CHAPTER 1.

INTRODUCTION

RECRUITMENT
Recruitment refers to the process of attracting, screening, selecting, and on boarding a
qualified person for a job. At the strategic level it may involve the development of an
employer brand which includes an 'employee offering'.
The stages of the recruitment process include: job analysis and developing a person
specification the sourcing of candidates by networ!ing, advertising, or other search
methods matching candidates to job requirements and screening individuals using testing
"s!ills or personality assessment# assessment of candidates' motivations and their fit with
organi$ational requirements by interviewing and other assessment techniques. The
recruitment process also includes the ma!ing and finali$ing of job offers and the
induction and on boarding of new employees.
%epending on the si$e and culture of the organi$ation recruitment may be underta!en in&
house by managers, human resource generalists and ' or recruitment specialists.
Alternatively parts of all of the process might be underta!en by either public sector
employment agencies, or commercial recruitment agencies, or specialist search
consultancies.
The process of finding and hiring the best&qualified candidate "from within or outside of
an organi$ation# for a job opening, in a timely and cost effective manner. The recruitment
process includes analy$ing the requirements of a job, attracting employees to that job,
screening and selecting applicants, hiring, and integrating the new employee to the
organi$ation.

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)uman resources are the most important assets in an organi$ation. Recruitment often
represents the first contact that a company has with potential employees. *t is through
recruitment that many individuals will come to !now a firm and eventually decide
whether they wish to wor! for it. A well&planned and well&managed recruiting effort will
result in high&quality applicants, whereas a hapha$ard and piecemeal effort will result in
mediocre ones. +uality employees cannot be selected when quality candidates do not
!now of job openings, are not interested in wor!ing for the company, and do not apply.
Recruitment should inform qualified individuals about employment opportunities, create
a positive image of the company, provide enough information about the jobs so that
applicants can ma!e comparisons with their qualifications and interests, and generate
enthusiasm among the best candidates so that they will apply for the available positions.
This includes candidates from outside of the organi$ation "e,ternal recruitment#, as well
as current employees interested in different jobs within the company "internal
recruitment#.
Recruitment costs includes hires at all levels "professional an d managerial hires are the
most e,pensive # and advertising costs, recruiter and candidate travel, agency'search firm
fees, relocation costs, and the recruiter-s salary and benefits.

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Meaning Of Recruitment
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organi$ation so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to e,pedite the selection process. Recruitment is a continuous process whereby
the firm attempts to develop a pool of qualified applicants for the future human resources
needs even though specific vacancies do not e,ist. 0sually, the recruitment process starts
when a manger initiates an employee requisition for a specific vacancy or an anticipated
vacancy.
According to 1dwin 2. 3lippo,
4Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organisation5.
A formal definition states
4*t 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 selected5.
* t i s t he pr oc es s t o di s cover s our ce s of manpower to meet the requirement
of staffing schedule and to employ effective measures for attracting that manpower
inadequate numbers to facilitate effective selection of an efficient wor!ing force

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Need for Recruitment:
7acancies due to promotions, transfer, retirement, termination, permanent
disability, death and labor turnover.
8reation of new vacancies due to the growth, e,pansion and diversification of
business activities of an enterprise. *n addition, new vacancies are possible due to
job specification.
%etermine the present and future requirements of the organi$ation on conjunction
with its personnel&planning and job analysis activities.
*ncrease the pool of job candidates at minimum cost.
)elp increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
)elp reduce the probability that job applicants, once recruited and selected, will
leave the organi$ation only after a short period of time.
9eet the organi$ation-s legal and social obligations regarding the composition of
its wor! force.
2egin identifying and preparing potential job applicants who will be appropriate
candidates.
*ncrease organi$ational and individual effectiveness in the short term and long
term.
1valuate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
Needs are of Tree t!"es
:;<A==1%
i.e. the needs arising from changes in organi$ation and retirement policy. :
A=T*8*;AT1% needs are those movements in personnel, which an organi$ation can
predict by studying trends in internal and e,ternal environment.
:0=1>;18T1% Resignation, deaths, accidents, illness give rise to une,pected needs.
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#TEP# IN RECRUITMENT PROCE##

#te" 1: Data$ase #earc
@ver the years that we have spent in accounting and recruitment we have developed an
e,tensive database of high quality candidates at all levels.

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#te" %: Ad&ertising
Advertising the role will also help us identify any new people in the mar!et who might
not be registered with us. @ur preferred method of advertising is via the internet. @ne
important point here is that we don-t on charge our client s for the advertising that we
underta!e.
#te" ': Net(or)ing and Referra*s
@ne of our main sources of candidates is through our e,tensive networ!s within
professional bodies such as the 8;A, *8AA. These networ!s also include sporting and
social groups both real and internet based. Be firmly believe that good people !now other
good people.
#te" +: Processing te a""*icants
All applicants are subject to screening and a rigorous interview process. @ur interviews
are generally conducted by . consultants and during this process we use competency
based and behavioral questioning techniques to gain a true understanding of the
candidates- abilities. Be also ta!e the time to give the individuals career advice and
counseling so even if they are unsuccessful in their application they will have gained
something through the process. After the
completion of the process the consultants prepare a detailed candidate Cummary Report
that we submit to the client
#te" ,: #u$mission and Inter&ie(
@nce an applicant is deemed worthy of submission, we will send our Cummary Report
and the candidates 87 in their format. Be will follow up the email with a call and
arrange an interview time suitable for both parties. @ne of our consultants will be
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available to attend the interview if you require assistance or coaching in the interview
process.
#te" -: .eed$ac) and Offer
Bhen the interview is completed, we will ta!e and give feedbac! to both parties. At this
stage we will also ensure that all the appropriate documentation including references has
been finali$ed and made available to you. *f an offer is made we will communicate the
offer on your behalf and then manage the process so that you get the best possible
outcome.
#te" /: Commencement and Retention
Bhen the candidate commences the role the consultant will !eep in touch with you and
your new employee to ensure that both parties are meeting their obligations. Be will
continue to stay in touch until the candidate has successfully completed their probation
period. Be can also assist you in developing retention strategies to retain your new staff
member.




