RECRUITMENT PRACTICES IN MNC’S IN INDIA

RECRUITMENT PRACTICES IN MULTI NATIONAL

COMPANIES IN INDIA

HUMAN RESOURCE MANAGEMENT

TERM-01

Table of contents:

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1. Acknowledgement-------------------------------------------- 03

2. Introduction---------------------------------------------------- 04

3. Literature review-----------------------------------------------05

4. Secondary data-------------------------------------------------06

4.1 Sources of recruitment----------------------------------07

4.2 Recruitment practices in India-------------------------08

4.3 Factors involved in recruiting--------------------------09

4.4 Company profiles----------------------------------------10

5. Primary data-----------------------------------------------------16

6. Discussions -----------------------------------------------------18

6.1 Recruitment process-------------------------------------21

6.2 60 seconds guide to hiring the right people----------36

7. Conclusions -----------------------------------------------------38

8. References -------------------------------------------------------39

Acknowledgement

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First we would extend our honest thank to our faculty Prof. Libby Simon (LLB,
PGDPM, MHRM) for giving us the opportunity to conduct this project by
providing the necessary suggestions. We express deep sense of gratitude and
sincere thanks for utmost guidance rendered right from project concept to
preparation of report.

A special thanks to a friend Mr. Yugandar Boddu(Product Designer, Sony)

who is most responsible for allowing one of us to have a practical overview of the
topic in the industry and special thanks to Ms.Swetha for expressing their views
and thoughts.

We also thank one and all who have helped in making key decisions and
discussion which allowed us to complete this project in time successfully.

Last but not least our families for extending their support.

This project is not the endeavour of individual only, but is the result of
valuable time, effort and co-operation of one and all of us. So, we would like to
acknowledge each other for a great teamwork, Thank You.

: Members of Group 01

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INTODUCTION

Recruitment froms the first stage of acquisition of manpower or human resources. This process
proceeds of location and identifying potential and candidate for selection. Recruitment is defined
in various ways as indicated below:-

“Recruitment is the process to discover the sources of manpower to meet Requirement of the
staffing schedule and employ measures for attracting that manpower in adequate number’s to
facilitate effective selection of an efficient working force”

Yoder

According to this definition recruitment is a prospecting job where organization make search for
prospective employees, in practice however prospective employee too seek out organisation seek
out prospective employees. Therefore, the job of recruitment is based on the matching theory
with success of both the parties is critically dependent on timing. Unless the two swatches
synchronize conditions are not ripe for recruitment to succeed. The synchronization in its turn
depends on three factors:-

1. There should be a common communication medium. If an organization advertises its

vacancies in newspaper, which is never read by the job seekers, its efforts would go waste.

2. The job seekers must perceive a match between his personal characteristics and prescribed job
requirement.

3. The job seeker must be motivated to apply for the job.

Literature Review

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“Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for job in an organization, it is often termed positive in that it
stimulates people to apply for job to increase the hiring ratio i.e., the number of applicants to a
job”

Step wise procedure for recruiting

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Secondary data

Pre-requisites of a sound Recruitment Policy

 Conformity with its general policies

 Should be
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 flexible enough to meet the changing needs of an organization.

 be designed so as to ensure employment opportunities on long term basis to

achieve organizational

 match the qualities of employees

 Highlight the meeting of established job analysis

Principle elements governing Recruitment Policy

 Identification of recruitment needs

 Preferred sources of recruitment

 Cost of recruitment and selection

 Criteria of selection techniques

 Role , if any , assigned to the Union in the formulation and implementation of Rec and
selection policies

2.1 Sources of recruitment

Internal

 Present , Permanent employees

 Present Temp/ Casual

 Retrenched / Retired

 Dependents of diseased , disabled , retired and present employees

External

 Educational & Training Institutes

 Pvt employment agencies / consultants

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 Public employment exchanges ,

 Professional Associations

 Data banks

 Trade Unions

2.2 Recruitment practices in India

 Internal sources

 Bad lists – Central pool of candidates from which vacancies are filled

 Casual laborers

 Private / Public employment Exchange

 Labor Contractors

 Candidates introduced by friends & relatives of employees – employee referrals

 Sons of the soil

 Retd and present employees

 Specified communities and categories

2.3 Factors involved in recruitment

 Sourcing – from prestigious Management Institute & thru reputed placement agencies

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 All India Advertisement / Campus interview

