Recruitment Indiamart Final

8/2/2019 Recruitment Indiamart Final

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DETAILED STUDY OF THE PROCESS OF RECRUITMENTAND ANALYSING THE VARIOUS SOURCES OF

RECRUITMENT AND SUGGESTING AN OPTION ONE FORINDIAMART (NOIDA)


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EXECUTIVE SUMMARY

Adjusting the existing staff profile to the desired one is frequently a gradual

process. As the older staff retires, new stall has to be recruited not only for

replacement hut also to provide for any expansion in service. The recruitment

effort should be a systematic one and could involve the announcement of job

vacancies. Such announcement should dearly state the desired qualifications of

the new stall, such as academic background, previous work experience, and so

forth, and should dearly describe the recruitment process.

Transparency in the recruitment process is important as this will set the standardfar a new career at customs and curb the tendencies for favoritism and

clientelism that often plague recruitment in the public sector! Public advertising of

vacancies as well as participation in job fairs and visits to schools of higher

learning are recommended to ensure that qualified people apply for the

advertised job.

The main objective of my research project is to study the Recruitment process of

Indiamart Intermesh Limited, a leading Business to Business company in online

promotion sector. The project has been divided into parts, part one included a

detailed study of the process of recruitment and analyzing the various sources of

recruitment and suggesting an optimum one.


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ACKNOWLEDGEMENT

Successful completion of this thesis would not have been possible without the

invaluable advice and assistance of many people.

I express my gratitude to IIPM, New Delhi for providing me an opportunity to work

on this thesis as a part of the curriculum.

Also, I express my gratitude to Prof. Sumanta Sharma and Prof. Vijay KumarBoddu for their kind cooperation.

Throughout the course of this project he has provided continuous support. His

extensive academic advice and comments also ensured the quality of the

research.


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CONTENTS

ABSTRACT....................................................................................................ii

CHAPTER 1

1. INTRODUCTION...........................................................................................1

2. LITERATURE REVIEW...............................................................................27

CHAPTER 2

1. RESEARCH METHODOLOGY...................................................................67

CHAPTER 3

1. SWOT ANALYSIS

CHAPTER 4

1. DATA ANALYSIS & INTREPRETATION

5. FINDING & ANALYSIS ...............................................................................69

CHAPTER 5

6. CONCLUSION & RECOMMENDATION....................................................78

8. BIBLIOGRAPHY.........................................................................................81

9. APPENDIX-QUESTIONNAIRE...................................................................82


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INTRODUCTION

Indiamart intermesh limited:

IIL customers have always found an integrated business promotion solution more

valuable than a simple web presence. Driven by this preference of our

customers, we have built ourselves on the key pillars of smart people & smart

solutions for business promotion. We have developed an integrated solution

delivery framework which incorporates B2B marketplaces, internet technology

and industry knowledge.

IIL's first B2B marketplace - IndiaMART.com, marked the beginning of online

presence of Indian businesses for a global exposure. We today serve our

customers through a network of over 100 industry / product marketplaces,

making us the largest network of integrated B2B marketplaces from India.

They have always seen Internet as a business facilitator rather than a technology

phenomenon. Our usage of internet technology has therefore been directed

towards business promotion of our customers. Today, we cater to over 15,000

customers and make internet technology work for their business.

The diversities of businesses make it imperative for us to custom-deliver our

solutions. This presents a great challenge of accumulating & using industry

knowledge to deliver high quality solutions. IIL has developed and established

standards for solution delivery and is India's first organization of its kind to

receive an ISO certification.

TEAM IIL is poised to maximize the value delivered to our customers through

continuous innovation and learning.

Vision and Mission:


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Vision:

IIL strive to become an integral part of every organizations business

promotion plan.

IIL envision providing complete business enhancement and promotion

services to their clients.

Mission:

With firm belief in our vision and with complete dedication, Integrity &

honesty, we endeavor to generate profitable returns for our customers

through high quality business promotion services & solutions that enhance

revenues and are cost effective at the same time

Fact Sheet:

IIL started its operations in 1996 and has stood its ground even in the toughest

times. We had a profitable business even when other companies in this domain

found it hard to sustain. Today, IIL operate from a 18,000 sq. ft. office in Noida

(near Delhi), and have 24 branch offices spread all over the country. Our team

includes over 850 professionals from diverse backgrounds, bound together to

serve over 12,000 customers.

Milestones:

2005-06:

IndiaMART.com completed ten successful years (1996-2006)

Crossed 10,000 clients mark

Launched MDC, a four-page online catalog for clients

Implemented corporate-wide WEBERP


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Acquired new office at B-6, Sec 8, NOIDA.

IIL's Indian Gifts Portal (IGP) team hit the charts with Rs. 1.3 crores

2004-05:

Became the first ISO 9001:2000 company in its domain

Launched an online payment gateway ABCPayments.com

2003-04:

Launched Trust SEAL to bridge the trust gap in B2B trade

Crossed 3000-clients mark

Touched 26 million page views per month, generating more than 3 lakh

business queries.

2002-03:

Moved operations to state-of-the-art NOIDA development center

Launched Online Hotel Reservation System

Launched Exim.indiamart.com.

Crossed 2 lakh business queries mark with 12 million page views.

2001-02:

Declared as "the only profitable Indian Dotcom, with positive cash flows"by Business World - Cover Story: 14 May 2001 issue.

Added to its service portfolio - Electronic Trade Offers, and Request for

Quotation / Request for Proposal.


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Recognized by CNBC India as one of the only profitable dotcoms in India

based on report by McKinsey.

2000-01:

Touched 5 mn page views/month

Crossed 1000 clients mark

Crossed 100,000 business queries/month

Accomplished Online projects for HHEC, Jindal Organization, ModiCorp,

Won Britannica (BIG) Award for Travel.indiamart.com

New Branch Office in Chennai.

Profits increased by 128% over last year

1999-2000:

Accomplished 'Bharat On Line' - MTNL's online portal project

Launched auto industry channel

Opened branch office in Mumbai.

Crossed Rs 1 crore revenue mark

Core Values at IIL:

IIL's core values have helped IIL achieve its mission to bring measurable

benefits to its customers.

Responsibility:


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Responsibility, not just of quality work but of continuous self-development,

of our decisions and of our actions. This helps us think rationally and

provides a sense of accountability to ourselves, our commitment to

customers and to our colleagues.

Passion:

Work at IIL involves constant innovation and creativity. It involves a

continuous thought process to get tangible benefits to our customers,

taking into account the uniqueness of their purpose. Passionate people

with a determination to make the difference are the ones who make this

possible.

Team:

"Together they can achieve the impossible" is their belief. Their success is

a result of their team work. Experts from the field of management,

marketing, IT, arts, content & various other disciplines work as a team on

every project, every endeavor. Dedication, passion and teamwork are the

true means to their mission fulfillment.

Integrity:

They realize the importance of the job & information they handle. They

understand the responsibility that each member of their team has to

shoulder and they do that with highest levels of trust, honesty and integrity

- of purpose and action.

Performance Indicators:

Growth in Clientele & Team Size


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Growth in Revenue & Profits

Solutions Provided by Indiamart:

The company offers highly efficient and cost-effective web-based business

solutions. It has handled over 1,000 web-based business solutions projects for


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Indian and overseas clients. It is a B2B (business-to-business) e-marketplace

that acts as an interactive hub for Indian suppliers and global buyers.