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CHAPTER 2. IMPORTANCE AND PURPOSE
RECRUITMENT #TRATE01
Recruitment is of the most crucial roles of the human resource professionals. The level of
performance of an organi$ation depends on the effectiveness of its recruitment function
@rgani$ations have developed and follow recruitment strategies to hire the best talent for
their organi$ation and to utili$e their resources optimally. A successful recruitment
strategy should be well planned and practical to attract more and good talent to apply in
the organi$ation. 3or
3ormulating an effective and successful recruitment strategy, the strategy should cover
the following elements:
1.Identif!ing and Prioriti2ing 3o$s:
Requirements !eep arising at various levels in every organi$ation it is almost a
never&ending process. *t is impossible to fill all the positions immediately. Therefore,
there is a need to identify the positions requiring immediate attention and action. To
maintain the quality of the recruitment activities, it is useful to prioriti$e the vacancies
whether to focus on all vacancies equally or focusing on !ey jobs first.
%. Candidates to Target: The recruitment process can be effective only if the
organi$ation completely understands the requirements of the type of candidates that are
required and will be beneficial for the organi$ation. This covers the following parameters
as well:
Performance 4e&e* Re5uired: %ifferent strategies are required for focusing on
hiring high performers and average performers.
E6"erience 4e&e* Re5uired: The strategy should be clear as to what is the
e,perience level required by the organi$ation. The candidate-s e,perience can range from
being a fresher to e,perienced senior professionals.
Categor! of te Candidate: The strategy should clearly define the target
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8andidate. )e'she can be from the same industry, different industry, unemployed, top
performers of the industry etc.
'. #ources of Recruitment: The strategy should define various sources "e,ternal and
internal# of recruitment, which are the sources to be used and focused for the recruitment
purposes for various positions. 1mployee referral is one of the most effective sources of
recruitment.
+. Trained Recruiters: The recruitment professionals conducting the interviews and the
other recruitment activities should be well&trained and e,perienced to conduct the
activities. They should also be aware of the major parameters and s!ills "e.g.: behavioral,
technical etc.# to focus while interviewing and selecting a candidate.
,. Ho( to E&a*uate te Candidates: The various parameters and the ways to judge them
i.e. the entire recruitment process should be panned in advance. <i!e the rounds of
technical interviews, )R interviews, written tests, psychometric tests etc.


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Pur"ose and Im"ortance of Recruitment
:Attract and encourage more and more candidates to apply in the organi$ation.
:8reate a talent pool of candidates to enable the selection of best candidates for the
organi$ation.
:%etermine present and future requirements of the organi$ation in conjunction with its
personnel planning and job analysis activities.
:recruitment is the process which lin!s the employers with the employees.
:*ncrease the pool of job candidates at minimum cost.
)elp increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.
: )elp reduce the probability that job applicants once recruited and selected will leave the
organi$ation only after a short period of time.
: 9eet the organi$ations legal and social obligations regarding the composition of its
wor!force
.: 2egin identifying and preparing potential job applicants who will be appropriate
candidates.
: *ncrease organi$ation and individual effectiveness of various recruiting techniques and
sources for all types of job applicants

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Te #te"s of te Recruiting Process 7 and Ho( to Identif!
.ai*ure Points