 Traditional & orthodox organization meticulously going by rules – Recruitment rules

framed with an attitude of rigidity

 Time factor playing a vital role – tapping the right persons at the right time

 Fixing the Interview and test in short notice causing failure in recruitment

 Fixing conducive venue for the interview to create best first impression

 Giving correct idea about compensation and benefits

COMPANY PROFILES

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Company profile of INFOSYS:

Recruitment Targets for Infosys:

Year No. of employees (per year)

2001 10000
2002 11000
2003 13000
2004 15000
2005 18000
2006 25000

 CAMPUS:

Campus recruitment is so much sought after that each college; university

department or institute will have a placement officer to handle recruitment
functions. However, it is often an expensive process, even if recruiting
process produces job offers and acceptances eventually. A majority leave
the organization within the first five years of their employment. Yet, it is
a major source of recruitment for prestigious companies.

Infosys is the company of choice for campus recruitment programs in most

major engineering institutes such as IITs, RECs etc. and at premier
management institutes such as the IIMs.

Engineering Institutes:
Campus hiring at engineering institutes typically starts in May and
continues through September. Senior managers and officers from Infosys
actively participate in this hiring, to bring on board the next generation of

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bright, young and talented leaders for the company. We encourage current
students at the campuses we visit to use this opportunity to interact with
the Infosys recruitment teams during the hiring process to understand the
company and our people philosophy. We hire engineering graduates and
post-graduates from all disciplines, and MCA students at the campuses.

Management Institutes:
Campus hiring at management institutes typically starts in December and
continues through March. We hire management graduates from all
disciplines, with or without prior work experience in software or other
fields.
All applications are pre-screened based on academic credentials. Short-
listed candidates are usually invited for an interview as part of the
selection process.

OFF CAMPUS:
It is the event for those candidates who do not get selected during campus
recruitment. The process remains the same; it just aims at giving those
candidates a chance that were not able to go through the process before.
These candidates also go through the same two rounds, here only the scale
and basis on which they are evaluated changes.

JOB FAIRS:

What is job fair?

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Job fair is where several companies come under one roof for seeking
eligible candidates who can join their company,after going through certain
recruitment process followed by them.

PROCESS FOLLOWED BY INFOSYS :

 Initially they advertise about the job fair in the local newspapers of all
the states specifying the venue and date of the job fair.
 On the specified date, Infosys banners are put up at the venue. They
have around 3 to 4 counters. Initially these counters are used for
registrations. Once the number of registrations is equal to the total
capacity of all the counters, the registrations are stopped and the
registered candidates fill the application forms at the counter.
 Next a logic test of 45 minutes is conducted and an English test of 15
minutes is conducted where in one is suppose to write an essay, to
check their handwriting, vocabulary and sentence framing ability.
 Once the test is over, registrations for the next group start. At the same
time the previous papers are evaluated and the candidates are selected
for interview based on the cut-off marks.
 The candidates who are selected in the interview are informed then and
there by displaying the list and are given the offer.
 The process is repeated for the next set of candidates.
 Job fair takes place for 3 to 4 days.

 ADVERTISEMENTS:-
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach.

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Infosys advertises in:

NEWS PAPERS :

 Times of India

 The economic times

 Indian express

 Hindustan times

 The financial express

 Employment papers

MAGAZINES :

 Business world

 Business Today

 India Today

 capital market

 Business journals

 IT magazines

 Computer and technical journals

Advertisements contain proper information like the job content, working

conditions, location of job, compensation including fringe benefits, job
specifications, growth aspects, etc.

The advertisement sells the idea that the company and job are perfect for the
candidate.

 WALK-INS, WRITE-INS AND TALK-INS:

Walk-ins are the most common and least expensive approach for
candidates is direct applications, in which job seekers submit unsolicited
application letters or resumes. Direct applications provide a pool of potential
employees to meet future needs.

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Write-ins are those who send written enquiries. These jobseekers are asked
to complete application forms for further processing.

Talk-ins involves the job aspirants meeting the recruiter (on an appropriated
date) for detailed talks. No application is required to be submitted to the
recruiter.

 CONSULTANTS:
Infosys also seeks the help of consultants who are in the profession
for recruiting and selecting managerial and executive personnel. They are
useful as they have nationwide contacts and lend professionalism to the
hiring process. They also keep prospective employer and employee
anonymous.

