1.

Introduction
Human resources are the most important assets in an organization. Recruitment often represents
the first contact that a company has with potential employees. It is through recruitment that many
individuals will come to know a firm and eventually decide whether they wish to work for it. A
well-planned and well-managed recruiting effort will result in high-quality applicants, whereas a
haphazard and piecemeal effort will result in mediocre ones. Quality employees cannot be
selected when quality candidates do not know of job openings, are not interested in working 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 make comparisons with their qualifications and interests,
and generate enthusiasm among the best candidates so that they will apply for the available
positions.
The objective of the recruitment process is to obtain the number and quality of employees that
can be selected in order to help the organization to achieve its goals and objectives. With the
same objective, recruitment helps to 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.
In this is competitive global world and increasing flexibility in the labour market, recruitment is
becoming more and more important in every business. Therefore, recruitment serves as the first
step in fulfilling the needs of organizations for a competitive, motivated and flexible human
resource that can help achieve its objectives.

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2. Meaning of Recruitment
Edwin Flippo defines Recruitment and selection process as A process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization.
In simpler terms, recruitment and selection are concurrent processes and are void without each
other. They significantly differ from each other and are essential constituents of the organization.
It helps in discovering the potential and capabilities of applicants for expected or actual
organizational vacancies. It is a link between the jobs and those seeking jobs.
Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organisation 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 expedite 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 exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.
Recruitment needs are of three types:

1. Planned
The needs arising from changes in organization and retirement policy.
2. Anticipated
Anticipated needs are those movements in personnel, which an organization can predict by
studying trends in internal and external environment.
3. Unexpected
Resignation, deaths, accidents, illness give rise to unexpected needs.

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3. Purpose and Importance of Recruitment

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.

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 of visibly under
qualified or overqualified job applicants.

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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4. Recruitment Process

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the
recruitment strategic advantage for the organisations. Recruitment process involves a
systematic procedure from sourcing the candidates to arranging and conducting the
interviews and requires many resources and time. A general recruitment process is as
follows:

1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making

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5. Types of Recruitment

Every organisation has the option of choosing the candidates for its recruitment processes from
two kinds of sources (Internal and External Sources).

Internal Recruitment
The sources within the organisation itself (like transfer of employees from one department to
other, promotions) to fill a position are known as the internal sources of recruitment.
The internal recruitment sources are very important, but they cannot be used to fill every vacancy
in the organization. It is very important to realize, that in many organization, the internal
recruitment is divided into two separate processes:internal recruitment and promotions. The
promotion is the move of the employee when the organization initiates the whole process. The
real internal recruitment is than a move of the employee initiated by the employee him or herself.

External Recruitment
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as
the external sources of recruitment.
The external recruitment sources bring job candidates from the external environment using
different techniques. The oldest, but still pretty efficient is a newspaper job advertisement. Many
HRM Professionals do not believe in the power of the newspaper advertising, but for many jobs
it is still one of the best techniques with the best cost/income ratio.
The modern recruitment source fully managed by the organization is the web job advertisement.
It is very cheap, but it can flood the organization with many useless job resumes. This can make
the final decision almost impossible. The cost/income ratio is always attractive, but the success
rate can be really low.

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6. Sources of External Recruitment

Fortunately for employers, when conducting a search for applicants, they do not have to identify
each possible job applicant. Instead, there are institutions in our economy where job seekers
congregate. Moreover, these institutions often act as intermediaries between the applicant and
employer to ensure that a match takes place. These institutions are called recruitment sources or
methods in staffing. Some are very conventional and have been around for a long time. Others
are more innovative and have less of a track record.

1. Unsolicited
It is a common practice for employers to accept applications from job applicants who physically
walk into the organization to apply for a job or who send in resumes. The usual point of contact
for unsolicited walk-ins or resume senders is the receptionist in smaller organizations and the
employment office in larger organizations. When applications are accepted, a contact person who
is responsible for processing such applicants needs to be assigned. Space needs to be created for
walk-ins to complete application blanks and preemployment tests. Hours need to be established
when applicants can apply for jobs. Procedures must be in place to ensure that data from walkins and resume senders are entered into the applicant flow process. If walk-ins or resume senders
are treated as being unexpected intruders,they may communicate a very negative image about the
organization in the community.
Increasingly, unsolicited applications are received electronically. The primary transmission
portal for electronic applications is via a companys Web site. When receiving electronic
applications, organizations need to make sure that they dont get lost in the system. They need
to be regularly forwarded to recruiters or selection decision makers, and those who applied need
to be contacted about the disposition of their application.

