Lecture 3 Strategy Development For Recruitment t1m6z

Strategy Development For Recruitment: The Challenges Once it is known how many and what type of recruits are required, serious consideration needs to be given to (1) make or buy employees (ii) technological sophistication of recruitment and selection devices (iii) geographic distribution of labor markets comprising job seekers (iv) sources of recruitment (v) sequencing the activities in the recruitment process. ‘Make’ or ‘Buy’: Organizations must decide whether to hire less skilled employees and invest on training and education programmes or they can hire skilled labor and professionals. Essentially this is the ‘make’ (hire less skilled workers) or ‘buy’ (hire skilled workers and professionals) decision. Organisations which hire skilled labor and professionals shall have to pay more for these employees. ‘Buying’ employees has the advantage in the sense that the skilled labor and professionals can begin the work immediately and little training maybe needed. Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualifications. Technological advancement has made it possible for job seekers to gain better access. Where to look: In order to reduce costs, organizations look into labor markets most likely to offer the required job seekers. Generally companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for clerical and blue-collar employees. The above pattern will be modified by certain factors. One such factor is the location of the organization. In the final analysis, organizations recruit where experience and circumstance dictate likely success. Recognizing this, many adopt an incremental strategy in which initial efforts are concentrated in regional and local markets and expanded only if these efforts fail to achieve the desired results. How to look: This refers to the methods or sources of recruitment. There are several sources which maybe categorized into internal and external. Internal Recruitment Present employees: Promotions and transfers from among the present employees can be a good source of recruitment. Promotion to higher positions has several advantages. They are it builds morale, it encourages competent individuals who are ambitious, it improves the probability of a good selection, it is cheaper than going outside to recruit, those chosen are familiar with the organization. However promotions can be dysfunctional as the advantage of hiring outsiders who maybe better qualified is denied.

Employee Referrals: Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job within the company, furnishing cards of introduction and even encouraging them to apply. This source is usually one of the most effective methods of recruitment because many effective people are reached at a very low cost to the company. In an organization with a large number of employees, this approach can provide a large pool of potential . Former employees: Some retired employees maybe willing to come back and work on a part time basis or may recommend someone who would be interested in working for the company. Sometimes people who have left the company for some reason or the other maybe willing to come back, sometimes for higher emoluments. An advantage of this is that performance of these people is already known. Previous applicants: Although not truly an internal source, those who have previously applied for jobs can be ed by mail, a quick and inexpensive way to fill an unexpected opening. Some professional openings can be filled by applicants to previous jobs. Evaluation of Internal Recruitment The three major advantages of recruitment are first it is less costly than external recruiting. Secondly organizations typically have a better knowledge of the internal candidates skills and abilities than the ones acquired through external recruiting. Third the organizational policy of promoting from within can enhance employee’s morale, organizational commitment and job satisfaction. The disadvantages are that this method simply perpetuates the old concept of doing things – that creative solving may be hindered by the lack of new talents. Another disadvantage is that politics probably has a greater impact on internal recruiting and selection than does external recruiting.

External Recruitment Professional or trade organizations: Many associations provide services for their . These services may consist of compiling job seekers lists and providing access to during regional or national conventions. Further many associations publish or sponsor trade journals or magazines for their . This is particularly useful for attracting highly educated, experienced or skilled personnel. ments: What makes a good recruitment ment? Clear job title Clear description of job (if not apparent from title) Concise description of type/size of organization

Location of job Unique selling points Inviting/friendly ments Avoidance of jargon Unambiguous text Clear reply instructions Salary and key benefits Prospects Minimum requirements of applicant (experience, skills or qualifications) Avoid gimmicks (unless part of job requirement) Within the legal framework. Basic guidelines for preparing an ment for a senior post: 1. Ideally use a display ment 2. The job vacancy should become the headline of the ment. Avoid internal job titles if they convey no meaning outside the company. 3. Opening paragraph: Explain briefly who the company is and depending on space, its function, size and future growth. This would give the applicant some dia of job security and career development within the company. 4. Second para: State the main purpose of the job, emphasizing significant aspects of it and any unique selling points/attractions. Equally mention any possible disincentives such as the need to work away or to travel. Avoid over selling the job or making false statements. Beware of too much detail. Information for the second para would be found in the job description. 5. Third Paragraph: Set out the essential qualifications and experience required. Also include any contra-indicators –for example if car drivers only are required. You will find this information in the person specification. 6. Fourth Paragraph: Address the benefits, rewards, and conditions of employment. Highlight the benefits that above average. 7. Sign-off: Invite applications, give details of to whom they should be sent and preferably the time-scale for reply and interview dates. It saves a great deal of istrative time. Junior level vacancies 1. For less senior posts, replace the business like copy used for executive positions by a more relaxed person-to-person approach. Words like candidates and applicants can be replaced by you, the company . The sign off is less formal, inviting candidates to phone for an application form or call in. The ment is not so detailed. 2. Include job title (make sure the ment gives a clear picture about the job – if not provide an explanation), rate of pay, main duties, benefits such as canteen, flexi-time, location of work etc.

