Recruitment Process

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RECRUITMENT PROCESS

"The purpose of a recruitment function are patently straight forward to seek out, evaluate, obtain commitment from, place, and orient new employees to fill positions required for the successful conduct of the work of an organization."

By Roger H. Hawk.

What is purpose of the three integrated hiring procedures, recruitment, selection, and placement? From personnel point of view, management is trying to do far more than merely to fill current vacancies. If this were all that needed to be done, the simplest formula would be vacancy-requisition-fill. But such an oversimplified hiring process would not promote the larger aim of building effective teamwork by achieving a balance between personnel mobility and organizational health. In order to advance this purpose, certain policy decisions have validity for all organizations, despite specific differences in their product or service.

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PERSONNEL PLANNING, RECRUITMENT, AND PLACEMENT

In simplest terms manpower planning, recruitment and placement involves placing the right person on the right job. Specifically, it involves planning personnel requirements; building up a pool of acceptable candidates; interviewing and testing them to select the most promising ones checking their backgrounds; and hiring, training, and orienting them.

Planning, recruitment and placement are crucial functions. Managers carry out many other functions like organizing, planning and controlling; but it is safe to say that unless you hire the right people, the right plans, organization charts and control systems won't do you much good.

THE STEPS IN PLANNING, RECRUITMENT AND PLACEMENT

We can conveniently assume that planning, recruitment and placement involves six steps and the order of these is as follows

1. Job Analysis The first step is to determine what each job entails and what traits and skills are required to successfully perform it.

. Personal Planning and Recruitment This involves forecasting which positions will be open, planning how and by whom they will be filled and recruiting a pool of candidates. This is the most important step. If there are many candidates then you can select the best one out. But if there are just two then there is "have it or leave it ".

. Obtain application blank information The next step is usually to have candidates fill out application blanks. These provide basic information like name, address, previous work experience and education.

4. Interview the candidate Managers use many techniques to screen out and select the best candidates. But virtually all candidates rely on direct, face-to-face interview with the candidate.

5. Test the Candidate Many employers also test their job candidates to further determine his or her potential to do the job. Then as you approach the point where a hiring decision is to be made you will want to check the background and reference of each candidate.

6. Orient/Train The final step involves hiring the candidate and orienting/training them.

POLICY DECISIONS IN RECRUITING AND HIRING THE DISADVANTAGED

The problem of the really disadvantaged persists and presents policy decisions for employers on a number of questions

· Should an active effort be made to seek out the disadvantaged in their home areas (often the urban ghettos), rather than expecting them to come to the employment office looking for work?

· Will extra effort be required from management if recruitment of minority group members brings them into a community where local prejudice creates difficulty in housing, education and recreation for the new employee and his family?

· Should adjustments be made in normal hiring standards (such as the requirements of a high school diploma)?

· If so, should special pre requirements and on the job training be supplied?

· Can it be said that some employment tests are culturally biased or otherwise inapplicable to disadvantaged persons? What changes if any, are needed?

· Will special follow-up be necessary or desirable for disadvantaged job applicants?

· Will special supervisory qualities and skills be needed to induct and supervise these new employees, and if so, what are they?

· Since there are additional costs in recruiting, hiring, and training disadvantaged persons, should a government subsidy be made available to induce employers to hire them?

In our opinion, all these questions should be answered in the affirmative by mangers concerned with the special implications of leaving disadvantaged minorities out of productive private employment. The alternative is some form of guaranteed income maintenance or subsidized public service employment, both of which may still may necessary for some of this group.

For most of the organization's manpower needs, the recruitment, selection, and placement processes that are widely used are adequate.

SOURCES

The following are the sources from where future employees can be recruited

INTERNAL RECRUITMENT

The decision making process regarding where, when, and how to implement recruitment activities, initial consideration should be given to a company's current employees, especially for filling jobs above the entry level. If external recruitment efforts are undertaken without considering the desires, capabilities, and potential of the present employees, a firm may incur both short and long run costs. In the short run, morale may degenerate; in the long run, firms with a reputation for consistent neglect of in-house talent may find it difficult to attract new employees and to retain experienced ones. This is why soundly conceived action plans and management succession plans are so important.

One of the thorniest issues confronting internal recruitment is the reluctance of managers to grant permission for the sub-ordinate to be interviewed for potential transfer or promotion. As one reviewer put it, "Most supervisors are about as reluctant to release a current employee as they are to make a cut in pay." In order for managers to overcome this aversion, promotion- from within policies must receive strong top management support, coupled with a company philosophy that permits employees to consider available opportunities within the organization.