Clients:

Cadila Pharmaceuticals Ltd.

HHEC

Hotel Ajanta, Mumbai

Jindal Gas

Jindal Steel

ModiCorp

MTNL

Nirula's

Panasonic

Industries Indiamart serve:

Apparel & garments

Agro / Food products

Automobiles

Ayurvedic / Herbal

Business Services

Chemical


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Construction

Electrical & Electronics

Handicraft

Home furnishing

Industrial & Engg products

Leather

Medical & Pharma

Plastic

Stones

Sports

Travel

Recruitment Process at IIL:

Recruitment, as a human resource management function, is one of the activities

that impact most critically on the performance of an organisation. While it is

understood and accepted that poor recruitment decisions continue to affect

organizational performance and limit goal achievement, it is taking a long time for

public service agencies in many jurisdictions to identify and implement new,

effective hiring strategies. In some areas, existing laws inhibit change; in others,

the inhibiting factor is managerial inertia.

Acquiring and retaining high-quality talent is critical to an organizations success.

As the job market becomes increasingly competitive and the available skills grow

more diverse, recruiters need to be more selective in their choices, since poor

recruiting decisions can produce long-term negative effects, among them high


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training and development costs to minimize the incidence of poor performance

and high turnover which, in turn, impact staff morale, the production of high

quality goods and services and the retention of organizational memory. At worst,

the organisation can fail to achieve its objectives thereby losing its competitive

edge and its share of the market. Traditionally, Public Service organizations have

had little need to worry about market share and increasing competition since they

operate in a monopolistic environment. But in recent time, the emphasis on New

Public Management/ Public Sector Management approaches has forced public

organizations to pay closer attention to their service delivery as consumers have

begun to expect and demand more for their tax dollars. No longer are citizens

content to grumble about poorly-produced goods and services and the under-

qualified, untrained employees who provide them. As societies become more

critical and litigious, public service organizations must seek all possible avenues

for improving their output and providing the satisfaction their clients require and

deserve. The provision of high-quality goods and services begins with the

recruitment process. Recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the

right place and time so that the people and the organisation can select each

other in their own best short and long term interests. In other words, therecruitment process provides the organisation with a pool of potentially qualified

job candidates from which judicious selection can be made to fill vacancies.

Successful recruitment begins with proper employment planning and forecasting.

In this phase of the staffing process, an organisation formulates plans to fill or

eliminate future job openings based on an analysis of future needs, the talent

available within and outside of the organisation, and the current and anticipated

resources that can be expended to attract and retain such talent.

Also related to the success of a recruitment process are the strategies an

organisation is prepared to employ in order to identify and select the best

candidates for its developing pool of human resources. Organizations seeking

recruits for base-level entry positions often require minimum qualifications and

experience. These applicants are usually recent high school or university/


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technical college graduates many of whom have not yet made clear decisions

about future careers or are contemplating engaging in advanced academic

activity. At the middle levels, senior administrative, technical and junior executive

positions are often filled internally. The push for scarce, high-quality talent, often

recruited from external sources, has usually been at the senior executive levels.

Most organizations utilize both mechanisms to effect recruitment to all levels.

In IIL successful recruitment involves the several processes of:

development of a policy on recruitment and retention and the systems that

give life to the policy;

Needs assessment to determine the current and future human resourcerequirements of the IIL. If the activity is to be effective, the human

resource requirements for each job category and functional division/unit of

the IIL must be assessed and a priority assigned;

identification, within and outside the IIL, of the potential human resource

pool and the likely competition for the knowledge and skills resident within

it;

job analysis and job evaluation to identify the individual aspects of each

job and calculate its relative worth;

Assessment of qualifications profiles, drawn from job descriptions that

identify responsibilities and required skills, abilities, knowledge and

experience;

Determination of the IILs ability to pay salaries and benefits within a

defined period;

Identification and documentation of the actual process of recruitment and

selection to ensure equity and adherence to equal opportunity and other

laws.


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Documenting the IILs policy on recruitment, the criteria to be utilized, and all the

steps in the recruiting process is as necessary in the seemingly informal setting

of in house selection as it is when selection is made from external sources.

Documentation satisfies the requirement of procedural transparency and leaves

a trail that can easily be followed for audit and other purposes. Of special

importance is documentation that is in conformity with Freedom of Information

legislation (where such legislation exists), such as:

criteria and procedures for the initial screening of applicants;

criteria for generating long and short lists;

criteria and procedures for the selection of interview panels;

interview questions;

interview scores and panellists comments;

results of tests (where administered);

results of reference checks.

Recruitment strategies and processes in IIL:

In IIL recruitment may be conducted internally through the promotion and transfer

of existing personnel or through referrals, by current staff members, of friends

and family members. Where internal recruitment is the chosen method of filling

vacancies, job openings can be advertised by job posting, that is, a strategy of

placing notices on manual and electronic bulletin boards, in company newsletters

and through office memoranda. Referrals are usually word-of-mouth

advertisements that are a low-cost-per-hire way of recruiting. In IIL internal

recruitment does not always produce the number or quality of personnel needed;

in such an instance, the IIL needs to recruit from external sources, either by

encouraging walk-in applicants; advertising vacancies in newspapers, magazines


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and journals, and the visual and/or audio media; using employment agencies to

head hunt; advertising on-line via the Internet; or through job fairs and the use

of college recruitment. Public service agencies enjoy greater exposure to scrutiny

than most private sector organizations; therefore, openness and transparency in

recruitment and selection practices are crucial. The discussion that follows will

identify some of the options available for attracting applicants to the public

service job market and discuss strategies for managing the process.

Posting Vacancies:

As indicated earlier,job postingrefers to the practice of publishing an open job to

employees (often by literally posting it on bulletin boards) and listing its attributes,

such as criteria of knowledge, qualification, skill and experience. The purpose of

posting vacancies is to bring to the attention of all interested persons (inside or

out of the IIL) the jobs that are to be filled.

Before posting a vacancy, IILs management needs to decide whether:


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it intends to retain the job in its present form and with its present title,

remuneration and status;

selected attributes of the job, for example, skill or experience, will change;

there are sufficient qualified, potential applicants serving in other positions

within the IIL who may be potential candidates for that job;

the existing organizational policy on recruitment is still applicable (for

example, whether referrals, by staff members, of friends and family are

still an acceptable way of filling vacancies);

The IIL stands to benefit more, in the long-term, from recruiting applicants

from external sources.

Also necessary is the availability of a functional human resource information

system that supports recruitment. An effective, computerized system would:

Flag imminent vacancies throughout the organisation to ensure that the

recruitment process is timely;

ensure that no candidates are lost but, instead, move through the process

and are kept informed of their status;

ensure that good candidates whose applications are pending are kept in

touch to maintain their interest in the organisation;

assist in analyzing hiring, transfer and exit trends and provide other data

that are helpful in planning, evaluating and auditing the recruitment

process;

identify any adverse impacts of the recruitment process on vulnerable

groups (for example minorities, especially where Equal

Opportunity/Affirmative Action legislation exists);


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For internal recruiting, control the internal job posting process, generate

the notices, and then match internal applicant qualifications with job

specifications;

Where jobs are not being posted, generate a list of qualified internal

candidates.

IIL analyse the benefits and disadvantages of recruiting its personnel through

internal or external sources and, where the latter is selected, whether formal or

informal systems should be used.

