Course Instructor

PREPARED FOR Abu Zafar Ahmed Mukul

Assistant professor
Department of Management and Finance
Sher-E-Bangla Agricultural University

PREPARED BY
“Aspirers”

41st batch

Department of Management Studies

Jahangirnagar University

Date of Submission: 25th -December -2016

2
25th -December -2016
Abu Zafar Ahmed Mukul
Assistant professor
Department of Management and Finance
Sher-E-Bangla Agricultural University
Savar, Dhaka.

Submission of Assignment on “Recruitment and selection policy”

Madam,

We, the members of the “Aspirers” group have the pleasure in submitting the ins and outs of our
assigned assignment on “Recruitment and selection policy.” to you. We have tried to enclose
all the needful areas of discussion and thus the final report is next to you.

With due respect and humble submission, we would like to request you to examine and evaluate
the assignment at your convenience and oblige thereby.

Thank you.

Sincerely yours,

“Aspirers” group,

3
 GROUP PROFILE

SERIAL NO. MEMBERS NAME ROLL

01. KAZI SAMEER 2355

02. A.B.M. FARHAN SHAHRIAR 2354

03. MD. IMRAN HOSSAIN 1453

04. ATIA SANJIDA 1413

.05 NAZMUL HOSSAIN 1457

4
ACKNOWLEDGEMENTS

On the completion of our term paper on “Recruitment and

selection policy.” we thank the almighty God for bestowing us
with His blessings and enabling us to complete our assigned
task without much encumbrance.

In making this report we have been benefited greatly by our

course teacher also have provided us with support,
encouragement, and constructive criticisms.

We owe an enormous debt to our course instructor who are

always ready to lend their helping hands to us.

Finally, there is the most important acknowledgement of all –

our feelings for and gratitude to our parents, who are the
foundation of our life. They help us keep work and play in
perspective and give meaning to everything we do.

“Aspirers” Group

Dept. of Management Studies

Jahangirnagar University

5
 Table of Contents
Part 1: Proposed Recruitment and selection policy for large Scale Organization (1-7)

1 Introduction 08

2 Scope 08

3 Principles 08

4 Roles & responsibilities 08

4 Consideration of role 09

5 Vacancy approval 09

6 Advertising 09

7 Permanent vacancies 09

8 Short term vacancies 09

9 Application process 10

10 Diversity monitoring 10

11 Selection 10

12 Shortlisting 11

12.1 Interviews 11

12.2 Skills Assessment 11

12.3 Travel Reimbursement 12

12.4 Appointment 12

12.5 Confidentiality 12

6
12.6 Documentation 13

13 Grievances 13

Part 2: Proposed Recruitment and Selection policy of medium scale organization 14

Part 3: Characteristics of an SSO ( llamS Scale Organization ) 16

1 Proposed Recruitment and selection policy for llamS Scale Organization: 17

2 Policy brief & purpose 17

3 Scope 17

4 Policy elementation 17

5 Internal VS External 18

6 Job Description 18

7 Image of the organization 18

8 Image of the job 18

9 Employees Involvement 18

10 Employee Responsibility 19

11 Recruitment and selection process 19

12 Method of evaluation of recruitment 19

13 Centralization or decentralization 20

14 Revocation of an offer 20

15 Forces Affecting Recruitment and selection policy for llamS Scale 21

Organization
16 22
Conclution

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Part 1: Proposed Recruitment and selection policy for large Scale Organization:

1. Introduction

1. In order to achieve strategic objectives, the organization must be able to attract candidates
with the right skills, experience, approach, and attributes. The purpose of the recruitment
and selection policy is to ensure that in doing so, otwill apply fair and open competition,
ensure consistency and transparency throughout the process, and recruit on merit.
2. The policy and procedures will be outlined in-keeping with the policy on equality and
diversity, and all relevant employment legislation.
3. There should be times when, owing to short-term operational needs, exceptions must be
made to this policy. All such cases must be approved by HR.

2. Scope

1. This policy applies to the recruitment and selection of all employees to the large-scale
organization.
2. All employees involved at any stage of the recruitment and selection of people should be
aware of and adhere to the contents of this policy. If any aspect of the documentation is
unclear, then advice should be sought from HR before progressing.

