10. A Model of Organizational
Recruitment Process
Recruitment Objectives
Strategy Development
Recruitment Mode
Intervening/ Process Variables
Recruitment Results
10
11. Recruitment Objectives
Retention Rate
Job Performance
Psychological Contract fulfilled
Cost of Filling Job
Speed of Filling Job
Number of Positions
Diversity of Hires
Quality of Applicants
11
12. Strategy Development
Whom to Recruit
Where to Recruit
Sources of recruitment
When to Recruit
What Message to Communicate
12
16. Core Concepts in Recruitment
Staffing matches Individual and
Organizational needs
Recruitment is a Process and a policy
Organization and Job analyses are
prerequisites to Recruitment
16
17. Cont:
Hiring for Job requires person-job fit
Hiring for Job requires person-organization fit
Recruitment involves identifying and evaluating
applicants
Legal Environments constrains Recruitment
17
18. Pre requisite before Recruitment
What Type
Personality
Characteristic
Features
Traits / Qualities
Management Styles
Geographical location
Experiences
SWOT Matrix
18
22. Strategic Issues in Recruitment
Firms ability to PAY
Organization Strategy, Values, Ethics, match the
candidate
Sources of Search
Organization Philosophy / Principle / Approach /
Code
Short / Long Plan
U are giving a Job or Career
What type of Climate Organization has
Size / Rate / image of the Organization
Realistic Job Preview
22
23. Recruitment Goals
Attract Large Number of Applicants
Attract Large Number of Qualified
Applicants
Attract Applicants willing to take Offer
Fill Vacancy Quickly
Hire People who Perform
Hire People who stay with the
organization
23
25. Recruitment Exercise
Stage One Job vacant Matrix
Stage Two Attract Candidate
Stage Three Advertisement
Stage Four Screening
Stage Five HRIS
Stage Six Person – Job fit
Stage Seven Person – Organization fit
Stage Eight Decision Making
25
26. Stage One Job vacant
The Number Matrix analysis
When
How much
Whom
Why
Where
How
Which sources
26
27. Stage Two Attract Candidate
How Organization to Attracts
How they are doing now(MNC)
Market Standing
Image
HR Policy
HPWS
HPWP
HP Work Design
27
28. Stage Three Advertisement
Advertisement How
Pros / Cons
How to go about
Job Related Exercise : Analysis /
Evaluation / Description / Enrichment /
Enlargement /
Use Plain Language
Develop & Trust Creditability
28
31. Stage Four Screening
Job Fit
Education fit
Experience fit
Culture fit
Background fit
Man – Organization – Job fit
Skill fit
Personality fit
31
32. Stage Five HRIS
Why to have
How to develop
All the Particulars
Personal
Occupational
Background
Adjustment
Psychological
Social
32
33. Stage Six Organization Analysis
A) Goals and Objectives
What are Long / Short term goals
Strategy / Strategies adopted
What capabilities organization need
Competitive strategy
33
34. Cont:
B) Organizations Staffing Needs
Organizations HR needs
How many needed
Core Competency what
Knowledge / Skill / Ability and other
characteristic ( KSAO) needed
34
36. Stage Seven Job Analysis
Physical Demands of the Job
Knowledge required
Environment conditions one has to
perform
Skills required
Ability required : traits
Personal Characteristic
36
37. Stage Eight Other Analysis
Personality
Temperament
Values
Kind of rewards
Pay and benefits
Feeling of Accomplishment
37
38. Cont:
Compensation : Wages, bonuses, perks,
Incentives, Increments
Benefits : Vacation, Health Insurance
Social Interaction : Friendly workplace
Security : Stable, Job stability
Status / recognition : Respect,
Prominence at work
Work variety
38
39. Cont:
Work load : Right amount of work
Work Importance
Control Systems : Empowerment / flextime
Advancement / Development oppournity
Feedback
COW
WC
39
49. Advantage
Familiar with Organization
Stable and Loyal
Commitment
Morale
Motivation
Known ability person
Less Guess work
Better assessment of Candidate
Reduces Overheads
49
50. Cont:
Reliable Sources
Less likely to Quit
No need of Training
Socialization not required
Fast and less expensive
Respects Organization
Extra Mile
Individual is Respected and Identified
( Psychological feeling)
50
51. Disadvantage
One Fill……..One Vacant
(called as Ripple effect)
Waiting time and Cumbersome
Bureaucratic Nightmare
Eligibility lists
Political Infighting for Selection
Inbreeding
Limited Scope
May not get Apt candidate
Limited Search
51
54. Advantage
New Ideas / View points / New Vision
Avoid Confusion
Varied and Large base
Scope is wide(Increased Diversity)
Experienced
Save Time
No development / Training
Orientation
54
55. Disadvantage
Can he Adjust?
Who knows
Longer and Late
Expectation b/w Organization – Person
Discourage to already employees
When is the right Time
What Salary….High or Low
Increased Adjustment period
Expensive
Slow
55
56. Other Methods used for
Recruitment
Traveling Recruiters
Walk in application
Employee referrals
Newspaper
Journals/ Magazine
TV/Radio
Emails/ Website
56
57. Cont:
Employment Services (Exchange)
Search firms
Trade fair / Education Fair
Employee Referrals
Succession Planning
Government Agencies
Career Advisors
Students Societies
57
58. Outplacement Consultancy
Employee leasing firms
Computerized Resumes
Video Conferencing
Phone
Institutes …. Training / Research
Professionals Society‟s / Organization /
Institute / Voluntary Organization
Unions( Job bidding)
Officers Association
58
59. Community Agencies
Conferences
Fair
Posters
Door Hangers
Bill boards
Information Seminars
Campus
Employee recommendations
Son-of-Soil
59
61. Mode of Recruitment
US Effective Recruitment Sources
Internet
Private Employment Services
State Employment Services
Universities
Promotion from Within
Employee Referrals
Walk-Ins
Newspaper
61
62. Factors effecting Job Search
Size of the Organization / Image
Quality of HR needed
Quantity of HR needed
Availability of Sources (effectiveness)
Past Experience
Budget available
62
63. Factors effecting Job Search
Local Market Condition
Occupational Market condition
General Economic conditions
Political Issues and Ideology
HR Policies
63
65. What CEO’s look during their
Recruitment
Values and Culture
Well Managed
Exciting Challenges
Strong Performance
Industry Leader
Many Talented People
Good at Day
65
66. Cont:
Inspiring Mission
Fun with Colleagues
Job Security
Freedom and Autonomy
Career Advancement an Growth
Geographic location
Respect for Life Style
66
67. Guideline for Recruitment
When to Recruit : Need / Situation
References / referrals
Which Method(sources)
Confidential Search : Verify Resumes / Call
Referees
Track Record of Applicant
Develop HRIS
Budget
Treat Each Equally
67
68. Cont:
Do a „most‟ wanted list
Hire to hurt Competitors
Fist day ask…..Who else is good at u
place
Open House
68
69. 69
[M M Bagali, PhD]
Professor of Human Resource Management,
Head, Research in Management,
JAIN University,
CMS annex, # 319, JPnagar, 6th Phase,
17th Cross, 25th Main,
Bangalore, India, 560 078
t: 80 43430400 / f: 080 26532730
e: mm.bagali@jainuniversity.ac.in
n: http://in.linkedin.com/in/mmbagali
www.jainuniversity.ac.in
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