Recruiting from internal sources:

There are sound reasons for recruiting from sources within the IIL:

The ability of the recruit is known so it is easy to assess potential for the

next level. By contrast, assessments of external recruits are based on less

reliable sources, such as references, and relatively brief encounters, suchas interviews.

Insiders know the organisation, its strengths and weaknesses, its culture

and, most of all, its people.

Promotions from within build motivation and a sense of commitment to the

organization. Skilled and ambitious employees are more likely to become

involved in developmental activities if they believe that these activities willlead to promotion.

Internal recruitment is cheaper and quicker than advertising in various

media and interviewing outsiders. Time spent in training and

socialization is also reduced.


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At the same time, several disadvantages exist:

Sometimes it is difficult to find the right candidate within and IIL may

settle for an employee who possesses a less than ideal mix of

competencies.

If the vacancies are being caused by rapid expansion of the IIL there may

be an insufficient supply of qualified individuals above the entry level. This

may result in people being promoted before they are ready, or not being

allowed to stay in a position long enough to learn how to do the job well.

Infighting, inbreeding, and a shortage of varied perspectives and interests

may reduce organizational flexibility and growth, and resistance to change

by those who have an interest in maintaining the status quo may present

long term problems.

In times of rapid growth and during transitions, the organisation may

promote from within into managerial positions, regardless of the

qualifications of incumbents. Transition activities and rapid organizational

growth often mask managerial deficiencies; it is not until the growth rate

slows that the deficiencies become apparent and, then, the organisation

finds it difficult, if not impossible, to undo the damage. The resulting cost

of remedial training can prove prohibitive.

Recruiting from external sources:

External recruiting methods can be grouped into two classes: informal and

formal. Informal recruiting methods tap a smaller market than formal methods.

These methods may include rehiring former employees and choosing from

among those walk-in applicants whose unsolicited rsums had been retained

on file. The use of referrals also constitutes an informal hiring method. Because

they are relatively inexpensive to use and can be implemented quickly, informal

recruiting methods are commonly used for hiring clerical and other base-level


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recruits who are more likely than other groups to have submitted unsolicited

applications. Former students who participated in internship programmes may

also be easily and cheaply accessed. Formal methods of external recruiting

entail searching the labour market more widely for candidates with no previous

connection to the organisation. These methods have traditionally included

newspaper/magazine/journal advertising, the use of employment agencies and

executive search firms, and college recruitment. More often, now, job/career fairs

and e-Recruiting are reaching the job seeker market. Posting vacancies

externally through the various arms of the media5 or via employment agencies

reaches a wider audience and may turn up a greater number of potential

candidates from which the IIL can choose. At the same time, this method is

relatively expensive and time-consuming as the IIL works through initial

advertisements, short-listing, interviewing and the other processes that precede

selection. Even then, there is no guarantee that the results will be satisfactory to

the IIL, since the cost of advertising often limits the frequency and duration of the

job posting, as well as the amount of information made available, thus making it

difficult for a job seeker to accurately judge the worth of the position being

offered. In addition, IIL may hire a candidate who fails to live up to the high

potential displayed during the selection process. Recruiting firms/employmentagencies are gaining in popularity, especially in the search for management

level/executive talent. Recruiting via this medium is expensive, whether IIL uses

a contingency firm or has one on retainer. Executive search firms tend to match

candidates to jobs faster that IIL can, on their own, primarily because the

recruiting firms/employment agencies possess larger databases of, and wider

access to, persons (whom they may themselves have placed) and have a greater

awareness of the location of competencies needed by the client agencies. Of

course, it is possible to for an organisation to reduce the risks and high costs of

recruitment by maintaining a small cadre of full-time, permanent employees and

meeting an unexpected and temporary need for staff through the use of ad hoc

and short-term contract workers who come to the position already trained. It is

frequently said that the best jobs are not advertised; their availability is


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communicated by word of mouth. Networking, therefore, continues to be a viable

mechanism for recruiting, especially at the senior management level in certain

industries. In many instances, networking is a strategy used by the recruitment

firms/employment agencies.

Method of Recruitment:

On-Line Applications/Recruiting on the Internet:

Using the Internet is faster and cheaper than many traditional methods of

recruiting. Jobs can be posted on Internet sites for a modest amount (less than in

the print media), remain there for periods of thirty or sixty days or more - at no

additional cost - and are available twenty-four hours a day. Candidates can view

detailed information about the job and IIL and then respond electronically. Most

homes and workplaces are now using computerized equipment for

communication; the Internet is rapidly becoming the method of choice for

accessing and sharing information. First-time job seekers are now more likely to

search websites for job postings than to peruse newspapers, magazines and

journals. The prevalence of advertising has made it easier. The Internet speeds

up the hiring process in three basis stages:

Faster posting of jobs:

The wait for a suitable date and a prominent place in the print media is

eliminated. The time lag that exists between the submission of information

to the media house and its appearance in print disappears. On the

internet, the advertisement appears immediately and can be kept alive for

as long as the recruiter requires it.

Faster applicant response:


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Jobs posted on the Internet and requiring responses via the same medium

receive responses on the same day.

Faster processing of rsums:

An applicant sending a rsum electronically can immediately have the

application processed, receive an acknowledgement, be screened

electronically, and have details of the application and rsum dispatched

to several managers at the same time.

On-line recruiting also provides access topassivejob seekers, that is, individuals

who already have a job but would apply for what appears a better one that is

advertised on the Internet. These job seekers may be of a better quality sincethey are not desperate for a job change as are the active job seekers who may

be frustrated, disgruntled workers looking for a new position. IIL is likely to

advertise on-line usually have a website that allows potential candidates to learn

about the company before deciding whether to apply, thus lowering the incidence

time-wasting through the submission of unsuitable applications. The website can

be used as a tool to encourage potential job seekers to build an interest in joining

the IIL.

Job websites offer unlimited space which can be used, by management, to sell

the organisation. The site can then be used, not only to post vacancies, but also

to publicize the organisation. That will allow candidates to become more familiar

with the company, know what skills the company is looking for and get to know

about its culture. Most importantly, the system will provide a proper path to

securing quick responses to job openings. On-line recruiting facilitates the

decentralization of the hiring function by making it possible for other groups in theorganisation to take responsibility for part of the function.

Internet recruiting is not all positive, though; there are drawbacks for unwary

users:


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Some applicants still place great value on face-to-face interactions in the

hiring process. Such applicants are likely to ignore jobs posted,

impersonally, on-line.

IIL is overwhelmed by the volume of rsums posted on the Internet. This

can, in fact, lengthen the short-listing process. If the screening process is

not well done, the quantity of applications/rsums logged-on may be

more of a hindrance to the process that an aid to selection.

Job seekers who demand confidentiality in the recruitment process may

be reluctant to use the Internet as a job search mechanism.

For effectiveness in the use of the strategy of e-Recruiting, companies are

advised to:

use specialized Job Sites that cater to specific industries;

thoroughly assess the service level provided by Job Sites to ensure that

they maintain the level they claim to provide;

enhance the Corporate Web Site as a tool to encourage potential job

seekers to become interested in joining the company;

take advantage of the fact that Internet job advertisements have no space

limitations so recruiters can use longer job descriptions to fully describe

the company, job requirements and working conditions offered;

use valid Search Engines that will sort candidates effectively, but will not

discriminate against any persons or groups;

Create attention-grabbing newspaper advertisements that prompt people

to visit the companys website. They will then see all vacancies that are

advertised;

encourage employees to e-mail job advertisements to friends;


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Design and implement a successful e-Recruitment strategy.

