Recruitment:

According to Edwin B. Flippo, Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation

Recruitment is a core function of human resource management. Recruitment refers to

the overall process of attracting, selecting and appointing suitable candidates
for jobs (either permanent or temporary) within an organization.

Recruitment needs are of three

PLANNED
I.e. the needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.

The Purpose and Importance of Recruitment

Attract and encourage more and more candidates to apply in the organisation.
Create a talent pool of candidates to enable the selection of best candidates for
the organisation.
Determine present and future requirements of the organization in conjunction
with its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of
its workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques
and sources for all types of job applicants

Recruitment process / functions

Identify Job Vacancies
Ascertain Job Requirements

Consider factors affecting Recruitment

 1. Organisational recruitment policy
2. Cost of employment
3. Employee market conditions
4. Time available for recruitment
Prepare Job Application
Select the method of recruitment / Sources of Recruitment

Since recruitment sources are unlimited, an organization must decide how to reach the
best sources of potential employees.

Internal sources of recruitment:

Group of employees which already exist in organization is internal source of recruitment.
Most of organization depends on internal source for fulfilling new or vacant position.
They can fulfil the requirement by upgrading, promotion, posting and transfer of
qualified employees of organization. Sometimes, employees who have worked in the
organization at past are also rehired.
In order to facilitate in finding the appropriate candidates, human resource management
takes human resource inventory as reference. After finding appropriate candidates, they
are encouraged to apply for such position.

External sources of recruitment:

Group of potential candidates available out of organization is the external source of
recruitment. For the lower level entry or level employees, candidates are recruited from
external sources. Application forms are invited to fulfil the posts through different media
like newspapers, journal, websites, or educational institutions.

Implementation
Evaluation of Recruitment efforts
Factors affecting Recruitment
EXTERNAL FACTORS INTERNAL FACTORS
Supply & Demand Recruitment Policy
Labour Market Human Resource Planning
Image/Goodwill Size of the Firm
Political-Social-Legal Environment Cost of Recruitment
Unemployment Rate Growth and Expansion
 Competitors

Recent trends in Recruitment

Outsourcing
This occurs when a firm is interested in a broad set of services performed by an outside
organization. Cost savings in this area are easily obtained because rather than purchase
and maintain their own specialized hardware and software, as well as specialized staff to
support such systems, companies can time share the facilities and expertise of a firm
that focuses on this technology. Thus, a moderate-size company that might otherwise
need to have a 15- to 30-person HR staff can get by with just 5 to 7 people devoted to
HR because they share services with outside In addition to managing the size of the HR
unit, it frees up HR managers to focus on more strategic issues

Poaching/Raiding
Employee raiding, employee poaching is the practice of aggressively recruiting talented
employees from competitors. The term gained notoriety in 2010 when it was revealed
that a number of companies attempted to suppress the recruitment of their high-tech
employees. Some of the better-known parties to the High-Tech Employee Antitrust
Litigation include Apple, Google, Intel, Intiuit and eBay. These companies subsequently
agreed to no longer engage in no-poaching agreements. When an employer loses
employees to competitors, they incur a number of expenses; this includes recruiting,
retraining, as well as sign-on bonuses.

E-Recruitment
The E-Recruitment, also called as Online Recruitment, is the process of hiring the
potential candidates for the vacant job positions, using the electronic resources,
particularly the internet.

Nowadays, companies make use of the internet to reach a large number of job seekers
and hire the best talent for the company at a less cost, as compared to the physical
recruitment process.

E-Recruitment includes the entire process of finding the prospective candidates,

assessing, interviewing and hiring them, as per the job requirement. Through this, the
recruitment is done more effectively and efficiently.

Generally, the job vacancies are advertised on the world wide web (www), where the
applicants attach their CV or resume, to get recognized by the potential recruiters or the
employers.

