOURCES AND METHODS FOR OBTAINING JOB APLLICANTS

Once an organization has decided it needs additional or replacement employee, it is faced with the decision of how to generate the necessary applications. The organization can look to sources internal to the company and, if necessary, to sources external to the company. Most organizations have to use both the internal and external sources and methods to generate a sufficient number of applicants. Whenever there is an inadequate supply of labor and skills inside the organization, it must effectively get its message across to external candidates. It is here that the organizations choice of a particular method of recruitment can make all the difference in the success of the recruiting effortsi. A list of these sources and methods is given below.

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RECRUITMENT INTERNAL EXTERNAL

Sources:
1.Employee referrals

Sources:
1.Promotion 2.Transfer 3.Job rotation 4.Rehires and recalls

2.Walk-ins 3.Employment agencies

Methods:
1.Radio and television 2.Newspaper and trade 3.journals Computerized 4.serviceAcquisition and mergers

Methods:
1.Job posting 2.Skills inventories

4.Temporary help agencies 5.Trade association and unions 6.Campus Recruitment 7.Vocational Guidance Counselors 8.Special Events 9.Aliens

INTERNAL SOURCES:
Internal sources include present employees through promotions and transfers, job rotation, and rehires and recalls. Internal methods for obtaining hob applicant include: Promotion Transfer Job rotation Rehires and recalls

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Promotion: The case for promotion within rests on sound arguments. Internal
employees can be better qualified. Even jobs that do not seem unique require familiarity with the people, procedures policies,, and special characteristics of the organization in which they are performed. Employees are likely to feel more secure and to identify their long term interests with an organization that provides them the first choice of job opportunities. Availability of promotions within an organization can also motivate employees to perform. Internal promotions can also be much less expensive to the organization in terms of time and money. Apart from this disadvantages of a promotion-form-within-policy are several resulting in the possibility of not finding the best-qualified person. Other disadvantages of promotion-from-within-policy are infighting, inbreeding and lack of varied perspectives.

Transfer: Another way of internal recruitment is by transferring current employees

without promotions. Transfers are often important in providing employees with the broad-based view of the organization necessary for future promotions. Once the affirmative approach and equal employment requirements are met, the basis used to select the internal candidates for transfer must be decided.

Job rotation: Job rotation is usually temporary in nature. Job rotation has been used
effectively to expose management trainees to various aspects of organizational life. Job rotation has also been used to relieve job burnout for employees in high stress occupations. A relatively new disadvantage for both job rotation and transfers is the cost of relocation.

Rehires and recalls: Each week thousands of employees are temporarily laid off from
work and more are recalled to former jobs. The rehire of former employees or employees temporarily laid off is a relatively inexpensive and effective method of internal recruiting. Unlike new job candidates, the organization already has information about the performance, attendance, and safety records of these employees. Because they are already familiar with job, responsibilities, rehires may be better performers then recruits form other sources. The downside of this recruitment approach is that employee commitment may be low. By the time of the recall, a qualified recruit also may have found alternative employmentpossibly with a major competitor. Finally, because of turnover is occurring, an organizations contribution to unemployment compensation programs is likely to increase.

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INTERNAL METHODS:
Job vacancies can be located by posting a notice on the bulletin board ,word of mouth, company personnel record, promotion lists based on performance, potential ratings obtained from assessment activities, seniority lists and lists generated by the skills inventory in an organizations HRIS. Frequently used methods include: Job posting Skills inventories

Job posting: organizations can make effective use of skills inventories for identifying
internal applicants for job vacancies, it is difficult, however, for HR managers to be aware of all current employees who might be interested in the vacancy. To help with this problem, they use as approach called job posting and bidding. In the past, job posting was little more than the use of bulletin boards and company publications for advertising job openings. Today, however, job postings have become one of the more innovative techniques being used by organizations. Many companies now see job postings as an integrated component of an effective carrier management system. Now days postings are computerized and easily accessible to employees. Computer software allows the employees to match an available job with their skills and experience. It then highlights where gaps exist so the employees know what is necessary if they wish to be competitive for a given job.ii

Skills inventories: Aiding internal job posting and employee recalls are skills
inventories. Most organizations have skilled-relation information buried in personnel files. When needed mush time and effort may be required to get at it. A formal skills inventory aggregates this information through the use of a human resource information system (HRIS). Any data that can be qualified can be coded and include in a skills inventory. Skills inventory are only as good as the data they contain. They also are time consuming and somewhat costly to maintain. Still, skill inventory helps to ensure that any individual who has the necessary qualifications for a position is considered.