College Recruitment:

College recruiting sending an employers representatives to college campuses

to prescreen applicants and create an applicant pool from that colleges

graduating class is an important source of management trainees, promo table

candidates, and professional and technical employees.9 To get the best out of

this hiring strategy, IIL and its career opportunities must be made to stand out.

Human resource professionals in IIL are aware that few college students and

potential graduates know where their careers will take them over the next fifteento twenty years. Therefore many of the criteria used by students to select the first

job may be quite arbitrary. IIL that will succeed, then, is one can show how the

work it offers meets students needs for skill enhancement, rewarding

opportunities, personal satisfaction, flexibility and compensation. College

recruitment offers an opportunity for recruiters to select the potential employees

with the personal, technical and professional competencies they require in their

organisation. The personal competencies identified may include, inter alia, a

positive work ethic, strong interpersonal skills, leadership capacity and an ability

to function well in a work team. The opportunity to discuss a students current

strengths and potential future value to an organisation cannot be replicated in

any other setting. Two major advantages of this strategy are the cost (which is

higher than word-of-mouth recruiting but lower than advertising in the media or

using an employment agency), and the convenience (since many candidates

can be interviewed in a short time in the same location with space and

administrative support provided by the college itself). Unfortunately, suitable

candidates become available only at certain times of the year, which may not

always suit the needs of the hiring organisation. Another major disadvantage of

college recruiting is the lack of experience and the inflated expectations of new


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graduates and the cost of hiring graduates for entry-level positions that may not

require a college degree.

To make college recruiting effective, the recruiting organisation must first

determine how many and which schools should be targeted. It may prove cost-

effective to do intensive recruiting in a few, carefully-selected institutions,

establishing a presence and building the IILs reputation among students and

faculty. Timely and frequent dissemination of literature, the offer of internships

and the award of prizes for academic and/or social prowess help to advertise the

organisation as a preferred place of employment. Subsequent invitations to the

IILs offices, made to students identified as potential employees, may serve to

solidify the firms image.

Public Service organizations are usually unable to compete financially with their

Private Sector counterparts and are therefore less likely to pay competitive

salaries. However, most public service agencies provide their employees with a

wealth and range of experiences that are available nowhere else. It is for that

reason that many college graduates use the Public Service as an employer of

first resort to gain the experiences that will make them marketable in the short

term.

The strategies discussed above may not work as smoothly for public service

recruiters, since the laws that govern their organizations recruitment practices

may be more stringent than those that apply in private sector companies. There

may also be questions about the legality of the on-line application form.

If this strategy were to be employed, public service recruiters must first decide on

the criteria that should guide the process. The Public Service is seldom

immediately seen as an attractive employer, mainly because salaries are

uncompetitive. Except for those students who have a commitment to public

service, the top ten percent of college graduates will select the Private Sector as


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the employer of choice, partly because of the prestige value but primarily

because of the remuneration package and because the recruiters may have

been more successful in marketing their company. Therefore, it is understood

that many of the graduates who enter the Public Service will stay for a short time

and either return to school or proceed to another sector once they have acquired

the requisite skills and experience that make them marketable.

Recruitment and retention strategies in the IIL must, therefore, reflect this reality

and efforts made to get the most out of college graduates before they move on;

conversely, the organisation may need to plan to recruit those students whose

academic records suggest that they will remain in an organisation that pays less.

Retention strategies will focus on ensuring opportunities for intense training and

development for skill enhancement and personal satisfaction. College

recruitment also offers opportunities for internships. These programmes may

provide the organizations with quality employees at low cost per hire. Some

interns are hired at low cost (perhaps minimum wage) and are offered work

experience. Interns are able to hone business skills, check out potential

employers, and learn more about employers likes and dislikes before making

final career choices.

Some of the better interns are recruited after graduation. College recruitment is

relatively expensive and time consuming for the recruiting company. The process

involves screening the candidate, that is, determining whether he/she is worthy of

further consideration and marketing the company as a preferred place of

employment. An alternate strategy for college recruitment is the career planning

workshop.

These activities are usually (but not exclusively) associated with adolescent

school leavers. They do not immediately produce ready candidates for the job

market but provide the opportunity for IIL to present itself as an employer worthy

of consideration. Co-ordinators of career planning workshops co-opt

professionals and organizations to present career options to potential school


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leavers in a controlled setting so as to lay out the range of possibilities to young

job seekers. Career planning workshops are used mainly as information-giving

tools which the school leaver can use to make informed career choices. IIL use

the workshops as a base for internships.

Job fairs:

The concept of a job fair is to bring those interested in finding a job into those

companies who are searching for applicants. Job fairs are open fora at which

employers can exhibit the best their companies have to offer so that job seekers

can make informed choices. They are considered one of the most effective ways

for job seekers to land jobs. At the job fair, employers have a large pool of

candidates on which to draw, while job seekers have the opportunity to shop

around for dozens sometimes hundreds of employers, all in one place.

Notwithstanding the fact that the atmosphere at the fair is more relaxed than at

an interview, employers are still on the look out for qualified, potential employees

who have interest, dedication and initiative.

Maintaining fairness/equity in the recruitment process:

It is often difficult to ensure and maintain fairness/equity in the recruitment

process although, in every jurisdiction, there are laws that protect individuals and

vulnerable groups from the negative impact of discriminatory practices. Where

necessary, systems, detailed procedures and processes exist or must be

established to minimize discrimination. Each country designates/identifies a

group or groups for special notice; women, visible minorities and the disabled are

usual targets. The Government of India, in articulating its Employment Equity

Act and Regulations, identified four designated groups as employment equity

targets: women, Aboriginal people, members of visible minority groups, persons

with disabilities. In the legislation, managers responsibilities for employment

equity are stated as:


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Ensuring effective overall performance and continuous progress of the

employment equity goals within the operation;

Achieving, fostering and maintaining a representative workforce;

Showing leadership in employment equity and demonstrating commitment

to it by ensuring that discrimination and stereotyping are not tolerated; and

Informing and educating employees in the organisation about employment

equity and diversity.

Check List:

The criteria on which INDIAMART checks candidate skills while taking the

interview: - This is done by the HR in the first round of the interview.

PARAMETERS EXCELLENT GOOD AVG POOR

FIRST IMPRESSION: Do youlike the way he greets you

COMMUNICATION: How well

can he communicate his idea toyou.

CONVINCING ABILITY: Canhe argue for along time toconvince you, without hurtingyour feelings.

ATTITUDE: Willing to learn,accept mistakes with smile.

AGGRESIVENESS: Does hepush well so that u cannot justsay no to him.


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ABILITY to get along withpeople

ASPIRTIONS: What does hewant to become& how stronglydoes he want it.

OBSERVATION: How welldoes he know aboutINDIAMART.

MANNER& APPERANCE:Does he appear soundinnocent trustworthy

JOB STABILITY

GENERAL INTELEGENCE:Presence of mind

RESPONSIBILITY: Has heovertook any initiative &got itdone on his own

LEADERSHIPSKILL: Is hecapable of taking his owndecisions

TIME MANAGEMENT: Will heable to manage his timetowards different set ofactivities.

EMOTIONAL MATURITY:Whether he is emotionally

mature or not.

TARGET APPROACH: Doeshe have planed approachtowards target/works.


