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Recruitment & Selection
Factors influencing in creating jobs
Recruitment
Internal Recruitment
External Recruitment
e Recruitment and Job Portals
Job Sites in India
USA Job Sites
UK Job Sites
Job Websites in Malaysia
Employee Selection
Pre-employment Tests
Psudo Scientific Methods of selection
Recruitment Vs selection
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Recruitment
Recruitment and Selection are interchangeable words used frequently by many and Recruitment
is most commonly used word than the word selection. But there is difference between these two
terms. Recruitment is a activity to find people who like to join organisation. In other words it is
the process of inviting candidates for applying to job through various modes in which organisation
asks for. selection takes place only after inviting candidates. There is no doubt to say that
human resource/Manpower/employees are pillars and key assets for any organisation. Hence
recruitment is the only way to raise manpower needed for organisation.
Recruitment happens before selection process of candidates. Candidates who are identified as
right qualified person will be invited to the selection process which involves different kinds of
tests for knowing knowledge, skills and attitude that are required for performing would be given
job. Simply mean recruitment is a process of calling candidates by way of giving notification in
the newspapers, advertisements, publishing on websites and contacting drop consultancies, et
cetera. Ultimately without the recruitment, there is scope for selection process. All the
candidates who are invited in the recruitment, may not be selected because candidates have to
go through selection process for proving their talent.
Simple meanings of recruitment:
Recruitment is the process of discovering competent employee out of available candidates in
the market who are suitable to job and according to organisation requirements.
Recruitment is the process of attracting prospective employees and stimulating them for applying job in an organization.
Recruiting refers to the process of attracting potential job applicants from the available labor
force. Every organization must be able to attract a sufficient number of the job candidates who
have the abilities and aptitudes needed to help the organization to achieve its objectives. An
effective employee selection procedure is limited by the effectiveness of recruiting process.
Outstanding job candidates cannot be selected if they are not included in the applicant pool. The
recruitment process also interacts with other personnel functions, especially performance
evaluation compensation training and development and employee relations. Recruiting is typically
a human resource function.
RECRUITMENT PROCEDURE:
Before going to recruitment, careful study is needed about jobs which are to be kept under
recruitment. Careful study is nothing but doing Job analysis which is otherwise called as collection
of every information about the job so as to figure out exact candidate needed to perform said
job.
HR manager needs careful attention and should be diligent while going for recruitment of human resource, since it grabs attention of prospective
employees at large. However it is not so easy to find out skilled people. Hence various tests in selection process helps to identify potential
candidate needed for an organisation. Coming to procedure for recruitment, it depends on nature and size of organisation. But concept of
recruitment is one and same. Recruitment does in various modes which are basically categorised into two out of that first one is internal
recruitment and external recruitment, which are elaborately explained in detailed below. Whatever the mode of recruitment preferred by an
organisation, it should be clear in what an organisation needs and easily understandable by prospective employees at large so as to avoid
frivolous and unsolicited applications which will consume lot of time for an organisation to identify them. Hence organisation should be clear and
thoroughly check before posting recruitment.
Basic contents of Recruitment notification;
1. It contains brief about an organisation which is recruiting.
2. Contains number of posts/jobs lying vacant in an organisation.
3. Contains number of jobs in reserved category. (especially in government organisation jobs are allotted to reserved category).
4. Contains information about gender needed for the jobs. (For example: Male or female)
5. Contains information about educational qualification needed to qualify for applying to job.
6. Contains information about work experience needed. (points from 2 to 6 are nothing but called as Job specifications, it is a statement that
describes about specifications needed by a candidate to have qualified for a applying said job)
7. It contains most important information that is, Job description, which is the statement of information about duties and responsibilities of
the job.
8. Contains information about salary particulars, employee benefits and other allowances to be provided.
9. Selection tests which must be passed by candidates so as to have job.
10. Terms and conditions if any.
U.S.A.
The Equal Employment Opportunity Commission (EEOC), is charged with enforcing federal law against discrimination based on
Race.
Color.
National origin.
Sex.
Age (between 40 and 70).
Disability.
Veteran status.
Handicap.
Religion.
