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A SUMMER TRAINING REPORT
IN
RECRUITMENT AND SELECTION FUNCTION IN HAYS GROUP
UBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT
OF BACHELOR OF BUSINESS ADMINISTRATION (B.B.A.)
BBA III (M/E)
BATCH -2009-2012
Submitted To: Submitted By:
Name of Guide Name
Designation
JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL
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STUDENTS UNDERTAKING
I have been undertaking that this is my original work and have never been submitted
elsewhere
Project Guides:
(By Student Name)
Faculty
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ACKNOWLEDGEMENT
I would like to take an opportunity to thank all the people who helped me in collecting
necessary information and making of the report. I am grateful to all of them for their
time, energy and wisdom.
Getting a project ready requires the work and effort of many people. I would like all
those who have contributed in completing this project. First of all, I would like to send
my sincere thanks to MR. ______________ for his helpful hand in the completion of
my project.
NAME:
DATE:
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TABLE OF CONTENTS
TENTATIVE FORMAT OF PROJECT REPORT
Copy of Cover Page
Student Undertaking / Declaration
JIMS certifying letter by Director/ Joint Director
Summer Training Certificate
Preface
Acknowledgement
List of Tables / Exhibits / Figures (if desired)
CONTENTS Page Number
Chapter 1 - Introduction (1-20)
1.1. Overview of Industry as a whole - # -
Chapter 1 Company Profile
2.1 Profile of the Organization - # -
2.2 Problems of the Organization - # -
2.3 Competition Information - # -
2. 4 S.W.O.T Analysis of the Organization - # -
Chapter 3 Conceptual Discussion -#-
Chapter 4 Research Methodology
4.1. Title Justification - # -
4.2 Objective -#-
4.3. Significance - # -
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4.4. Managerial Usefulness of the study - # -
4.5 Methodology - # -
4.6 Limitation of the Study - # -
Chapter 5 DATA ANALYSIS AND INTERPRETATION -#-
Chapter 6 FACTS AND FINDING -#-
Chapter 7 RECOMMENDATION -#-
ANNEXURE
QUESTIONNAIRE
BIBLIOGRAPHY
PREFACE
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Recruitment and selection is a multifaceted concept. The relevance of recruitment and
selection is to determine the number of personnel required. The HR proceeds with the
identification of sources of recruitment and finding suitable candidates for employment. Both
internal and external sources of manpower are used depending upon the types of personnel
needed.
In the present business environment, organizations are faced with the pressure to produce
maximum with less recruitment. An employee, on whom an organizations profitability
depends, comprises the largest fixed cost that an organization incurs. In the past, individual
used to work with one or two organization during their entire working life (average between
20-30 years). Organization too used to believe in lifetime employment concept. However,
such concepts are being eroded as a result of the unpredictable business environment. Hence,
organizations have to evolve methods not only to only improve productivity but to also keep
the cost down.
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CHAPTER 1 INTRODUCTION
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OVERVIEW OF INDUSTRY AS A WHOLE
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person has
been recruited, they stay with the business and are not poached by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees with
the correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs. Employees should therefore be carefully selected,
managed and retained, just like any other resource
The recruitment process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of
the job. This assessment is valid whether it is to fill an existing job or a new one. Ask
questions such as:
has the function changed?
have work patterns, new technology or new products altered the job?
are there any changes anticipated which will require different, more flexible skills from the
jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how it
fits into the rest of the organization or department. Exit interviews, or consultation with the
current job-holder and colleagues may well produce good ideas about useful changes.
Writing a good job description or job specification helps in the process of analyzing the needs
of the job.
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Job description/job specification
This should detail the purpose, tasks and responsibilities of the job. A good job description
should include:
main purpose of the job - try to describe this in one sentence
main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating',
instead of vaguer terms like 'dealing with', 'in charge of'
scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people to be
supervised, the degree of precision required and the value of any materials and equipment
used.
A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and aptitudes
considered essential and desirable in the job-holder. It enables prospective applicants to assess
themselves for the job and provides a benchmark for judging achievements.
Person specification
Drawing up the person specification allows the organization to profile the ideal person to fill
the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end up
disappointed in each other
Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of writing a
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job and person specification should help the employer to develop and implement a policy of
equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
Skills, knowledge, aptitudes directly related to the job
The length and type of experience necessary
The competencies necessary
Education and training but only so far as is necessary for satisfactory job performance,
unless the person is being recruited on the basis of future potential (e.g. graduate trainees),
when a higher level of education may be specified
Any criteria relating to personal qualities or circumstances which must be essential and
directly related to the job, and must be applied equally to all groups irrespective of age, sex,
race, nationality, creed, disability, membership or non-membership of a trade union. To do
otherwise is potentially discriminatory .
For instance, a clause requiring the successful candidate to move their place of work should
be included only when absolutely necessary, as it is likely to discourage applicants with
family care commitments. Whilst age discrimination is not presently unlawful, to impose age
barriers will reduce the number of high quality applicants attracted by the vacancy. Since
December 2003 it has been unlawful to discriminate against people at work in respect of
religion or belief or sexual orientation. The Government plans to introduce similar protection
in respect of age by 2006.
The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can help
by focusing on the 'match' between candidate and role, but they are best used where they are
an integral part of the continuing assessment and development of staff.
Pay
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After setting the job and the person specifications, consideration should be given to pay rates.
Factors such as scales, grades and negotiated agreements, as well as market rates and skills
shortages, may affect the wage or salary, and organizations should be aware of the
requirements of equal pay and discrimination legislation. Unless there is a formal system for
increments or length of service, paying the new employee a different rate from that paid to the
preceding post holder may contravene the relevant legislation. Employers must also comply
with the provisions of the National Minimum Wage Act 1998.
Attracting applicants
The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to get a
good selection of good quality candidates. Possible methods to consider are:
Internal Recruitment - This method can have the advantage of building on existing staff's
skills and training, and provides opportunities for development and promotion. It is a good
way to retain valuable employees whose skills can be further enhanced. Other advantages
include the opportunity for staff to extend their competencies and skills to the benefit of both
the organization and the individual, and the enhancement of individual motivation. Use of a
consistent, clear, procedure, agreed jointly between employer and employees, has many
advantages and avoids suspicion of favoritism
Jobcentres of the Department for Work and Pensions - will display employers' vacancies
and refer potential recruits. They also administer some of the Government training programs.