Selection
Selection is the process of picking individuals who have relevant qualifications to fill jobs
in an organisation. The basic purpose is to choose the individual who can most
successfully perform the job from the pool of qualified candidates
1. Right employee for the job vacancy
2. Development of image as a good employer
3. Cost Effective Selection Process

1. Preliminary interview: the selection process generally starts with this step where the
totally unsuitable applicant is eliminated. Thus the organization is saved from the
expenses of processing the applicant through the remaining steps of selection. The
candidates who pass this step are only asked to fill the application form.
2. Receiving applications: after passing the preliminary interview the candidate is asked
to fill the standard application form. The application form generally consists the
information about the age, qualification, experience etc. of the candidate on the basis
of which the interviewer gets the idea about the candidate and this information also
helps in formulating questions.
3. Screening of applications: after receiving the applications the screening committee
screens the applications. Only the candidates who qualify the criteria of the screening
committee are called for the interview. Usually the candidates selected for interview
are four to six times than the number of posts. Interview letter is sent to them or
they are called telephonically.
4. Employment test: after getting the interview letter and before going to the interview
there is one more step and that is the employment tests. These tests are done to
check the ability of the candidate. These tests vary from organization to organization
and change as per the need of the particular job. these tests are intelligence tests,
aptitude tests, trade tests, interest test, personality tests etc. these tests must be
designed properly otherwise they will not good indicator of one knowledge.
5. Employment interview: the candidates who qualify the above tests are called for the
employment interview. This interview is done to get more information about the
candidate, to give him the actual picture of what is required from him, to check the
communication skill of the candidate etc. for senior position post; a panel is prepared
who take the interview. At the end of interview of each candidate the members of
panel discuss about the candidate and give him the grades.
There may be direct interview or indirect interview. The interview should be
conducted in a room free from the noise and disturbance only than the candidates
will be able to speak freely and frankly.
6. Checking references: before selecting the employ the prospective employee generally
look out for the referees given by the candidate. To check about the candidates past
record, reputation, police record etc.
7. Physical examination: The organizations generally prefer medical examination to be
incurred of the person to avoid time and expenditure spend on the medically unfit
person. Sometimes the organization may ask the candidate to get them examined
from the medical expert.
8. Final selection: after all these steps the candidate is selected finally. He is appointed
by issuing appointment letter. Initially he is appointed on probation basis after finding
his work satisfactory he is appointed as permanent employee of the organization or
otherwise he may be terminated.
Thus, all the above said steps of selection are important for the appointment of right
kind of person for the right job.

Deployment
A deployment is the movement of employee from one position to another in same
occupational group. Deployment also refers to is the movement of staff from one work
assignment to another to meet operational needs. A deployment cannot result in
promotion or change of tenure. Deployment may take the form of work assignments
within the current job, lateral transfers, relocation, or temporary assignments.
Deployment of staff enables realignment of human resources to new work assignments
or job responsibilities to meet changing business needs or to provide opportunities to
gain skills and experience.

Ethical issues in Recruitment

Ethics play a very important role during the recruiting process. While there are laws in
place that protect certain individuals during the hiring process--as well as help maintain
a professional, ethical standard when hiring employees--HR professionals are often faced
with dilemmas that extend beyond these principles. Some common ethical dilemmas in
hiring can include:
Placing misleading advertisements for jobs.
Misrepresenting the requirements of a particular position.
Responding to a hiring manager who has asked you to find a way around not hiring
a qualified candidate for discriminatory purposes.
Not reviewing candidates based on their merits.
To help deal with these types of dilemmas, it is critical for HR professionals to be honest,
consistent and objective throughout the recruiting process. Job ads for positions that
actually differ from what is being advertised should not be placed.Generally, employers
should focus on a candidates ability to perform the job and not on extraneous factors.
When interviewing candidates, it is important that the job is not misrepresented to the
candidate. This can include working conditions as well as the current or projected state
of the organization, particularly if it can significantly affect the candidates future
employment prospect with the organization.
When recruiting employees from suppliers, customers and competitors, employers
should conduct themselves in a transparent fashion, ensuring that the candidate fully
understands the risk involved when going to work for a competitor. For example, some
candidates may be bound by a legal contract that prohibits them from working for a
competitor. When going to work for a competitor, candidates also should understand the
potential risks associated with damaging professional relationships with employers in
their industry. In many ways, these ethical dilemmas have the potential to be just as
damaging as legal issues. The SHRM Code of Ethical and Professional Standards in
Human Resource Management can provide a good framework for HR professionals to use
as guidance throughout the recruiting process.