Title VII of the Civil Rights Act of 1964 prohibits employment practices that discriminate on the basis of sex. The law covers employers with
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Title VII of the Civil Rights Act of 1964 prohibits employment practices that discriminate on the basis of sex. The law covers employers with
fifteen or more employees, and prohibits sex-based discrimination in hiring, advancement, or any other terms or conditions of employment. The
law also includes discrimination based on maternity, pregnancy and sexual orientation.
India
According to the Indian Constitution, Article 15(1) prevents the state from discriminating against a citizen based on religion, race, caste, sex,
descent, place of birth, or residence, [Article 16] Equality of opportunity in matters of public employment. Article 16(1) There shall be equality of
opportunity for all citizens in matters relating to employment or appointment to any office under the State. Article 16(2) states that no
discrimination on these grounds can be shown by the state in government recruitment. Article 16(4) allows the state to make provisions for
reservation in appointments or posts in favour of any backward classes which is not adequately represented in government services.
Favouring family members leads to employee disengagement: Study
In a study conducted by TJinsite, research and knowledge arm of TimesJobs.com, a large proportion of employees expressed that competency
should be the most important criteria for employment or promotion. And, they feel disengaged when relatives are given a key position or
promotion, bypassing talented employees. The study highlighted that nepotism policies -favoritism towards family members- degrade level of
commitment, loyalty and the sense of ownership amongst employees and leads to higher attrition rate.
"Nepotism is most commonly seen in family run businesses. And, family run businesses (FRBs) constitute most businesses in India. While favouring
family members is very common in family businesses, it runs the dual risks of demoralising non-family members and increasing complacency among
family members. The after effects of favouring family members for a senior level position on the existing employees are severe
Facts [+]
The HR Employment Manager directs the organization's recruitment, screening, interviewing, selection, and placement activities. They
manage employment functions and staff members. In addition, they extend job offers and establish starting salaries, arrange advertising or
employment agency services, and produce affirmative action or college recruiting programs.
The HR Recruiter screens and interviews potential employees on behalf of the organization. They conduct pre-employment tests and
reference checks as well as provide training and guidance to hiring managers on policies, process, and regulatory issues. Additionally, they
may place employment advertisements and analyze reports and trends.
According to the book "Job Search Basics, Third Edition" by Michael Farr, the most available jobs are with medium and small
organizations versus larger companies. Companies with less than 250 employees account for 71% of the job market. Companies with 250 to
999 employees account for 16 percent. Companies with more than 1,000 employees account for the remaining 13 percent.
In planning recruiting activities, an organization needs to know how many applicants must be recruited. Since some applicants may not be
satisfactory an others may not accept the job offers, and organization must recruit more applicants than it expects to hire. Now we will discuss
the different sources of recruitment that are available to organization:
Recruitment sources
Internal Recruitment External Recruitment
Promotions College recruitment
Transfers Competitors and other firms
Employee Referrals Employment agencies
Former Employees Labour unions
Retrenched Employees Executive search firms
Professional associations
Internet recruitment
Media sources
Basically organizations are available by the two main sources of recruitment which are: Internal vs. External Recruiting
Advantages and disadvantages are associated with promoting from within the organization (internal recruitment) and hiring from outside the
organization (external recruitment) to fill openings. Promotion from within generally is thought to be a positive force in rewarding good work, and
some organizations use it well indeed. However, if followed exclusively, it has the major disadvantage of perpetuating old ways of operating. In
addition, there are equal employment concerns with using internal recruiting if protected-class members are not already represented adequately
in the organization.
Recruiting Source Advantages Disadvantages
Internal
Recruitment
Morale of promotee
Better assessment of abilities
Lower cost for some jobs
Motivator for good performance
Causes a succession of promotions
Have to hire only at entry level
Inbreeding
Possible morale problems of those not
promoted
"Political" infighting for promotions
Need for management-development
program
External
Recruitment
New "blood" brings new perspectives
Cheaper and faster than training
professionals
No group of political supporters in
organization already
May bring new industry insights
May not select someone who will "fit"
the job or organization
May cause morale problems for internal
candidates not selected
Longer "adjustment" or orientation time

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Facts [+]
surprisingly, 88% of American respondents seemed not to mind if prospective employers checked their profiles on social media (including
Facebook and Twitter) as part of a recruitment process. Job applicants are often told to keep their social media pages hidden from
potential employers, but apparently most Americans expect their online lives to add weight to hiring decisions. Just over a half (50.3%) felt
that it would not make a difference to their view of an organization if their social media profiles were looked at during the recruitment
process and 29.7% said that it would have a positive impact on the their view of that company.