The Disability Service Team staff at Jobcentres can help address the specific requirements of
attracting disabled people
Learning and Skills Council - may well have trained workers available through their
recruitment service, and can tailor training to an employer's requirements
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Commercial Recruitment Agencies - often specialize in particular types of work, eg
secretarial, office work, industrial, computing, and may already have potential applicants
registered with them
Executive Search Organizations - usually working in the higher management/specialist
fields, will seek out suitable candidates working in other companies by direct approach, or via
specialist advertising
National Newspapers - advertising in the national press is expensive, but likely to produce
a good response for particular, specialist vacancies. Remember too there are national ethnic
group newspapers which will reach a wide audience
Specialist and Professional Journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for specialist and
professional vacancies
Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduate-
level and technical jobs because it tends to target a self-selected group who are computer
literate and have access to the web at their place of study or work. Its use is likely to grow
Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local
area, advertisements in the local media may produce a good response
Local Schools, Colleges and the Careers Service - maintaining contact with schools,
colleges and careers advisers will ensure that the organizations needs for school/college
leavers with particular skills and abilities are known. It can be particularly useful to offer
students the opportunity to spend some time at the company, on work experience, or
'shadowing'
Word of Mouth - introduction via existing employees or through an employers' network.
Whilst this may be economical, it is likely to lead to a much smaller pool of suitable
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applicants and does not normally satisfy equal opportunities requirements because any
imbalance in the workforce may be perpetuated.
Once the recruitment channel or channels are decided, the next step is to consider:
The design and content of any advertisement used
How applicants are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the internet or by tape
who is to be responsible for sifting the applications? What is the selection process going to
be?
If interviews are to be held, when will they be and will everyone who needs to be involved
be available?
Are selection tests to be used? Is there the expertise to administer them and ensure they are
non-discriminatory and appropriate?
Are references/medicals to be requested?
Are arrangements in hand to give prompt acknowledgement of applications received?
The advertisement
Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see what
advertisements catch the eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience, and should always be
clear and easily understood. They must be non-discriminatory, and should avoid any gender
or culturally specific language. To support this, the organization should include in the advert
its statement of commitment to equal opportunities, which will underline the organization as
one that will welcome applications from all sections of the community.
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Consider the following factors in the advertisement:
If the organization is well known, does it have a logo that could feature prominently in the
advertisement? Make the advertisement consistent with the company image
should the job title be the most prominent feature?
Keep the text short and simple while giving the main aspects of the job, pay, career
prospects, location, contract length
Mention specific details - such as pay, qualifications and experience required - be given in a
way which will reduce the number of unsuitable applications?
Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate
qualifications' which may discourage valid applications?
Is the form of reply and the closing date for applications clear? Is there a contact name and
phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
Application forms
Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be realistic
and straightforward, appropriate to the level of the job. Using application forms has the
following advantages:
Comparing like with like is easier. CVs can be time-consuming and may not provide the
information required
They provide the basis for an initial sift, and then for the interview
The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, be aware of the possibility of disability
discrimination
They provide a record of qualifications, abilities and experience as stated by the applicant.
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Care also needs to be taken over some less positive aspects of application forms:
There is a temptation to use application forms to try to extract too much information, e.g.
motives, values and personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job
some people may dislike filling in forms and so be put off applying for the job. Some very
experienced people may find the form inadequate, whilst those with little in the way of
qualifications or experience may be intimidated by large empty spaces on the form
Application forms add another stage, and therefore more time, to the recruitment process.
Some candidates may be lost if they can obtain work elsewhere more quickly
Application forms may inadvertently be discriminatory. For instance, to require a form to be
filled out 'in your own handwriting', where written English is not relevant to the job, may
discriminate against those for whom English is not their first language, or who may not have
well-developed literacy skills.
Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on
race, sex, disability and age discrimination) should be clearly shown to be for this purpose
only, and should be on a separate sheet or tear-off section. Such information need only be
provided on a voluntary basis. Medical information should also be obtained separately and
kept separate from the application form.
All applications should be promptly acknowledged.
Selecting the best candidate
Whatever form the applications take, there may be a need to separate them before moving on
to the interview stage. Such a separation serves to match the applicants as closely as possible
to the job and person specification and to produce a shortlist of people to interview. To avoid
any possibility of bias, such saperation should be undertaken by two or more people, and it
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should involve the direct line manager/supervisor as well as personnel. The separating stage
can also help the organization by providing feedback on the advertising process and the
suitability of the application form. It can also identify people who might be useful elsewhere
in the organization. If references or medicals are to be taken up before the invitation to
interview stage, it should be made clear on the application form/information pack sent to the
applicant.
Some jobs require medicals to be given at the commencement of employment, and employers
may seek preliminary information on a separate medical questionnaire at the time of
recruitment. This applies mainly in driving work and industries where there is an exposure to
certain chemicals.
If your organization believes that pre-employment health screening is necessary, you must
make sure it is carried out in a non-discriminatory way: for instance, do not single out
disabled people for medical assessment. If a report from any individuals doctor is sought,
then permission must be given by the individual, and they have the right to see the report
The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance if
any particular arrangements need to be made to accommodate them on arrival or during the
interview; for instance, ramp access or lighting levels. The invitation letter should also clearly
state whether the organization will pay the candidates reasonable travel expenses for the
interview.
Who makes the decision?
In some companies there will be a personnel or human resource specialist who will undertake
most of the separating and short listing. It is very important that the line manager/supervisor
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for the job also be involved, both at the job and person specification stage and at the interview
stage. The final selection will thus normally be a joint decision, except in those very small
companies where only a line manager/supervisor is available to do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by involving them in the
selection process can be vital to ensuring that the new employee is settled successfully into
the organization. It may be useful both for the candidates to see the environment in which
they would be working, and, if they are to be part of a team, for the current team members to
meet the candidate.
Selection techniques
There is a variety of methods available to help in the selection process - including interviews,
tests (practical or psychometric), assessment centers, role plays and team exercises, to name a
few. Usually a range of methods will be used by the organization depending on the type of job
to be filled, the skills of the recruiter and the budget for recruitment.