3. Principles

1. There are a number of important principles which underpin the recruitment and selection
policy:

Prospective candidates will have a reasonable opportunity to become aware of
organization vacancies (including any internal candidates who may be absent due
 information on the vacancy,
to any form of long term leave), will have sufficient
and will have a reasonable time in which to apply.


All candidates will be considered  equally on merit throughout all stages of the
recruitment and selection process.

Recruitment and selection decisions will be based on job related criteria (as
outlined in the role profile) including skills, competency, relevant experience and
 ability. Any selection techniques applied will be reliable and relevant to the role.

 be treated with confidentiality and in accordance
Information relating to applicants will
 with Bangladesh labor Law a Act ).

4. Roles & responsibilities

 All managers who will be involved in recruitment and selection exercises are required
to familiarize themselves with this policy document and procedural guidelines, and
must ensure that the principles are applied in every case. 

 HR has responsibility for ensuring that the principles of this recruitment and selection
policy are applied throughout the organization . It also has a role in ensuring that 

8
 recruitment decisions, throughout all stages of the process, are consistent with
theorganization aims.

5. Consideration of role

1. In considering whether to recruit to a particular role, and prior to putting forward the
vacancy for approval, the recruiting manager must give full consideration to the skills and
competencies that would complement and enhance the existing team. This may well not
be the same skills and competencies that are already in place in similar or other roles, but
rather we should actively seek to fill skills gaps. Particular attention should be given to
recruitment to leadership positions, where skills in leading people, in a style which fits
with the culture that the organization is seeking to achieve, will in some cases be more
important than technical skills.
2. HR has a clear role to play in ensuring that the mix of roles and skills across the
organization is appropriate and conducive to enabling the Commission to achieve its aims
and objectives. The Directorate will, therefore, take an active role alongside line
managers in making recruitment decisions and will closely scrutinize recruitment
requirements, escalating any particular concerns as appropriate.

6. Vacancy approval
1. Recruitment to any new post must first be authorized by Management Board.
2. Recruitment to replace within an existing role must first be authorised by the relevant
director, HR and Finance.
3. Where necessary, any one of these directors may escalate the approval to Management
Board. This will generally be where the vacancy is at Head of function level or above or
where recruitment to the role has Commission-wide implications.
4. On occasion, there may be a requirement for all vacancies, regardless of whether they are
new or replacement roles, to be approved through Management Board.

7. Advertising

1. Advertisements and supporting literature must contain all relevant information to give
candidates a clear picture of the job. At a minimum, the supporting documentation will
include a comprehensive role profile, which will include details of the skills, experience,
knowledge and competencies required. Further details, including timescales, of the
selection process should also be included where possible.
2. The advertisement should clearly state whether the role is permanent or fixed term, full or
part time, and the salary range to be applied. It should also make clear the closing date,
which must allow for a reasonable time to apply.
3. There may be exceptions to the principles of appointing using open competition, for
example, short-term appointments requiring a highly specialized mix of skills and

9
 experience. In these circumstances, we may decide to source candidates through a
specialist recruitment agency.

8. Permanent vacancies

1. It is normal practice that all vacancies for permanent posts will be advertised bot
internally within the organization and externally. However, there may be occasions when,
where time permits and it is considered that existing employees are likely to have the
prerequisite skills, consideration may be given to advertising posts internally only.
2. Exceptionally, the relevant director in consultation with HR may waive the need to
advertise. This is only likely to occur where positions may provide suitable alternative
employment for existing employees whose post has been identified for
redundancy,including the termination of fixed-term contracts or following a restructuring
exercise or when a post has recently been advertised and the reserve candidates can fill
the role

9. Short term vacancies

1. Opportunities for short term posts will normally be advertised internally either in advance
or at the same time as external advertisements. In order to minimize the impact of short
term vacancies on the rest of the organization , there may also be occasions when the
vacancy is only advertised to employees within the same directorate as the vacant
position, for example, a fixed term licensing team leader post might only be advertised to
licensing officers. Employees must gain the consent of their development manager to
enable them to be released from their current role for the duration of the short term post.
2. In some circumstances, for reasons of business continuity, it may not always be possible
for short term vacancies to be made available to any organization employee. If a
requirement is identified for a short term post then a recruitment agency may be used to
source an appropriate applicant.