Te 18 #te"s in an Effecti&e Recruiting Process
*n this section *-ll list each of the (F distinct steps in the recruiting process, as well as the
primary goal and the common cause of failure for each.
#te" 91 H Determine !our idea* recruiting target H
The goal of this step is to determine precisely who recruiting efforts should target,
including performance level, e,perience level, and whether or not they are actively
loo!ing for a job. *f you-re targeting top performers or poaching from competitors, the
remaining steps of the recruiting process must be designed to 4fit5 the needs in the job
search process of your targeted candidate if you e,pect to even gain their attention. At
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this step many firms prioriti$e their jobs, so that they focus resources on jobs with the
highest business impact. 8ommon reason for failure: defining your target but failing to
design the approaches used in a way capable of recruiting and hiring that type of target.
#te" 9% H Understanding !our target:s decision criteria H a significant
part of any recruiting process is attracting desired talent, which you cannot do effectively
without understanding what your targets consider important. This step focuses on
identifying the !ey factors, !nown as 4job acceptance criteria,5 that are necessary in order
to convince a qualified prospect to apply for and eventually accept a job at your firm.
8ommon reason for failure: omitting this step altogether and producing messages based
on what the recruiting team finds compelling versus what the target talent needs to hear
about.
#te" 9' H ;no(ing (ere !our target <angs out= H having defined your
target and their decision criteria, the ne,t step aims at identifying where you are most
li!ely to find the target talent, including what communication channels would be effective
for recruitment messages. *f you don-t accurately identify where they spend their time,
there will be a low probability of you placing compelling information about the company
and the opportunity in a place they will find or pay attention to. 8ommon reason for
failure: omitting this step altogether and deploying employment branding and recruitment
mar!eting to channels that are easiest to deploy to.
#te" 9+ H Em"*o!ment $randing H driving a pipeline of talent is the role of
employment branding, a science&driven discipline that produces a consistent flow of
qualified talent interested in some day wor!ing for your organi$ation. The goal of this
step is proactively developing and deploying content about what ma!es your organi$ation
a desirable place to wor! in the minds of your target talent populations. @bviously, if
qualified individuals haven-t ever heard of your firm or they don-t really thin! that your
firm offers any positive or compelling features, you won-t get many direct applicants.
8ommon reason for failure: firms present their employer brand message in a perfect
4corporate format5 that is not judged to be authentic or believable by the target audience.
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#te" 9, H 4earning !our target:s >o$ searc "rocess H at this step you
implement a process designed to identify the typical process that your target audience
uses once they begin a job search. The goal is to better understand precisely how they
loo! for jobs, so that you can engineer your approach to advertising opportunities to
ma!e your jobs visible to them. *f for e,ample you learned that top talent often start job
searches using 2oolean search strings entered into a major search engine versus visiting a
major job board, you may focus your attention on ma!ing your jobs listing search&engine
acceptable and optimi$ed, versus broadcasting to macro and micro job boards. 8ommon
reason for failure: again, many recruiting processes omit this step and as result, rely on
luc! or coincidence in order to be at the right place at the right time.
#te" 9- H Posting >o$s for acti&e candidates H because active candidates are
proactively see!ing out job openings, it doesn-t ta!e a lot to ma!e your job postings
visible. %uring this step, the goal is to write position postings and place them where
active candidates can easily find them. @bviously if the descriptions are written so that
they are unappealing or they are placed where your active candidates wouldn-t li!ely see
them, you would have a low percentage of active candidates applying. 8ommon reason
for failure: many firms refuse to gather data, so they are forced to guess where active
candidates loo! for job openings.
#te" 9/ H Direct*! sourcing <non?acti&e= "ros"ects H because 4non&active5 prospects
are not in job search mode, they are unli!ely to read any job postings or to visit your
corporate career site. *nstead, recruiters "or your employees through the referral program#
will have to identify them, contact them, build a relationship, and eventually convince
them to apply through direct sourcing. 8ommon reason for failure: many recruiting
functions do little direct sourcing and as a result, they are forced "often without reali$ing
it# to select from a pool of primarily active candidates.
#te" 9@ H Pro&iding "ros"ects (it additiona* information H at this step potential
candidates have decided to consider your firm but want additional information before
they decide to actually apply. The goal of this step is to ma!e it easy for potential
candidates to find positive information about your firm and its jobs. 9any will visit your
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corporate website for additional information, opting not to apply if what they find isn-t
immediately compelling. Cmart prospects will also loo! for information about your firm
and what it-s li!e to wor! there in places you can-t control, including blogs, ratings sites,
and via social media. The best firms identify trusted information sources and wor!
proactively to influence information on them. 8ommon reason for failure: lac! of interest
in identifying what information candidates are most interested in and delivering a candid
set of information.
#te" 98 H Te >o$ a""*ication "rocess H by this step, potential candidates have been
convinced to apply for a position, so the goal is for a large percentage of the qualified
individuals who visit the site to complete the application process. 8ommon reason for
failure: most application processes are tedious or frustrating and there is no feedbac!
mechanism to find out why applicants drop before they complete the process.
#te" 91A I #orting a""*ications $! >o$ H once applications are received, the goal is to
ensure that the highest quality applications are sorted relevant to the most appropriate
jobs "manually or via software#. 8ommon reason for failure: no metric or feedbac!
mechanism to measure the percentage of applications that were routed to the wrong job.
#te" 911 H Te initia* screening of a""*ications and resumes H at this step
applications are screened to see if they meet minimum qualifications for the job. The goal
is to successfully qualify the applicants so that qualified applicants are not 4sorted out5
and that only a small percentage of unqualified candidates ma!e it to the ne,t step.
8ommon reason for failure: the absence of a metric or feedbac! mechanism to measure
the percentage of applications that were misclassified or that advanced without meeting
minimum standards.
#te" 91% H Te initia* "one screen Hhaving screened resumes, the ne,t step involves
screening the individual behind the application. The goal of this step is to gather
additional information on the candidate-s qualifications and 4fit,5 which should help you
more accurately determine which candidates advance to an interview. 8ommon reason
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for failure: no metric or periodic testing to determine the accuracy of the screening
process.
#te" 91' H Inter&ie(ing and se**ing 5ua*ified a""*icants H in this step the most
qualified candidates advance to formal interviews and other assessment activities. The
primary goal is to ran! order the candidates by level of desirability, with a secondary goal
of providing a positive candidate e,perience5 that effectively sells the best candidates on
this job. 8ommon reason for failure: the absence of a feedbac! mechanism to identify
problems and candidate dissatisfaction with the process that leads to top talent opting out
before the process is completed.
#te" 91+ H Te fina* inter&ie( H the goal of this step is to confirm your initial
desirability ran!ing and set e,pectations among those most li!ely to receive an offer.
8ommon reason for failure: the very best candidates have been previously screened out
by mista!e or voluntarily dropped out of the process, so remaining choices are mediocre.
#te" 91, H Te reference cec)ing "rocess H with your short list vetted and
e,pectations for an offer set, the ne,t step validates the perception of your assessment
team using references. The goal is to gather additional information on the finalist"s# and
ensure information provided is not erroneous. 8ommon reason for failure: the reference
chec!ing process is under funded and no one is accountable for demonstrating
effectiveness.
#te" 91- H Te offer "rocess H the goal of this step is to put together an offer that is
within the company-s boundaries and that meets as many of the candidates 4job
acceptance criteria5 as possible. The process should have the sales and influence
component that wor! to improve the li!elihood of top candidates accepting. 8ommon
reason for failure: no one is held accountable for this step and there is seldom an effective
mechanism to analy$e failures and to provide feedbac! on how the offer process can be
improved.
#te" 91/ H Te "ost?offer acce"tance "rocess H once an offer is accepted, it doesn-t
ensure the candidate will actually show up for wor!J The goal of this step is to ensure
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those that accept our offers don-t bac! out "as a result of a counteroffer or second
thoughts#. That often means continuous communications with the new hire and providing
more ties that closely lin! the individual to the firm prior to their start date. 8ommon
reason for failure: this step is often left to chance or is omitted.
#te" 91@ H Te on $oarding "rocess H contrary to popular belief, the primary goal of
onboarding is not to get employees enrolled in benefits, but rather to provide resources
and information that enable new hires to become productive as fast as possible. 8ommon
reason for failure: failures often occur because of the wee! 4handoff5 between the
recruiting and on boarding functions and no defined budget for on boarding.
#te" 918 H .eed$ac) and ne( ire monitoring H if the ultimate goal is continuous
improvement of the recruiting process, then this step is the most important of all. The
goal of this step is to assess the performance of new hires and to use that performance
information to 4validate5 or prove that the overall recruiting process is producing quality
hires. *f a high percentage new hires fail, quit, or are poor performers, you will !now that
the hiring process needs significant improvement. A secondary goal is using new hires to
determine what elements of the recruiting process were and were not effective. Come
organi$ations also consider it a goal for recruiters to wor! individually with new hires to
improve retention. 8ommon reason for failure: this step is s!ipped altogether.


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Criteria for Assessing a Recruiting <.ai*ure Point=
After mapping each of the steps of the recruiting process, the ne,t thing to do is to
determine if there are any indicators that point to an activity as a possible 4failure point.5
An individual step becomes an automatic candidate for closer e,amination as a !ey
failure point if it meets one or more of the following si, characteristics:
(. Te ste" is a$sent H if a step is none,istent, it can-t ma!e its contribution to the
overall hiring processJ
.. Te ste" as no defined goa*s H without published clear and measurable goals,
it is unli!ely that any activity will purposely produce desirable results.
/. Performance measures do not e6ist I without feedbac! mechanisms to provide
data or metrics to monitor the output of the step, the probability of failure
increases dramatically.
6. Handoffs are not a*igned H the 4handoff5 between preceding and subsequent
activities is not aligned. *f they are not aligned, the outputs of one step will not
easily mesh with the inputs of the ne,t step.
?. No indi&idua* is accounta$*e H if no individual 4owns5 the step, there is less
li!elihood that errors will be caught.
A. Te ste" as no defined funding H without a defined budget, there is no need to
justify the e,istence and the performance of the step.
@ne of the quic!est and cheapest ways to identify potential failure points is to ma!e a
simple list of the steps in the hiring process. 3or each step, list the primary goals, how
you measure performance of the activities in the step, and who is accountable. *f you find
missing steps, unclear goals, missing metrics or lac! of accountability, you !now what
wea!nesses may be leading to poor performance.


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#ources Of Recruitment
1very organi$ation has the option of choosing the candidates for its recruitment processes
from two !inds of sources: internal and e,ternal sources. The sources within the
organi$ation itself "li!e transfer of employees from one department to other, promotions#
to fill a position are !nown as the *nternal sources of recruitment. Recruitment candidates
from all the other sources "li!e outsourcing agencies etc.# are !nown as the 1,ternal
sources of recruitment.
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Interna* #ources of Recruitment
An interna* recruiter "alternatively in?ouse recruiter or cor"orate recruiter# is
member of a company or organi$ation and typically wor!s in the human resources ")R#
department. *nternal recruiters may be multi&functional, serving in an )R generalist role
or in a specific role focusing all their time on recruiting. Activities vary from firm to firm
but may include, screening 87s or rKsumKs, conducting aptitude or psychological testing,
interviewing, underta!ing reference and bac!ground chec!s, hiring administering
contracts, advising candidates on benefits, onboarding new recruits and conducting e,it
interviews with employees leaving the organisation. They can be permanent employees
or hired as contractors for this purpose. 8ontract recruiters tend to move around between
multiple companies, wor!ing at each one for a short stint as needed for specific hiring
purposes. The responsibility is to filter candidates as per the requirements of each client.