2. Employee Referrals
Employees currently working for an employer are a valuable source for finding job applicants.
The vast majority of organizations accept referrals, though only about half have formal
programs. SRA International has recruited nearly half of its employees through referrals. The
employees can refer people they know to their employer for consideration. In some
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organizations, a cash bonus is given to employees who refer job candidates who prove to be
successful on the job for a given period of time. To ensure that there are adequate returns on
bonuses for employee referrals, it is essential that there be a good performance appraisal system
in place to measure the performance of the referred new hire. There also needs to be a good
applicant tracking system to ensure that new hire performance is maintained over time before a
bonus is offered.

3. Employee Networks
Though not a formal referral program, many organizations use networks to identify potential
hires. These networks can be ones own network of personal contacts,or they can be formal
programs that keep an active database of professional contacts. A relatively new way of finding
applicants is through social networking, where friendship or acquaintances are used to connect
those looking for applicants to those looking for jobs.

4. Advertisements
A convenient way to attract job applicants is to write an ad that can be placed in newspapers,
trade journals, and the like. Advertisements can also be recorded and placed on radio or
television. Cable television channels, for example, sometimes have job shows. Advertisements
can be very costly and need to be monitored closely for yield. Advertisements in some
periodicals may yield more and better qualified candidates than others. By carefully monitoring
the results of each ad, the organization can then make a more informed decision as to which ads
should be run next time a position is vacant. To track ads, each ad should be coded to assess the
yield. Then, as resumes come into the organization in response to the ad, they can be recorded,
and the yield for that ad can be calculated.

5. Recruiting Online
Recent surveys indicate that 85% of recruiters utilize the Internet to source job candidates.
Millions of job seekers submit their resumes on the Web every year, and there are thousands of
job sites online. More than half of the resumes Microsoft receives are over the Internet.
There are four primary ways companies use the Web for recruiting:

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I.

Job Postings on Internet Job Boards

One central means of recruiting on the Internet is through online job boards.These allows access
to both applicants, who can search for positions by location and job category, and recruiters, who
can search among applicants by a wide array of search factors. Most of these boards are
collection nodes for job postings, listing the jobs from many different companies that applicants
can assess. Other systems focus on resume screening and applicant management. Still other
systems are a combination of the two.

II.

SearchingWeb-Based Databases

As opposed to actively posting jobs online,another (but not mutually exclusive) means of
recruiting on the Web is to search for applicants without ever having posted a position. Under
this process, applicants submit their resumes online, which are then forwarded to employers
when they meet the employers criteria. Such systems allow searching the databases according to
various search criteria, such as job skills, years of work experience, education, major, gradepoint average, and so forth.

III.

Job Postings on Organizations Web Site

Most large companies have a special section on their Web site that describes employment
opportunities in the organization and often provides formal job postings. Many of these Web
sites allow applicants to apply online. Although surveys reveal that most employers believe their
Web sites do a better job of a attracting applicants than using job boards. Many have been
likened to little more than post office boxes where applicants can send their resumes. Many
applicants receive no more than an automated reply.

IV.

Mining Databases

Though controversial, as noted earlier, many recruiters use various ploys (flipping, peeling)
to mine organizational and other databases to obtain intelligence on passive candidates. The
power of this strategy is that it allows organizations to identify passive candidates, who may be
the best qualified but otherwise might not surface. The disadvantage is that many of these
passive candidates may not be interested.

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6. Colleges and Placement Offices

Colleges are a source of people with specialized skills for professional positions. Most colleges
have a placement office or officer who is in charge of ensuring that a match is made between the
employers interests and the graduating students interests. In most cases, the placement office is
the point of contact with colleges. It should be noted, however, that not all students use the
services of the placement office. Students sometimes avoid placement offices because they
believe they will be competing against the very best students and will be unlikely to receive a job
offer.
Sometimes small colleges are overlooked as a recruitment source by organizations because the
small number of students does not make it seem worth the effort to visit. In order to present a
larger number of students to choose from, some small colleges band together in consortia.
Decision to be made is which colleges and universities to target. Some factors to consider
include the following:
I.

Past experiences with students at the school

II.

Rankings of school quality

III.