Interviews
Most jobs are filled through interviews. The interview has two main purposes - to find out if
the candidate is suitable for the job, and to give the candidate information about the job and
the organization. Every candidate should be offered the same opportunities to give the best
presentation of themselves, to demonstrate their suitability and to ask questions of the
interviewer.
A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between job
and candidate. It also means that there is a consistent form to the interviews, particularly
important if there are a number of candidates to be seen.
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Unstructured interviews are very poor for recruiting the right person. The structured interview
is most likely to be effective in obtaining specific information against a set of clearly defined
criteria. However, not every manager is skilled at interviewing, and may not be able to judge
efficiently the applicant's skills and competencies. Ideally all interviewers should receive
training, including the equal opportunities aspects of recruitment and the relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to the job and
the organization. Some vacancies may call for a formal interview panel, some for a less
formal, one-to-one interview. The interviewer(s) should consider the job and the candidates
when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly and
having had the opportunity to give of their best.
Preparing the interview
The interviewer should prepare by:
Reading the application form, job and person specifications to identify areas which need
further exploration or clarification Planning the questions. In some interviews it is
appropriate to ask only one or two questions to encourage the candidate to talk at length on
certain subjects. In others it may be better to ask a series of short questions on several
different areas. If there is more than one interviewer, different people can cover different
topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or
views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you
planning to have children in the next few years?'
* being ready for the candidates' questions, and trying to anticipate what additional
nformation they may seek.
Conducting the interview
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Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and
show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is particularly useful
in the case of people new to the job market (school-leavers, returning men and women), who
may have little or no experience of what to expect in a workplace. It may also prove valuable
in offering an additional opportunity to assess the candidates interaction with possible
colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who has
indicated a disability on the application form - it is easy to overlook simple adjustments that
may be reasonable to make:
Candidates with hearing impairment may not only need to be able to clearly see the
interviewer as they are talking, but may need communication support if they are not to be
placed at a disadvantage
Is there an alternative to steps for access to the building? Can the interview take place
elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will help
both of you. Be careful not to fill silences by talking too much - the aim of the interview is to
draw information from the candidate to decide if they would suit the job. The candidate
should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give of their best
in what is, after all, a somewhat unnatural setting. It is important to keep the conversation
flowing, and the introductions and initial 'scene-setting' can help all parties settle to the
interview.
The following pointers may be helpful in conducting the interview:
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Introduce yourself (and other interviewers if present); this also gives the candidate time to
settle down
Give some background information about the organization and the job - this helps everyone
to focus on the objective
Structure the questions to cover all the relevant areas, and don't ask too many 'closed'
questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no answer)
will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'
Avoid leading questions
Listen, and make brief notes as necessary on salient points
Have a time frame and keep to it, allowing sufficient time for candidates to ask any
questions they might have
Make sure the candidate is familiar with the terms and conditions of the job, and they are
acceptable. If not, and the candidate is the best one for the job, then some negotiation may be
necessary
*Be careful to avoid inadvertent discrimination
Tell the candidate what will happen next and when to expect to hear from the organization.
Practical tests
If the job involves practical skills, it may be appropriate to test for ability before or at the time
of interview. This is generally acceptable for manual and word processing skills, but less
useful for clerical and administrative posts. Telephone skills are increasingly in demand, and
candidates for telesales/call centre work will almost invariably be asked to undertake a
practical test. Any tests must, however, be free of bias and related to the necessary
requirements of the job. Consideration in giving any tests must include the objectives of such
a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the
costs and benefits of such method.
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Psychometric and psychological tests, including bio-data
There are numerous tests commercially available which can assist in measuring aspects of
personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them for a
number of years, they are not widely used, and some tests are considered controversial - for
instance, those that assess personality. Any organization considering the use of psychometric
or psychological tests should refer to the guides available, and make sure they have the need,
skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a decision is
made solely on the automatic processing of personal data, an applicant may require that the
organization must reconsider any rejection or make a new decision on another basis.
Bio-data (short for biographical data), is a questionnaire format with multiple choice answers.
The questions are of a biographical nature and answers are scored according to the scoring
key developed by the employer. In general bio-data is successfully used only by really large
employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs
careful control to avoid any possibility of discrimination or invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements of the job?
Is the test relevant to the person/job specification? What is the company policy about using
tests, storing results and giving feedback to the candidate? Marking criteria must be objective,
and the record sheets should be retained for Data Protection.
Assessment centres, role plays and team exercises
Assessment centres are often used by large organizations making senior management or 'fast-
stream' graduate appointments. Exercises, sole and group, may take place over a few days,
normally in a residential setting. The individual may also be required to make presentations
and to take part in role-plays or team events.
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Making the decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a
structured scoring system helps here, particularly one that is based on the applicants'
competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and
'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself
in the candidate). Structured scoring allows the organization to weight some elements or
competencies if desired, and to compare a candidate's score with the job specification 'ideal'
score - although care must be taken when considering the results that a high overall score
doesnt mask a low score in a crucial area.
Write up notes immediately after the interview - recording relevant answers and detail. This is
not only for the decision-making process but also to provide feedback to the candidate if
requested. which will enable the candidate to ask to see interview notes where they form part
of a 'set' of information about the candidate - for instance, the application form, references
received and so on, or the full personnel file if the candidate is already working for the
organization..
Inform all the applicants of the outcome as soon as possible, whether successful or
unsuccessful. Keep in touch if the decision is delayed.
Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably
improve for future success. It is sensible to maintain a favorable view of the organization
among the applicants - there may be future job vacancies for which they would be suitable
and for which you would wish them to apply. Failure to get one job does not necessarily mean
unsuitability for other jobs with the organization. You may want to keep CVs or applications
on file for future matching. Also bear in mind that applicants and their families may be your
customers as well as potential employees, so it makes business sense to treat them fairly and
courteously.
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References and checking
State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are sought,
they will be most effective if you include a job description with the request, with structured,
relevant questions that will enable you to gain accurate further information about the
candidate's abilities. Do not ask for personal information about the applicant. Remember too
that completing a reference takes time and proper consideration, so only seek such references
if you believe they are necessary and appropriate. A simple form confirming dates of
employment, capacity and particular skills may be satisfactory.