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JOB SUITABILITY: Howsuitable is he for the job.

LITERATURE REVIEW

Recruitment:

Recruitment refers to the process of screening, and selecting qualified people for

a job at an organization or firm, or for a vacancy in a volunteer-based some

components of the recruitment process, mid- and large-size organizations and

companies often retain professional recruiters or outsource some of the process

to recruitment agencies. External recruitment is the process of attracting and

selecting employees from outside the organization.

Potential recruits should he subjected to stringent back ground investigations

performed by trained investigators who might interview neighbors associates and

previous employers. Checks of policies records should he performed, as well as

credit and hank account checks to assess the extent and sources of income.

Entry requirements would include testing for the specific skills and aptitudes.

Human resources management staff in customs could undertake these tacks in

house or could turn to recruitment professionals. New recruits should be advised

that a career in customs involves rotation to enhance multifunctional and to avoid

the development of potentially unsavory relationships with the local trading

community. New recruits with no prior experience in customs related work should

undergo intense training and testing to prepare those lots their new assignments.


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If successful, they should undergo a prohibition period before being confirmed as

conscious staff. Such probationary periods often last a full year, during which the

employee can be terminated for unsatisfactory performance or disciplinary

problems without the complex recourse to appeals and administrative tribunals

Following this probationary period and satisfactory performance evaluation, the

trainees should be confirmed; Relying on transparent performance criteria aids

supervisors and enhances the transparency of the recruitment process.

Most customs organizations traditionally rely on the recruitment of young

candidates who are then schooled in the best practices of the customs service

through combination of academic and on the job training. However, modern

customs practices require staff to possess expertise that cannot easily be

attained through training within the customs service. Expertise in IT and

accounting which are increasingly required to perform post clearance audits, are

only two examples. Recruitment procedures and compensation scales nerd to be

sufficient In attract staff with these skills, When qualified applicants are not

available, it is possible at times to sidestep these civil service restrictions by

offering attractive consultant. This practice has its downside though. As it could

easily demoralize customs staff in general and could present the problem of staffcontinuity in specialized assignments.

The recruitment industry has four main types of agencies: employment agencies,

recruitment websites and job search engines, "headhunters" for executive and

professional recruitment, and in-house recruitment. The stages in recruitment

include sourcing candidates by advertising or other methods, and screening and

selecting potential candidates using tests or interviews.

Traditional Agency:

Also known as a employment agencies, recruitment agencies have historically

had a physical location. A candidate visits a local branch for a short interview and

an assessment before being taken onto the agencys books. Recruitment


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consultants then work to match their pool of candidates to their clients' open

positions. Suitable candidates are short-listed and put forward for an interview

with potential employers on a temporary ("temp") or permanent ("perm") basis.

Compensation to agencies takes several forms, the most popular:

A contingency fee paid by the company when a recommended candidate

accepts a job with the client company (typically 20%-30% based and

calculated of the candidates first-year base salary - though fees as low as

12.5% can be found online), which usually has some form of guarantee

(3090 days standard), should the candidate fail to perform and is

terminated within a set period of time (refundable fully or prorated)

An advance payment that serves as a retainer, also paid by the company,

non-refundable paid in full depending on outcome and success (eg. 30%

up front, 30% in 90 days and the remainder once a search is completed).

This form of compensation is generally reserved for high level executive

search/headhunters

Hourly Compensation for temporary workers and projects. A pre-

negotiated hourly fee, in which the agency is paid and pays the applicant

as a consultant for services as a third party. Many contracts allow a

consultant to transition to a full-time status upon completion of a certain

number of hours with or without a conversion fee.

Headhunters:

A "headhunter" is industry term for a third-party recruiter who seeks out

candidates, often when normal recruitment efforts have failed. Headhunters aregenerally considered more aggressive than in-house recruiters or may have

preexisting industry experience and contacts. They may use advanced sales

techniques, such as initially posing as clients to gather employee contacts, as

well as visiting candidate offices. They may also purchase expensive lists of

names and job titles, but more often will generate their own lists. They may


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prepare a candidate for the interview, help negotiate the salary, and conduct

closure to the search. They are frequently members in good standing of industry

trade groups and associations. Headhunters will often attend trade shows and

other meetings nationally or even internationally that may be attended by

potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidates annual

compensation). Due to their higher costs, headhunters are usually employed to

fill senior management and executive level roles. Headhunters are also used to

recruit very specialized individuals; for example, in some fields, such as

emerging scientific research areas, there may only be a handful of top-level

professionals who are active in the field. In this case, since there are so few

qualified candidates, it makes more sense to directly recruit them one-by-one,

rather than advertise internationally for candidates. While in-house recruiters

tend to attract candidates for specific jobs, headhunters will both attract

candidates and actively seek them out as well. To do so, they may network,

cultivate relationships with various companies, and maintain large databases,

purchase company directories or candidate lists, and cold call prospective

recruits.

In-House Recruitment:

Larger employers tend to undertake their own in-house recruitment, using their

human resources department, front-line hiring managers and recruitment

personnel who handle targeted functions and populations. In addition to

coordinating with the agencies mentioned above, in-house recruiters may

advertise job vacancies on their own websites, coordinate internal employee

referrals, work with external associations, trade groups and/or focus on campus

graduate recruitment. While job postings are common, networking is by far the

most significant approach when reaching out to fill positions. Alternatively a large


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employer may choose to outsource all or some of their recruitment process

(recruitment process outsourcing).

Passive Candidate Research Firms / Sourcing Firms:

These firms provide competitive passive candidate intelligence to support

company's recruiting efforts. Normally they will generate varying degrees of

candidate information from those people currently engaged in the position a

company is looking to fill. These firms usually charge a per hour fee or by

candidate lead. Many times this uncovers names that cannot be found with other

methods and will allow internal recruiters the ability to focus their efforts solely on

recruiting.

Process:

Job Analysis:

The proper start to a recruitment effort is to perform a job analysis, to documentthe actual or intended requirement of the job to be performed. This information is

captured in a job description and provides the recruitment effort with the

boundaries and objectives of the search. Oftentimes a company will have job

descriptions that represent a historical collection of tasks performed in the past.

These job descriptions need to be reviewed or updated prior to a recruitment

effort to reflect present day requirements. Starting recruitment with an accurate

job analysis and job description insures the recruitment effort starts off on a

proper track for success.

Sourcing:

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad


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newspapers, professional publications, window advertisements, job centers, and

campus graduate recruitment programs; and 2) recruiting research, which is the

proactive identification of relevant talent who may not respond to job postings

and other recruitment advertising methods done in #1. This initial research for so-

called passive prospects, also called name-generation, results in a list of

prospects who can then be contacted to solicit interest, obtain a resume/CV, and

be screened.

Screening and selection:

Suitability for a job is typically assessed by looking for skills, e.g. communication,

typing, and computer skills. Qualifications may be shown through rsums, job

applications, interviews, educational or professional experience, the testimony of

references, or in-house testing, such as for software knowledge, typing skills,

numeric, and literacy, through psychological tests or employment testing. In

some countries, employers are legally mandated to provide equal opportunity in

hiring. Business management software is used by many recruitment agencies to

automate the testing process. Many recruiters and agencies are using an

Applicant tracking system to perform many of the filtering tasks, along with

software tools for psychometric testing

On boarding:

"On boarding" is a term which describes the introduction or "induction" process.