The internal sources of recruitment are:&
(. Promotions: ;romotion means to give a higher position, status, salary and
responsibility to the employee. Co, the vacancy can be filled by promoting a
suitable candidate from the same organi$ation.
%.Transfers: Transfer means a change in the place of employment without any
change in the position, status, salary and responsibility of the employee. Co, the
vacancy can be filled by transferring a suitable candidate from the same organisation.
'. Interna* Ad&ertisements: )ere, the vacancy is advertised within the
organisation .The e,isting employees are as!ed to apply for the vacancy .Co, recruitment
is done from within the organisation.
+. Retired Managers: Cometimes, retired managers may be recalled for a short
period. This is done when the organisation cannot find a suitable candidate.
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,. Reca** from 4ong 4ea&e: The organisation may recall a manager who has
gone on a long leave. This is done when the organisation faces a problem which
can only be solved by that particular manager. After he solves the problem, his
leave is e,tended.
Merits of Interna* #ources
The benefits ' advantages ' merits of using internal sources of recruitment:&
(. *t is time saving, economical, simple and reliable.
.. There is no need of induction training because the candidate already !nows
everything about the organisation, the wor!, the employee, the rules and
regulations, etc.
/. *t motivates the employees of wor! hard in order to get higher jobs in the same
organisation.
6. *t increases the morale of the employees and it improves the relations in the
organisation.
?. *t reduce e,ecutive turnover.
A. *t develops loyalty and a sense of responsibility

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Demerits of Interna* #ources
The limitations ' demerits of using internal sources of recruitment:&
(. *t prevents new blood from entering the organisation. =ew blood brings
innovative ideas, fresh thin!ing and dynamism into the organisation.
.. *t has limited scope because it is not possible to fill up all types of vacancies from
within the organisation.
/. The position of the person who is promoted or transferred will be vacant.
6. There may be bias or partiality in promoting or transferring persons from within
the organisation.
?. Those who are not promoted will be unhappy.
A. The right person may be promoted or transferred only if proper confidential
reports of all employees are maintained. This involves a lot of time, money and
energy.


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CHAPTER '.
EBTERNA4 #OURCE# O. RECRUITMENT
Professiona* or Trade Associations: 9any associations provide placement
service to its members. *t consists of compiling job see!er-s lists and providing
access to members during regional or national conventions. Also, the publications
of these associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly
educated, e,perienced or s!illed personnel. Also, the recruiters can $ero on in
specific job see!ers, especially for hard&to&fill technical posts.
Ad&ertisements: *t is a popular method of see!ing recruits, as many recruiters
prefer advertisements because of their wide reach. Bant ads describe the job
benefits, identify the employer and tell those interested how to apply. =ewspaper
is the most common medium but for highly speciali$ed recruits, advertisements
may be placed in professional or business journals. Advertisements must contain
proper information li!e the job content, wor!ing conditions, location of job,
compensation including fringe benefits, job specifications, growth aspects, etc.
The advertisement has to sell the idea that the company and job are perfect for the
candidate. Recruitment advertisements can also serve as corporate advertisements
to build company- image. *t also cost effective.
Em"*o!ment E6canges: 1mployment 1,changes have been set up all over the
country in deference to the provision of the 1mployment 1,changes "8ompulsory
=otification of 7acancies# Act, (F?F. The Act applies to all industrial
establishments having .? wor!ers or more each. The Act requires all the industrial
establishments to notify the vacancies before they are filled. The major functions
of the e,changes are to increase the pool of possible applicants and to do the
preliminary screening. Thus, employment e,changes act as a lin! between the
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employers and the prospective employees. These offices are particularly useful to
in recruiting blue&collar, white collar and technical wor!ers.
Cam"us Recruitments: 8olleges, universities, research laboratories, sports fields
and institutes are fertile ground for recruiters, particularly the institutes. 8ampus
Recruitment is going global with companies li!e )<<, 8itiban!, )8<&);, A=L
Mrindlays, <NT, 9otorola and Reliance loo!ing for global mar!ets. Come
companies recruit a given number of candidates from these institutes every year.
8ampus recruitment is so much sought after that each college university
department or institute will have a placement officer to handle recruitment
functions. )owever, it is often an e,pensive process, even if recruiting process
produces job offers and acceptances eventually. A majority leave the organi$ation
within the first five years of their employment. Oet, it is a major source of
recruitment for prestigious companies.
Ca*)?insD Crite?ins and Ta*)?ins: The most common and least e,pensive
approach for candidates is direct applications, in which job see!ers submit
unsolicited application letters or resumes. %irect applications can also provide a
pool of potential employees to meet future needs. 3rom employees- viewpoint,
wal!&ins are preferable as they are free from the hassles associated with other
methods of recruitment. Bhile direct applications are particularly effective in
filling entry&level and uns!illed vacancies, some organi$ations compile pools of
potential employees from direct applications for s!illed positions. Write-ins are
those who send written enquiries. These jobsee!ers are as!ed to complete
application forms for further processing. Talk-ins involves the job aspirants
meeting the recruiter "on an appropriated date# for detailed tal!s. =o application is
required to be submitted to the recruiter.
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Contractors: They are used to recruit casual wor!ers. The names of the wor!ers
are not entered in the company records and, to this e,tent difficulties e,perienced
in maintaining permanent wor!ers are avoided.
Consu*tants: They are in the profession for recruiting and selecting managerial
and e,ecutive personnel. They are useful as they have nationwide contacts and
lend professionalism to the hiring process. They also !eep prospective employer
and employee anonymous. )owever, the cost can be a deterrent factor.
Head Hunters: They are useful in speciali$ed and s!illed candidate wor!ing in a
particular company. An agent is sent to represent the recruiting company and offer
is made to the candidate. This is a useful source when both the companies
involved are in the same field, and the employee is reluctant to ta!e the offer since
he fears, that his company is testing his loyalty.
RadioD Te*e&ision and Internet: Radio and television are used to reach certain
types of job applicants such as s!illed wor!ers. Radio and television are used but
sparingly, and that too, by government departments only. 8ompanies in the
private sector are hesitant to use the media because of high costs and also because
they fear that such advertising will ma!e the companies loo! desperate and
damage their conservative image. )owever, there is nothing inherently desperate
about using radio and television. *t depends upon what is said and how it is
delivered. *nternet is becoming a popular option for recruitment today. There are
speciali$ed sites li!e nau!ri.com. Also, websites of companies have a separate
section wherein aspirants can submit their resumes and applications. This
provides a wider reach.
.?
Com"etitors: This method is popularly !nown as 4poaching5 or 4raiding5 which
involves identifying the right people in rival companies, offering them better
terms and luring them away. 3or instance, several e,ecutives of )9T left to join
Titan Batch 8ompany. There are legal and ethical issues involved in raiding rival
firms for potential candidates. 3rom the legal point of view, an employee is
e,pected to join a new organi$ation only after obtaining a Pno objection
certificate- from his' her present employer. 7iolating this requirement shall bind
the employee to pay a few months- salary to his' her present employer as a
punishment. )owever, there are many ethical issues attached to it.
Mergers and Ac5uisitions: Bhen organi$ations combine, they have a pool of
employees, out of whom some may not be necessary any longer. As a result, the
new organi$ation has, in effect, a pool of qualified job applicants. As a result, new
jobs may be created. 2oth new and old jobs may be readily staffed by drawing the
best&qualified applicants from this employee pool. This method facilitates the
immediate implementation of an organi$ation-s strategic plan.