The holding of particular qualifications, training or licenses may be important to the job, and
it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it
is good employment practice to make sure the applicant knows, and that copies of any
relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that references
are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary
evidence of qualifications to the interview. Job offers are sometimes made 'subject to
satisfactory references being received', but this is not advisable. The referee may simply fail
to provide any kind of reference. There is no legal requirement to do so. Or a referee may
wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those
grounds, the organization could face legal action by the applicant. The organization needs a
policy of what to do in circumstances such as the non-supply of a reference - an initial
'probationary' period might be an acceptable way of proceeding.
The offer
Once the successful candidate is identified, and any necessary references and checks
completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter
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enables the specifics of the job to be re-stated, with the terms and conditions, any pre-
conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory
probation period).
Remember that the employment contract is a legal one, and exists even before the candidate
has commenced employment. The offer letter should set out the following points:
The job title and the offer of that job
Any conditions (pre or post) that apply to the offer
The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement,
place of employment, etc
The date of starting, and any probationary period
What action the candidate needs to take, e.g. returning a signed acceptance of the offer,
agreement to references, any date constraints on acceptance
If the letter is to form part of the contract of employment, it should say so. Alternatively it
could form the main terms and conditions of employment - a written statement required by
law to be issued to employees within two months of them starting work.
Preparing for the new employee
Once the candidate has accepted the job, the organization must then prepare for the new
employee's arrival and induction. Failure to attend to this can create a poor impression and
undo much of the positive view the candidate has gained throughout the recruitment and
selection process. A good induction program reinforces positive first impressions and makes
new employees feel welcome and ready to contribute fully.
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CHAPTER 2 COMPANY PROFILE
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2.1 PROFILE OF THE ORGANIZATION
Our business is based on one key service: specialist recruitment consultancy services
across more than 20 professional disciplines. We have successfully placed more than
80,000 candidates globally into permanent jobs this year.
How we do it
Specialist recruitment is all about people. More than 9,000 people make up our worldwide
team, including 5,798 recruitment consultants, working across 393 offices within 27
countries.
We share ideas, knowledge and experience across businesses and territories to deliver
outstanding results and we invest heavily in equipping our staff with the skills to perform
to the highest standards, while developing their careers.
Our front and back offices are professionally administered by dedicated teams of supportstaff in IT, legal, finance, HR and marketing.
How we communicate with our customers
We harness the potential of multiple channels of communication to reach out to
candidates and clients that include direct mail, PR, press advertising, internet advertising
and e-marketing.
Apart from our physical presence across regions we offer our services through the
website, www.hays.in . The groups parent site www.hays.com attracts 1.3 million visitors
and 140,000 job applications each month, with more than 57,000 live jobs online at any
time, the magnitude of growth we would like to replicate in India as well.
Hays specialist HR services help bring a complete dashboard view of the Employment &
Recruitment ecosystem which combines well with the backend technology solutions and
expertise of its consultants.
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Our office network ensures were physically present in all the places where we do
business, ensuring clients and candidates receive the highest levels of real service.
Where we are
Our largest market is that of the United Kingdom and Ireland. This market accounts for
58% of the net fees for the Group. We have over 255 offices in the United Kingdom and
Ireland.
Our business in Continental Europe and Rest of the World has been growing rapidly. We
now operate in 19 countries in the region and have recently opened new operations in
Hungary and Denmark.
We have also opened an office in Dubai and in 2006 acquired a specialist recruitment
business in Japan, where we have begun our geographical expansion by opening in Osaka.
We have also settled offices in China and other parts of South East Asia.
The growth of our business in Australia and New Zealand has been phenomenal and we
continue to roll out our specialist activities across the network.
In India, we have an office in Mumbai and will open an office in Delhi in 2009. We will
also open our first office in Russia in Moscow in the first quarter of 2009.
How we work together
Each Hays business is run autonomously with a distinct business unit identity,
management team and structure. This gives each specialist business stream a clear style
and identity; one that is reflective of the clients and candidates and the business sector
being served. Even with this relative independence, each business shares the brand values
of Hays to ensure consistent standards of service quality, communication and delivery toeach business sector in which we operate.
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RECRUITMENT- Matching the of the organization & applicants
IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES
Recruitment policies are mostly drawn from personnel policies of the organization. According
to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of
guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies,
the management has to decide whether to centralize or decentralize the recruitment function.
CENTRALISED V/s DECENTRALISED RECRUITMENT
Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railway resort to decentralized recruitment practices. Personnel department at the central
office performs all the functions of recruitment in case of centralised recruitment and
personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of the respective unit or zone.
MERITS OF CENTRALISED RECRUITMENT
Average cost of recruitment per candidate/unit should be relatively less due to
economies of scale.
It would have more expertise available to it.
It can ensure broad uniformity among human resources of various units/zones inrespect of education, skill, knowledge, talent, etc.
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It would generally be above malpractices, abuse of powers, favouritism, bias, etc.
It would facilitate interchangeability of staff among various units/zones.
It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them from the recruiting functions. It enables the organization to have centralised selection procedure, promotional and
transfer procedure, etc.
It ensures the most effective and suitable placement to candidates.
It enables centralised training programmes which further brings uniformity and
minimizes average cost of staff.
MERITS OF DECENTRALISED RECRUITMENT
The unit concerned concentrates only on those sources/places wherein normally gets
the suitable candidates. As such the cost of recruitment would be relatively less.
The unit gets most suitable candidates as it is well aware of the requirements of the job
regarding culture, traditional, family background aspects, local factors, social factors,
etc.
Units can recruit candidates as and when they are required without any delay.
The units would enjoy freedom in finding out, developing the sources, in selecting and
employing the techniques to stimulate the candidates.
The unit would relatively enjoy advantage about the availability of information,
control and feedback and various functions/processes of recruitment.
The unit would enjoy better familiarity and control over the employees it recruits
rather than on employees selected by the central recruitment agency.