A well-planned introduction helps new employees become fully operational

quickly and is often integrated with a new company and environment. On

boarding is included in the recruitment process for retention purposes. Many

companies have on boarding campaigns in hopes to retain top talent that is new

to the company, campaigns may last anywhere from 1 week to 6 months.

Internet Recruitment / Websites:

Such sites have two main features: job boards and a rsum/curriculum vitae

(CV) database. Job boards allow member companies to post job vacancies.


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Alternatively, candidates can upload a rsum to be included in searches by

member companies. Fees are charged for job postings and access to search

resumes. Since the late 1990s, the recruitment website has evolved to

encompass end-to-end recruitment. Websites capture candidate details and then

pool them in client accessed candidate management interfaces (also online). Key

players in this sector provide e-recruitment software and services to

organizations of all sizes and within numerous industry sectors, who want to e-

enable entirely or partly their recruitment process in order to improve business

performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal

amount of administration. Online recruitment websites can be very helpful to find

candidates that are very actively looking for work and post their resumes online,

but they will not attract the "passive" candidates who might respond favorably to

an opportunity that is presented to them through other means. Also, some

candidates who are actively looking to change jobs are hesitant to put their

resumes on the job boards, for fear that their current companies, co-workers,

customers or others might see their resumes.

Job search engines:

The emergence of meta-search engines, allow job-seekers to search across

multiple websites. Some of these new search engines index and list the

advertisements of traditional job boards. These sites tend to aim for providing a

"one-stop shop" for job-seekers. However, there are many other job search

engines which index pages solely from employers' websites, choosing to bypass

traditional job boards entirely. These vertical search engines allow job-seekers to

find new positions that may not be advertised on traditional job boards, and

online recruitment websites.


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Objectives of Recruitment:

Recruitment is an important part of an organizations human resource planning

and their competitive strength. Competent human resources at the right positions

in the organisation are a vital resource and can be a core competency or a

strategic advantage for it. The objective of the recruitment process is to obtain

the number and quality of employees that can be selected in order to help the

organisation to achieve its goals and objectives. With the same objective,

recruitment helps to create a pool of prospective employees for the organisation

so that the management can select the right candidate for the right job from this

pool.

Recruitment acts as a link between the employers and the job seekers and

ensures the placement of right candidate at the right place at the right time.

Using and following the right recruitment processes can facilitate the selection of

the best candidates for the organisation.

In this is competitive global world and increasing flexibility in the labour market,

recruitment is becoming more and more important in every business. Therefore,

recruitment serves as the first step in fulfilling the needs of organizations for a

competitive, motivated and flexible human resource that can help achieve its

objectives. Here at Naukrihub, they attempt to provide a detailed insight into the

concept of recruitments, recruitment process and its sources, recent trends in

recruitment, recruitment strategies and the scenario in the industry along with the

career options for recruiters.

Source of Recruitment:

Every organisation has the option of choosing the candidates for its recruitment

processes from two kinds of sources: internal and external sources. The sources

within the organisation itself (like transfer of employees from one department to

other, promotions) to fill a position are known as the internal sources of


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recruitment. Recruitment candidates from all the other sources (like outsourcing

agencies etc.) are known as the external sources of the recruitment.

Sources of Recruitment

Advantage and disadvantage of Sources


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Some Internal Sources of Recruitments are given below:

Transfers: The employees are transferred from one department to

another according to their efficiency and experience.

Promotions: The employees are promoted from one department to

another with more benefits and greater responsibility based on efficiency

and experience.

Others are Upgrading and Demotion of present employees according to

their performance.

Retired and Retrenched employees may also be recruited once again in

case of shortage of qualified personnel or increase in load of work.

Recruitment such people save time and costs of the organizations as the

people are already aware of the organizational culture and the policies

and procedures.


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The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the

family do not become dependent on the mercy of others.

External sources of recruitment:

Press Advertisements: Advertisements of the vacancy in newspapers

and journals are a widely used source of recruitment. The main advantage

of this method is that it has a wide reach.

Educational Institutes: Various management institutes, engineering

colleges, medical Colleges etc. are a good source of recruiting well

qualified executives, engineers, medical staff etc. They provide facilities

for campus interviews and placements. This source is known as Campus

Recruitment.

Placement Agencies: Several private consultancy firms perform

recruitment functions on behalf of client companies by charging a fee.

These agencies are particularly suitable for recruitment of executives and

specialists. It is also known as RPO (Recruitment Process Outsourcing.

Employment Exchanges: Government establishes public employment

exchanges throughout the country. These exchanges provide job

information to job seekers and help employers in identifying suitable

candidates.

Labour Contractors: Manual workers can be recruited through

contractors who maintain close contacts with the sources of such workers.

This source is used to recruit labour for construction jobs.

Unsolicited Applicants: Many job seekers visit the office of well-known

companies on their own. Such callers are considered nuisance to the daily

work routine of the enterprise. But can help in creating the talent pool or

the database of the probable candidates for the organisation.


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Employee Referrals / Recommendations: Many organizations have

structured system where the current employees of the organisation can

refer their friends and relatives for some position in their organisation.

Also, the office bearers of trade unions are often aware of the suitability of

candidates. Recruitment Management can inquire these leaders for

suitable jobs. In some organizations these are formal agreements to give

priority in recruitment to the candidates recommended by the trade union.

Recruitment at Factory Gate: Unskilled workers may be recruited at the

factory gate these may be employed whenever a permanent worker is

absent. More efficient among these may be recruited to fill permanent

vacancies.

Recruiters for schools across the country are making use of both historically

successful and newer sources to fill current vacancies for SLPs and to identify

potential employees for the future. These sources include:

University programs

Ads in local and national newspapers

Networking with current staff and student teachers

Recruitment agencies

National, state, and local speech-language-hearing associations

Job fairs

Online links among all rural, urban, and suburban schools in given

districts and via special

Successful Recruitment:


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Thinking about companys need:

Before embarking on the recruitment process it is vital to put some thought into

what their needs are and the best way to meet them. This should involve

considering a number of questions with colleagues in their team, their line

manager or Faculty Personnel Manager:

If this is a new role, what are the main job purpose and objectives,

responsibilities and tasks and what sort of experience skills and attributes

will they be looking for?

If this is an existing role, are there any changes that need to be made to

the tasks and responsibilities to ensure the job will be fully effective?

Rather than recruiting a new person, are there opportunities for

developing the skills and experience, or redesigning the jobs of, existing

staff?

Are there people in companys department or related departments who

are at risk of redundancy and seeking redeployment who may be

potentially suitable for the role?

If so then they will need to be considered for the role prior to advertising.

If this is not a full time, permanent contract post, what type of contract of

employment or work pattern is likely to be most appropriate? Information

on the different types of contract that can be used can be found at

Describing the job and the person:

Further particulars:

New or existing jobs will need to have been described in detail using a Job

Description Template in order to have their grade confirmed through job

evaluation or role profile matching. Research and Teaching roles will also have


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been placed on the appropriate academic career pathway and profile level. This

information forms the basis of the further particulars for the vacancy, for which

templates and guidance are available at As explained in the template guidance,

this document is essentially job evaluation/role-profiling matching information,

adapted for the recruitment process.

The further particularsare central to the whole recruitment and selection process

because they:

provide the key elements and messages that you include in the job advert;

identify the key selection criteria (particularly the person specification) that

they will use throughout the selection process;

Enable candidates to decide whether they are attracted to the job, are

likely to be suitable and therefore, ultimately, whether they wish to apply.

