6.

2 'htman
If
6.2 CONCEPTOF RECRUITMEÅT
According to Flippo, 'Recruitm nt is—theprocess of searchi
rospective employecs an777Æ ating and encouraging themto
In the words Of Yoder,
of manpower to meet the
process to discover the sources requirement
employ effective
of the staffing schedule and to measures for
manpower in adequate numbers to facilitate effectiveselection
that
Recruitment needs are of three
an efficien•tworkingforce."2
unengcged. Planned needs arise from ch
Planned, anticipated and
polLcysResignations,deaths,accid
in organisation and retirement
unexpected needs. Anticipated needsrefe
and illness give riséto
resource whiEhG organisation can
those movements in human
internal and external environments.
by studying trends in the
e fo owingfeatures ofræruitm
An analysisofth& definitions rev 911'

(i) Recruitment is process or a series f activities rather than

single act or G process are-descn a
under the next headin
(ii) Recruitment is linking activity as it brings together thoseWith
jobs (employer) and those seeking jobs (prospective employees).
(iii) Recruitment is positive function, s it seeks to developa pool
B!gible per;pps_ which most.suitable-ones can be selected

(iv) The basic ose f recruitment is t ocate the squrc

of
required to meet job requirements andéffFäcaucK
in the organisatiom-
people to offer themselveöfÖF¯éFINÖy7ment
(v) Recruitment is important function s it makes it
acquire the—numberand type necessary the
pnggyedfrnciioningu_thegganisatipn. Careful recruitment
of employeesis particularly important in Iridia becausethe
-chancesof mismatching the job and the person are greater.Due
to widespreadunemplyænt, the job seeker tends to accept
agy_jobirrespective of his suitability.
(vi) Recruitment is a function-as all prganisations engage
in recruiting activity; But the volume and nature of recruitment

1. Edwin B. Flippo : Personnel Management, McGraw Hill. 1980. p. 131.

2. Dale Yoder and Others ; Personnel•Managément and industrial Relations, 1972,p. 63.
 Sclcction 6.3
and
the size, nature and environment of the particular
ries with
organisation.
itment is a twgzwayprocess, Jt takes a recruiter and a
gecru
(srii) Just as the recruiter has a choice whom to recruit or
similaay the prospective employee can choose for which
not, to apply for a job.)
o•rganisation
nt is accomplex job because too many factors affect
Recruitme
image of the organisation, nature of jobs offered,
Ofiii)
policies,working conditions and compensation
organisational
organisation, rate of growth of the organisation,
in the
lest recruitment record, employment conditions_in the
ast trade union, etc.
community,
of Recruitment
Sources
6 2.1 s of recruitment may be classified into two broad
source
Various namely internal sources and external sources (Fig 6.1).
Øtegories,
REORUITMENT

Söurcg External Sources

(i) Press Advertisements
Transfers (ii) Educational Institutions
(i) Promotigns (iii) Placement Agencies
(iv) Employment Exchanges
(v) Labour Contractors
(vi) Unsolicited Applicants
(vii) Employee Recommendations
(viii) Recruitment at Factory Gate
(ix) E-recruitment

Fig. 6.1: SourcesofRecruitment

Internal Sources
sources consist of the following :
Internal
and casualemplQye_e
alreadyon the a ofth
employees
may e filled up from such
Transfer impliésihiftihV
transfers
one)oy to.nother without anymajorchange
ofan employee from
 6.4

in the status and responsibilitiesof the employee.

hand, promotion refers to shifting of an on
employeeto
position carrying higher status, responsibilities
and pay.
(ii) Retired and retrenched who want to

(iii) Dependants and relatives of deceased and disabled

Internal sources have the following merits : emplo
10 im rove when
ass ed that they would b preferred • filling u
i her leve s A sense ofsecurrty is -created among
sat
(ii) Suitabili of existinggmplo ees can bé •ud e etter
qualificationsand_performanc f-already a
organisation. Chances of proper selection are higher. theN

(iii) It omotes 10 and commitmen among-emphy

s due
sense securi and pportunities for adv_anceme to
of employment is improve .
(iv) Present employees ere alreadyfamiliar with the organisation and
its olicies.Therefo time an cost
are low.
( The åme and e e f.recnutment e reduce s there
is
li e nee for advertising vacancies,or arranging rigoroustests
and intewiews.
(vi) Relaüons with trade—unionsremain goo, because unions refer
internalrecruitment particularly ough promotion
(vii) Filling of higher level •obs throu h romotions the
ation helps to talented and ambitious

Companiesare targeüng former employees subtly:throügh their alumni

networks. get-togethers and through emails.
Hiringformer employees helps companies reduce training time.
Theyalsofitintoffecompanyculture quicker ina situation where employers
areconstantlygrappling with delivéryofpro)ectg.