 INDUSTRIES :

Infosys also hires experienced professionals from the industry at various

mid-level and senior positions.

Company profile of TESCO:

Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco
advertises jobs in different ways. The process varies depending on the job available. Tesco first
looks at its internal Talent Plan to fill a vacancy. This is a process that lists current employees
looking for a move, either at the same level or on promotion. If there are no suitable people in

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this Talent Plan or developing on the internal management development programme, Options,
Tesco advertises the post internally on its intranet for two weeks. For external recruitment,
Tesco advertises vacancies via the Tesco website www.tesco-careers.com or through vacancy
boards in stores. Applications are made online for managerial positions. The chosen applicants
have an interview followed by attendance at an assessment centre for the final stage of the
selection process. People interested in store-based jobs with Tesco can approach stores with their
CV or register though Jobcentre Plus. The store prepares a waiting list of people applying in this
way and calls them in as jobs become available. For harder-to-fill or more specialist jobs, such as
bakers and pharmacists, Tesco advertises externally:
• through its website and offline media
• through television and radio
• by placing advertisements on Google or in magazines such as The Appointment Journal.
Tesco will seek the most cost-effective way of attracting the right applicants. It is expensive to
advertise on television and radio, and in some magazines, but sometimes this is necessary to
ensure the right type of people get to learn about the vacancies. Tesco makes it easy for
applicants to find out about available jobs and has a simple application process. By accessing
the Tesco website, an applicant can find out about local jobs, management posts and head
office positions. The website has an online application form for people to submit directly.

Primary Data

QUESTIONARIES TO Yugandhar boddu (programmer , sony)

1. On what parameters you will concentrate while recruiting?

Ans: Hard working , assertive nature and willing to work in team.

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2. Which level of institutions you will concentrate while recruiting?

Ans. Mediocore .

3. Which source you will use for recruiting?

Ans. News papers , magazines ,

4. What is the expenditure for recruitment?

Ans. It depends up on circumstances.

5. What is the importance given to personal talk with the candidates?

Ans . More.

6. Which channel do you prefer easy to receive the resumes?

Ans. Online.

7. Are you satisfied with the present recruiting techniques?

Ans. yes

8. Does the design of your website plays a key role in attracting perspective employees?

Ans. Obviously yes.

9. While recruiting how much weightage you are giving to referrals?

Ans. 50%

QUESTIONARIES TO BIJOY DEV (PROGRAMMER, INTELLI GROUP)

1. On what parameters you will concentrate while recruiting?

Ans. Experience , potential , stress handling.

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2. Which level of institutions you will concentrate while recruiting?

Ans. All range of institutions .

3. Which source you will use for recruiting?

Ans. Online , consultancy.

4. What is the expenditure for recruitment?

Ans. It ranges from

5. What is the importance given to personal talk with the candidates?

Ans . optimum

6. Which channel do you prefer easy to receive the resumes?

Ans. Online, walk-ins.

7. Are you satisfied with the present recruiting techniques?

Ans. Not totally satisfied.

8. Does the design of your website plays a key role in attracting perspective employees?

Ans. Yes, our website is representing our company.

9. While recruiting how much weightage you are giving to referrals?

Ans. 30-35%

Discussions

Need for recruitment:

The need for recruitment may be due to the following reasons / situation:

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a) Vacancies due to promotions, transfer, retirement, termination, permanent

disability, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and diversification
of business activities of an enterprise. In addition, new vacancies are
possible due to job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.

5. Meet the organization’s legal and social obligations regarding the

composition of its work force.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.

7. Increase organizational and individual effectiveness in the short term and

long term.

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8. Evaluate the effectiveness of various recruiting techniques and sources for

all types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs

available in the organization and interested candidates are encouraged to submit
applications for the purpose of selection.

Recruitment represents the first contact that a company makes with

potential employees. It is through recruitment that many individuals will come
to know a company, and eventually decided whether they wish to work for it. A
well-planned and well-managed recruiting effort will result in high quality
applicants, whereas, a haphazard and piecemeal efforts will result in mediocre
ones.

Unscientific Recruitment and Selection:

Previously, the selection of candidates was influenced by superstitions,
beliefs, personal prejudices of managers looking after the recruitment and
selection of the staff.