Both the systems of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before making a finaldecision about centralizing or decentralizing the recruitment. Alternatively management may
decentralize the recruitment of certain categories of employees preferably middle and top
level managerial personnel and centralize the recruitment of other categories of employees
preferably lower level positions in view of the nature of the jobs and suitability of those
systems for those categories of positions. The management has to find out and develop the
sources of recruitment after deciding upon centralizing or decentralizing the recruitment
function.
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RECRUITING OR RETAINING
Hay Consultants Ltd is an internationally reputed electronics firm. It attracted employees
from internationally reputed institutes and industries by offering high salaries, perks, etc. It
had advertised for the position of an Electronics engineer some years back. Nearly 150candidates working in various electronics firm applied for the job. Mr. Sashidhar, an
Electronics Engineer Graduate from Indian Institute of Technology with 5 years of working
experience in a small electronics firm was selected among those interviewed. The interview
board recommended an enhancement in his salary by Rs.500 more than his present salary at
his request. He was very happy and was congratulated by his previous employer for his
brilliant interview performance and good luck.
Mr. Sashidhar joined the company with great enthusiasm and also found his job to be quitecomfortable and challenging one. He found that his colleagues and superiors were friendly
and co-operative. But this didnt last long. After one year of his service, he slowly learnt
about a number of unpleasant stories about the company, management, the superior-
subordinate relations, rate of employee turnover, etc. But still he decided to continue with the
promise that he made in the interview. He wanted to please and change the attitude of
management through his performance, commitment and dedication. Looking at his great
contributions and efforts, the management got the impression that he is well settled will
remain in the company for a long time. After sometime they all started taking undue
advantage of him and overloaded him with multifarious jobs and thereby ridded over him. As
a result, his freedom in deciding and executing was cut down to size; his colleagues started
assigning their responsibilities to him. Consequently, there were imbalances in his family,
social and organization life.
It was quite surprising to the general manager to see the resignation letter of Mr. Sashidhar
one fine morning. The general manager failed to convince him to withdraw his resignation.The general manager wanted to appoint a committee to go into the matter immediately, but
dropped the idea later so that the companys image doesnt get spoiled.
ANALYSIS
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Thus, from this case study it is clear that retaining is much more important than recruiting.
Whats the use and benefits of recruiting quality employees if they cannot be retained by the
organization in a proper manner. The purpose of recruitment is fulfilled when the employees
selected from a pool of qualified applicants are retained in the company by keeping them
satisfied in all aspects. They must be provided with better working conditions, better pay
scales, incentives, recognition, promotion, bonus, flexible working hours, etc. They should
treat the employees as co-owners and partners of the company.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits. Lets examine these.
Internal Sources:-
Persons who are already working in an organization constitute the internal sources.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can have the services of :
(a) Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by
unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms
and contractors; (f) Candidates responding to the advertisements, issued by the organization;
and (g) Unsolicited applications/ walk-ins.
Merits and Demerits of Recruiting people from Within
Merits Demerits
1) Economical: The cost of recruiting
internal candidates is minimal. No
expenses are incurred on advertising.
2) Suitable: The organization can pick the
1) Limited Choice: The organization is
forced to select candidates from a
limited pool. It may have to sacrifice
quality and settle down for less
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right candidates having the requisite
skills. The candidate can choose a right
vacancy where their talents can be fully
utilized.
3) Reliable: The organization has the
knowledge about suitability of a
candidate for a position. Known devils
are better than unknown angels!
4) Satisfying: A policy of preferring
people from within offers regular
promotional avenues for employees. Itmotivates them to work hard and earn
promotions. They will work with
loyalty commitment and enthusiasm.
qualified candidates.
2) Inbreeding: It discourages entry for
talented people, available outside an
organization. Existing employees mayfail to behave in innovative ways and
inject necessary dynamism to
enterprise activities.
3) Inefficiency: Promotions based on
length of service rather than merit,
may prove to be a blessing for
inefficient candidate. They do notwork hard and prove their worth.
4) Bone of contention: Recruitment from
within may lead to infighting among
employees aspiring for limited, higher
level positions in an organization. As
years roll by, the race for premium
positions may end up in a bitter race.
The merits and demerits of recruiting candidates from outside an organization may be stated
thus:
Merits and Demerits of External sources of Recruitment
Merits Demerits
Wide Choice: The organization has the
freedom to select candidates from a large
Expenses: Hiring costs could go up
substantially. Tapping multifarious sources
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It is a method of recruiting by visiting and participating in college campuses and their
placement centres. Here the recruiters visit reputed educational institutions such as IITs,
IIMs, colleges and universities with a view to pick up job aspirants having requisite technical
or professional skills. Job seekers are provided information about the jobs and the recruiters,
in turn, get a snapshot of job seekers through constant interchange of information with
respective institutions.
A preliminary screening is done within the campus and the short listed students are then
subjected to the remainder of the selection process. In view of the growing demand for young
managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable,
Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly
and even sponsor certain popular campus activities with a view to earn goodwill in the jobmarket. Advantages of this method include: the placement centre helps locate applicants and
provides resumes to organizations; applicants can be prescreened; applicants will not have to
be lured away from a current job and lower salary expectations. On the negative front,
campus recruiting means hiring people with little or no work experience.
The organizations will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful advance planning, looking into the placement
weeks of various institutions in different parts of the country. Further, campus recruiting can
be costly for organizations situated in another city (airfare, boarding and lodging expenses of
recruiters, site visit of applicants if allowed, etc.).
If campus recruitment is used, steps should be taken by human resource department to ensure
that recruiters are knowledgeable concerning the jobs that are to be filled and the
organizations and understand and employ effective interviewing skills. Guidelines for campus
recruiting: companies using college campuses as recruitment source should consider the
following guidelines:
Identify the potential candidates early: The earlier that candidate with top potential can
be identified, the more likely the organization will be in a position to attract them.
Employ various means to attract candidates: These may include providing research
grants; consulting opportunities to faculty members, funding university infrastructural
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requirements, internships to students, etc. in the long run these will enhance the
prestige of the company in the eyes of potential job seekers.
Use effective recruitment material: Attractive brochures, films, computer diskettes,
followed by enthusiastic and effective presentations by company officials,
correspondence with placement offices in respective campus in a friendly way will
help in booting the company image in the eyes of the applicants. The company must
provide detailed information about the characteristics of entry level positions,
especially those that have had a major positive impact on prior applicants decisions to
join the company.