Educationa* InstitutionH%irect recruitment from colleges and universities
is prevalent for the recruitment of higher staff in western countries but not in
*ndia. 9any big organi$ations maintain a close liaison with educational
institutions for recruitment to various jobs. 7arious recruiting groups develop
systematic formal university recruiting programmers. They hold preliminary on&
campus interviews and select some students for final interview mostly at their
offices.
.A
Em"*o!ee recommendations&*n order to encourage e,isting employees,
some concern have made a policy to recruit further staff only from the applicants
introduced and recommended by employees or employees' union. @ther
conditions being equal, preference will be given to friends and relatives of
e,isting employees.
4EA#IN0HTo adjust short term fluctuations in personnel needs, the
possibilities of leasing personnel for some specified period may be considered.
This system of leasing has been v. ell adopted by the public sector organi$ations
with the rapid growth of public sector, the acute shortage of managerial personnel
has been solved by borrowing the personnel from the Movernment departments.
At the end of their term they are given option to choose either parent services or
the present organisation.
Unso*icited A""*icationsH@ne of the important source of recruitment is
unsolicited applicants who send their requests for appointment against a vacancy,
if any. 2y appointing such casual callers the employer saves not only the selection
.D
and training costs but also e,penditure in the form of pension, insurance and
fringe benefits.
ADEANTA0E# O. EBTERNA4 RECRUITMENT
(. *t helps you acquire competitive intelligence about other firms.
.. =ew hires can help you identify other potential candidates to 4poach5 from their
firm.
/. The new ideas that applicants and new hires bring in stimulate the thin!ing of
others.
6. =ew hires as! 4why we do things that way5 so we are often forced to re&thin! the
way we do things.
?. *t !eeps our employees on the edge because they !now they must compete against
outsiders for jobs.
A. @utside hires don-t have political alliances already set up. This can help them
implement new ideas without the 4baggage5 of past political battles.
D. Already trained e,ternal hires may give us 4instant talent5 for new products,
programs, and s!ills.
E. Come argue that hiring 4already trained5 people is cheaper than developing and
promoting internal talent. This effect varies depending on the cost of a new hire.
.E
F. *t allows other firms to train and weed out the 4tur!eys5 so we can hire the cream
of the crop. As a result it can lower training cost.
(G. *n a stagnant culture, 4outsiders5 might help 4sha!e things up5 and help us evolve
our culture.
((. Bhen you hire a great talent from a close competitor, you gain one and as an
added benefitQthe competitor also loses one.
(.. The outside recruiting and advertising for outside hires may tangentially help
build your brand, send a message that you are growing and also help boost sales.
(/. Re&hiring boomerangs "former employees# may aid in retention efforts as they tell
other employees that the 4grass is not greener5 on the outside.
(6. *n a fast&growing company "or small firms# you might have no choice but the
higher e,ternally because there isn-t enough talent to go around inside the firm.
(?. *f the firm has wea! training or development, the inside talent will not have
sufficient s!ill to do the job.
(A. *f the firm has a wea! hiring process promoting internally, is not a realistic option
because of the lac! of talent.
(D. *n jobs where you absolutely require e,perience, there may not be enough
e,perience in newly developing areas.
(E. 1,ternal hiring forces are managers to stay up with trends and to benchmar! as
they interview search. This is the added impact of improving their learning.
(F. *n most cases e,ternal hiring adds more to the diversity of the wor!force than
internal hiring.
.G. *f the firm is going global, it will undoubtedly line that e,ternal 4local5 hires are
superior and performance to internal promotions.
.(. The Borld Bide Beb ma!es recruiting so easy and ine,pensive the advantage has
shifted towards e,ternal hiring.

.F


DI#ADEANTA0E# O. EBTERNA4 RECRUITMENT
(. @utside hires can wea!en the corporate culture by bringing in counter culture
people.
.. The turnover rate for e,ternal hires is almost always higher than internal
promotions because the candidates must both adjust to a new environment and
they come to us as relative un!nowns.
/. 1,ternal hires often have a longer 4adjustment period5 and orientation costs are
higher.
6. 8ustomers may feel slighted if they don-t get one of the 3irm-s current
employees.
?. *n a tight job the "potentially# higher starting salaries of outside hires may cause
internal equity issues and eventually increase all salaries.
A. *n a tight job mar!et there may be little e,ternal talent available or the quality of
the limited talent may be poor.
D. 3irms with strategic alliances may anger their partners by 4poaching5 their talent.
E. )iring talent away from customers and suppliers may harm your business
relationships.
F. <egal issues can occur when hiring intact teams, top technical talent with non&
compete agreements.
/G
(G. *n a competitive mar!et you can-t hire quality talent without a strong recruiting
function.
((. <earning internet recruiting and setting up web pages may be prohibitively
e,pensive or time consuming.
(.. The world of e,ternal recruiting changes so rapidly and is so competitive that we
might end up with lesser talent unless we can afford a strong recruiting function.
(/. The li!elihood of lawsuits resulting from illegal practices by hard to control
managers is high.
(6. 1,ternal hires have already demonstrated their lac! of loyalty by leaving their
firm. They may have the same lac! of loyalty at our firm, resulting and high
turnover rate.
INTERNAL RECRUITMENT VS EXTERNAL
RECRUITMENT
/(