Among the channels available for internal recruitment, the most popular ones are Succession plans, Job posting, employee referral, and temporary worker pools.

EXTERNAL SOURCES

External sources are used for the lower entry job. And they are also frequently used for other types as well. They are quite numerous and varied in character. The more common outside sources of personnel are following

1. Advertising

. Employment agencies, both public and private

. Recommendation of present employees

4. Schools and colleges

5. Labor Unions

6. Casual Applicants by letter and at the gate

MISCELLANEOUS SOURCES

The following are part of comprehensive recruitment program

1. Special scouts who are sent to distant parts of the country to encourage labor migration.

. Penal institutions. Some firms utilize this source as matter of policy.

. Inter-company rotation in industries of a seasonal nature. Labor may move from company to company according to the season.

4. Mobile employment trailers. A mobile employment office makes the company more accessible to prospective applicants. This is of value in places and time of scarcity.

5. Fraternal organizations, lodges and churches are sometimes of value.

6. Other business organizations constitute a source either through ethical contacts or labor pirating.

FORECASTING

Manpower planning has been defined as " an effort to anticipate future business and environmental demands on the organization and to meet the manpower requirements dictated by these conditions." It is the process through which the employer plans for the openings that inevitably develop in the organization. As such, it basically involves forecasting the demand for and supply of manpower, and developing specific manpower plans (for instance concerning who to train and how many people to recruit for). Not all mangers engage in manpower planning, of course. The other alternative is to wait for the opening to develop and to try to fill it as best as possible. Most managers probably use this approach, and it is probably effective enough for small organizations. But for larger firms (and for managers who want to avoid last minute scurrying and mistakes), some forecasting and planning are worthwhile.

FACTORS IN FORECASTING MANPOWER REQUIREMENTS.

· Projected turnover (as a result of resignations or terminations).

· Quality and nature of your employees (in relation to what you see as the changing needs of your organization).

· Decisions to upgrade the quality of products or services, or enter into new markets, etc. these have implications for the nature and abilities of employees; ask, for example, whether the skills of current employees are compatible with the new products your company will be producing.

· Technological and administrative changes resulting in increased efficiencies increased efficiency (in terms of output per man-hour) could reduce manpower needs

· The financial resources available; a larger allows you to hire more people and pay higher wages. Conversely, a projected " budget crunch" could mean fewer positions to recruit for and lower salary offers.

For forecasting we can use computers, which use different custom made or general soft wares to predict future requirements. Mathematical modeling can also be used.

THE OTHER SIDE OF RECRUITMENT JOB SEARCH

"According to the mating theory of Recruitment- in which the organization searches for suitable candidates as candidates search for organizations."

Research shows that 70 percent land a job through personal contacts, 15 percent through placement agencies, 10 percent through direct mailing and only 5 % through published job openings.

According to management consultants and executive recruiters the following are some of the key things not to do when looking for a job

· Don't panic A search takes time, even for well qualified middle and upper level managers. Seven months to a year is not unusual. Be prepared to wait it out.

· Don't be bitter Bitterness makes it harder to begin search; it also turns off potential employers.

· Don't kid yourself Do a thorough self-appraisal of your strengths and weaknesses, your likes and dislikes about jobs and organizations. Decide if you want to change field and don't delay the search for too long.

· Don't drift Develop a plan, target companies, and go for them relentlessly. Realize that your job is to find a new job. Cast a wide net; consider industries other than your own.

· Don't be lazy The heart of a good job hunt is research. Use reference books, public filings, and annual reports when drawing up a list of target companies. If negotiations get serious, talk to a range of insiders and knowledgeable outsiders to learn about politics and practices.

· Don't be shy or overeager Since personal contacts are the most effective means to land a job, pull out all the stops to get the word out that you are available. At the same time resist the temptation to accept the first job that comes along. Unless that job is absolutely right for you, continue your search.

· Don't ignore your family Some executives are embarrassed and don't tell their families that what's going on. A better approach is to bring the family into the process and deal with issues honestly.

· Don't lie Experts are unanimous on this point. Don't lie and don't stretch a point either on resume or in interviews. Be willing to address failures as well as strengths. Discuss openly and fully what went wrong at the old job.

· Don't jump the gun on salary always let the potential employee bring this subject up first. But once it surfaces, thoroughly explore all aspects of your future compensation and benefits package.

Those who have been through the trauma of job loss and the challenge of finding a job often describe the entire process as a wrenching, stressful one. Avoiding the mistakes shown above can ensure that finding a new job need not take any longer than necessary.