Offer training to campus interviews: Its better to devote more time and resources to
train on campus interviewers to answer specific job related questions of applicants.
Come out with a competitive offer: Keep the key job attributes that influence the
decisions of applicants such as promotional avenues, challenging assignments, long
term income potential, etc., while talking to candidates.
Indirect methods:-
Advertisements:-
These include advertisements in newspapers; trade, professional and technical journals; radio
and television; etc. in recent times, this medium has become just as colourful, lively and
imaginative as consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc. this method is
appropriate when (a) the organization intends to reach a large target group and (b) the
organizations wants a fairly good number of talented people who are geographically spread
out. To apply for advertised vacancies lets briefly examine the wide variety of alternatives
available to a company - as far as ads are concerned:
Newspaper Ads : Here it is easy to place job ads without much of a lead time. It
has flexibility in terms of information and can conveniently target a specific
geographic location. On the negative side, newspaper ads tend to attract only
those who are actively seeking employment at that point of time, while some of
the best candidates who are well paid and challenged by their current jobs may
not be aware of such openings. As a result, the company may be bombarded with
applications from a large number of candidates who are marginally qualified for
the job adding to its administrative burden. To maintain secrecy for various
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reasons (avoiding the rush, sending signals to competitors, cutting down expenses
involved in responding to any individual who applies, etc.), large companies with
a national reputation may also go in for blind-box ads in newspapers, especially
for filling lower level positions. In a blind-box ad there is no identification of the
advertising organization. Job aspirants are asked to respond to a post office box
number or to an employment firm that is acting as an agent between the job
seekers and the organization.
Television and radio ads: These ads are more likely to each individual who are
not actively seeking employment; they are more likely to stand out distinctly,
they help the organization to target the audience more selectively and they offer
considerable scope for designing ads creatively. However, these ads are
expensive. Also, because the television or radio is simply seen or heard, potential
candidates may have a tough time remembering the details, making application
difficult.
Third Party Methods
Private Employment Search Firms:-
\As search firm is a private employment agency that maintains computerized lists of
qualified applicants and supplies these to employers willing to hire people from the list for a
fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria,
KPMG; Ferguson Associates offers specialized employment-related services to corporate
houses for a fee, especially for top and middle level executive vacancies. AT the lower end,
a number of search firms operate providing multifarious services to both recruiters and the
recruitees.
Employment Exchanges:-
AS a statutory requirement, companies are also expected to notify (wherever the
Employment Exchanges Act, 1959, applies) their vacancies through the respective
Employment Exchanges, created all over India for helping unemployed youth, displaced
persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers
are supposed to notify the vacancies arising in their establishments form time to time with
certain exemptions to the prescribed employment exchanges before they are filled. The
Act covers all establishments in public sector and nonagricultural establishments employing
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25 or more workers in the private sector. However, in view of the practical difficulties
involved in implementing the provisions of the Act (such as filing a quarterly return in
respect of their staff strength, vacancies and shortages, returns showing occupational
distribution of their employees, etc.) many organizations have successfully fought court
battles when they were asked to pick up candidates from among those sponsored by the
employment exchanges.
Gate Hiring and Contractors:-
Gate hiring (where job seekers, generally blue collar employees, present themselves at the
factory gate and offer their services on a daily basis), hiring through contractors, recruiting
through word-of-mouth publicity are still in use despite the many possibilities for their
misuse in the small scale sector in India.
Unsolicited Applicants / Walk-ins:-
Companies generally receive unsolicited applications from job seekers at various points of
time; the number of such applications depends on economic conditions, the image of the
company and the job seekers perception of the types of jobs that might be available etc.
Such applications are generally kept in a data bank and whenever a suitable vacancy arises,
the company would intimate the candidates to apply through a formal channel. One
important problem with this method is that job seekers generally apply to number of
organizations and when they are actually required by the organizations, either they are
already employed in other organizations or are not simply interested in the position.
Alternatives to Recruitment:-
Since recruitment and selection costs are high (search process, interviewing agency fee, etc.)
firms these days are trying to look at alternatives to recruitment especially when market
demand for firms products and services is sluggish. Moreover, once employees are placedon the payroll, it may be extremely difficult to remove them if their performance is marginal.
Some of the options in this regard may be listed thus:
Evaluation of Alternative Sources
Companies have to evaluate the sources of recruiting carefully looking at cost, time,
flexibility, quality and other criteria before earmarking funds for the recruitment
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process. They cannot afford to fill all their vacancies through a particular source. To
facilitate the decision making process in this regard, companies rely on the following:
Time lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department. For
example, a companys past experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and
from acceptance to report for work is 15. Therefore, if the company starts the recruitment and
selection process now it would require 42 days before the new employee joins its ranks.
Armed with this information, the length of the time needed for alternative sources of
recruitment can be ascertained before pinning hopes on a particular source that meets the
recruitment objectives of the company.
Yield ratios : These ratios indicate the number of leads / contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management trainees
in the next six months, it has to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose. On the basis of past experience, to continue the
same example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the
interview-to-offer is 3:2, then 30 interviews must be conducted. If the invitees to interview
ratios are 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or leads
needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.
Surveys and studies: Surveys may also be conducted to find out the suitability of a
particular source for certain positions. For example, as pointed out previously, employee
referral has emerged as popular way of hiring people in the Information Technology industry
in recent times in India. Correlation studies could also be carried out to find out the
relationship between different organizational positions. Before finally identifying the sources
of recruitment, the human resource managers must also look into the cost or hiring a
candidate. The cost per hire can be found out by dividing the recruitment cost by the number
of candidates hired. SELECTION
Introduction
The size of the labour market, the image of the company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner of aspirants
are likely to respond to the recruiting efforts of the company. Through the process of
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recruitment the company tries to locate prospective employees and encourages them to apply
for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.