EXTERNAL SOURCES:

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When an organization has exhausted its internal supply of applicants, it must turn to external sources to supplement its workforce. A number of sources are available for external recruiting. External sources of obtaining job applicants include: Employee referrals Walk-ins Employment agencies Temporary help agencies Trade association and unions Campus Recruitment Vocational Guidance Counselors Special Events Aliens Employee referral programs Employee referral programs are word of mouth advertisement in which current employees refer applicants from outside the organization because of the involvement of current employees, this recruitment method blends internal with external recruitment and is a low cost-per-hire means of recruiting. Informal referrals consist of informing current employees about job openings and encouraging them to have qualified friends and associates apply for positions. Formal referrals programs, on the other hand, reward referring skilled applicants to organizations. Financial incentives can be linked to the completion of an application, acceptance of employment, or the completion of work for a specified period of time on the part of the recruit. Compared to the other external recruiting methods, employee referrals generally result in the highest one-year survival rates for most occupations. The findings are less clear regarding performance and attendance by source one explanation for the success of employee referral program is that employees provide a balanced view of organizational life. Another reason is that employees tend to recruit applicants who are similar to them in skills, interest and abilities.

Self-initiated Walk-ins and Write-ins: Some applicants either write directly to the
organization or simply present themselves to the personnel department to express an interest in employment. The willingness of an organization to consider such applications is important for a number of reasons. Firstly, they represent a good source for many unskilled or semiskilled applicants interested in full- or part-time work. Second, they provide an opportunity to add individuals to the applicant pool who might not have been targeted by other methods but may nevertheless be qualified for employment. Unlike referrals no referred applicants may know less about the specific job available ad may come without the implicit recommendation of a current employee. This may be a disadvantage in comparison to referrals.

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Managerial, professional, and sales applicants, however, are seldom walk-ins. Because this method tends to be a passive source of applicants, it may not provide sufficient number to fulfill affirmative actions and equal employment requirements. These problems can be reduced by using open house events to attract all types of walk-ins from the nearby community.

Employment agencies: Employment agencies are both public and private. Public and
private agencies are a good source of temporary employeesand an excellent for permanent ones. The social security act provides that, in general, any worker who has been laid off from a job must register with the state employment agency in order to be eligible for unemployment benefits. The agencies then have a roster of potential applicants assist organizations looking for job candidates. State employment agencies provide a wide range of services, most of which are supported by employer contributions to state unemployment funds. The agencies after counseling, testing, and placement services to everyone, they provide special services to individuals, military veterans, military groups, and college, technical, and professional people. The state agencies also make up a nationwide of job and applicant information in the form of job banks. These job banks have one drawback; however the service and its state agencies do not actually recruit people but only passively assist those who come to them. Private Employment Agencies can serve as an excellent source of qualified applicants for a wide range of job openings. These agencies typically specialize in the skill level or profession of the applicants that they provide, and they charge fees to either the applicant or the organization (fee paid) for successful placements. Such fees vary from established fixed fees to percentages of the successful applicants yearly salary.