The net result of such unscientific recruitment and selection are:

(a) Low productivity of labour

(b) High turnover
(c) Excessive wastage of raw materials
(d) More accidents and corresponding loss to the organization
(e) Inefficient working of the whole organization and finally
(f) Ineffective executive of training and management development program s

Scientific recruitment and selection

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The importance of selection recruitment and selection of staff is now

accepted in the business world. Selection is important as it has its impact on
work performance and employee cost. As result scientific methods of
recruitment and selection are extensively for the selection of managers and the
supervisory staff. The assistance of experts such as industrial psychologist and
management consultants are also taken for the purpose of scientific selection. As
a result, the objective of “right man for the right job” is achieved in many
organizations. Moreover, “right job” is the basic principle in manpower
procurement.

RECRUITMENT PROCESS

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Recruitment refers to the process of identifying and attracting job seekers

so as to build a pool of qualified job applicants. The process comprises five
interrelated stages, viz,

1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
The ideal recruitment programme is the one that attracts a relatively larger
number of qualified applicants who will survive the screening process and
accept positions with the organisation, when offered. Recruitment programmes
can miss the ideal in many ways i.e. by failing to attract an adequate applicant
pool, by under/over selling the organisation or by inadequate screening
applicants before they enter the selection process. Thus, to approach the ideal,
individuals responsible for the recruitment process must know how many and
what types of employees are needed, where and how to look for the individuals
with the appropriate qualifications and interests, what inducement to use for
various types of applicants groups, how to distinguish applicants who are
qualified from those who have a reasonable chance of success and how to
evaluate their work.

STAGE 1:

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves

the translation of likely job vacancies and information about the nature of these
jobs into set of objectives or targets that specify the (1) Numbers and (2) Types
of applicants to be contacted.

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Numbers of contact :

Organization, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a
recruitment Programme is contemplated, one task is to estimate the number of
applicants necessary to fill all vacancies with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed about job

openings. The type of people depends on the tasks and responsibilities involved
and the qualifications and experience expected. These details are available
through job description and job specification.

STAGE 2:

STRATEGY DEVELOPMENT :

When it is estimated that what types of recruitment and how many are
required then one has concentrate in (1). Make or Buy employees. (2).
Technological sophistication of recruitment and selection devices. (3).
Geographical distribution of labour markets comprising job seekers. (4). Sources
of recruitment. (5). Sequencing the activities in the recruitment process.

‘Make’ or ‘Buy’:

Organisation must decide whether to hire le skilled employees and invest

on training and education programmes, or they can hire skilled labour and
professional. Essentially, this is the ‘make’ or ‘buy’ decision. Organizations,
which hire skilled and professionals shall have to pay more for these employees.

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 qualification. Although impersonal,

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computers have given employers and ob seekers a wider scope of options in the
initial screening stage.

Where to look:

In order to reduce the costs, organisations look in to labour 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 the clerical and blue-
collar employees.

When to look:

An effective recruiting strategy must determine when to look-decide on

the timings of events besides knowing where and how to look for job applicants .

STAGE 3 :

SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process
can begin. Search involves two steps

A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of

an employee requisition. This means that no actual recruiting takes place until
lone managers have verified that vacancy does exist or will exist.

If the organisation has planned well and done a good job of developing
its sources and search methods, activation soon results in a flood of applications
and/or resumes.

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The application received must be screened. Those who pass have to be

contacted and invited for interview. Unsuccessful applicants must be sent letter
of regret.

B). SELLING:

A second issue to be addressed in the searching process concerns

communications. Here, organisation walks tightrope. On one hand, they want to
do whatever they can to attract desirable applicants. On the other hand, they
must resist the temptation of overselling their virtues.

In selling the organisation, both the message and the media deserve
attention. Message refers to the employment advertisement. With regards to
media, it may be stated that effectiveness of any recruiting message depends on
the media. Media are several-some have low credibility, while others enjoy high
credibility. Selection of medium or media needs to be done with a lot of care.

STAGE 4:

SCREENING:

Screening of applicants can be regarded as an integral part of the

recruiting process, though many view it as the first step in the selection process.
Even the definition on recruitment, we quoted in the beginning of this chapter,
excludes screening from its scope. However, we have included screening in
recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short-listed. Hiring of professors in a
university is a typical situation. Application received in response to
advertisements is screened and only eligible applicants are called for an
interview. A selection committee comprising the Vice-chancellor, Registrar and

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subject experts conducts interview. Here, the recruitment process extends up to

screening the applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, at an

early stage, those applicants who are visibly unqualified for the job. Effective
screening can save a great deal of time and money. Care must be exercised,
however, to assure that potentially good employees are not rejected without
justification.