The template will help them to provide candidates with a fully comprehensive and

easy-to follow description of the vacancy. Presentation and content are crucial,

as candidates will make assumptions about the role, their department and the

University based on the quality and quantity of information provided.

Organization will need to include the following in the further particulars:

job description including grade, hours, salary range etc. and

responsibilities and tasks;

person specification the qualifications, skills, knowledge and

experience that will form the basis of their selection criteria;

Background information on the area of work, the department and the

University.

Selection Criteria:


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The qualifications, skills, knowledge and experience that you include in the

person specification form the basis of the selection criteria used throughout the

selection process for:

self-selection by candidates - people can make an informed choice as

to whether they are suitable;

short-listing - paper-based assessment of how well candidates meet the

selection criteria;

devising tests, presentations and interview questions - matching

these with specific elements of their selection criteria so they can rate

people against them;

Deciding on the best person for the job - bringing together the evidence

from the selection process to determine who best meets the selection

process.

Developing appropriate selection criteria, often referred to as the person

specification, is a crucial part of the recruitment and selection process. Here are

some tips on things to think about in deciding on their selection criteria:

What is essential to the job from day one and what is desirable (but could

be realistically gained through experience, training or further qualifications

in the role)?

Paint a realistic picture of the experience, qualifications and skills they are

looking for. Do not set such impossibly high standards that they reduce

their chances of finding anyone suitable.

Don't simply list the attributes of the previous or existing post-holder

consider whether the job evolved or changed since they last recruited.

Specify the experience they are looking for in relation to:


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any job-specific processes;

equipment or machinery;

planning and organising skills;

communication skills;

flexibility or multi-tasking skills.

Make sure they use statements that are objective, realistic and justifiable

and do not inadvertently rule people out who may be suitable;

Make sure the wording is clear and unambiguous e.g. "a degree or

equivalent in a relevant subject"rather than "a degree";

Specify the nature, quality, context and quantity of each type of

experience or skill so that it can be used as an effective measure, e .g.,

"strong aptitude for computer based work and extensive experience of

using a wide range of office PC packages in a deadline driven

environment" rather than "IT skills".

Do not include age-related criteria in job and person specifications,

selection criteria and advert wording. Avoid words like "young", "recently

qualified" and "mature", as these could potentially be seen to be

discriminatory to older or younger workers and therefore in breach of the

Employment Equality (Age) Regulations.

Only specify a required length of experience if it is justifiably necessary.

Using such a requirement, particularly where it is for a lengthy period,

could potentially be seen to be discriminatory against both younger

workers and women who have taken career breaks when having children.

As a general rule of thumb avoid using length of experience criteria over 5

years. Focus on what type of experience they are looking for rather than


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an arbitrary figure for how long the person has being doing it, which is

unlikely to be a good indicator of performance in any case. For instance,

"Significant experience of providing a service in a busy, customer-focused

environment"rather than "Three years customer service experience".

Agreeing the grade:

Job family and grade:

The University introduced a new grading structure on 1st August 2007. All job

roles are allocated a grade through the job evaluation or role profile matching

process outlined below. Each job role is also placed in one of the following four

job families:

Research and Teaching (For most job roles previously in the academic,

research and related staff categories);

Professional and Administrative Services (For most job roles

previously in the academic-related and secretarial and clerical staff

categories);

Technical Services (For most job roles previously in the technical staff

category);

Operational Services (For most job roles previously in the craft, manual

and senior domestic and supervisory staff categories).

The only job roles not included in the new grading structure are clinical academic

job roles.

Considering any redeployment candidates:


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Having established the further particulars and grading for the role, the next step

is to consider whether anyone within your department or Faculty/ Division is "at

risk of redundancy (i.e. because they are coming to the end of a fixed term

contract that is not being extended due to a lack of funding, through a

restructuring exercise or otherwise). If they are looking for a redeployment

opportunity, and if they may be suitable for the vacancy, this could be a quick

way to fill your vacancy with a suitable candidate without having to advertise.

This entails following a 'local' process before submitting the vacancy to

Personnel Services for wider advertising. Your department and Faculty/ Division

will have a system for quickly identifying and considering any redeployment

candidates. Fuller guidance on the procedure to follow in considering

redeployment candidates can be found at

www.bristol.ac.uk/personnel/recruitment/redeployment.html. Your Faculty

Personnel Manager can also provide advice on this process.

Deciding on appropriate selection methods and whom to involve:

The selection process should be carefully planned and a key element will be to

decide on the most appropriate selection methods to use for their vacancy.

Further information on selection methods can be found. One early decision youwill need to make is whom to include on their selection panel and who will Chair

the panel. The panel should be a small but representative group of relevant

stakeholders who know the job and its requirements well, e.g. the line manager,

a colleague from a customer, user or partner department. Ideally they would be

looking at between two and four people with a gender balance.

There are more specific requirements for selection panels (known as

appointment committees) for the following appointments: Lecturer, Senior

Lecturer, Reader (Pathway One), Chair and their clinical equivalents,

Professional and Administrative Grade J and above. For details see the checklist

at www.bris.ac.uk/personnel/recruitment. All of the panel members should have

been on the University's Successful Recruitment and Selection training course.


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Exceptionally, where an individual is identified as a key panel member and is not

able to attend the course in time for the selection process, they make take part

subject to the Chair taking responsibility for ensuring that they are briefed and

competent to play an active and effective role. If a member of the panel has a

family or non-work related social connection with any of the candidates invited for

interview, they should declare this to the Chair of the selection panel at the

earliest opportunity before the interviews take place. The Chair will then need to

make a judgment as to whether the individual should remain part of the process

or be replaced. Normal academic or professional contact, which may involve a

degree of social contact, would not normally be a reason for excluding someone

from the process.

Timescales and costs:

When planning the recruitment and selection process it is important to establish

realistic timescales for the different stages. There is often a temptation or

pressure to complete the process in the shortest possible time so that you can

have the new person in place. This can be counter-productive if timescales are

too tight or unrealistic. If the vacancy is being placed in any external media then

the relevant advertising deadlines will be a constraint that you will have to workwith. Other issues to think about are availability of your panel members, whether

any holiday periods fall within your proposed timescale and whether there are

any preferred times for the new recruit to commence employment. As a general

rule of thumb, think of the following as a guide to minimum timescales for the

different stages. It is also worth building in extra time to cover for slippage.

Timescales will be longer for academic and senior administrative vacancies and

information can be found in the checklists at

www.bristol.ac.uk/personnel/recruitment.


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Personnel Services centrally fund advertising costs in the majority of cases and

also pay reasonable interview and relocation expenses. Therefore the main

departmental outlay is in management and administrative time, with some small

potential costs relating to room bookings, refreshments etc. In some cases,

research grants will cover costs relating to the recruitment of research staff and

the grant proposal may require an estimated figure for recruitment costs to be

provided.