Temporary help agencies: at the same time that the private recruiting agencies
provide applicants for full time positions, temporary help agencies bring in more than $3 billion in business. Over three thousand temporary help offices annually employee more than 2.5 million people. There use is growing as skilled and semiskilled find it preferable to work less than a forty hour week or on a schedule of their own choosing. Temporary employees also have a chance to work in variety of organizations; consequently they can satisfy preferences for schedule flexibility and workplace variety. Organizations are using temporary help agencies more than ever because some hardto- get skills are available now here else (especially true for small companies that are not highly visible or spend too much in recruiting.) In addition, many organizations need people for only a short time. Getting them without an extensive search while retaining the flexibility to reduce their workforce without costly layoffs and potential unemployment compensation payment is an obvious advantage

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Executive Search Firms: Executive search firms direct their efforts toward finding
high-level managerial and professional talent for organizations. Their fees are rather high (sometimes as much as 33 percent of a years salary for the successful applicant, plus expenses), but they provide a specialized service that may require personnel skills not available in the employers own personnel department. Further, it is often said that the best talent is already employed. To the extent that this is true, executive search firms may provide high-quality talent by raiding or luring employees away from other organizations. These firms are sometimes called headhunters because of this behavior.

Professional or Trade Associations: Many associations provide placement services

for their members. These services may consist of compiling descriptive text on, or listings of, job-hunting members and their qualifications and providing access to members during regional or national conventions. Further, many associations publish or sponsor trade journals or magazines for their membership. These publications often carry classified advertisements from employers interested in recruiting their members. Campus Recruitment: Many entry-level professional and managerial jobs require a college degree. Each year employers spend thousands of dollars to send recruiters to college campuses around the nation. Campus recruitment programs account for more than 50 percent of college-educated talent hired each year. Campus recruiters serve two functions. They act as the organizations representatives to individuals who typically have no firsthand knowledge of the firm, as well as first-level screening agents for the organization. Thus they are part of both the recruitment and the selection process.

Vocational Guidance Counselors: Vocational guidance counselors are

professionals who assist individuals in selecting careers compatible with their abilities, interests, and values. They may be found in high schools, vocational schools, universities, government agencies, and occasionally may be affiliated with private employment agencies. Employers are typically most interested in contacting those counselors employed in high schools and vocational schools, since they come in contact with large number of young people. Making these counselors aware of employment and career opportunities available to their graduates within the organization can result in a significant number of applications for employment. In addition, school vocational guidance counselors may invite the firms representatives to discuss career opportunities with the student body at special events, such as career days, or in academic classes when appropriate. These individuals are significant links to many young people as they prepare to enter the workforce.

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Special Events: On occasion, an employer may wish to recruit applicants at special

events such as job fairs. Job fairs may be sponsored by a chamber of commerce, educational institution, or government agency. These special events not only offer a potential source of applicants for the employer but also serve as a good public relations gesture. They represent an opportunity for an employer to become better known in the community and to link that employers name with a well-respected sponsor. In addition, some organizations may hold open houses for the community. These open houses provide an opportunity to demonstrate community involvement, as well as to make employment possibilities more obvious and attractive to attendees.

Aliens: Shortages of some job applicants exist, including professionals like chemical
engineers, geologists.as a result employers seek to recruit aliens often overseas or in college placement offices. Organizations use aliens for operations in their country or abroad. When they work abroad, aliens serve as host-country nationals or third-country nationals. In either alien employee are critical for any company operating internationally. Under the 1986 Immigration Reform Control Act, employers are obliged to employ only legal aliens. Fines are levied for violation of the act.

EXTERNAL METHODS:
Many organizations looking for applicants of all types engage in extensive advertising on radio and television, in the local paper, and in national newspaper. External methods of obtaining job applicants include: Radio and television Newspaper and trade journals Computerized service Acquisition and mergers

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Radio and television: The use of electronic media in recruitment has also increased.
Radio, cable TV, and electronic bulletin boards have all proven to be effective competition for the printed medium. Loyal and dependable new employees and has been encouraged. But heavy dependence on employee referrals may cause problems, because employees are likely to refer someone fairly similar to them. Unfair hiring practices may result, too.

Newspaper and trade journals: Newspapers have traditionally been the most
common method of external recruiting. According to The Newspaper Advertisement Bureau, U.S., $2.18 billion is spent annually on help wanted newspaper advertisements. Employers use newspaper advertisements for many reasons. 1. Job openings can be announced quickly. 2. They are fairly inexpensive compared with other methods, and more than one position can be included in the same advertisement. 3. Newspaper advertisements offer flexibility to employers (free-timetable, blind advertisements). The composition of printed advertisements requires care because the attractiveness or cleverness of the advertisement may have a significant impact on its effectiveness. The composition of printed advertisements also requires care in order to ensure that no violation of EEO laws and regulations takes place. Many companies are turning to special publications as a recruitment method. These include special employment issues of newspapers and magazines, regional and national employment newspapers, and company brochures for direct mailings.