According to a recent survey of 1,275 employers in the U.S. conducted by Manpower, Inc., the top ten most difficult jobs to fill by
employers are: sales reps, engineers, nurses, technicians, accountants, administrative assistants, drivers, call center operators,
machinists, and management/executives.
According to the U.S. Department of Labor, overall employment of human resources, training, and labor relations managers and specialists
is expected to grow faster than the average for all occupations through 2014. In addition to openings due to growth, many job openings
will arise from the need to replace workers who transfer to other occupations or leave the labor force.
Internal Recruiting Sources:
1. Promotion and Transfer
Many organizations choose to fill vacancies through promotions or transfers from within whenever possible. Although most often successful,
promotions from within have some drawbacks as well. The person’s performance on one job may not be a good predictor of performance on
another, because different skills may be required on the new job. For example, not every good worker makes a good supervisor. In most
supervisory jobs, an ability to accomplish the work through others requires skills in influencing and dealing with people that may not have been a
factor in nonsupervisory jobs.
It is clear that people in organizations with fewer levels may have less frequent chances for promotion. Also, in most organizations,
promotions may not be an effective way to speed the movement of protected-class individuals up through the organization if that is an
organizational concern.
2. Job posting
An organization can also use the policy of job posting as a internal recruitment source. In the job posting system the organization notifies its
present employees about job openings through the use of bulletin boards, company publications, or personal letters. The purpose of the job
posting is to communicate that the job opening exists. An effective job posting system involves the following guidelines:
Job posting should be prominent. Clear job specification should be communicated so that applicants assess themselves either they are eligible to
apply or not. Once the decision is made, all applicants should be informed about the decision. Job posting systems generally work quite well.
3. Contacts and Referrals
Employee referrals are more trustworthy and help hire good quality skills in the system.
Experts have claimed that employee referral schemes have helped them enhance the retention levels and mitigate
recruitment costs.
Many firms have found that their employees can assist in the recruitment process. Employees may actively solicit
applications from their friends and associates. Before going outside to recruit employees, many organizations ask
present employees to encourage friends or relatives to apply for the job openings. Contacts and referrals from the
present employees are valuable sources of recruits. Employee referrals are relatively inexpensive and usually produce
quick responses. However some organizations are concerned about problems that result from hiring friends of
employees for example, the practice of hiring friends and relatives favoritisms, cliques etc.
4. Recruiting Former Employees and Applicants
Former employees and former applicants are also good internal sources for recruitment. In both cases, there is a time-
saving advantage, because something is already known about the potential employee.
FORMER EMPLOYEES
Former employees are considered an internal source in the sense that they have ties to the company. Some
retired employees may be willing to come back to work on a part-time basis or may recommend someone who
would be interested in working for the company. Sometimes people who have left the company to raise a family
or complete a college education are willing to come back to work after accomplishing those personal goals.
Individuals who left for other jobs might be willing to return for a higher rate of pay. Job sharing and flextime
programs may be useful in luring back retirees or others who previously worked for the organization. The main
advantage in hiring former employees is that their performance is known.
Some managers are not willing to take back a former employee. However, these managers may change their
attitudes toward high-performing former employees as the employment market becomes more competitive. In
any case, the decision should depend on the reasons the employee left in the first place. If there were problems
with the supervisor or company, it is unlikely that matters have improved in the employee’s absence. Concerns
that employers have in rehiring former employees include vindictiveness or fear of morale problems among those
who stayed.
FORMER APPLICANTS AND PREVIOUS “WALK-INS”
Another potential source of applicants can be found in the organizational files. Although not entirely an internal
source, those who have previously applied for jobs can be recontacted by mail, a quick and inexpensive way to
fill an unexpected opening.
Applicants who have just “walked in” and applied may be considered also. These previous walk-ins are likely to
be more suitable for filling unskilled and semiskilled jobs, but some professional openings can be filled by turning
to such applications. One firm that needed two cost accountants immediately contacted qualified previous
applicants and was able to hire two individuals who were disenchanted with their current jobs at other
companies.