10. Application process

1. At the application stage prospective candidates will be asked to send a CV and

supplementary information or a completed application form asking them to outline their
experience against key criteria. They will also be asked to submit a diversity monitoring
form and an eligibility for employment and security clearance form. These 2 forms will
not be available to either the shortlisting or interview panel.
2. The internal application process for temporary vacancies will normally require applicants
to submit an „expression of interest‟.

11. Diversity monitoring

1. In order to ensure that our diversity policy is working in practice, and that there is no
discrimination in the way we recruit, we will ask (but not require) all candidates to

10
 provide information on the key characteristics that relate to equality and diversity in
employment. The information will not be used for selection decisions.
2. The information will be used for monitoring purposes and to update confidential
recruitment information on the employee database.

12. Selection
12.1 Shortlisting

1. Candidates will only be shortlisted for interview if they meet the essential criteria defined
in the person specification. If the number of candidates meeting the essential criteria is
excessive, further selection may be undertaken using the desirable criteria to achieve a
workable shortlist
2. Shortlisting will usually be undertaken by at least two individuals who are experienced in
the recruitment process and who will go on to be involved in the interviewing process.
Decisions not to shortlist a candidate must be clearly defendable and not based on
subjective assessments. All managers sitting on shortlisting panels must be prepared to
feedback to applicants not shortlisted why this was the case, and all applicants must be
offered the opportunity to receive feedback.
3. If an employee involved in the recruitment process has a close personal or familial
relationship with an applicant they must declare this as soon as they are aware of the
application. Consideration will then be given as to whether or not they should participate
in the recruitment process.
4. Note that the Commission is a user of the Disability Symbol (also known as the „two
ticks‟symbol). This is a recognition given by Jobcentre Plus to employers who have
agreed totake action to meet five commitments regarding the employment, retention,
training andcareer development of disabled employees. In terms of recruitment and
selection it meansthat the Commission will guarantee to interview all disabled applicants
who havedemonstrated that they meet the minimum criteria for a job vacancy – ie those
criteriaidentified as „essential‟

12.2 Interviews

1. Interviews must always be conducted by a panel of at least two and ideally

threemembers. Ideally, the panel will be made up of the development manager of the
vacancy,another manager from the directorate, and a manager from elsewhere in the
organisation.Where members of the panel lack interview panel experience it may also be
necessary toinvolve a member of HR. All interviews for one post will normally be
conducted by thesame panel and where possible we will seek to ensure that the panel is as
diverse aspossible.
2. All candidates will be asked a standard format of questions, which will have been
decidedby the interview panel prior to the interviews. All questions must be related to the
jobrequirements and the candidate‟s suitability to undertake the role.

11
 3. The selection process will normally consist of one interview however there may
beoccasions when a second interview stage is required.
4. All managers sitting on interview panels must be prepared to feedback to
unsuccessfulcandidates why this was the case, and all applicants must be offered the
opportunity toreceive feedback.

12.3 Skills Assessment


As part of the selection process, it may be beneficial to apply additional
selectiontechniques. These further assessments must be directly related to the role in
questionand must be measurable against objective criteria. Candidates must be informed
of thedetails when they are invited for interview and given sufficient opportunity to
 prepare ifnecessary. Advice can be sought from HR.

12.4 Travel Reimbursement


Any reasonable costs incurred to an individual as a direct result of attending an
interviewcan be reimbursed but will not be paid if an offer of further interview or
employment isrejected. Mileage and Public Transport rates will be in line with the
organization‟s Traveland Subsistence policy. Proof of purchase will be required for all


claims where available.To make  a claim, the candidate should contact HR for the
appropriate expense claimform.