Definition
To select mean to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who
can most successfully perform the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How well
an employee is matched to a job is very important because it is directly affects the amount and
quality of employees work. Any mismatched in this regard can cost an organisation a great
deal of money, time and trouble, especially, in terms of training and operating costs. In course
of time, the employee may find the job distasteful and leave in frustration. He may even
circulate hot news and juicy bits of negative information about the company, causing
incalculable harm to the company in the long run. Effective election, therefore, demands
constant monitoring of the fit between people the job.
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2.2 PROBLEMS OF THE ORGANIZATION
This research intends to investigate the relationship between high-commitment HRM
practices and affective commitment through the mediating mechanism of employees
perceptions of high-commitment HRM practices. With respect to data collection. For
example, if an organization conducted a training program in the workplace, it would be
reasonable to assume that such implementation could enhance workers knowledge, skills and
abilities, and thus foster superior employee affective commitment due to satisfied experience
with the organization; nevertheless, such analogy may sometimes be deceiving or unreliable.
Although some employees may consider this training as helpful and acknowledge the
implementation of organizational HRM practices, but conversely, other workers may perceive
the program as non-effective and regard it as a burden that impede their routine work
schedule, hence brought down their satisfaction with the organization and degraded their
commitment. For that reason, employees individual perception plays as a critical mediator in
the relationship between organizational HRM practices and the actual revelation of
employees attitudes and behaviors. Consequently, from this perspective, we reason that
HRM practices in its influential process to employee affective commitment, will first impinge
on its members perception of organizational HRM practices and subsequently further modify
or change their affective commitment towards the organization. Hence, via the
implementation of high-commitment HRM practices, e.g. intensive training and development,
socialization, promotion from within, high level of compensation, it will make the employees
be convinced that the organizations intention conforms with their perceptions, and then, they
will reciprocate with higher commitment and stronger submission to devote and contribute for
the organization
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2.3 COMPETITION INFORMATION
ABC COSULTANTS
MAFOI
TEAMLEASE
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2. 4 S.W.O.T ANALYSIS OF THE ORGANIZATION
A s.w.o.t analysis is a strategic planning method used to evaluate the strengths, weaknesses,
o pportunities, and threats involved in a project or in a business.
This analysis proves to be very useful and effective within the recruiting industry as well.
Performing a swot analysis will assist the company or organizations recruiting team with
valuable insight and information that will enhance your recruiting strategy and improve
candidate sourcing efforts.
Competitive strengths
In this area, you want to see just what you are up against by taking a look at your competitors
stronger suits. Here are a couple of questions to research:
What stands out about the competitor?
What types of benefits are offered?
Is there opportunity for work-life balance?
What is the measure of growth per year?
What is the rank or position in the industry?
How long has the organization been in operation?
Is there a specialty or unique focus?
Weakness overview
When considering your competitors weaknesses, we should focus on the following:
Company presence where is their biggest presence? What part of the country? (isthat an area that candidates would want to live or work?)
Company culture what is it like to work for x company? This information can be
gathered through social and professional networking sites like facebook and
linkedin. These sites host groups that are sometimes made up of employees from
specific companies. Employees use these groups as an opportunity to connect with
other employees around the world, use it as a forum to openly discuss new ideas or
sometimes, just for fun. Typically these employees are very honest and open tosharing information about their experience working with that company. Just ask,
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what do you like and dislike about working with xyz company? You will be
surprised!
Attrition what is the rate of attrition per year? What area do they tend to lose the
most employees? Credibility look for information on the credibility of the company. Although you
may not find any negative information, this is still a worthwhile area to check.
Exploring opportunities .
As you continue to research and gather more information about your competitor, recognize
the areas where there may be an opportunity for you to shine! In this area, you are comparing
certain aspects of your organization with theirs. You are using a combination of the
weaknesses and strengths, yet finding areas where there may be possible loopholes where
your company or organization could have the advantage.
Here are some questions to consider:
Are the benefits comparable?
What does your organization offer that the competitor does not?
How valuable is the competitors credibility?
Who (what type of candidate) is the competitors primary target?
What type of advancement opportunities are in place?
Considering the threats.
In this area, we are to take a look at the road ahead! Recognizing and evaluating your
competitors advantages and current status is a great way to determine potential threats and
provide clarity as to where the attention needs to be within your company or organization.
Some questions to consider would be:
What is your competitors forecasted growth?
What is your competitors niche or specialty?
Are they in expansion mode?
What was the revenue percentage for the previous year?
What is their current industry ranking?
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CHAPTER 3 CONCEPTUAL DISCUSSION
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Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person has
been recruited, they stay with the business and are not poached by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of
any business depends to a large extent on the quality of its staff. Recruiting employees with
the correct skills can add value to a business and recruiting workers at a wage or salary that
the business can afford, will reduce costs. Employees should therefore be carefully selected,
managed and retained, just like any other resource
The recruitment process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of
the job. This assessment is valid whether it is to fill an existing job or a new one. Ask
questions such as:
has the function changed?
have work patterns, new technology or new products altered the job?
are there any changes anticipated which will require different, more flexible skills from the
jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how it
fits into the rest of the organization or department. Exit interviews, or consultation with the
current job-holder and colleagues may well produce good ideas about useful changes.
Writing a good job description or job specification helps in the process of analyzing the needs
of the job.
Job description/job specification
This should detail the purpose, tasks and responsibilities of the job. A good job description
should include:
main purpose of the job - try to describe this in one sentence
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main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating',
instead of vaguer terms like 'dealing with', 'in charge of'
scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people to be
supervised, the degree of precision required and the value of any materials and equipment
used.
A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and aptitudes
considered essential and desirable in the job-holder. It enables prospective applicants to assess
themselves for the job and provides a benchmark for judging achievements.
Person specification
Drawing up the person specification allows the organization to profile the ideal person to fill
the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end updisappointed in each other
Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of writing a
job and person specification should help the employer to develop and implement a policy of
equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
Skills, knowledge, aptitudes directly related to the job
The length and type of experience necessary
The competencies necessary
Education and training but only so far as is necessary for satisfactory job performance,
unless the person is being recruited on the basis of future potential (e.g. graduate trainees),
when a higher level of education may be specified
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Any criteria relating to personal qualities or circumstances which must be essential and
directly related to the job, and must be applied equally to all groups irrespective of age, sex,
race, nationality, creed, disability, membership or non-membership of a trade union. To do
otherwise is potentially discriminatory .