Costs of recruiting at a particular school

7. Employment Agencies

A source of nonexempt employees and lower-level exempt employees is employment

agencies. These agencies contact, screen, and present applicants to employers
for a fee. The fee is contingent on successful placement of a candidate with an employer and is a
percentage (around 25%) of the candidates starting salary. During difficult economic periods,
employers cut back on the use of these agencies and/or attempt to negotiate lower fees in order to
contain costs.
Care must be exercised in selecting an employment agency. It is a good idea
to check the references of employment agencies with other organizations that have already used
their services. Allegations abound regarding the shoddy practices of some of these agencies.

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8. Executive Search Firms

For higher-level professional positions or jobs with salaries of $100,000 and higher, executive
search firms, or headhunters, may be used. Like employment agencies, these firms contact,
screen, and present resumes to employers. The difference between employment agencies and
search firms lies in two primary areas. First, search firms typically deal with higher-level
positions than employment agencies. Second, search firms are more likely to operate on the basis
of a retainer rather than a contingency.

9. Professional Associations and Meetings

Many technical and professional organizations have annual meetings around the country at least
once a year. Many of these groups run a placement service for their members. There may be a
fee to recruit at these meetings. This source represents a way to attract applicants with
specialized skills or professional credentials. Also, some meetings represent a way to attract
women and minorities. In addition to having placement activities at annual conventions,
professional associations also may have a placement function throughout the year.

10. State Employment Services

All states have an employment or job service. These services are funded by employer-paid
payroll taxes. This service is provided by the states to help secure employment for those seeking
it, particularly those currently unemployed. Typically,these services refer low-to middle-level
employees to employers. For jobs to be filled properly, the hiring organization must maintain a
close relationship with the employment service.

11. Outplacement Services

Some organizations retain an outplacement firm to provide assistance to employees who are
losing their jobs. Outplacement firms usually offer job seekers assistance in the form of
counseling and training to help facilitate a good person/job match. Most large outplacement
firms have job banks, which are computerized listings of applicants and their qualifications.
Registration by employers to use these job banks is usually free.

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12. Community Agencies

Some agencies in local communities may also provide outplacement assistance for the
unemployed who cannot afford outplacement services. The applicants who use these services
may also be listed with a state employment service as well. Community agencies may also offer
counseling and training.

13. Job Fairs

Professional associations, schools, employers, the military, and other interested organizations
hold career or job fairs to attract job applicants. Typically, the sponsors of a job fair will meet in
a central location with a large facility in order to provide information, collect resumes, and
screen applicants. Often, there is a fee for employers to participate. Job fairs may provide both
short- and long-term gains. In the short run, the organization may identify qualified applicants. In
the long run, it may be able to enhance its visibility in the community, which, in turn, may
improve its image and ability to attract applicants for jobs.
Increasingly, job fairs are being held online. Most online job fairs have preestablished time
parameters. In these virtual job fairs, recruiters link up with candidates through chat rooms.

14. Co-ops and Internships

Students currently attending school are sometimes available for part-time work. Two part-time
working arrangements are co-ops and internships. Under a co-op arrangement, the student works
with one employer on an alternating quarter basis. In one quarter the student works full time, and
the next quarter, attends school full time. Under an internship arrangement, the student has a
continuous period of employment with an employer for a specified period of time. These
approaches allow an organization to obtain services from a part-time employee for a short period
of time, but they also allow the organization the opportunity to assess the person for a full-time
position after graduation.

15. Innovative Sources

Several innovative sources might also be experimented with, particularly for purposes of
widening the search. For example, Alumni Association, Unemployed Youth Services etc.

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16. Religious Organizations

These organizations (e.g., churches) provide another source of labor that is often overlooked.
Such institutions typically have many senior and teenage human resources. Organizations can
attract members by sponsoring events such as socials and by making donations to charitable
causes endorsed by them.

17. Interest Groups

There are many associations that help facilitate the interests of their members. Two such groups
are the American Association for Retired Persons (AARP) and the National Association for the
Advancement of Colored People (NAACP).

18. Realtors
Some realtors now offer employment services for trailing partners. When one person in a
relationship must relocate to further a career, the realtor may also help the trailing partner to find
a new job.