Where candidates are applying from overseas,  advice should be sought in advance
 oftravel as to what expenses might be payable.
12.5 Appointment

1. The choice of candidate will be determined by the majority view from the formal
interviewpanel and will be based on an assessment of the candidate against the job
criteria. Thepanel will take account of any other relevant information that has been
generated as partof the selection process.
2. A formal offer of appointment will be conditional upon receipt of references which
satisfythe organization‟s requirements, satisfactory evidence of eligibility to work in the
Bangladesh andother appropriate checks as applicable to the post.
3. After the formal offer stage we will ask the appointed candidate whether they wish
todisclose a disability. This will enable us to make appropriate adjustments prior to
themjoining the organization.

12.6 Confidentiality

1. All application details are treated with the utmost confidentiality. It is the responsibility
ofthe recruiting manager and HR to ensure that suitable arrangements are made
forconfidentiality to be maintained.

12
 2. The organization will adhere to the provisions of the Data Protection Act throughout
allstages of the recruitment and selection process.

13. Documentation

1. At all stages of the recruitment process, it is the responsibility of the panel to ensure
thatnotes are kept detailing the reasons for selection or rejection of candidates. These
notescould be called upon as evidence of the fairness of the process, either through an
internalassessment or to support an external investigation. The notes should therefore
berelevant to, and necessary for the process itself. It should be noted that applicants
wouldnormally be entitled to have access to interview notes about them which are
retained aspart of the record of the interview. All records must be handed to HR by the
chair of theinterview panel
2. CVs, application forms and shortlisting/interview sheets, notes of
unsuccessfulcandidates, diversity monitoring forms, and the eligibility for employment
and securityclearance forms will be retained for one year.Exceptions to following the
normal process
3. Recruitment by the process outlined in this document will always be pursued
wherepossible to test the market and secure the best person for the role. The primary
objectiveof permitting certain exceptions from that rule is to provide flexibility where it
is genuinelynecessary to meet the needs of the Commission, or where significant cost
savings can bemade. The Commission will allow exceptions to the recruitment principles
to be made inthe following areas, following approval by HR together with one other
relevant director.

  
short term appointments

where there is clearly only one suitableperson for the post and that person wasoriginally
recruited by fair and open competition
 
 when a recruitment exercise would be a genuine waste of time and resources

 acceptable candidates from a previous recruitment exercisewithin
where we have surplus
 the last 4 months.

14. Grievances

1. If you feel that this policy has not been applied consistently or have any concerns,
youshould in the first instance raise them with your development manager or HR.
2. Should your concerns not be rectified, you have the right to raise them using
theGrievance Procedure.

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Part 2: Proposed Recruitment and Selection policy of medium scale organization

1. The HR Department should look into the matter of consuming more time in the process
of calling the applicants after their responses very seriously. The organization should
control the size of applicants‟ pool by using more clear and specific statements in the ad
in terms of the minimum educational degree, preferred institutions and other necessary
criteria based on which the initial screening of the applications was conducted.
2. The Company should participate in the job fairs in their recruitment. A considerable
volume of applications are dropped in the organizations as a result of the exposure
created in the job fairs. The organization can promote its image as a potential recruiter
through its successful participation in the job fairs.
3. The company can also recruit from campus. That recruitment can bring a yield of highly
educated fresh-starters for the entry-level. The organization should arrange seminars in
the top business schools.
4. The company should facilitate online CV-posting system that is a very popular and
effective practice used by the top business organizations.
5. In the case of non-management recruitment like Sales Representative, interview board
should follow the same selection criteria.
6. The CVs of applicants should be sorted on the basis of degree or skill as early as possible
which will save valuable time to internal CV sourcing.
7. An online database of all employees should be developed so that every employee gets
individual online profile account and it can be accessed at a time by more than one
employee.
8. There should be sufficient budget for recruitment and selection purpose.
9. For some valuable positions, selection decisions can be made centrally to avoid time.
10. Reference should not be used as selection criteria because there is a chance to select a
wrong person.
11. Recruitment policy also needs to carry cultural behavior test, achievement test, aptitude
test etc
12. In some cases the job applicants‟ age is limited from 25 years to 32 years who have the
tendency to change their job frequently.
13. Sometimes it seems nepotism but they should avoid it for 100% fair and transparent
recruitment.
14. Organizations should arrange orientation program for all new employees. As a result new
employees happen to know the organizational culture, values, mission, vision etc.
15. Some training related to job should be provided.
16. HR part of Administration Department needs enough space to maintain CV bank. It will
help employees to find resumes easily.
17. The persons who are selected in the process are only contacted.
18. There should be a separate Human Resources Department.
19. The Human Resource needs identification and that should be done by HR department