Many organizations place what is referred to as a blind ad, one in which there is no identification of the organization. Respondents are asked to reply to a post box number or to a consulting firm that is retained by the organization. Large organizations with national reputations will seldom use blind ads to fill lower level positions. However when the organization does not wish to publicize the fact that is is seeking to fill an internal position or when it seeks to recruit for a position in the place of a person likely to be displaces, a blind ad may be appropriate. This is especially true when the position to be filled is likely to draw an extraordinary number of applications. Employment Exchanges: Employment exchanges have been set up all over the country in deference to the provisions of the Employment Exchanges Act. The Act applies to al industrial establishments having 25 workers or more. The Act requires to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and do the preliminary screening. Campus Recruitment: Colleges, universities, research laboratories and institutes are fertile ground for recruiters. In fact in some companies, recruiters are bound to recruit a given number of candidates from some institutes every year. Walk-ins, write-ins and Talk-ins: The most common and least expensive approach for candidates is direct applications in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of pool of potential employees to meet future needs. From employee’ viewpoint walk-ins are preferable as they are free from the hassles with other methods of recruitment. This method is used more for entry and junior level and unskilled vacancies. Write-ins are those who send written enquiries. These job seekers are asked to complete application forms for further processing. Talk-ins are becoming popular nowadays. Job aspirants are required to meet the recruiter for detailed talks. No application is required to be submitted to the recruiter Consultants: ABC Consultants, Ferguson Associates, Head hunters are some fo the numerous recruiting agencies. These and other agencies are retained by organizations for recruiting and selecting managerial and executive personnel. Consultants have nation wide s and lend professionalism to the hiring process. But the cost can be a deterring factor. Most consultants charge fees from 20 to 50 percent for the first year salaries of the individuals placed. Contractors: Contractors are used to recruit casual workers. The names of the workers are not entered in the company records and hence difficulties experienced in maintaining permanent workers are avoided. Acquisitions and Mergers: Another method of staffing organizations is a result of the merger or acquisition process. When organizations combine into one, they have to handle a large pool of employees some of whom may no longer be necessary in new

organizations. Consequently the new organization has, in effect, a pool of qualified job applicants. Drawing the best-qualified applicants from this employee pool can readily staff both new and old jobs. Competitors: Rival firms can be a source of recruitment. Popularly called poaching or raiding this method involves identifying the right people in rival companies, offering them better and luring them away. For example many employees left HMT to Titan etc. There are legal and ethical issues involved in raiding firms for potential candidates. From the legal point of view, an employee is expected to a new organsiation only after obtaining a no objection certificate from hi present employer. A challenge for the HR manager is to prevent this job hopping for just some more money. Evaluation of External Recruitment 1. The organization will have the benefit of new skills, new talents and new experiences 2. The management will be able to fulfill reservation requirements in favor of the disadvantaged sections of the society 3. Scope for resentment, and jealousy can be avoided. Internal v/s external sources: a Comparison Advantages Internal sources • Morale of promotee • Better assessment of abilities • Lower costs for some jobs • Motivator for good performance • Causes a succession of promotions • Have to hire only at entry level External Sources • “New Blood” New perspectives • Cheaper than training a professional • No group of political ers within the organization • May bring industry insights

Disadvantages • • • • • • •

Inbreeding Possible morale problems of those not promoted Political infighting for promotions Need strong management development program May not select someone who will fit May cause morale problems for those internal candidates Longer adjustment or orientation time

When to look ? An effective recruitment strategy must determine when to look – decide ton the timings of the events – besides knowing where and how to look for job applicants. Time lapsed data will be highly useful in determining the average time that elapses between major decisions points in the recruitment process. SEARCHING Once a recruiting plan and strategy are worked out, the search process can begin. It involves two steps (l) source activation (ll) Selling • Source activation is typically when the sources and search methods are activated by the issuance of an employee requisition. That means no actual recruiting takes place until line manager have verified that a vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications. • Selling is the second issue to be addressed. It concerns communication. Here organizations walk a tightrope. On one hand they want to attract desirable applicants. On the other they must resist the temptation of overselling their virtues. EVALUATION AND CONTROL Considerable costs are incurred in the recruitment process. The costs generally incurred are • Salaries for recruiters • Management and professional time spent on preparing job descriptions, job specifications, ments, agency liason etc • Costs of ments and/or other recruitment methods • Cost of producing ing literature • Recruitment overheads and istrative expenses • Costs of overtime and outsourcing while the vacancies remain unfilled • Cost of recruiting suitable candidates for the selection process. Questions should always be asked whether the recruitment methods used are valid and whether the recruitment process is effective

Evaluation of Recruitment Process The recruitment process has the objective of searching and obtaining applications from job seekers in sufficient numbers and quality. The evaluation of the process might include • Return rate of applications sent out • Number of suitable candidates for selection • Retention and performance of the candidates selected • Cost of the recruitment process • Time lapsed data • Comments on image projected. Challenges faced by the HR manager in the Recruitment Process • • • • • • • •

Attract people with multi-dimensional experiences and skills Induct outsiders with a new perspective to lead the company Infuse fresh blood at every level in the organization Develop a culture that attracts people to the company Locate people whose personalities fit the company’ values Search for talent globally, not just within the country Design entry pay that competes on quality, and not quantum Anticipate and find people for positions that do not exist yet.