Planning how to advertise:

Advertising Policy:

Generally it is University policy to advertise vacancies widely to ensure the

strongest possible field of candidates and ensure that there is fair and open

competition. As a minimum this means placing the vacancy on the University of

Bristol website and listing it in the Current Vacancies Bulletin. Unless requestedotherwise or where a vacancy is restricted to internal candidates only, Personnel

Services will automatically promote vacancies through the Jobs.ac.uk website

and the Jobcentre network. Best practice is that vacancies should be open for 2-

3 weeks to give potential applicants time to apply and to help ensure a good field

of candidates; one week is the absolute minimum period to advertise. There is a


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legal duty for any vacancy to which the University wishes to appoint a migrant

worker to have been advertised for at least 2 weeks in order to meet the

Resident Labour Market Test4 of the points based immigration system. Research

vacancies are also promoted through a range of web sites as part of the ongoing

centrally funded Finding the Answers on-line campaign5 and do not generally

need to be promoted in any additional advertising media. Support vacancies

(Administrative/ Professional Services, Operational Services and Technical

Services) are promoted through a range of web sites as part of an on-going

centrally funded on-line campaign. In most cases, promotion in additional media

will not be necessary. The value of using any additional web or print media 7 to

increase your pool of candidates and target the right sort of candidates for their

jobs should be carefully thought through; if they wish to discuss media choices,

the Recruitment Team will be happy to advise during the planning stage. The

central recruitment budget held by Personnel Services may, where appropriate

and agreed with the Recruitment Manager, fund promotion through one of the

following additional media:

Print media - newspaper, journal etc;

Combined print and web media - e.g. a newspaper or journal and its on-

line version;

Web site - including potential additional exposure through job of the week

buttons and banners, e-mail alerts etc.

The Government has set up a number of welfare to work initiatives aimed at

matching motivated and skilled people who are currently not in employment to

employers and jobs. Tapping into this resource can potentially be an effective(and no-cost) way of finding suitable candidates.

Internal only advertising:


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Vacancies in the following categories are restricted to internal candidates only in

the first instance when submitted through BORIS to Personnel Services:

Technical Services Job Family Grade F and above;

Professional and Administrative Services Job Family Grades F, G and H.

It is only in the following circumstances that a vacancy would not need to

be submitted to Personnel Services for advertising:

Where there are staff in the recruiting department or Faculty/Division who

are at risk of redundancy and seeking redeployment;

If the vacancy has come about as part of a restructuring exercise, in which

case the selection process would normally be restricted to people within

the department;

Where there is a named person on a research grant,5 selected for

objective and defensible reasons, the person can be appointed to a

research vacancy without advertising.

Networking and informal contacts:

Remember to also promote their vacancy through any relevant professional,

subject related or work-based networks e.g. newsletters, web sites, vacancy

lists, e-mail alerts, meeting and conferences etc. Informal and word-of-mouth

promotion to targeted groups is an effective and no-cost way of widening their

pool of suitable candidates.

Using recruitment agencies and consultants:

The University's general policy is to advertise vacancies rather than use agencies

or consultants, except for temporary staffing needs. This is because the

University has its own established, professional and efficient infrastructure for

recruitment, which ensures the strongest possible field of candidates, fair and

open competition and that costs are minimized. In exceptional circumstances it


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may sometimes be appropriate to use an agency or consultant, for instance

where the vacancy is highly specialized and it is reasonably anticipated that it will

be hard to find a suitable candidate through advertising. This option should only

be followed after consultation with the University's Recruitment Manager and will

generally be in tandem with the vacancy being advertised on the University's web

site. How the agency or consultant fee will be paid for will need to be decided on

a case-by case basis.

Putting the advert together:

They will need to draft a concise but informative job advert. Key points to

consider when doing this include the following:

Capture the main elements and attractions of the job and the type of

person they are looking for in a punchy and appealing way. Try to do this

in 50-100 words based on the information you have already compiled in

the further particulars

Keep words, sentences and paragraphs short and clear.

Make sure the job title will be meaningful outside the University.

Try to picture the sort of person you want to attract. What would they

already know about the University and the job? What do they need to

know?

Emphasize the most interesting elements of the role and don't labour the

obvious

Ensure that they do not use any potentially discriminatory language, terms

or criteria.


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They may wish to contact the Personnel Services Recruitment Team

during the planning stage for advice and guidance on how best to

advertise their vacancy and how to put their advert together.

Selection:

Deciding on the most appropriate selection methods:

A well-planned and structured interview process is an adequate way of helping

them to select the most appropriate candidate. However, it is more effective if

used alongside other selection methods. Whichever selection methods are used,

it is important to ensure that:

The methods chosen are appropriate to the job and will provide added

value in assessing the best candidate. For example, it would not be

appropriate or useful to ask candidates for a more junior clerical role to

give a presentation.

The panel are clear as to how the method used relates back to the

selection criteria and how performance will be assessed;

The selection process is clearly defined to all the candidates in advance

and consistently applied to all.

Remember that using a range of selection methods will increase the level

of forward planning involved and will often require someone from outside

the selection panel to coordinate the exercises during the day.

Short-listing:


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Short-listing is the vital first stage in the selection process. Measuring how

candidates match up to their selection criteria at this stage is crucial to enable

them to objectively assess which of the candidates they wish to consider further

in the next part of the selection process, generally the interview stage. Careful

short-listing is particularly important when they have a large number of

applicants. Ideally, everyone who is part of the selection panel should be

involved in the short-listing process either together or independently. However, if

this is not practicable, at least two members of the interview/final assessment

panel should be involved. There are two types of internal applicants who must

be short-listed if they meet the essential criteria for the vacancy (in both cases

this will be clearly indicated by a covering letter from Personnel Services):

Staff formally at risk of redundancy - in line with the University's

Redeployment of Staff policy.

Staffs who have been 'red circled' in their current role - in line with the

University's guaranteed interviews for red-circled staff policy.

Here are some tips to help them use their selection criteria effectively and

fairly in the short listing process:

Decide which of the selection criteria included in the further particulars

they can practically use when reviewing the written applications. They may

decide to focus on the essential criteria initially.

It is useful to give each criterion a value and to weight it according to its

importance.

Then they can score each candidate against each criterion and come up

with an objective rank order. A simple matrix can be useful for recording

this process.


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If they use a criterion based on how well each candidate has completed

their application make sure the assessment is not based on arbitrary

factors such as standard of hand-writing.

Base their assessment on the evidence that the candidate has provided

and try not to make assumptions to 'fill in the gaps'. If they haven't

demonstrated that they have a particular skill or experience then don't

assume they have.

If they have a large number of applicants who appear to meet the

essential criteria then use their desirable criteria to try to identify those

who are most suitable. They may wish initially to draw up a 'long-list' of

those who meet the essential criteria first and then identify those to call for

interview from this group.

Use the guidance on the short-listing record when considering any

overseas nationals who have recorded on their application form that they

would require permission to work in the UK to take up the job. Such

candidates should be considered alongside the other applicants in the first

instance. Its also important to remember that the resident population of

the United Kingdom contains a range of ethnic and national groups and

there are also a wide range of people from outside the UK who are eligible

to work here. If there are sufficient applicants who are both currently

entitled to work in the UK and meet the criteria for the vacancy, it may be

appropriate not to shortlist an overseas national who does not currently

have permission to work in the UK. In most cases it will only be academic

and research vacancies, or those that require specialist skills and

qualifications, for which the University would be able to obtain a certificate

of sponsorship for a migrant worker.

If they have candidates with qualifications from outside the UK, the NARIC

website containing comprehensive information on how international

qualifications compare


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Ideally they should be looking to short-list no more than about seven

candidates (four to six is probably the optimum number).

Identify reserve candidates in case people drop out.

Ensure that they can objectively justify the cut-off point between those

they short-list and those you do not.

The Chair-person o

Documents

Recruitment Indiamart Final