E6terna* Recruitment #uccess .actors
/.
The e6terna* recruitment is the )R ;rocess, which is not fully manageable by the )R9
3unction. The e,ternal recruitment involves other e,ternal parties and they have to
cooperate closely to bring a common success for the organi$ation. The e,ternal
recruitment is a difficult )R ;rocess when it has to be done properly and meeting
stretching requirements and goals of the top management.
The )R9 3unction has to ta!e initiatives in four important areas to ma!e the e,ternal
recruitment efficient, quic! and bringing the right quality of candidates:
@rgani$ation Frand Name
Correct Positioning of Rob ;osting
Canne*s Used to "romote te >o$ &acanc!
Cpeed of the Recruitment Process
The $rand name is very important for the external recruitment. The potential job
candidates will not apply for the position with the organi$ation, which has no name. The
trust of the candidates is the essential for the successful e,ternal recruitment. The only
way how to hide 4no name5 organi$ation is the use of the recruitment agency, which can
wor! without announcing the name of the client.
Correct Positioning of the job vacancies is a role of the )R9 3unction. The )R
Recruiter has to recogni$e the correct media and approach to the advertisement of the job
vacancy. The job posting is the same as the commercial advertisement. The target group
has to have a chance to be approached by the job advertisement to !now about it.
The canne*s used to ad&ertise te >o$ &acanc!. The common answer of the )R
Recruiters is I use the *nternet, you cannot lose anything. 2ut the candidates for the
position do not have to browse the *nternet every day to loo! for the vacancies. The )R
Recruiter has to !now the habits and emotions of the target group to select the best
channel, which mi, the quality of the candidates and the price per one candidate.
The s"eed of te e6terna* recruitment "rocess is crucial condition for the success. The
candidates have to catch and followed very quic!ly not to lose them in favor of a
//
different organi$ation. Bhen the candidate decides to loo! for a new career opportunity,
then he or she e,pects to find a solution pretty quic!ly. The candidate will not wait for a
long time to be invited for the job interview and then for the final decision of the
organi$ation. The )R9 3unction has to arrange everything before the e,ternal
recruitment starts.
1es Fan):
Oes 2an!, *ndia-s new private sector 2an!, is the outcome of the professional
commitment of top management team, to establish a high quality, customer centric,
service driven, private *ndian 2an! catering to 41merging *ndia5. Oes 2an! has adopted
best international practices, the highest standards of service quality and operational
e,cellence, and offers comprehensive ban!ing and financial solutions to its customers. A
!ey strength and differentiating feature is its !nowledge driven approach to ban!ing for
its retail and wealth management clients. Oes 2an! is built on a foundation of trust,
strengthened by !nowledge, bac!ed by technology, governed by transparency and
committed to responsible ban!ing. The result is an unstinted commitment. *t is this
commitment that has earned the 2an! the distinction of being ran!ed *ndia-s =o. / 2an!
in a recent survey of listed ban!s in *ndia by 2usiness Borld. The same survey also
ran!ed Oes ban! first in Cafety, 1fficiency N Mrowth. Oes ban! won the 8ontinuous
*nnovation in HR #trateg! a(ard at The *ndiatimes 9indscape 1mployer 2randing
Awards .GGD, the RAC2*8 award for Inno&ati&e Recruitment G #taffing Programme
and the 0*o$a* HR E6ce**ence A(ard for Inno&ati&e HR Practices at the Asia ;acific
)R9 8ongress .GGD.
The ban! has been able to achieve this growth through four instruments. A focused
business strategy and entrepreneurial leadership, highly rated employees, best&in&class
processes and evolutionary technology. Oes 2an! is pursuing a 2rand strategy to build
one of the finest financial brands in *ndia and to provide an unprecedented delightful
ban!ing e,perience to all its customers. Bhat has wor!ed well for Oes ban! is that unli!e
the first lot of private ban!s that came up in the mid&(FFGs, it did not get caught in a
/6
liquidity crunch that was brought about by the high interest rate regime unleashed to
contain inflationary pressures in (FF?. Oes 2an! started its operations in .GG6 with
branches in 9umbai, %elhi and Murgaon "=8R#.
0ro(t.
The total net worth of the ban! as on /G Run GD stands at *=R E./( million with about AG
branches in /? locations across *ndia within two years of operation. The ban! made plans
to be about (GG branches by 9arch .GGE. The foreign investors in Oes 2an! are
Raboban!, 8itigroup 7enture 8apital *nternational, 8hrys 8apital and A*3 8apital. The
ban! has increased its headcount in =orth *ndia region from around ?GG people in =ov GA
to about .GGG people by Run .GGD. 1ach branch requires around .?&6G people to be fully
operational and run effectively.
Nature of Recruitment Pro$*em .aced at 1es Fan) H.rom Fan)
RecordsI.
<i!e any startup 2an!, the )R department faces the uphill tas! of recruiting the branch
team and sales force for every new branch. This could be close to about .?&6G officers
per branch consisting of Relationship 9anagers, Cales @fficers headed by the 2ranch
9anagers and Cales 9anagers. 3urther, there is a factor of about /GS attrition per
annum, which has to be made good to maintain sales force levels. The following data
substantiate attrition rates at Oes ban!, %elhi


Recruitment Process in 1es $an)
/?
The sales force required for a branch to function is Tellers, 8ustomer Cales 9anagers,
8ustomer Cales 1,ecutives, Cales 9anager and a 2ranch 9anager. The line managers
drive the recruitment process for e,isting branches, whereas the )R drives the planned
recruitment for the new and upcoming branches based on defined norms. *n case of an
e,isting branch as the need against a position arises, the line manager requests the )R
department with the qualitative requirement of the candidate. )owever, for an upcoming
branch a planned recruitment of the complete team as per defined norms and si$e of
branch is underta!en preferably on a top down approach. The )R department tries to
follow a pre&defined recruitment methodology to short list candidates and select
thereafter.
Celection of right candidate is underta!en in a hierarchical process. The
immediate Team <eader along with )R ta!es the first round of interviews. The ne,t
round is underta!en by either the Cales 9anager or the 2ranch 9anager as per the branch
requirements and norms. )owever, for senior managerial positions, there are a series of
interviews with )R, line managers, )ead of the department and upto the level of 81@.
The top management is actively involved in selection and compensation finali$ation. The
salary fitment is made by )R !eeping the fi,ed cost of the employee and various other
factors into consideration. Mlobal sourcing is twice for senior managerial positions than
for middle management positions at Oes 2an!.
Any candidate who has to be recruited is interviewed both by the line as well as
the )R. The line assesses the candidate on his current potential, s!ills and !nowledge.
The )R on the other hand assesses the candidate on his attitude, profile, de,terity, family
bac!ground, educational parameters, compensation and other O1C parameters defined.
The line managers loo! at the job fit whereas the )R loo!s at the organi$ation fit of the
employee.
Bhile setting up a new branch the first step is to get the branch manager onboard. The
branch manager is either selected within the organi$ation or hired by the )R department
/A
and the Regional )ead. Any new branch has to have a Teller, a 8ustomer Cales
1,ecutive' 9anager and a 2ranch 9anager to be fully operational. Training is the ne,t
most important process before a selected candidate begins to carry out the assigned
responsibilities in any branch. This is underta!en for the Retail and 2usiness 2an!ing
division of the ban!. @ften training is the main purpose to assign the infant branch to a
parent branch. The flow of the recruitment process is as follows:&

/D

Line projects need
for manpower
Informs HR
HR
departmen
t
Search for potential
employees against job
description
Consultants References
Potential
candidates
identified
Interview by line and
HR managers
Candidat
e
selected
Yes
o
RECRUITMENT
METHODOLOGY
/E