II. External Recruiting Sources:
A broad variety of methods are available for external recruiting. An organization should are fully assess the kinds of
positions it wants to fill and select the recruiting methods that are likely to reduce the best results.

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There are some employee needs that a firm must fill through external recruitment. Among them are: filling entry-level
jobs, acquiring skills not possessed by current employees, and obtaining employees with different backgrounds to
provide new ideas.
Facts[+]
Nearly 75% of job-seekers still use newspapers to look for employment, according to a report released by the Conference Board. The
survey of five-thousand households found nearly sixty percent of job-seekers use the Internet to look for employment. The Western U.S. is
the only area of the country where the Internet topped newspapers among those seeking jobs.
1. College Recruiting
At the college or university level, the recruitment of graduating students is a large-scale operation for many organizations. Most colleges and
universities maintain placement offices in which employers and applicants can meet. However, college recruiting presents some interesting and
unique problems. The major determinants affecting an employer’s selection of colleges at which to conduct interviews are:
Current position requirements
Experiences with placement offices and previous graduates
Organizational budget constraints
Cost of available talent (typical salaries)
Market competition
College reputation
College recruiting can be expensive; therefore, an organization should determine if the positions it is trying to fill really require persons with
college degrees. A great many positions do not; yet many employers insist on filling them with college graduates. The result may be employees
who must be paid more and who are likely to leave if the jobs are not sufficiently challenging. To reduce some of the costs associated with
college recruiting, some employers and college or university placement services are developing programs using video interviews. With these
systems, students can be interviewed by interviewers hundreds of miles away. There are advantages for both the companies and students. The
firms save travel costs and still get the value of seeing and hearing students. For students, the system provides a means of discussing their
credentials and job openings without having to miss classes.
Infosys, HCL T ech, Cognizant, Wipro pamper placement officers for best talent
March, 2012: Indian information technology companies are now pampering college placement officers by taking them on domestic and
foreign trips as they seek to hire the best talent from Indian campuses ahead of competition.
Over the years Cognizant has been taking placement officers to cities like Bangkok and Dubai while others have been holding their offsites
within their campuses. Infosys has also joined the race this year, although with a modest start in domestic locations.
Indian IT firms depend on campus recruits for a bulk of their hiring every year, making job offers to thousands of students every year. In
this financial year for instance, Infosys is hiring over 20,000 students from campus while TCS is hiring over 30,000.
2. Competitors and other Firms
Competitors and other firms in the industry or geographic area may be the most important source of recruits for positions in which recent
experience is highly desired.
3. Employment Agencies
Every state in any country like every state in the United States has its own state-sponsored employment agency. These agencies operate
branch offices in many cities throughout the state and do not charge fees to applicants or employers.
Private employment agencies also are found in most cities. For a fee collected from either the employee or the employer, usually the employer,
these agencies do some preliminary screening for an organization and put the organization in touch with applicants. Private employment agencies
differ considerably in the level of service, costs, policies, and types of applicants they provide. Employers can reduce the range of possible
problems from these sources by giving a precise definition of the position to be filled.
India
Aspiring Minds strives to help institutions and companies from choosing the ‘right’ individual rather than the ‘best’ individual.
Mar, 2012, NEW DELHI: Employability measurement company Aspiring Minds plans to set up 30 facilities over the next year, which will help job
seekers to connect with potential recruiters nationally. The facilities will work as employment exchanges and the company will invest up to Rs 20 crore
with the help of the local institutes in this effort.
4. Labor Unions
Labor unions are a source of certain types of workers. In some industries, such as construction, unions have traditionally supplied workers to
employers. A labor pool is generally available through a union, and workers can be dispatched to particular jobs to meet the needs of the
employers.
In some instances, the union can control or influence recruiting and staffing needs. An organization with a strong union may have less flexibility
than a nonunion company in deciding who will be hired and where that person will be placed. Unions also can work to an employer’s advantage
through cooperative staffing programs, as they do in the building and printing industries.
5. Executive Search Firms
Executive search (informally headhunting) is the process of recruiting individuals to fill senior executive positions in organizations especially like
chief executive officers or managing directors. Executive search may be performed by an organization's board of directors, or by an outside
executive search firm hired by the organization.