14
 rather than divisional Head. It will facilitate the proper control of HR on different
concerns and it will be possible to procure the actual number of employees.
20. There should be proper determination of the skills, talents, knowledge, abilities,
qualifications, responsibilities, experiences and other human attributes required for a
particular job for a successful performance. This will also help to differentiate one job
from the other to avoid overlapping and duplication of tasks.
21. The management in charge of the organization‟s recruitment and selection should
maintain it and even make it more effective in order to gain some sort of dignity, trust
and reliance both from its employees and the general public as well.
22. Job vacancies should be made publicly to every employee in the organization and on time
to enhance equal opportunities among employees. Proper internal recruitment will also
help the organization to reduce the hiring and training cost of new employees as well as
boost the morale of the existing employees since it assures them of possible future
advancement.
23. All the avenues for recruiting should be used equally in order to every potential applicant
to get equal exposure to job vacancies in the organization.
24. the procedure for selection of potential employees should be strictly adhered to
appropriate job requirements and its relevant experiences should also be adopted in the
selection of new recruits to reduce cost and save time as well.
25. The HR department should ensure that plans are made for the recruitment and selection
of the required employees of the right type and number.
26. They can use trend analysis and ratio analysis to determine the probable vacancy. They
should study their past employment needs to control the future needs. So, Human
Resource planning is too much needed for the improvement of Recruitment and selection
system.

15
Part 3: Characteristics of an SSO ( llamS Scale Organization )

Not every small business eventually grows to the size of large corporation. Some businesses are
ideally suited to operate on a small scale for years, often serving a local community and
generating just enough profit to take care of company owners. Small-scale businesses display a
distinct set of identifying characteristics that set them apart from their larger competitors.

Characteristic 1: Revenue and Profitability

Small-scale business revenue is generally lower than companies that operate on a larger scale.
The Small Business Administration classifies small businesses as companies that bring in less
than a specific amount of revenue, depending on the business type. Lower revenue does not
necessarily translate into lower profitability. Established small-scale businesses often own their
facilities and equipment outright, which, in addition to other factors, helps to keep costs lower
than more leveraged businesses.

Characteristic 2: Employees

Small-scale businesses employ smaller teams of employees than companies that operate on
larger scales. The smallest businesses are run entirely by single individuals or small teams. A
larger small-scale business can often get away with employing fewer than one hundred
employees, depending on the business type, but it is not more than 50 employees.

Characteristic 3: Market Area

Small-scale businesses serve a much smaller area than corporations or larger private businesses.
The smallest-scale businesses serve single communities, such as a convenience store in a rural
township. The very definition of small-scale prevents these companies from serving areas much
larger than a local area.

Characteristic 4: Ownership and Taxes

The corporate form of business organization is not well-suited to small-scale operations. Instead,
small-scale businesses prefer to organize as sole proprietorships, partnerships or limited liability
companies.These businesses generally do not file their own taxes; instead, company owners
report business income and expenses on their personal tax returns.

Characteristic 5: Locations

A small-scale business, by definition, can be found only in a limited area. These companies are
not likely to have sales outlets in multiple states or countries, for example. A large number of
small-scale businesses operate from a single office, retail store or service outlet. It is even
possible to run a small business directly out of your home, without any company facilities.

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1. Proposed Recruitment and selection policy for llamS Scale Organization:

Recruitment and selection are two vital stages of staffing process in any organization, Specially
for small scale Organization . Recruitment takes place after the determination of manpower
requirement for an organization and focuses on identification of sources of requisite manpower
to attract adequate number of prospective employees. Recruitment and Selection policy is the
key to a successful recruitment Selection program as it includes guidelines to be followed while
recruiting and selecting the staff.