Internal sources, however,suffer from some demerits. (i) it may lead

to inkgggding« (ii) it discourages flQV! the organisation.
(iijif ons maybe
 6.5
d Selection in selectiorüs_zestricte
d.Åfore_talented outsiders
choice
ility of labour is restricted. Chances of
is restriced by the limitedu
cannot be filled upf mwithin the
f insiders. this source of recruitment is not 1able to a newly
(v'i)
rprise5
d ente
orgbliSbe External sources of recruitment lie outside the
I
sources:
are as follows •
These
isation. and Training Institutions: Various institutes like
o
gineering colleges, medical colleges, IT Is and
are a good source for recruiting well-qualified
engineers, medical staff, pharmacists, chemists, etc.
executives,
roV1
zibeYd placement ce s Officers to serve as
Gooe betwee the em 10 ers and the students. This source
"iaison as Campus Recruitment. ICICI Pru ential and some
is f companies make 'pre Ire 10 offers wherein engLenng-.......-—
F
d MBAstudents s semester with
an
ective em 10 ers and they are paid a stipend.) Thy are
ros they graduate. Group offers are afo a new
d as soon as
hire -sc oo s.
tren
at
Executive Search Agencies or Placement Agents or Head-
(2)
hunters:Several private consultancy firms, e.g., A.F. Ferguson
Waterhouse, ABC Consultants, etc eerform
Associates,Price
recruigggggtj.en on behalf of client companies by charging
agencies are particularly suitable for retruitment of
. all the functions of
execut.tye
selec!ion so -that the client is relieved of this
ecruitment and
e -But the cost of recruitment through these agenciesis
bur
quite highQ
Exchanges: Government of-India-has-established
(3) Employment
exchanges throughout the country.These
publicem loyment
the
exchanges provide
in identifying suitablecandidates.
obseekersand help employers
candidates-for differenttypesoff
Theycontain a CQanVof
re uisition/notice fromemployers,the
&xWhenever th
concernedcandidates are informe . ist¯öfiffch-persons-is-
 Human
6.6 Resource
also sent to the employer. The Employment E QhQ
(Compulsory Notification of Vacancies) Act, 1959Xch
obligatory for both public-sector and private_sector mak
to through employment ente
Many of these exchanges also_provide vocational-ÅUÄdaNnce2q
job counselling to jobseekersD
(4) Casual Callers: Due to widespread unemployment
country, næy jobseekers—yisit— fices of
well-kn the
companigs_on-their-own,_Such callers are generally consid
a k routine of the enterprise.B
waitinglist of such unsolicited visitors can be pre are
temporary It is a very inexpensive
sour
of recruitment.
Manual workers can be recruited
(5) Labour Contractors: through
contractors who maintain c ose links with the so
wor e is sourceis o ten use to suc
abour
constru •onjobs. The disadvantage of this source is that for
the contractor leaves the or anisation, people employed thr
ough
him also go.
(6) Gate Recruitment: Unskilled workers may be recruited at the
factory gate. In some- industries, like jute, a Igcgg_numberof
workers wor
employed whenever a MOre
efficient among these badli workers may be' rscgujted to fill
permanentvacancies.A notice on the notice board of the

recruitment is called t IS very _econömical

and is used mainly
the spot recruitments thio'ugh walk-in interviews-and job fåirs
are bG%ÖöIäFParticu1arlyfor-calLcentres; BPO firms
etc.
(7) SimilarOrganisations
Coaching): can
be recruited by offering better working in
similar organisations.Newly established organisations
known business höüSes ofteFlüFé@eFiéhced executives and
-thepublic secto This is calledæaching
or raiding for talent
 Selection
and 6.1
Pooch Executlve•s to
experienced by the domestic retail industry over the last few
go rise to poaching of executives from the rival
'fie
thshas given Reliance
several senior executives from global retailers such as
has hired
Best Buy.
Tesco,
Times, November 2003.
Economic
Thc
ottrce ee Referrals: Office bearers of trade unions are oftenaware
Etttploy
(S) syVabj.liWof-candidates. Management can enquire these
of or suitable jobs. In some oqäfiisations, theié
in recruitmentt9 the candidates.
Weemen and friends of emp\gyggs__
prigrÅY in recruitment in some_companies. Public sector—
rtakings give reference to local people (sons of the soil)in
e at\ower
some sort of reliminary screening- akes placeby the
source,
union recommending the candidate
employee/
Friends : Suggest a Name to Your Boss & Get Paid
be
pays
in fashion in world. MNC technology companies
back last coupleof
referralsare hiring through referrals have increased in the
that the
$2,000 88;000).
dandidåtehired. AtCiscoitis
referre
1.2005.
Times, June
•The
Economic in newspa ers and
Source Advertisements:
(9) Press has-a very wide.reach.One
method that it m ons o persons
—ofthis daily can cover
in a leading
advertisement coun ry. eriay•obs.
throughout
the Ica an mana
or c erical, secret,onl a box
to keep identify the
company wants
consi
If the can be wen for re \
ber However,thisme
faciWtates&screening. unsuitable
to
advertisement
hasto waste consi
company
-candidateÅOhe
temporary
leasing and
employee
Internet, of recruitment.
sour ces
are Düvr
 6.8 Human