Some executive search firms are regional, while others are global. Many specialize in a particular sector.
When corporate entities elect to use an outside Executive Search Firm, it is usually because they lack the internal research resources, networks,
or evaluative skills to properly recruit for themselves. Using an outside firm also allows the corporate entity the freedom of recruiting from
competitors without doing so directly, and the ability to choose among candidates that would not be available through internal or passive
sourcing methodologies.
An executive search firms representatives often visit the clients offices and interview the company's management. This enables them to gain a
clear understanding of the company's goals and the job qualifications required- After obtaining this information, they contact and interview
potential candidates, check references, and refer the best-qualified person to the client for the selection decision. Search firms maintain
databases of resumes for this process. Other sources used include networking contacts, files from previous searches, specialized directories,
personal calls, previous clients, colleagues, and unsolicited resumes. The search firms task is to present candidates that are eminently qualified
to do the job and it is the company's decision whom to hire.

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Leading Executive Search firms in India
ABC Consultants: Chairman’s High Circle (CHC) is the executive search arm of ABC Consultants.
ACCORD GROUP INDIA is a boutique retained executive search firm specializing in CXO (Chief executive officer) and specialist searches.
Egon Zehnder International was founded in 1964.
EMA Partners International is a 25 year old global search firm , with offices located in most major markets around the globe.
Spencer Stuart is one of the world’s leading executive search consulting firms. The company operates out of 53 offices in 29 countries.Founded
in 1956.
Executive Access was established in 1988, and is focused on Asia Pacific region. The company is headquartered in Hong Kong, and has its India
office in Mumbai.
Gilbert T weed Associates Pvt. Ltd., a leading executive search practice in India is an international partner of Gilbert Tweed International Inc.,
New York. The company has three offices in India i.e. New Delhi, Mumbai, and Bangalore.
Facts [+]
Search firms witness 35% improvement in business; more hiring seen for senior management levels
Companies in India are pumping up hiring at senior management levels again, as a nearly 35% improvement in executive search firms'
business in the previous quarter indicates.
6. Competitions at campus
Many companies are now realising interviews alone are not enough to gauge candidates. Competitions at campus by companies have become a
good source today to identify best talented candidate. Many companies like Philips, Godrej, HCL Technologies are conducting Competitions for
business management students to identify best talent and who exactly fits to their organisation. Philips company has launched "Blueprint"
Case study competition that asks students to identify growth areas for the company and propose business plan. Godrej industries had launched a
competition called "LOUD" (Live out your dream event) for business school students to make presentation about their dream projects and present
a case for why the company should fund it. Through this competition Godrej senior managers picked seven winners. this company is also
conducting campus recruitment based on case studies are anxious to solve and to show their analytical ability. HCL Technologies had launched a
contest that asks business schools for suggestions on running tomorrow's enterprise or driving change through Management innovations.
competitions can help students develop the skills they would later need and the hard work needed to get success, which is the reason behind
competitions at campus.
7. Internet Recruiting
[Using the Internet for job-hunting reduces time spent unemployed by an average of 25%.] Organizations first started using computers as a
recruiting tool by advertising jobs on a “bulletin board service” from which prospective applicants would contact the company. Then some
companies began to take e-mail applications. Now some employers are not only posting jobs and accepting resumes and cover letters on-line but
also are conducting employment interviews on-line. Advantages for such Internet recruiting by employers include:
Reaching more applicants
Having lower costs and faster response time frames
Tapping an applicant pool conversant with the Net
Facts [+]
Internet job boards are rapidly gaining market share of all advertised jobs. According to HRAdvice.com, the biggest concerns when
recruiting on the Internet include not enough time to review resumes, too many resumes, too many unqualified applicants due to the ease
of application process, and potential exposure to discrimination charges due to adverse impact.
According to online recruiting commentator Peter Weddle, nearly two-thirds of all companies under-utilize their corporate web sites for
recruiting. Weddle suggests the following recruiting website improvements: take full advantage of virtually unlimited web space,
communicate your company's image as an employer, attract both active and passive job seekers, and provide a high-quality web
experience.