2. Policy brief & purpose

Recruitment company policy refers to the process our company follows to fulfill its needs for
additional workforce or fill a position either internally or externally. The policy set outs the
company‟s principles on attracting and selecting candidates. It describes the full range of
methods that the company believes can be usefully deployed. It should be thought of as a menu
of options for the creation of a hiring process consistent with company policy and standards.

Managers may use some or all of these methods depending on the position being hired for and
their own discretion. Our commitment to our equal opportunity policy at every stage of the
hiring process remains constant. The selection of candidates will be based solely on their
qualification and company-employee fit.

3. Scope

This policy applies to all employees who are involved in the process either by initiating a request
for a new hire, being associated with the selection procedure or making the final decision. It
refers to all potential candidates who will go through each stage of hiring without exceptions or
bias.

4. Policy elementation

The principles of this policy will be invoked the moment a need for filling a position of the
company arises. Factors that ought to be considered during preparation include but are not
limited to:

1. The probability of promoting a qualified employee from within the company,

2. The existence of a detailed and accurate job description,
3. The availability of sources for posting the opening,
4. The minimum number and nature of selection stages that are essential to make the most
suitable decision,
5. The timeframe of the process from the beginning to the final decision,
6. The number and position of the people that will be involved.

17
5. Internal VS External:

The recruitment process can begin internally before an external source is contacted or run
concurrently both within and outside the company. If the process first begins internally, it makes
sense to specify a period of time during which the employees can apply. Methods for internal
posting may include newsletters, e-mails and work-of-mouth. The internal application may be
revised at the end of that period or along with external applications.

6. Job Description:

A job description that accurately represents the position is necessary. This could already be in
existence in the company‟s database or could be created anew. In any case, it must an updated
and concrete text that explains the responsibilities of the incumbent and the qualifications that
are necessary for the successful fulfillment of job duties.

7. Image of the organization:

Image of the organization is another factor having its influence on the recruitment process of the
organization. Good image of the organization earned by the number of overt and covert action by
management helps attract potential and complete candidates. Managerial actions like good public
relations, rendering public service like building roads, public parks, hospitals and schools help
earn image or goodwill for organization. That is why chip companies attract the larger numbers
of application.

8. Image of the job:

Better remuneration and working conditions are considered the characteristics of good image of
a job. Besides, promotion and carrier development policies of organization also attract potential
candidates.

9. Employees Involvement:

The employees involved in the recruitment process must evaluate all options for posting an
opening taking into account the company‟s existing partnerships and policies. The number and
nature of selection stages may vary in regard to the seniority and complexity of the position or
the availability of qualified candidates.
Selection can be completed with the use of the following:
1. Assessment centers
2. CV screening and candidate shortlisting,
3. Phone screening, Competency/Knowledge or other selection tests,
4. Interview,
5. Referral Evaluation.

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10. Employee Responsibility:

Employees responsible for recruiting are encouraged to use multiple screening stages so that an
informed decision may be reached and the probability of bias reduced to a minimum. In most
cases, the stages of CV screening and interview are compulsory.

11. Recruitment and selection process

All stages of the process must be conducted with the highest degree of professionalism and are
obliged to be well-planned and discrimination-free. The following represent the flow of the
recruitment process:

1. Identify need for an opening

2. Prepare a job description
3. Decide on specifications
4. Decide on the selection stages
5. Review resumes contained in company database
6. Create and publish a job posting
7. Receive applications
8. Proceed through all selection stages
9. Run background checks if applicable
10. Select the most suitable candidate
11. Make an official offer

If a satisfying candidate has not been discovered during the first cycle, the process can be
repeated as many times as it is reasonable and efficient. Once an offer has been accepted the
company must make provisions to encourage the new hire to acclimate.

12. Method of evaluation of recruitment:

The evaluation of recruitment methods might include:

• Number of initial enquiries received which resulted in completed application forms.
• Number of candidates at various stages of the recruitment and selection process, especially
those short-listed.
• Number of candidates recruited.
• Number of candidates retained in the organization after six months.

