Professional Documents
Culture Documents
Page
1. Recruitment…………………………………………….….1-5
2. Sources of Recruitment……………………………………2-5
i. Internal Recruitment……………………………………2-3
ii. External Recruitment…………………………………...3-5
3. Selection…………………………………………………...5-5
4. TESCO Telecom…………………………………………..6-12
i. TESCO Manpower Planning…………………………...6-8..
ii. Recruitment Sources of TESCO Telecom……………...8-9
iii. TESCO Recruitment and Selection Process……….......9-12
1. Planning and preparation………………………...10-10
2. Applying for a post………………………………..10-10
3. Selection interviews…………………………….....11-11
4. Offer of employment……………………………....11-11
5. References……………............................................12-12
6. Feedback…………………………………………...12-12
5. References………………………………………………….13-13
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Recruitment
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Effective recruitment is increasingly important in today. Due to some dramatic
changers in the world the equilibrium between new jobs and new entrants to the work
force will loose. Country continues to export white – collar jobs, diminishing number of
jobs adding domestically will cause this equilibrium vary.
Recruitment activities of an organization represent its marketing role of personal,
reaching out across the organization external boundaries in the labor markets. It is
important therefore that such activities are conducted in a manner that sustain or enhance
the good reputation of the organization.
Sources of Recruitment
The sources of recruitment can be classified into two. Those are Internal and
External.
Internal Sources
Filling vacancies from inside candidates will bring many advantages. In the event
of a vacancy someone already on the payroll is promoted, the firm has the advantages of
increasing the general level of moral and motivation of existing employees, because their
capabilities are considered and opportunities offered for promotion. It is safer to promote
employees within the company more likely to have accurate view of a person’s skills.
Existing candidates may also be more committed and reliable to the company,
because they know by the company more thoroughly than external candidates. Moreover
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the present employee is more likely to stay with a company than an external candidate.
Companies make internal recruitment to get better use from their current employee’s
abilities in different jobs.
The employee, who had already worked with certain firm’s on a lower post
previously, and now promoted requires less training, orientation and navigation than
external candidates, because they already train for a firms certain activities before. So
then the firm can reduce the induction cost for those vacancies.
The internal recruitment is quicker and cheaper than external. It can minimize
cost of the advertising, induction, training etc.
The major weaknesses of this source are that the organization cannot get press
advantages knowledge from outsiders, because they are inactive with outsiders. Then the
industry cannot give solution for unemployment problems in the economy. Moreover
there may be problems in organizational staff.
External Sources
Internal candidates fill all the vacancies within a firm always. So then firm tends
to search for candidates from outside sources. External sources can be categories into
seven different methods.
Advertising
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make reference to any describe personal requirements and state to whom the application
should directed.
Advertisements for recruit through media like Bill Boards, Television, Radio
and Internet for an example over seldom used. The most common media is news papers.
Media selection can be evaluated by monitoring the quality, quantity and responses using
in side gain to upgrade future employment ads.
Employee Referrals
Quality people know quality people. Some industrial with a record of good
personal relations encourage their employees to bring suitable candidates for various
vacancies in the organization. The advantages of this method like that the new employee
will probably be familiar with the organization and its culture and disposed to accept it.
Unsolicited Applications
These are persons who gather at the factory gates to serve as casual workers or
who send their applications without any invitation from the factory.
College Recruiting
Filling applicant pool by graduating class is important source of professional
employees. Sometimes recruiters are sending to college campuses to fill the applicant
pool from graduates. Then the recruiter provides placement services to the candidates,
who recommended for certain job. Some companies send representatives to process
meeting and conventions to recruit employees from the colleges.
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recruiters among the employees. Although search firms may advertised they keep in
contact with candidates to locate and attract prospective recruiters.
Trade unions
Recruiting candidates from trade unions will gain people, who has skill or
knowledge the job requires. But recruiter has limited choice to select candidates.
Private Agencies
Private agencies are providing candidates for firms as it need them. They
charge fees for applicants they place. Employers assume that this is a best way to attract
best candidates for company.