According to TopJobSites.com, the top three general job websites by traffic ranking are Monster.com, CareerBuilder.com and
HotJobs.com. TopJobSites.com reviews and ranks job and career websites based on a three month window of traffic volume. In addition
to general job sites, the site compiles rankings for college sites, executive sites, niche sites, diversity sites, and international sites.
Employers often begin the Internet search process by establishing an organization website and listing jobs on it. Alternatively, companies with a
web page that specializes in posting job listings (an Internet job service)—much like the electronic bulletin board of days gone by—can be used
by job seekers. Finally, online employment agencies can be used to post jobs and find applicants on the Net. Based on the results of one survey,
Figure shows the percentage of applicants who indicated they planned to use various recruiting resources.
Recruiting Sources opts by Applicants
One advantage of Internet recruiting is that it may improve the chances of contacting “passive job seekers”—those people who are not actively
seeking work. Listing at popular job-search Internet sites is a good way to attract such browsing high-tech workers. Indeed, recent surveys
show that about 37% of companies now use the Net for recruiting, and the rate is increasing rapidly.

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8. Media Sources
Media sources such as newspapers, magazines, television, radio, and billboards are widely used. Almost all newspapers carry “Help Wanted”
sections, and so do many magazines. For example, The Wall Street Journal is a major source used to recruit managerial and professional
employees nationally or regionally. Whatever medium is used, it should be tied to the relevant labor market and provide sufficient information on
the company and the job.
Newspapers are convenient because there is a short lead time for placing an ad, usually two or three days at most. For positions that must be
filled quickly, newspapers may be a good source. However, there can be a great deal of “wasted circulation” with newspaper advertising because
most newspapers do not aim to reach any specialized employee markets. Some applicants are only marginally suitable, primarily because
employers who compose the ads do not describe the jobs and the necessary qualifications very well. Many employers have found that it is not
cost efficient to schedule newspaper ads on days other than Sunday, the only day many job seekers read them.
In addition to newspapers, other media sources include general magazines, television and radio, and billboards. These sources are usually not
suitable for frequent use but may be used for one-time campaigns aimed at quickly finding specially skilled workers.
Facts [+]
Nearly 75% of job-seekers still use newspapers to look for employment, according to a report released by the Conference Board. The
survey of 5000 households found nearly 60% of job-seekers use the Internet to look for employment. The Western U.S. is the only area of
the country where the Internet topped newspapers among those seeking jobs.
CONSIDERATIONS IN USING MEDIA SOURCES When using recruitment advertisements
in the media, employers should ask five key questions:
What do we want to accomplish?
Who are the people we want to reach?
What should the advertising message convey?
How should the message be presented?
In which medium should it run?
Figure on the next page shows information a good recruiting advertisement should include. Notice that desired qualifications, details on the job
and application process, and an overview of the organization are all important.
What to Include in an Effective Recruiting Ad
INFORMATION ON THE CANDIDATE
Years of experience
Three to five key characteristics of the successful candidate
INFORMATION ON THE JOB AND PROCESS OF APPLICATION
Job title and responsibilities
Location of job
Starting pay range
Closing date for application
Whether to submit a resume and cover letter
Whether calls are invited or not
Where to mail application or resume
Facts [+]
INDIA
Employment News, a weekly, published in English, Hindi and Urdu languages is the flagship publication of the Publications Division, Ministry
of Information and Broadcasting, Govt. of India. The unit has been set up to bring out the above weekly journal, with a view to giving
information about employment opportunities to the unemployed and under employed youth of the country and to help youngsters in making
an informed choice about their careers. Initially set up in April 1976.
The weekly carries advertisement for job of Central, State Governments, Public Sector Undertakings, Autonomous Bodies, universities,
admission notices for professional courses, examination notices and results of organizations like UPSC, SSC and other general recruitment
bodies and mid level career promotion opportunities (Deputation). In addition to this, there is also an Editorial segment, which carries
articles relating to career opportunities. Also the Career Guidance series contains new and upcoming fields or professional activities with
information on the employment prospects in the area, qualifications required to enter the profession and the institute to avail education
and training.
The target groups of the weekly are basically the Civil Services aspirants, candidates appearing for competitive exams and interviews,
young people on the threshold of taking decision on careers and professions. The mandate of the weekly is to inform and educate the
young people so that they can make an informed decision about their Careers.