For instance, a clause requiring the successful candidate to move their place of work should
be included only when absolutely necessary, as it is likely to discourage applicants with
family care commitments. Whilst age discrimination is not presently unlawful, to impose age
barriers will reduce the number of high quality applicants attracted by the vacancy. Since
December 2003 it has been unlawful to discriminate against people at work in respect of
religion or belief or sexual orientation. The Government plans to introduce similar protection
in respect of age by 2006.
The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can help
by focusing on the 'match' between candidate and role, but they are best used where they are
an integral part of the continuing assessment and development of staff.
Pay
After setting the job and the person specifications, consideration should be given to pay rates.
Factors such as scales, grades and negotiated agreements, as well as market rates and skills
shortages, may affect the wage or salary, and organizations should be aware of the
requirements of equal pay and discrimination legislation. Unless there is a formal system for
increments or length of service, paying the new employee a different rate from that paid to the
preceding post holder may contravene the relevant legislation. Employers must also comply
with the provisions of the National Minimum Wage Act 1998.
Attracting applicants
The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to get a
good selection of good quality candidates. Possible methods to consider are:
Internal Recruitment - This method can have the advantage of building on existing staff's
skills and training, and provides opportunities for development and promotion. It is a good
way to retain valuable employees whose skills can be further enhanced. Other advantages
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include the opportunity for staff to extend their competencies and skills to the benefit of both
the organization and the individual, and the enhancement of individual motivation. Use of a
consistent, clear, procedure, agreed jointly between employer and employees, has many
advantages and avoids suspicion of favoritism
Jobcentres of the Department for Work and Pensions - will display employers' vacancies
and refer potential recruits. They also administer some of the Government training programs.
The Disability Service Team staff at Jobcentres can help address the specific requirements of
attracting disabled people
Learning and Skills Council - may well have trained workers available through their
recruitment service, and can tailor training to an employer's requirements
Commercial Recruitment Agencies - often specialize in particular types of work, eg
secretarial, office work, industrial, computing, and may already have potential applicants
registered with them
Executive Search Organizations - usually working in the higher management/specialist
fields, will seek out suitable candidates working in other companies by direct approach, or via
specialist advertising
National Newspapers - advertising in the national press is expensive, but likely to produce
a good response for particular, specialist vacancies. Remember too there are national ethnic
group newspapers which will reach a wide audience
Specialist and Professional Journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for specialist and
professional vacancies
Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduate-
level and technical jobs because it tends to target a self-selected group who are computer
literate and have access to the web at their place of study or work. Its use is likely to grow
Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local
area, advertisements in the local media may produce a good response
Local Schools, Colleges and the Careers Service - maintaining contact with schools,
colleges and careers advisers will ensure that the organizations needs for school/college
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leavers with particular skills and abilities are known. It can be particularly useful to offer
students the opportunity to spend some time at the company, on work experience, or
'shadowing'
Word of Mouth - introduction via existing employees or through an employers' network.
Whilst this may be economical, it is likely to lead to a much smaller pool of suitable
applicants and does not normally satisfy equal opportunities requirements because any
imbalance in the workforce may be perpetuated.
Once the recruitment channel or channels are decided, the next step is to consider:
The design and content of any advertisement used
How applicants are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the internet or by tape
who is to be responsible for sifting the applications? What is the selection process going to
be?
If interviews are to be held, when will they be and will everyone who needs to be involved
be available?
Are selection tests to be used? Is there the expertise to administer them and ensure they are
non-discriminatory and appropriate?
Are references/medicals to be requested?
Are arrangements in hand to give prompt acknowledgement of applications received?
The advertisement
Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see what
advertisements catch the eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience, and should always be
clear and easily understood. They must be non-discriminatory, and should avoid any gender
or culturally specific language. To support this, the organization should include in the advert
its statement of commitment to equal opportunities, which will underline the organization asone that will welcome applications from all sections of the community.
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Consider the following factors in the advertisement:
If the organization is well known, does it have a logo that could feature prominently in the
advertisement? Make the advertisement consistent with the company image
should the job title be the most prominent feature?
Keep the text short and simple while giving the main aspects of the job, pay, career
prospects, location, contract length
Mention specific details - such as pay, qualifications and experience required - be given in away which will reduce the number of unsuitable applications?
Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate
qualifications' which may discourage valid applications?
Is the form of reply and the closing date for applications clear? Is there a contact name and
phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
Application forms
Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be realistic
and straightforward, appropriate to the level of the job. Using application forms has the
following advantages:
Comparing like with like is easier. CVs can be time-consuming and may not provide the
information required
They provide the basis for an initial sift, and then for the interview
The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, be aware of the possibility of disability
discrimination
They provide a record of qualifications, abilities and experience as stated by the applicant.
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Care also needs to be taken over some less positive aspects of application forms:
There is a temptation to use application forms to try to extract too much information, e.g.
motives, values and personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job
some people may dislike filling in forms and so be put off applying for the job. Some very
experienced people may find the form inadequate, whilst those with little in the way of
qualifications or experience may be intimidated by large empty spaces on the form
Application forms add another stage, and therefore more time, to the recruitment process.
Some candidates may be lost if they can obtain work elsewhere more quickly
Application forms may inadvertently be discriminatory. For instance, to require a form to be
filled out 'in your own handwriting', where written English is not relevant to the job, may
discriminate against those for whom English is not their first language, or who may not have
well-developed literacy skills.
Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on
race, sex, disability and age discrimination) should be clearly shown to be for this purpose
only, and should be on a separate sheet or tear-off section. Such information need only be
provided on a voluntary basis. Medical information should also be obtained separately and
kept separate from the application form.
All applications should be promptly acknowledged.
Selecting the best candidate
Whatever form the applications take, there may be a need to separate them before moving onto the interview stage. Such a separation serves to match the applicants as closely as possible
to the job and person specification and to produce a shortlist of people to interview. To avoid
any possibility of bias, such saperation should be undertaken by two or more people, and it
should involve the direct line manager/supervisor as well as personnel. The separating stage
can also help the organization by providing feedback on the advertising process and the
suitability of the application form. It can also identify people who might be useful elsewhere
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