Selection
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TESCO TELECOM
TESCO telecom is one of the fastest growing GSM operators in Sri Lanka,
offering customers a range of value-for–money prepaid GSM services and fulfilling
diverse needs of all segments. With over 2 million subscribers since the launch of its
GSM service in 2000. TESCO has continuously been investing in the expansion of
network coverage with the aim of becoming a nationwide operator in Sri Lanka.
Objectives
The recruitment and selection of suitable, high quality staff is an essential part
of the TESCO Human Resource Management Strategy. The aim is to ensure that TESCO
recruits the most suitable person for the job. These documents will help ensure that
TESCO applies the most effective and consistent methodology available to recruit and
select the best people into the TESCO.
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Firstly TESCO’s examines the existing workforce profile (numbers, skills,
ages, flexibility, gender, experience, forecast capabilities, character, potential, etc. of
existing employees) and then to adjust it for 1, 3 and 10 years ahead by amendments for
normal turnover, planned staff movements, retirements, etc, in line with the business plan
for the corresponding time frames.
For instance overstaffing is wasteful and expensive, and it is costly to eliminate because
of modern legislation in respect of redundancy payments, consultation, minimum periods
of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the
business.
6. Look after the expected losses due to retirement, transfer and other issues.
Developing strategies to combat the future predicted factors that may affect the
efficiency of the work force
1. Inheritance: Persons from good collection are bound to work professionally. The
quality and rate of physical as well as mental development, which is dissimilar in
case of different individuals is the result of genetic differences.
2. Climate: Climatic location has a definite effect on the efficiency of the workers.
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4. General and technical education: education provides a definite impact n the
working ability and efficiency of the worker.
7. Hours of work: long and tiring hours of work exercise have bad effect on the
competence of the workers.
In TESCO vacancies are usually advertised within the business via a variety of media:
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2.2) External Sources
External recruitment accesses talent from outside the business. You can
bring in staff with quite different ideas about meeting customers’ needs. The downside is
the higher costs in recruiting and the need to induct and train new staff about procedures
and company culture.
TESCO uses the following external sources when full filling the vacancy
TESCO’s Recruitment and selection process include activities that assist the
business to recruit a pool of job applicants and to select the best applicants for the
available jobs.
1. Planning and preparation
2. Applying for a post
3. Selection interviews
4. Offer of employment
5. References
6. Feedback
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3.1. Planning and preparation
When an existing post becomes vacant, managers will review the post and
consider whether the post needs to be filled or whether the work could be redistributed. If
the requirement of the post remains, the manager will seek approval to backfill the post.
Where the need for a new post is identified, approval to fill the post is also required.
Once a new post has been approved, the manager must complete a job description
document which will be used to confirm the grade of the post.
Where an existing post has been approved to backfill, the manager reviews
the job description of the post to ensure that it accurately reflects the demands of the job.
The outcome of this review may necessitate job re-evaluation.
Once the grading and associated terms and conditions have been confirmed
HR will contact the recruiting line manager to agree the most appropriate method of
advertising, the selection panel and the recruitment schedule. All vacancies will be
advertised internally and may also be advertised externally for example in the press or
through specialist recruitment agencies.
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3.4. Selection interviews
The interview will provide evidence of how the applicant matches the
competencies required for the role. It is, however, only one source of evidence. Other
sources are the Application Form and the results of any task or test undertaken. All
evidence will be taken into account when a recommendation to appoint is made.
The interview will be based around the competencies of the job and is an
opportunity for the applicant to demonstrate suitability by providing evidence to support
their application.
Once the interviews have taken place the chairperson of the panel will inform HR
of the successful applicant. HR will then contact the successful applicant to make the
offer and confirm the basic terms and conditions of the offer. Salary offers will be made
under the terms of the equal pay policy. Once the offer is accepted, references will be
requested and the unsuccessful candidates will be notified.
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3.6. References
3.7. Feedback
**********END**********
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References
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