USA
Employee Benefit News has been a top selling publication serving the benefits industry since 1987. Employee Benefit News is dedicated to
helping benefit providers, broker/consultants, plan sponsors and employees. The magazine provides useful and comprehensive coverage of
the ever-changing business of employee benefits.
The U.S. Department of Labor publishes The Occupational Outlook Handbook every two years. The handbook is a nationally recognized
source of career information for hundreds of various jobs. Information subjects include required job training and education, earnings,
expected job prospects, what workers do on the job, and working conditions.
9. unsolicited candidates.
Persons who voluntarily come for attending interview or apply for the jobs, or Persons who are uninvited attending for interview or applying for
the job are unsolicited sources of employees. Today this source has become one of the major sources for employers, especially many employers
are receiving unsolicited e-mails from the candidates seeking job. Employers are also able to find out competent employees and candidates who
meet their requirements for the filling of job available. Employers are getting most of unsolicited candidates from e-recruitment that is through job
websites and e-mails which has become widely used source of recruitment of employees. Few employers believe that unsolicited candidates have
competence compared to solicited candidates, Some employers feel that unsolicited candidates have confidence and apply for the job because
they themselves believe that they are competent and suits to Job.
The Recruitment Process
The recruitment process begins when you know you need someone new in the Department, either because an existing staff member has left, or

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because there is new work to be done. It doesn't finish until after the appointment has been made.
The main stages are identified in the below flow chart –
Use and effectiveness of various recruitment strategies
Advertisements Percent Using
Practice
Average
Effectiveness"
Internet (e.g.. bulletin or job boards) 90 2.59
Local newspapers 64 1.77
Trade publications and magazines 51 1.81
National newspapers 29 1.48
Direct mail 25 1.73
TV or radio 21 1.60
Movie screens 7 1.22
Agencies or Services
Employment agencies 60 2.03
Temp asencies 52 1.96
Government employment services 28 1.47
School/College Community
Job fairs 66 1.83
College recruiting 59 2.16
School-to-work partnerships /'internships 42 2.08
Targeted minority recruiting (e.g., NAACP,
minority colleges organizations) 40 1.74
Partnerships with community organizations 35 1.79
Military recruiting 23 1.76
Retiree job banks 12 1.52
Professional Associations
Professional organizations 60 2.05
Professional conferences 52 1.97
Internal Resources
Employee referrals 90 2.57
Company's web site 38 2.26
Internal iob postings 78 2.23
Walk-ins. unsolicited resumes 67 1.48
Toll-free number 33 1.58

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Toll-free number 33 1.58
Other 10 2.58
Note: 1 = Not Effective; 2 = Moderately Effective; 3 = Very Effective
Recruitment of Employee: 4 mistakes that threaten the candidate experience
Savvy organizations understand if you provide a bad experience for job applicants, it
damages your employer brand and even your reputation.
That's why they seek to provide a positive 'candidate experience' - the process which
begins when a candidate applies for a job and finishes with them getting feedback on
whether or not they were successful in their application.
One way to improve the selection experience for candidates is to understand what most
annoys or confuses them about the application process. Many organizations make the
following four mistakes when using ability tests and personality questionnaires to sift and
select job applicants:
1. Recruiters don't communicate sufficiently with candidates about why they are being
asked to undertake assessments; why the information is needed; how this is relevant
to the job; what the organization will do with the data and who will actually see it.
2. They don't offer feedback to candidates after they have conducted assessments,
leaving candidates none the wiser about how they performed.
3. Some organizations don't use the data they collect from assessments at all. Others do
but they don't keep a centralized record of the candidate's assessments and
interviews. As a result, candidates can unintentionally be asked the same questions
by different interviewers. Overlapping the selection process not only wastes time, it
also exasperates the candidates. If the application process isn't seen as valid, some
candidates will drop out of it. The hiring organization therefore risks losing talented
people through inefficiency and lack of professionalism.
4. Recruiters don't properly explain why candidates were ultimately unsuccessful in their
application. Candidates can blame the assessments if they don't get the job, when in
fact it may have been other factors.
----http://www.hrmagazine.co.uk/
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