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Whatever the medium, preparing ads requires considerable skill. Many organizations hire advertising firms to do this rather than attempting to do it themselves. Selecting an advertising company must be done with the same care to select a private recruiting agency.

Computer Services: Some firms have created a business opportunity for themselves
by providing up-to-date applicant data for employers. They solicit resumes from job candidates using the many methods available to employers. They enter applicant data into data bank, maintaining and updating it as necessary. An employer pays a fee for access to the data bank, reviews the applicant information, and contacts applicants who may be interested in employment. College recruiting has many types of computer data bases. The most common type, the resume data base, requires students to enter information about them into a data base that is then edited and made available to employers on a subscription basis by the company providing the service. Another approach, electronic want ads, puts students and alumni in electronic contact with employers. A third type of data base, occupational and company description provides information on companies and occupations at a general level. It may contain a description of a company, the name of its top personnel officer, sales and earnings, a rating of its salaries and benefits, and the outlook for the company and the industry, or it may simply contain information on many different private and public sector careers.

Acquisition and mergers: Another method of staffing organizations is merger and

acquisitions. In contrast to the other external methods, this one can facilitate the immediate implementation of an organizational strategic plan by acquiring a company with skilled employees. This easy pool may enable an organization to pursue a business plan, such as entering a new product line that would otherwise be unfeasible using standard recruiting methods.

MULTIPLE OTHER SOURCES AND METHODS:

Because of the growing labor shortage and other challenges, organizations are finding themselves needing to use new solutions for their recruiting needs. In addition to using multiple external and internal sources and methods, they are using sources and methods not used before. To do this they look at the recruiting process from the applicants perspective. Knowing this, they can be better design new recruiting programs to attract more applicants. Modern recruiting Model is a new-age solution designed to overcome problems in traditional recruitment approaches like demand prediction, and critical skill-set supply.

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Knowledge Based Recruitment Method

E-Recruitment / Online Recruitment Method

The knowledge based recruitment method: The way that this method of
recruiting works is that together, both the client and the recruiting company define the anticipated skill-set requirements over a period of time; say a twelve-month period. Once this has been established, a minimum rate of ongoing recruiting activity can be agreed upon. From this activity, candidates who become available immediately will be hired on an ongoing basis. Candidates who are potentially interested in making a move, but are not available immediately, can be tracked until they are available. In addition, all information pertaining to recruiting sites is captured and entered into the knowledge database. The process requires continuous monitoring of both the long-term and shortterm needs of the client and, whenever necessary, redirecting both the amount and focus of the recruiting effort in line with the clients changing needs. In other words, knowledge-based recruiting is an ongoing, flexible retained search that allows for a rapid response to the needs of the organization. Knowledge-based recruiting is targeted search, taken to a new level of client relationship. It is a client-directed, continuous, yet flexible recruiting initiative designed to overcome the problems of critical skill shortage or sustained growth. It means that we do not have to re-invent the wheel every time a new opening occurs. It delivers a better quality of candidate, better value-for-money, and better time-to hire periods. It is based on a mutual agreement between client and recruiting firm to invest in a longterm strategic relationship. The philosophy behind knowledge-based recruiting is that all information gleaned from a recruiting activity should be stored for use at a later date. In other words, Recruiting is viewed as not only a short-term process to fill todays position now but as an opportunity to build a database of knowledge which will result

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in rapid future hires. Knowledge-based recruiting is based on the concept of sharing Information and updating information on an ongoing basis, in order to continuously build a pool of talent. The database which is generated contains information pertaining not just to target candidates, but also to target sites identified by location, product, or technology. E-Recruitment: The buzzword and the latest trends in recruitment is the ERecruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job website like naukri.com, the organizations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements.