19. Senior Networks

Many networks have been formed to advance the employment interests of older workers. These
networks include Senior Community Service Employment Programs, the Job Training
Partnership Act, Forty Plus, Operation ABLE, the National Clearinghouse on State and Local
Older Workers Programs, the National Caucus for Black Aged, the National Association of
Spanish- Speaking Elderly, and the Older Womens League. These organizations provide many
employment services, such as the training, counseling, and placement of older workers along
with programs for employers on how to best utilize the talents of older workers.

20. Casual Callers

This method of recruitment is concerned with using applied candidates as a source of
recruitment. The applicant available in the employment office are used as source of prospective
candidates. In other words, applicants from individuals who are already recorded in the
employment list can be reffered as new applicants and the best suited candidates are selected for
the job. This method avoids costs of recruiting people form other sources.
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21. 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.
22. Labor Unions
In many organizations, labor unions asre regarded as a source from which to recruit manpower.
This faciliatates increasing the sense of cooperation and in developing the better industrial
relations. But sometimes Trade Unions support a candidate who is not suitable for the job and
not acceptable to management. This actually weakens the labor relations.
23. Gate Hiring
Unskilled workers may be recruited at the factory gate these may be employed whenever a
permanent worker is absent. More efficient among these may be recruited to fill permanent
vacancies.
24. Labour Contractors
Manual workers can be recruited through contractors who maintain close contacts with the
sources of such workers. This source is used to recruit labour for construction jobs.

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7. Advantages of External Recruitment

External recruitment sources and methods have following advantages:
a. Wider Choice
With the availability of large pool of qualified candidates, the selection process becomes
more competitive in choosing the best suited candidates.
b. Qualified Personnel
External sources of recruitment provide a pool of talented candidates for selection purpose.
With the large pool of potential candidates, it introduces new blood in the organization.
c. Fresh Talent
External recruitment facilitates the entry of fresh talent in an organization. It encourages the
inflow of new ideas, knowledge and skills required to preform the tasks.
d. Competitive Spirit
External recruitment creates an environment for healthy competition in between internal
employees and external members, who are supposed to be more trained and efficient.
e. Environmental Adaptation
Since external recruitment encourages the entry of new skills, knowledge and ideas in the
organization, it helps in accompanying changes.
f. Fairness
Being an open process, external recruitment provides opportunity to all prospective
candidates to apply for the vacant position in the organization. This in turn widens its options
of selection.

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8. Disadvantages of External Recruitment

External Recruitment sources and methods have following disadvantages:
a. Expensive
External recruitment is expensive in the sense that it requires an extra cost for vacancy
announcement, arrangement for emplyment office etc.
b. Dissatisfaction
When the qualified employees are recruited form outside the organization, the existing
employees may feel dissatisfied with their jobs and leave the organization.
c. Long Process
External recruitment follows a long process. Various activities announcement, application
collection, review of application forms, selection process etc. need to be performed before
the placement of the candidate.
d. Adaptability Problem
As the selected employees are new for the organization, they may face adaptability problem
in the organizational environment. More time will be needed for them to be familiar with the
organizational arrangements.
e. Competition
The exixting employess think new comers as their competitive. As a result of which,
organization faces a great loss of productivity and quality.
f. Poor Morale
The arrival of fresh candidates in the work place can adversely affec the morale of existing
employees.

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9.

Conclusion

For any company, whether it is small or big Human Resource Management is one of the major
tasks to do. Because without the proper support from the employees, the organization may find it
difficult to achieve its goal. So External recruitment is very important for any organization.
External Recruitment allows an organization to asses the vacancy and choose the best personnel
who will lead the organization in future.

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10. References

Heneman III, Herbert G. and Judge, Timothy A. (2006). Staffing Organizations, 5th
edition, published by New York: McGraw-Hill Higher Education.

Dessler, G. & Varkkey, B. (2008). Human resource management, 11th edition, published
by Pearson Education, Inc., publishing as Prentice Hall.

Bratton, J. & Gold, J. (2007). Human resource management: Theory and practice, 2nd
Edition, London: MacMillan

http://www.educationobserver.com/forum/showthread.php?tid=12054

http://www.naukrihub.com/recruitment/external-sources.html

http://accountlearning.blogspot.com/2013/02/methods-of-external-recruitment.html

http://jpk.tjtc.edu.cn/08/jiudian/3_Lect/d04.htm#

http://accountlearning.blogspot.com/2013/03/advantages-of-external-recruitment.html

http://accountlearning.blogspot.com/2013/03/disadvantages-of-external-recruitment.html

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