19
13. Centralization or decentralization:

Centralization or decentralization of the recruitment policy, recruitment of staff internally or

externally, identification and recruitment of high potential employees, selection of sources of
recruitment and evaluation of recruitment program are essential for development of a sound
recruitment policy. In case of selection, techniques and procedures employed in selection process
determine its effectiveness.

Though the process of recruitment and selection is present in both small and large scale
enterprises but the degree of formality and systematic approach in implementation of these
practices differ. In contrast to large organizations, small scale enterprises have less concern
towards these HR practices.

Lack of resources coupled with ignorance and scarcity of efforts leads to the difference in the
implementation of recruitment and selection practice or in some cases non existence of these
practices too.

The assumption that smaller firms offer a less formal, more personal and close working
environment is also questionable. Rainnie states that “ many small firms seem more like personal
fiefdoms, paternalistic homesteads, backstreet workshops, temporary employment stopgaps,
oppressive sweatshops and generally less desirable workplaces”. Also it has been found that the
quality of employment in small scale enterprises is lower than the larger enterprises

14. Revocation of an offer:

In some unfortunate cases, an offer of employment may have to be revoked. This will be done
with an official document signed by the hiring manager and human resources department and
will be justified in the following cases:
1. If the candidate has provided inaccurate information or has not disclosed important
details
2. If the candidate is discovered to be non-eligible to work for the company at the defined
country or state
3. If references are discovered to be false or unsatisfactory
4. If the candidate does not accept the offer until the specified deadline (it must have been
included in the offer letter)
5. The candidate must be notified formally and as soon as possible.

20
15. Forces Affecting Recruitment and selection policy for llamS Scale Organization:

EXTERNAL FORCES

  Supply & Demand 

  Unemployment rate 
  Labour Market 
  Sons of soils 
 Political - Social Image 

1. Supply & Demand

Supply and demand is of specific skills in the labor market. If the demand of a particular skill is
high compared to the supply, than an extraordinary recruiting effort may be needed.

2. Unemployment rate

If the unemployment rate in a given area is high, the company's recruitment process may get
simpler.

3. Labour Market

The number of unsolicited applicants are usually bigger, and the increased size of the labour
provides better opportunities for attracting appropriate applicants. On the other side, as the
unemployment rate decreases, recruiting efforts must be higher and new sources should be
explored. The company's image also matters while attracting large number of job seekers. Most
of the time, it is not the money that is important, it is the appreciation of the job seekers about the
company that matters while attracting qualified expected employees.

4. Sons of soils

Preferences are given to people of their respective states in matters of employment

5. Political - Social Image

The company's image also matters in attracting large no. of job seekers .

21
INTERNAL FORCES

  Size of the firm 

 Cost Growth & Expansion 

1. SIZE

Another internal factor is size having its influence on the recruitment process. An organization
having one hundred thousand employees will find recruiting less problematic than an
organization with just one thousand employees.

2. COST

Another internal factor cost that has to be considered. Recruiting costs are calculated as per new
hire and the figure is significantly nowadays. Recruiters must, therefore, operate inside budgets.
Careful HRP and consideration by recruiters can minimize recruitment costs. One of cost
reduction measure, for instance, is recruiting for multiple job openings at the same time. The best
solution is to use practical personnel practices to decrease employee revenue, therefore
decreasing the need for recruiting. Apprising the quality, quantity and costs of recruitment
convinces that it is efficient and cost effective.

16. Conclution

Most organizations adopt a policy on recruiting employees internally or externally. Generally,

internal sourcing is used, as own employees know the company better and can recommend
candidates who can adapt to the organization's culture.

An organization hiring temporary or part-time employees is less advantageous while attracting

sufficient applicants. A major internal factor which can ascertain the success of the recruiting
programmer is whether or not the company engages in HRP. In most of the cases, a company
cannot attract prospective and qualified employees in sufficient numbers overnight. It takes time
to observe the alternatives regarding the appropriate sources of recruits and most dynamic
methods for obtaining them. Once the best alternatives have been recognized, recruiting plans
can be made. Successful HRP greatly facilitate the recruiting efforts.

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