Concepts involved in Modern Recruitments:

Scouting Networking ESOPs: Cast A wider network

Scouting
Concepts involved in Modern Recruitments:

Networking

ESOPs

Cast a wider network

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Scouting:
Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates.

Networking:
This is a very good job finding technique and is usually carried out by most HR professionals. Relevant and sustained relationships over a period of time can help the HR professionals in networking with their colleagues to acquire resources from different fields.

ESOPs:
Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmed (ESOPs) .Body shopping is also known as employee leasing activity.

Cast a Wider Network:

Expand your recruiting to include some people who do not have all the skills you would like, but who have potential to contribute if they are trained.

THE EMERGING CHALLENGES IN RECRUITMENT

Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organization. The HR professionals handling the recruitment function of the organization- are constantly facing new challenges. The biggest challenge for such professionals is to source or recruit the best people or potential candidate for the organization. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face and conquer various challenges to find the best candidates for their organizations. The major challenges faced by the HR in recruitment are:

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Adaptability to globalization Lack of motivation Process analysis Strategic prioritization Legal Challenges: Retention Skilled Labor:

THE EMERGING CHALLENGES IN RECRUITMENT

Legal Challenges

Adaptability to globalization Lack of Motivation

Retention Process analysis Skilled Labor Strategic prioritization

Adaptability to globalization
At a political and economic level, globalization is the process of denationalization of markets, politics and legal systems i.e. the use of the so-called global economy. Globalization refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity (village markets, urban industries, or financial centers). It means that world trade and financial markets are becoming more integrated. Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics etc. HR managers have a challenge to deal with more heterogeneous functions in the process of recruiting.

Lack of motivation
Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

Process analysis
The immediacy and speed of the recruitment process are the main concerns of the HR in

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recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

Strategic prioritization
The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

Legal Challenges:
Changes in political and legal environment means changes in political parties and rules regulation due to which new laws are come and you have to follow all laws while doing business. Many changes taking place in the legal and political framework within which the industrial relation system in the country is now functioning. It is the duty of human resource and industrial relations executives to fully examine the implication, of these changes and brings about necessary adjustment within the organization so that later utilization of human resource can be achieved. In addition, human resource managers must be familiar with equal employment opportunity laws and guidelines when hiring workers. The recruiter must be knowledgeable about the Americans with Disabilities Act and affirmative action guidelines to ensure the company complies with all laws and regulations.

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Retention:
One of the difficulties in hiring new staff for a company is ensuring the worker will stay with the company. While it may be difficult to determine the intentions of an interviewee, human resource recruiters must evaluate and analyze the prospective worker to reduce turnover in employees. Retaining employees saves a company the cost of training and recruiting.

Skilled Labor:
A challenge for human resource managers is finding skilled workers to fill the positions in a company. The recruitment strategy for human resources must include methods to determine the skills of applicants for a position. This may include testing, interview techniques and thorough background checks. The manager must determine applicants' skill sets and the potential match for the company. Applicants for a position without experience in the field may have the skills necessary to join the company at an entry level and advance into a skilled position. The challenge of the human resource manager is to identify these workers by sorting resumes, interviewing and testing the potential employees. The human resource manager must also keep in mind a timeline for finding a suitable employee for a vacant position.

FACTORS AFFECTING RECRUITMENT:

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization, and the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:

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INTERNAL FACTORS
recruitment policy human resource planning size of the firm cost image of the organization image of job

FACTORS OF RECRUITMENT
INTERNAL FACTORS EXTERNAL FACRORS

EXTERNAL FACTORS
Demographic factors supply and demand labor market political-social-legal environment unemployment rate competitors

TERNAL

Internal Factors Affecting Recruitment: The internal

forces i.e. the factors which can be controlled by the organization are:

Recruitment Policy: The recruitment policy of an organization specifies the objectives

of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

Human Resource Planning: Effective human resource planning helps in determining

the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

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Size Of The Firm: The size of the firm is an important factor in recruitment process. If
the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. Experience suggests that larger organizations recruit more candidates than small ones. Large organizations find recruitment less problematic than small organizations.

Cost: Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.