In screening, clear job specifications are invaluable. It is both good

practice and a legal necessity that applicant’s qualification is judged on the
basis of their knowledge, skills, abilities and interest required to do the job.

The techniques used to screen applicants vary depending on the candidate

sources and recruiting methods used. Interview and application blanks may be
used to screen walk-ins. Campus recruiters and agency representatives use
interviews and resumes. Reference checks are also useful in screening.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the
recruitment process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

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EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications
for job seekers in sufficient number and quality. Keeping this objective in the
mind, the evaluation might include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected.

Sources of Recruitment

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SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

(Advertisement) & private employment exchanges

4) Retirement 4) Deputation of personnel or transfer

from one enterprise to another.

5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

7) Miscellaneous external sources

The sources of recruitment can be broadly categorized into internal and external
sources-

(I) Internal Recruitment – Internal recruitment seeks applicants for

positions from within the company. The various internal sources include 

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 Promotions and Transfers

Promotion is an effective means using job posting and personnel
records. Job posting requires notifying vacant positions by posting notices,
circulating publications or announcing at staff meetings and inviting
employees to apply. Personnel records help discover employees who are
doing jobs below their educational qualifications or skill levels. Promotions
has many advantages like it is good public relations, builds morale,
encourages competent individuals who are ambitious, improves the
probability of good selection since information on the individual’s
performance is readily available, is cheaper than going outside to recruit,
those chosen internally are familiar with the organization thus reducing the
orientation time and energy and also acts as a training device for developing
middle-level and top-level managers. However, promotions restrict the field
of selection preventing fresh blood & ideas from entering the organization. It
also leads to inbreeding in the organization. Transfers are also important in
providing employees with a broad-based view of the organization, necessary
for future promotions.

 Employee referrals
Employees can develop good prospects for their families and friends
by acquainting them with the advantages of a job with the company,
furnishing them with introduction and encouraging them to apply. This is a
very effective means as many qualified people can be reached at a very low
cost to the company. The other advantages are that the employees would
bring only those referrals that they feel would be able to fit in the
organization based on their own experience. The organization can be assured
of the reliability and the character of the referrals. In this way, the
organization can also fulfill social obligations and create goodwill.

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 Former Employees

These include retired employees who are willing to work on a part-

time basis, individuals who left work and are willing to come back for higher
compensations. Even retrenched employees are taken up once again. The
advantage here is that the people are already known to the organization and
there is no need to find out their past performance and character. Also, there
is no need of an orientation programme for them, since they are familiar with
the organization.

 Dependents of deceased employees

Usually, banks follow this policy. If an employee dies, his / her
spouse or son or daughter is recruited in their place. This is usually an
effective way to fulfill social obligation and create goodwill.

 Recalls

When management faces a problem, which can be solved only by a manager

who has proceeded on long leave, it may de decided to recall that persons
after the problem is solved, his leave may be extended.

 Retirements
At times, management may not find suitable candidates in place of the one
who had retired, after meritorious service. Under the circumstances,
management may decide to call retired managers with new extension.

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 Internal notification (advertisement)

Sometimes, management issues an internal notification for the benefit of
existing employees. Most employees know from their own experience about
the requirement of the job and what sort of person the company is looking
for. Often employees have friends or acquaintances who meet these
requirements. Suitable persons are appointed at the vacant posts.

 External Recruitment
External recruitment seeks applicants for positions from sources outside
the company. They have outnumbered the internal methods. The various
external sources include 

 Professional or Trade Associations

Many associations provide placement service to its members. It
consists of compiling job seeker’s lists and providing access to members
during regional or national conventions. Also, the publications of these
associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly
educated, experienced or skilled personnel. Also, the recruiters can zero on
in specific job seekers, especially for hard-to-fill technical posts.

 Advertisements
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach. Want ads describe the job
benefits, identify the employer and tell those interested how to apply.
Newspaper is the most common medium but for highly specialized recruits,
advertisements may be placed in professional or business journals.

Advertisements must contain proper information like the job

content, working conditions, location of job, compensation including fringe

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benefits, job specifications, growth aspects, etc. The advertisement has to

sell the idea that the company and job are perfect for the candidate.
Recruitment advertisements can also serve as corporate advertisements to
build company’ image. It also cost effective.