A
If senior
managemen
t position
Yes
o
Interview by C!"
#ac$ papers% resume% salary slip and
offer letter of candidate sent to C!"
along with the organi&ation chart
"ffer letter signed by C!"
sent to the candidate
!mployee joins and is given the
joining $it by the HR
department
/F
RECRUITMENT .4OC IN 1E# FAN;
3o$ Descri"tions
They are lists of the general tas!s, functions and responsibilities of a position. Typically,
they also include to whom the position reports, specifications such as the qualifications'
e,perience needed by the person in the job, salary range for the position, etc. Rob
descriptions are usually developed by conducting a job analysis, which includes
e,amining the tas!s and sequences of tas!s necessary to perform the job. The analysis
loo!s at the areas of !nowledge and s!ills needed by the job. 2an! !eeps updating them
and it is not a one&time description, but a process which is !ept up with ever&changing
responsibilities and s!ills necessary to perform the job, and the changing incentive plans'
Ana*!sis of Metodo*ogies for Recruitment of #a*es Officers. Bhile the recruitment
methodology for sourcing both sales officers and senior management positions have been
discussed in the preceding paragraphs, the prime focus the present study and report will
be sales officers. The following methods of recruitment being followed have been
analy$ed:&
(a) External Recruitment
"i# Rob consultants
"ii# @nline applications
"iii# Referrals
"iv# 8ampus placements
"v# %irect Advertisement
(b) Internal Recruitment
Jb Cn!ultant! " *n this process, the ban! ties&up with an empanelled a list of job
consultants. Bhenever a position arises, the ban! requisitions their services and provides
the necessary job description, e,perience, place of wor! and compensation details. The
consultants then search their database and provide a list of potential candidates after
screening. The employer should insist that entry level screening against the profile
6G
provided is underta!en by the consultants. The advantages' disadvantages of such
methodology are as follows:&
AD#ANTAGE$ % DI$&AD#ANTAGE$ O' JO( CON$ULTANT$
AD#ANTAGE$ DI$AD#ANTAGE$
(a) *et candidates for specific s$ill
set+ profile'
(b) Resume are screened for
specific profile'
(c) ,uic$ and effective way of
matching employers and potential
candidates'
(a) -ery e.pensive'
(b) ot suitable for mass induction'
(c) /ependent of credibility of
consultants'
The average cost for such services for sales officers in urban region is about Rs. (GGGG
and Rs. DGGG in rural region per sales officer. 3or mid level and high level positions, the
cost of services is about E.?S of the yearly salary of the employee. *n case the employee
resigns within three months, the ban! insists, the consultants provide replacement at no
e,tra cost and insures for the training costs. This method of recruitment is effective but
e,pensive, especially in case of senior level management and is not suitable in case of
mass recruitment. 6?S of the positions at Oes ban! at %elhi =ational 8apital Region
"=8R# are presently being filled up through job consultants. )owever, due to non&
availability of suitable job consultants in rural areas, only /GS of the positions at Oes
ban! outside %elhi were filled through job consultants.
Online A))licatin"
2an!s have online portal where they advertise all available positions and enables
candidates to post their resumes against vacancies. The ban! also advertises such
positions on various job websites li!e nau!ri.com, google jobs, 9onster.com etc. The
advantages' disadvantages of such methodology are as follows:&

AD#ANTAGE$ % DI$AD#ANTAGE$ O' ONLINE $T$TEM
AD#ANTAGE$ DI$AD#ANTAGE$
6(
(d) ,uic$ and easy way of matching
employers and potential candidates'
(e) Ine.pensive'
(f) 0ide publicity'
(a) Lot of jun$ resume for jobs
irrelevant to their speciali&ation'
1herefore re2uires e.tensive
screening'
(b) ot all candidates are accustomed
to loo$ing for jobs in this manner'
(c) Publicity limited to internet users'
(d) Loss of human interaction'
Oes ban! has an online portal on which they advertise all openings and enables the
viewers to post their resumes. 8andidates "internal and e,ternal# can apply for positions
as per the positions and locations advertised. This methodology of recruitment has been
found to be cost effective with vast coverage. )owever, line and )R managers feel many
irrelevant applications are being posted, which leads to waste of time in screening'
interview and is at times discouraging. 2ased on available statistics, (?S of the positions
at Oes ban! %elhi are presently being filled through such online methodology. )owever,
this is li!ely to grow substantially
Re*erral"
8ompanies'ban!s runs an employee referral scheme, which encourages employees to
recommend acquaintances' friends as candidates for certain positions and also earn some
incentives. =ot many companies reali$e the benefits of good referral programme. A
successful referral programme reduces cost per hire significantly and at the same time
promotes ownership. The advantages' disadvantages of such methodology are as
follows:&

AD#ANTAGE$ % DI$AD#ANTAGE$ O' RE'ERRAL $T$TEM
AD#ANTAGE$ DI$AD#ANTAGE$
(a) Ine.pensive compared to job (a) You may be obligated to hire in
6.
consultants'
(b) Referred candidates are aware
of the culture'
(c) !mployees refer candidates with
good potential'
(d) Results are 2uic$'
certain cases when candidate is not
suitable'
(b) 3ay lead to inter4personal issues'
(c) 3ay not always produce desired
results'
(d) ot suitable for mass recruitment'
(e) ot sustainable in the long run'
(f) Issues arise when referred
candidate is selected and does not
perform or 2uits'
The employee is paid the referral fee after / months after the candidate joins. The ban!
doesn-t pay for referring any fresher or referring a candidate for a position who would be
directly reporting to the person who referred him. The compensation for successful hire
through this scheme is about ?S of annual salary. The success of such a system is when
vacancies are well advertised internally.
Cam"us P*acement.
The ban!s go 2usiness schools for recruiting sales officers for the post of Cales officers.
The )R initiatives campus placements based on long term forecast of sales officers.
Bhile recruiting from campus, the ban! screens for candidate having a good academic
record, family bac!ground with sound academic records in both Mraduation and 8lass
>**. Oes ban! goes to Tier * N ** 2&schools for recruiting sales officers for the post of
8lient Cales ;artner "8C;s# and about (?S of the positions at Oes ban! %elhi are
presently being filled through such methodology. The advantages' disadvantages of
campus placement are as follows:&