Image Of The organization: Image or goodwill of the organization also affects the
recruitment. Organizations having good image can attract potential and competent candidates to a large extent. Good public relation, rendering public services, etc. help to enhance the image and reputation of the organization.

Image Of Job: Jobs having good image in terms of better remuneration, working
condition, promotion, career development opportunities etc. can attract the potential and qualified candidates to a large extent.

External Factors Affecting Recruitment:

The external forces are the forces which cannot be controlled by the organization. The major external forces are:

Demographic factors: Demography is the study of human population in terms of age,

sex, occupation, religion, composition, ethnicity etc. The demographic factors have profound influence on recruitment process.

Supply And Demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

Labor Market: Employment conditions in the community where the organization is

located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting

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like notice boards display of the requisition or announcement in the meeting etc. will attract more than enough applicants.

Political-Social- Legal Environment: Various government regulations prohibiting

discrimination in hiring and employment have direct impact on recruitment practices. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources.

Unemployment Rate: One of the factors that influence the availability of applicants
is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment.

Competitors: The recruitment policies of the competitors also affect the recruitment
function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors.

International Recruitment Process

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The International Civil Service Commission (ICSC) Human Resources Management Framework of 2000 identified recruitment/placement as the starting point of an organizations overall employment policy, but considered it a non-core element for human resources management across the organizations of the United Nations common system. It stated that while recruitment and placement/selection should be based on shared principles, such as merit, geographical distribution and gender balance, organizations should continue to be responsible for designing recruitment systems that meet their unique needs. External vacancies at the international firms are generally advertised on the Careers section of their website. In addition, these vacancies may also be advertised in print media such as newspapers, online on professional networking groups and sites or be outsourced to head hunting agencies. Job advertisements will generally mention the Job Title, Job Location, Application Deadline, and the Application Address. It will also provide a Role Profile and an External Application Form. After the closing date for applications has passed, a Shortlisting Panel goes through each application form. It first looks at each of the Essential requirements. If you fail to provide evidence against any one Essential requirement you will not be shortlisted for interview. So it is absolutely vital to provide strong evidence of your ability to fulfill each one of these. Desirable requirements are not quite as important as Essential but, even so, they are significant. Give thought and time to producing good evidence of how you satisfy each one of them. If there are a lot of candidates who satisfy the Essential criteria, the Shortlisting panel will use the published Desirable requirements as their second level of screening to select applicants. This is so as to produce a manageable number of good candidates to interview. Only requirements that have shortlisting mentioned in the assessment stage will be considered at this stage. Details on how to use the requirements in the Person Specification section to fill the application form, is given in the Filling the Application Form section. Due to administrative costs, all applications will not receive an acknowledgement. Only shortlisted candidates will be intimated. Successful candidates may expect an interview call within a month of the application deadline. Shortlisted candidates will generally be given a minimum of four business days notice for the interview. Interview sessions will usually be held in one of the offices. These interview sessions last 30-45 minutes Within three weeks of the interview, successful and unsuccessful candidates will be intimated of the interview outcome. Unsuccessful candidates will be able to request feedback on the interview to help develop them for future endeavors. Successful candidates will be made a conditional offer and the process of reference checks and security clearance will be started before confirming the offer.

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Appointment is subject to satisfactory medical and reference checks, and security clearance. Applicants who do not have the required qualification & experience should kindly abstain from applying, as their applications will not be considered. Applicants must abstain from contacting the BC for information on the selection process. Any applicant who in any way tries to influence the recruitment panel will be disqualified immediately. Your Application Form is treated as a confidential document and will be shredded one year after an appointment is made. The Company is committed to a policy of equal opportunity and welcomes applicants from all sections of the community. We work to ensure that people are not unjustifiably discriminated. We guarantee an interview to disabled candidates who meet the essential criteria. The steps in the recruitment process are shown in the flow chart below.