 Employment Exchanges
Employment Exchanges have been set up all over the country in
deference to the provision of the Employment Exchanges (Compulsory
Notification of Vacancies) Act, 1959. The Act applies to all industrial
establishments having 25 workers or more each. The Act requires all the
industrial establishments to notify the vacancies before they are filled. The
major functions of the exchanges are to increase the pool of possible
applicants and to do the preliminary screening. Thus, employment exchanges
act as a link between the employers and the prospective employees. These
offices are particularly useful to in recruiting blue-collar, white collar and
technical workers.

 Campus Recruitments
Colleges, universities, research laboratories, sports fields and
institutes are fertile ground for recruiters, particularly the institutes. Campus
Recruitment is going global with companies like HLL, Citibank, HCL-HP,
ANZ Grindlays, L&T, Motorola and Reliance looking for global markets.
Some companies recruit a given number of candidates from these institutes
every year. Campus recruitment is so much sought after that each college;
university department or institute will have a placement officer to handle
recruitment functions. However, it is often an expensive process, even if
recruiting process produces job offers and acceptances eventually. A majority
leave the organization within the first five years of their employment. Yet, it
is a major source of recruitment for prestigious companies.

 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

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letters or resumes. Direct applications can also provide a pool of potential

employees to meet future needs. From employees’ viewpoint, walk-ins are
preferable as they are free from the hassles associated with other methods of
recruitment. While direct applications are particularly effective in filling
entry-level and unskilled vacancies, some organizations compile pools of
potential employees from direct applications for skilled positions. Write-ins
are those who send written enquiries. These jobseekers are asked to complete
application forms for further processing. Talk-ins involves the job aspirants
meeting the recruiter (on an appropriated date) for detailed talks. No
application is required to be submitted to the recruiter.

 Contractors
They are used to recruit casual workers. The names of the workers are
not entered in the company records and, to this extent; difficulties
experienced in maintaining permanent workers are avoided.

 Consultants
They are in the profession for recruiting and selecting managerial
and executive personnel. They are useful as they have nationwide contacts
and lend professionalism to the hiring process. They also keep prospective
employer and employee anonymous. However, the cost can be a deterrent
factor.

 Head Hunters
They are useful in specialized and skilled candidate working in a
particular company. An agent is sent to represent the recruiting company and
offer is made to the candidate. This is a useful source when both the
companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty.

 Radio, Television and Internet

Radio and television are used to reach certain types of job
applicants such as skilled workers. Radio and television are used but

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sparingly, and that too, by government departments only. Companies in the

private sector are hesitant to use the media because of high costs and also
because they fear that such advertising will make the companies look
desperate and damage their conservative image. However, there is nothing
inherently desperate about using radio and television. It depends upon what
is said and how it is delivered. Internet is becoming a popular option for
recruitment today. There are specialized sites like naukri.com. Also, websites
of companies have a separate section wherein; aspirants can submit their
resumes and applications. This provides a wider reach.

 Competitors
This method is popularly known as “poaching” or “raiding” which
involves identifying the right people in rival companies, offering them better
terms and luring them away. For instance, several executives of HMT left to
join Titan Watch Company. There are legal and ethical issues involved in
raiding rival firms for potential candidates. From the legal point of view, an
employee is expected to join a new organization only after obtaining a ‘no
objection certificate’ from his/ her present employer. Violating this
requirement shall bind the employee to pay a few months’ salary to his/ her
present employer as a punishment. However, there are many ethical issues
attached to it.

 Mergers and Acquisitions

When organizations combine, they have a pool of employees, out of
whom some may not be necessary any longer. As a result, the new
organization has, in effect, a pool of qualified job applicants. As a result,
new jobs may be created. Both new and old jobs may be readily staffed by
drawing the best-qualified applicants from this employee pool. This method
facilitates the immediate implementation of an organization’s strategic plan.
It enables an organization to pursue a business plan, However, the need to
displace employees and to integrate a large number of them rather quickly

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into a new organization means that the personnel-planning and selection

process becomes critical more than ever.

Evaluation of External Recruitment

External sources of recruitment have both merits and demerits.