External sources of recruitment offer the following advantages

QhQ

(i) Peoplehaving th€öFTEskill, education and

obtained.
(ii) As recruitment is done from a wider market, best selectio

from other organisations

(iii) -Expertise and experience can beb
blood and new ideas into the
(iv) It helps to bring new
never dries up: It is
(v) This source of recruiånent availableto
new enterprises.
ar.ebest when suitable people from Withi
(vi) Externalsources
not availableand when the org nisation is

suffer from the following disadvantages

External sources,however,

outside.Detailed screening is necessary as very little is kn

about the candidate.
(ii) The employeesbein unfamilia with the organisation, their
orientation ænd raming is necessary.
(iii) If higher leveljobs are filled from external sources, motivation
and loyaltyof staffare affected.

6.2.2 ProcessofRecruitment
The recruifrnentprocess consists of the following steps:
(i) Recruitmentprocessgenerall begins when the@uman resource
requisition for recruitment from any
the.com he human resource requisitions
contain ailsabout the ositio to be fille number
to be recruite , h duties be
rz.gygeßfrom--t•he- and conditions of
€mploymentand-th • e-b.y-whic the person should be available
for appointment, etc.
(ii) Locatingand developingthe sources of required number and
type Of
(iii) Identifying the prospective employees with required
characteristics.
 Selection 6.9
d
unicatingtheinformaüonabouvthe0Fsanisation, twejob
and_gpnditipns of service.
the tsrgs
(W) d to apply for jobs in the

organisation.
the effectiveness of recruitment process'.
EOuatin_g
of Recruitment
ds and Techniques
Metb0
hodsOLte_chniques are th means y-which an
63.3
croitjnentestablishes contact with(po€entiåléanCidatdFérovides-e
#e jrniaiiÖb_anAencourages them)to épply for
differentfrom_the sources of recruitment. Sources
are
Illetb0ds wheoros ectiveßmplöYQS>reZavGlÄöOn the
{beke are ways o ést@blishinglinks\yith-the-prospectire
methods
méthoas employedfor rec\uiting employees may
ther following categories: (S,
10 ees in to the
classified ethods•. Under directxeczuitmentscouting,
be
DirectM manned exhibits and waiting-listsare In
(1) contacts,
represe
outing, training institutions. These travelling recruiters
educationafand
ormation with the students, c arify their doubts,
in
jobs,sonduct campus iote_ryiews
them to apply for
stin-xulatelist candidates for further screening.
and short
office eadofthe
10 ees f the
Another direct method is to as em
institution. tell about the_vacancies.
tion to contact the public and and
r anisa •bi involve sending recruiters_-to-.seminaré
pned ons, setting up exhibits at fairs and using mobile offices
organisations use aitinglists
desireCÖentreöSome
have indicated-their-interest-ifföbölll
f candidates who
(J
mail or over t-elephone,)
(person@rough
Methods:
(2) Indirect •
e radio adyutisement-enables-candidates-to-.—
and cl L the requisite
thought-out only-thoseposessing
•sutgbility_so that whenthe
assessjheir his method is appropriate
apply.
qualifications will outto a
largetargggæp_sattere
reach
orgai1iSätionwäffs o
6.10

geographically.Whenever necessary, a blind adve

be given in box number is given without
id
the firm.ConsideraÄ)l_e_details__@boutjo&s
to be
-qualificationsrequired can be given in the advertisements
fille

Third Party Methods: Various agencies can be used

(3) to

consultingLÆs, professional societies, temporary help

traTe unions, labour contr ions-are the main agencies
relations of existin staff and d
¯a-d ition, friends at d
method canalso beused.
(Job Portals): Ajob-p-oztal is an o
(4) Online Recruitment
board or a website where employers can post job offerse'
candidates can post their bio-data. E-lixir Web solutions

on-li
recruitment channels in India. Their research indicates th
per cent of all the net users in India search for jobs on Internet
and this number is bound to increase in the years to come
Naukri.com, Shine•ob.coms2rizedJobStreet.corn, •obs.com
JobsDB.com are some ofthe portals in India Interne
ource
is also known as Tele-recruitmen .
Table 6.1 shows the advantages and disadvantages of Job Portals..
Table 6.1: Job Portals
Advantages Disadvantages
1. E? access l. Time and cost involved in creatirrgjoL
portal's
2. Low cost
2. Impersonal
3. Speedyresponse from candidates
3. May require changes-in-staffin
4. Large potential ole
and responsibilities
5. 24 x 7 access
4. •Identity theft

(5) Temping: or o is
catching up. It down
tempts may I k assion and commitmenQ
This method of ment may.be suitable for a start up
enter rise.