Recruitment Process in Pakistan:

The procedure is valid for vacant existing and new position. In order to fill a vacant or a new position, HR needs to ensure that the Recruitment Approval Request (RAR) has been submitted and approved by Millicom before the start of the process. RRF form should have Job Description as its attachment. Once the above requirements are completed, HRS will prepare the profile of the candidate using the RRF form. The profile will include all relevant key competencies required for the said position. It is, therefore, important that the said form is completed carefully. The profile will first be circulated within the organization to give the opportunity to staff members. This step will be conducted for all positions and the deadline for the response is two days. If the management ascertains that there is no suitable candidate within the organization, it will then skip this process and advertise the post externally. The concerned unit is responsible for ensuring the availability of funds for external advertisement. Once the CVs are received in the HRS, it will stamp date of receipt on each. After the deadline of the application, HRS will sift through all applications as per the profile. All potential applications will either be market I (interview), R (reject) or F (future use). The HRS assumes this responsibility to ensure that the sifting is done purely on competitive basis and as per profile only. After screening the applications, marked I, and narrowing them down to, say ten or fifteen; HRS will hold a session with the head of the concerned department to further narrow down the applications to five or six candidates. After the above procedure, interview panels will be formed as follows: For all positions at grade G5/O4/S4 and below Immediate supervisor and HRS representative. For all positions above grade G5/O4/S4 Immediate supervisor, senior

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HRS representative and a senior staff member, above the level of the said position, from any other unit within the organization.

Difference between Recruitment and Selection

Recruitment is the process of searching for prospective candidates and motivating them to apply for job in the organization. Whereas, selection is a process of choosing most suitable candidates out of those, who are interested and also qualified for job. In the recruitment process, vacancies available are finalized, publicity is given to them and applications are collected from interested candidates. In the selection process, available applications are scrutinized. Tests, interview and medical examination are conducted in order to select most suitable candidates.

In recruitment the purpose is to attract maximum numbers of suitable and interested candidates through applications. In selection process the purpose is that the best candidate out of those qualified and interested in the appointment. Recruitment is prior to selection. It creates proper base for actual selection. Selection is next to recruitment. It is out of candidates available/interested.

Recruitment is the positive function in which interested candidates are encouraged to submit application. Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected. Recruitment is the short process. In recruitment publicity is given to vacancies and applications are collected from different sources Selection is a lengthy process. It involves scrutiny of applications, giving tests, arranging interviews and medical examination.

In recruitment services of expert is not required Whereas in selection, services of expert is required

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 Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection is a costly activity, as expenditure is needed for testing candidates and of visibly under qualified or overqualified job applicants.

Purpose & Importance of Recruitment:

Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

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 Attract and encourage more and more candidates to apply in the

organization. Create a talent pool of candidates to enable the selection of best candidates for the organization.

Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

Where recruitment ends selection process will start

Bibliography
Http://www.cipd.co.uk/nr/rdonlyres/01f95685-76c9-4c96-b2913d5cd4de1be5/0/9781843982579_sc.pdf http://www.britishcouncil.org/pakistan-jobs-recruitment-guide.pdf http://articles.mypage.pk/2012/12/exploring-impact-of-recruitment.html Read more: http://www.ehow.com/info_8082862_hr-challengesrecruitment.html#ixzz2jrzqi6bj Human Resource Management by HT Graham & Roger Bennett International journal of scientific & technology research volume 1, issue 6, july 2012 (http://www.adroitpeople.com.au/evaluating-recruitment-process/) (http://recruitment.naukrihub.com/meaning-of-recruitment.html)

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(http://www.tutor2u.net/business/people/recruitment_selection_introduction.asp) http://peakpeoplesolutions.com/7-steps-to-accomplish-a-successful-recruitmentprocess/ (http://recruitment.naukrihub.com/meaning-of-recruitment.html) (http://hr.ucr.edu/recruitment/guidelines/diversity.html) Bibliography http://www.slideshare.net http://www.wikipedia.com human resouce management-b.subba rao Personnel management- c.b.mamoria http://accountlearning.blogspot.com/2013/01/factors-affecting-recruitment.html http://recruitment.naukrihub.com/employment-opportunity.html John M.Ivancevich human resource management seventh edition Milan Moravec (September 1990) effective job postings fills dual needs HR Magazine Managing Human Resource by Randall S.Schulez(4th edition)

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