The merits are-

 The organization will have the benefit of new skills, new talents and
new experiences, if people are hired from external sources.
 The management will be able to fulfill reservation requirements in
favour of the disadvantaged sections of the society.
 Scope for resentment, heartburn and jealousy can be avoided by
recruiting from outside.

The demerits are-

 Better motivation and increased morale associated with promoting own

employees re lost to the organization.
 External recruitment is costly.
 If recruitment and selection processes are not properly carried out,
chances of right candidates being rejected and wrong applicants being
selected occur.
 High training time is associated with external recruitment.

60-SECOND GUIDE TO HIRING THE RIGHT PEOPLE

0:60 Define the Duties:

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To find promising employees, you must first determine what you want them to
do. Carefully consider all direct and associated responsibilities and incorporate
them into a written job description. Be careful with general titles such as typist
or sales clerk, as they have different meanings to different people.

0:49 …and What it Takes to do Them :

Fulfilling these responsibilities will require some level of skill and experience,
even if it is an entry-level position. Be reasonable about your expectations.
Setting the bar too high may limit your available talent pool; setting it too low
risks a flood of applications from those unqualified for the job.

0:37 Make it Worth their While:

Likewise, you don’t want to be overly generous or restrictive about

compensation. State and local chambers of commerce, employment bureaus and
professional associations can help you determine appropriate wages and
benefits. Scanning descriptions of comparable jobs in the classified ads and
other employment publications will also provide clues about prevailing wage
rates.

0:38 Spread the Word:

How you advertise your job opening depends on who you want to attract. Some
positions are as easy to promote as posting a “help wanted” sign in your store
window or placing an ad in your local newspaper. For jobs requiring more
specialized skills, consider targeted channels such as trade magazines, on-line
job banks and employment agencies (though these may require a fee). And don’t
overlook sources such as friends, neighbors, suppliers customers and present
employees.

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0:25 Talk it Over:

Because you have clearly defined the role and requirements, you should have
little difficulty identifying candidates for interviews. Make sure you schedule
them when you have ample time to review the resume, prepare your questions
and give the candidate your undivided attention. After the interview, jot down
any impressions or key points while they’re still fresh in your mind. This will be
a valuable reference when it’s time to make a decision.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume. Contact
references to make sure you’re getting the facts or to clear up any uncertainties.
Professional background checks are a wise investment for highly sensitive
positions, or those that involve handling substantial amounts of money and
valuables.

0:03 You’ve Found Them; Now Keep Them:

Now that you’ve hired ideal employees, make sure they stay with you by
providing training and professional development opportunities. The small
business experts at SCORE can help you craft human resource policies and
incentive plans that will ensure your company remains the small business
employer of choice.

RECOMMENDATION AND SUGGESTIONS

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 The organization should try other source of recruitment. The organization can concentrate
on the placement consultancy, Newspaper advertisement, Jobsite etc.
 Attractive remuneration should be given to the respondent. It will stimulate the candidate
before joining into the organization.
 Organization should give much consideration towards the employee who brings the best
potential candidate.
 Recruitment should be done in a short period of time otherwise the candidate interest will
lose and he may join in any other organization.
 Organization can try to introduce modern recruitment process like Audio, Video
technique instead of using traditional technique. It will also interesting for the candidate.
So that time will be consuming.
 The organization should encourage the respondent to get suggestions from them about the
recruitment procedure.
 The organization should improve jobsite. Because most of the respondent did approach
through Internet only.
 The website as a recruitment brand. It should more smart site than the competitive site.

CONCLUSION

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Recruitment is the process by which we are allowing the employees to work in

our company. So it is the process of selecting the future soldiers to our company, so recruitment
is very crucial and important for building the strong company.

As the employees are efficient then the quality of work is more efficient and it
leads to the success of the company. So the success of the company is directly proportional to
quality of the recruitment.

Recruitment is not a simple procedure , the person who is recruiting the

employees is not only picking up the candidates, he is choosing the future of the company. For
building the perfect and success company each and every employee should be perfect in work.
There are several things to be considered and steps to follow for recruiting as they are dicussed
above.

REFERENCES:

1. www.citehr.com

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2. www.hrguide.com
3. www.scrbid.com
4. www.infosys.com
5. www.intelligroup.com
6. HUMAN RESOURCE MANAGEMENT by V.S.P.RAO
7. HUMAN RESOURCE MANAGEMENT by JOHN BRATTON
&JEFFREY GOLD

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