ADEANTA0E# G DI#?ADEANTA0E# O. CAMPU# P4ACEMENT
ADEANTA0E# DI#ADEANTA0E#
"a# *ne,pensive.
"b# Mood for mass induction at lower
"a# 8ompetition is fierce. 8ompanies'
2an!s all across *ndia compete for similar
6/
levels.
"c# Allows hiring specific s!ills.
"d# Cource of talent that can be trained
towards specific competence.
"e# ;rovides talented youth with drive.
"f# )elps ban!s build reputation during
such job fair' campus placement.
un&e,perienced low cost s!ills.
"b# <in!ed to academic session and
therefore useful towards long term
manpower requirements.
"c# *t has been observed that often good
candidates have many job offers. Therefore,
may not ultimately join.
"d# Training costs are very high for
candidates ta!en from campuses
8ampus recruitment is a cost effective model for mass recruitment after tying up with
various 2&schools. 2usiness schools have vast resource of talented students studying
speciali$ed courses in 2an!ing and *nsurance. )owever, 2an!s must plan staffing and be
clear about its future manpower turnover' requirement'
Direct Ad&ertisement.
This is the age old method of bringing employers and candidates together and is still
widely used. A clear and attractive newspaper advertisement with specific details is eye&
catching and invites immediate attention. The services of newspapers and employment
e,change are useful. About (GS of the positions at Oes ban! %elhi are being filled
through such direct advertisement methodology. )owever, this is li!ely to grow
substantially. The advantages and disadvantages are as follows:&

AD#ANTAGE$ % DI$&AD#ANTAGE$ O' DIRECT AD#ERTI$EMENT
AD#ANTAGE$ DI$AD#ANTAGE$
(a) !ffective medium when job
re2uirements and competencies are
well defined'
(a) Ideal for mass recruitment'
(b) 3ay bring many applications which
may not be suitable for the position'
66
(b) -ery good reach' 1herefore% re2uires e.tensive
screening'
(c) Can involve cost and results ta$e
some time to fructify'
Recruitment +lan' 2ased on the recruitment methodology arrived or the organi$ation
wishes to adopt, a recruitment plan should be devised. The present study after ta!ing all
available data and inputs came up with a Recruitment ;lan template. This template in
placed at Anne,ure. The following are the salient points towards a successful recruitment
plan:&
(a) Recruiting the right person starts with a detailed job description and
personal specification. *t also involves following a recruitment process that
produces a suitable candidate at a minimum cost to the ban!.
(b) The more comple, the job, the more comple, the recruitment process
needs would be. )owever, as a minimum, the interview process should include at
least two level interviews, a psychometric assessment and a thorough reference
chec!.
(c) Advertisements through various recruitment methodologies should be
clear, to the point indicating job description.
(d) *nterviews should be highly structured and based on proven
methodologies. They should reveal levels of competency in !ey areas,
appropriateness of e,perience, personality strengths and wea!nesses and integrity.
(e) 8arefully selected psychometric assessments are valuable tools in the
selection process, but not to the e,clusion of a structured interview. *ndividuals
should be selected on the basis of past performance, competence and personality.
(f) Always recruit the right person for the job. Recruitment should be seen as
a 'rejection process' as much as a 'selection process'. @ne shouldn-t be tempted to
pic! 'the best of from a bad lot-
(g) Ccreen li!ely candidates with a simple telephone interview before
deciding who to invite for the face&to&face interview.
6?
(h) Bhen one actually meets the candidates, let them tell about their
bac!ground and achievements. The details about the job, the compensation, the
company, etc should follow.
(i) *dentify what initial training will be required and how much will be
needed to invest in the candidate and whether he or she is worth that investment.
(j) =ever over sell the job. )onesty about the role should be the best policy.
($) 2ac!ground N reference chec!s are very vital. %uring interview of new
sales officers at Oes 2an!, it was found that around 6GS of new employees never
had references ta!en up. 2ac!ground chec!s should be as thorough, as possible
and should include employment history and character references.


CHAPTER +.
Recommendation
6A
Recruiting can no longer be confined to the traditional ways. Bith the war of talent
intensifying, employers are broadening their reach though innovative channels. Ctatic
recruitment no longer suffices in today-s conte,t of cost effectiveness and efficiency. )R
professional have a big responsibility to hire a best candidate from the available sources
discussed above. At the same time, one has to be cost conscious. =o process is complete
without an evaluation of its success. All e,ecutives interviewed accentuated the
importance of employer branding in attracting highly suitable candidates. Rob consultants,
online applications and 8ampus placements emerged the most effective e,ternal
recruitment methodology used. 9ost showcase organi$ations and private sector ban!s
today have started using technology to screen resumes, filter applicants and build
database for future use. 2ased on all available data, an optimum, cost effective, diverse
and scalable recruitment strategy or methodology for recruitment of sales officers was
arrived at by the author targeting each methodology. ;rivate sector ban!s should aim to
achieve the model by reengineering processes, ma,imi$ing use of technology to reduce
costs and e,ploit each source effectively.
Cnclu!in
6D
This report has investigated the various methodologies for recruitment and the need was
therefore to arrive at a recruitment strategy for the private sector ban!s. As brought out
earlier, the success of the recruitment strategy is not only determined by the methodology
that are used for search and selection, but also by the way these methodologies are used
and implemented. The processes should ensure that there is no Tshot&gun approach5 as a
last resort after failing to fill the position. @utsourcing of the recruitment process to an
agency versus doing this wor! in&house as a core )R responsibility is part of the strategic
choice companies should consider in determining a clear and effective )R recruitment
strategy. Trying to do both adds costs as )R resources go up and the required time to fill
vacancies often increases leading to less efficiency in finding and selecting candidates for
open positions. 1mployers have to use all available information and techniques available
to them including the more traditional tools of common sense and good judgment when
ma!ing the right hiring choices for available vacancies. The following are to be
considered additionally:&
"a# 1nsure you loo! internally prior to adopting any e,ternal recruitment
strategies.
"b# )ave a clear understanding of the current mar!etplace including
salary, s!ills shortages reasons for candidates to join the ban!.
"c# 9ap a consistent recruitment ' hiring process for each new recruit.
"d# 8reate a consistent job profile for each requirement.
"e# 1nsure feedbac! is offered. 3eedbac! forms should be completed for
each candidate interviewed.
"f# 1nsure relevant management information is collated and presented to
hiring managers from suppliers.
"g# )ave a clear understanding of the best methods of attracting
employees, devise an attraction strategy.
"h# Review all testing and assessment products and processes.
"i# @nce you have successfully recruited staff, ma!e sure you !eep them
by introducing attractive retention measures and developing innovative and creative
training programme to !eep them motivated and engaged.
6E
"j# )old focus group meetings of employees.

FIF4IO0RAPH1
BOOKS:
1. Professor Dr. M. Ataur Rahman, Strategic Human Resource
Management, 2nd ed., 2009
2. . !herther and "R. #. De$is, Human Resource and Personne%
Management, &th ed., 200'
(.)ar* Dess%er+ Human Resource Management+ Se$enth ,dition+
Prentice Ha%% of -ndia, .e/
De%hi0110001, -ndia.
'. Da$id A. Decen1o and Ste2hen P. Ro33ins, 4undamenta%s of Human
Resource Management,
,ight ,dition, 201102012
WEBSITES:
-. htt25667,SA.# .com
--. htt2566en./i8i2edia.org6/i8i6d33%93d

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