PROBLEMS FACED IN THE RECRUITMENT PROCESS

Anyone who talks to enough recent job applicants about the recruitment process will hear stories of alleged abuses. A woman from the Midwest flies east at her own expense to be interviewed for a position at a community college; when she arrives, she is told that the position has already been filled. A young scholar with several years teaching experience is invited to interview at another institution; only after she arrives is she told that she is expected to give a lecture and that the open position is at a rank lower than the one she presently holds. A number of doctoral candidates are given interviews with a prestigious department at an MLA convention; to their dismay, they learn that each interview is only five minutes long. A woman receives a phone call soliciting her application for a position; when she calls a week later to find out if her credentials arrived safely, she is told that the position was filled before they were received. A young man is offered a two-year position by telephone; he accepts and subsequently declines another offer only to discover later that the contract is really for only one year. An established scholar responds to an advertisement seeking someone in her sub-field; when she receives no answer to her application, she calls and is told that the chairperson never responds to applications and that he has changed the job description anyway. Job seekers, female and male, minority and white, apply for positions; they are told that they are well qualified but that someone of the opposite sex or a different racial/ethnic group must fill the vacancy.

Obviously, all of the stories we hear are not entirely true. Honest misunderstandings are always possible, particularly when information is transmitted over the telephone or in conversation. A discouraged job applicant, having only a limited perspective on the recruitment process, may perceive discrimination or other illegalities where none exists. Nevertheless, not all of the stories of abuses and mistreatment are attributable to errors on the part of the candidates; some of them do result from lack of sensitivity, inattention to detail, or overt violation of affirmative action procedures on the part of people responsible for the recruitment.

Equal opportunity

In essence, requires that the individual be judged on his or her own merits with respect to the open position; all other considerations are irrelevant. Specifically, federal laws and regulations prohibit discrimination on the basis of race, religion, color, sex, national origin, ancestry, age, physical or mental handicap, veterans or marital status. Thus, an employer who states that a particular position may be filled only by a woman or only by a man is breaking the law.

SOME TIPS ON AVOIDING PROBLEMS IN THE RECRUITMENT PROCESS

Recruitment advertisements should be as precise as possible. They should indicate the qualifications for the position in terms of education level, experience, and, where appropriate, sub-field. A carefully worded vacancy notice should eliminate a number of unnecessary applications from individuals who are, in fact, not qualified.

Once applications are received, a committee rather than an individual should evaluate them carefully, preferably. Applicants should be judged on their merits, not solely on the institutions they attended.

Except in emergency situations, positions should not be filled without a proper search.

Applicants should not be invited to interview unless they are under serious consideration

They should likewise be informed of the salary and fringe benefits. To the extent possible, all candidates should be given similar interviews so that they may be evaluated on equal grounds.

Job candidates feel less dehumanized in the recruitment process if they have some response. They would prefer individualized letters. Those interviewed, however, should receive personal letters notifying them once the decision has been made.

Many of the complaints of deception or discrimination in employment practices result from misunderstandings of verbal commitments. The applicant should not assume that an offer has been made until receiving a written confirmation. It is a wise precaution to follow up on telephone or other oral discussions with correspondence reiterating any verbal agreement relating to interview expenses, terms and conditions of employment, or other matters that might easily be misunderstood.

SUMMARY

Recruitment begins with a clear statement of objectives, based on the types of knowledge, skills, abilities, and other characteristics that an organization needs. Objectives are also based on consideration of the gender and ethnic group representation of the work force, relative to that of the surrounding labor force. Finally, a recruitment policy must spell out clearly an organization's intentions to evaluate and screen candidates without regard to factors such as race, gender, age or disability, where those characteristics are unrelated to a person's ability to do a job successfully. The actual process of recruitment begins with the specification of human resource requirements numbers, skills mix, levels, and the time frame within such needs must be met.

Recruiting may involve internal, external, or both kinds of labor markets. Internal recruitment often relies on succession plans, job posting, employee referrals or temporary worker pools. Many external recruitment sources are also available. These sources are university relations, executive search firms, employment agencies, and recruitment advertising. In managing and controlling recruitment operations, consider calculating the cost of operations and analyzing the performance of each recruitment source, since the number of hires who actually perform their jobs successfully determines recruitment success.

REFERENCES

1. www.hallman.com

. Personnel Management (second edition) by Gary Dessler.

. Personnel Administration by Paul Pigors and Charles A. Myers.

4. Managing Human Resources (fifth edition) by Wayne F. Cascio.

5. Management of Human Resources by Paul Pigors, F.T Malm and Charles A. Myers.

6. Increasing Office Productivity by Earl P. Strong.

7. Personnel Management by K.C. Lawrence.

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