Recruitment & Staffing

Chapter 3
HR Processes – An Employee Life Cycle
Recruitment – Introduction
 Applies to the process of attracting potential
employees to the organization or company
 Continues with the selection and cases with
placement of the candidates
 Manpower planning to make it possible to
acquire the number & type of people
necessary to ensure the continued operation
of the organization
Recruitment - Definition

 William F Glueck – Recruitment acts set of

activities and organization uses to attract job
candidates possessing appropriate
characteristics to help the organization reach
its objectives.
 Byars & Rue – Rec Involves seeking &
attracting a pool of people from which
qualified candidates for job vacancies can be
chosen
Pre-requisites of a sound Recruitment
Policy
 Conformity with its general policies
 Should be
 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
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
 Public employment
exchanges ,
 Professional
Associations
 Data banks
 Trade Unions
Factors involved in recruitment
 Sourcing – from prestigious Institute & thru reputed
placement agencies
 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
Essentials of selection Procedures

 Some one should have the authority to select

 There must be some standard of personnel with
which a prospective employee may be compared
 There must be sufficient number of applicants
from whom the number of employees may be
selected
Steps in selection procedure
 Job Analysis – selecting the right candidate after finalizing the job
analysis, job description, job specification , etc
 Process of searching for prospective employees and stimulating them to
apply for jobs in the organization.
 Application bank – details of age, sex, Height and Weight, educational
qualifications, experience etc
 written examination – for screening purpose as a matter of elimination
process – to know and measure the candidates’ position on knowledge ,
aptitude , reasoning and English language
 Preliminary interview – observational / personal appraisal method
probing details
 Group discussion – A method to bring applicants around a conference
table to discuss either a case study or a subject matter
 Test – Psychological tests and performance tests

Intelligence tests , Aptitude tests , Interest tests, Personality tests ,

Achievement tests / Trade tests
Interviews
 Informal interview
 Formal interview
 Planned Interview
 Non-directive interview
 Depth interview
 Stress interview
 Group interview
 Panel interview
Followed by
1. Pre employment
Medical examination
2. Final decision by the
Line managers
3. Issue of Offer Letters
4. Placement
5. Orientation / Induction /
Socialization of new
employee
6. Integrating the personal
skills / goals with the
organizational
requirement / goals
Manpower planning / Staffing
 Concept of Manpower planning
 Process by which Management determines how the
management should move from its current manpower to its
desired manpower utilization
 Described as formal planning in emphasizing the following
..
 Establishment and recognition of future job requirements

 Scanning the organization thru systematic manpower

audit
 Assured supplies of qualified participants

 Development of available manpower

 Effective utilization of current and prospective workforce

members
 Need and importance of Manpower planning
 Helps to avoid sudden disruption of the production run
of an enterprise enabling management to adopt suitable
strategies
 To prepare for fresh demands in terms of numbers ,
skills and occupation to meet increasing demand due to
updated technology and expansion / growth
 To cope with changing job requirement due to
technological change & growing complexity in
business
 Helps to give an overall corporate picture at the
corporate level for identification of surplus / shortage
of personnel
 HR planning process
 Manpower forecasts
 On the basis of corporate goals and manpower analysis
forecasting of manpower (ie) Kind of people needed for
conduct of business in the given period
 Manpower Inventory
 Making an Inventory of present manpower resources and
finding out the extent to which these manpower's are
employed optimally.
 Manpower Management
 Planning scientific requirement , selection , training ,
development , utilization , motivation , compensation , etc to
ensure that future manpower needs and development
manpower plans for implementation
 Quality of personnel
 Knowledgeable workers need meaningful and
challenging jobs
 Job itself can be the best motivators for
productivity
 Job itself can satisfy higher level wants of workers
 Well designed jobs can attract talents, reduced
turnover / Attrition rates , absenteeism , discharge
, resignations etc
 Vacancies may be filled by promoting from within
and partly recruiting from outside
 Process of Manpower process
 Anticipating manpower needs
 Planning for job requirements & description
 Analyzing of skills to determine the nature of
manpower
 Selecting adequate source of records
Steps involved in
Manpower planning process
 Step1 : job Analysis / job design - Mgt must
define what work to be performed , how tasks to
be carried out and allocated into manageable
work units (jobs)
 Step 2 : job description & job specification

refers to incumbent where a job specification with

regard to qualification and experience needed to
perform a job
 Step 3 : forecasting procedures:
 Corporate planner has to forecast the number of people needed
for a particular job – can be done by forecasting the internal
supply and external supply of the people who can perform the job
 Step 4 : Internal Supply of Manpower
 Six methods can be used to forecast the future human resource
needs viz :
 Planning for the statusquo
 Thumb rules
 Unit forecasting
 The Delphi Method
 Scenarios
 Computer Simulation
Planning for the status quo

 Planning involves steps to replace any

employees who are either promoted or who
leave the firm. An example is Management
succession planning which seeks to ensure
that there is at least one qualified manager to
replace any higher level manager in the
organization
Thumb rules

 This is on the basis of firm’s beliefs with regard to

forecasting Human resource needs – for ex, one
firm believes that a ratio of one production
supervisor for every 12 producers (Workmen) in
optimal . This firm maintains this 1:12 ratio because
it has proved successful in the past. Another thumb
rule is based on past experience that one person
can produce 2000 units of output per day and
accordingly 5 employees needed for 10,000 units as
a matter of forecast
Unit forecasting

 This refers to the estimate of supervisors and

managers with regard to forecasting Human
resource needs for the next year unit wise –
this approach called as
“ Bottom up approach” to forecasting as the
judgment are made by lower level
management and added together at a higher
level of the organization.
The Delphi Method

 This method relies on Expert opinion in

making long range forecasts – this involves
obtaining independent judgments from a
panel of experts usually thru a questionnaire
or interview schedule on certain issue
affecting the nature and magnitude of
demand for an organization’s products and
services
Scenario
 These are all descriptive scenes allowing planners to consider
several factors in combination to forecast human resource needs
for each set of circumstances - for eg, one scenario might
assume environmental conditions in the next three years – to
include a recession, the entrance of a new competitor in to a
company’s major market, and technological advances requiring
some modifications in the production. Using this method,
forecasts could be made for meeting human resource needs of
each set of circumstances as portrayed in the separate scenarios
– this is useful in making mid - to long range forecasts of Human
resource needs
Computer Simulation
 This is one of the most sophisticated
methods of forecasting human resource
needs – A computer is a mathematical
representation of major organizational
processes, policies and human resource
movement thru organization – computer
simulations are useful in forecasting for
human resources by pinpointing any
combination of organizational and
environmental variables.