Recruitment meaning - Basic contents of Recruitment notification - Sources 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 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. As the human resource/ Manpower/ employees are pillars and key assets for any organisation, recruitment is the only way to raise manpower needed for organisation.
Recruitment & Selection
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. Meanings of recruitment:
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 takes place 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;
It contains brief about an organisation which is recruiting.
Contains number of posts/jobs lying vacant in an organisation.
Contains number of jobs in reserved category. (especially in government organisation jobs are allotted to reserved category).
Contains information about gender needed for the jobs. (For example: Male or female)
Contains information about educational qualification needed to qualify for applying to job.
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)
It contains most important information that is, Job description, which is the statement of information about duties and responsibilities of the job.
Contains information about salary particulars, employee benefits and other allowances to be provided.
Selection tests which must be passed by candidates so as to have job.
Terms and conditions if any.
The Equal Employment Opportunity Commission (EEOC), is charged with enforcing federal law against discrimination based on
Age (between 40 and 70).
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.
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.
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:
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.
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 RECRUITMENT 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 Employee Referrals
At least 65% recruiters in India use employee referral programmes to get quality talent: Survey ET Bureau | 20 Oct, 2015
At least 65 per cent of recruiters are using their employee referral programmes to get talent people in India, according to a recruitment trends survey conducted by LinkedIn, shared with Economic Times.The India Recruiting Trends 2016 study was conducted among 298 Indian recruiters or talent acquisition decision makers who work in a corporate HR department and have some authority in their company's recruitment solutions budget. These individuals focus exclusively on recruiting, manage a recruiting team, or are HR generalists.
Indian recruiters were also the most confident about measuring the quality of their hires (54 per cent) as opposed to recruiters in markets like China (20 per cent) and Australia (19 per cent). Nearly 39 per cent agreed that quality of hire was the most valuable performance metric, 55 per cent said employee referral programmes were the top source of quality hires, 37 per cent either shared or contributed to employer branding with other functions, and 36 per cent said employee retention was top priority.
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 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.
5. Compassionate appointment / Job
Compassionate appointment is an appointment/ Job given to legal heir (dependent) who is wife or son or daughter of an employee who was deceased while in the service or if employee met with an accident which caused permanent disablement while in the service or went missing for seven years or more. These sort of appointments are mainly seen in the government organisations.
Points to remember about compassionate appointments
married son is not treated as dependent on the government servant
married daughter is treated as dependent on the government servant for compassionate appointment and she should support other dependents of the family
Who are considered dependent Family Members
Dependent Family Member means:
b) son (including adopted son); or
c) daughter (including adopted daughter); or
d) brother or sister in the case of unmarried government servant; or
e) member of the Armed Forces, who was wholly dependent on the Government servant/member of the Armed Forces at the time of his death in harness or retirement on medical grounds, as the case may be.
The lower age limit cannot be relaxed below 18 years of age for compassionate appointment.
Upper age limit can be relaxed if necessary.
In ‘State Bank of India and Others V. Jaspal Kaur’ – 2007 (2) TMI 581 - SUPREME COURT OF INDIA
The Supreme Court held that it is clear that the public post is not heritable, therefore the right to compassionate appointment is not heritable property.
Adopted kin cannot seek employment on compassionate grounds: Telangana High Court
In WP 26868/2019, Syed Sarwar Ahmed Vs t\The Union Governmant of India, the Telangana high court on 04-11-2019 declared that since Muslim Personal Law does not recognise the adoption, claims from the adopted kin for employment on compassionate grounds cannot be entertained.
The bench comprising chief justice Raghavendra Singh Chauhan and justice A Abhishek Reddy was dealing with a writ plea filed by one Syed Sarwar Ahmed who was aggrieved with an order of the Central Administrative Tribunal (CAT) which refused his claim.
According to the petitioner, after the death of his adoptive father, he was entitled to be appointed as a Grameen Dak Sevak, a village postman on compassionate grounds. The postal department rejected the claim. The tribunal in its order pointed out that he had failed to produce documents in proof of ceremony of adoption. He filed an appeal against this order in the high court.
The division bench which went through the documents held that since Muslim Personal Law does not recognise the adoption, the performance of ceremony and proof thereof was irrelevant. The bench further held that compassionate appointment was not a matter of right. It is only an exception. The bench accordingly dismissed the writ plea.
Children born from void marriages entitled to compassionate appointment, Supreme Court.
IN THE SUPREME COURT OF INDIA
CIVIL APPELLATE JURISDICTION
CIVIL APPEAL No.12015 OF 2018
(Arising out of SLP(C) No.32004/2016)
UNION OF INDIA AND ANR. Appellant(s)
V.R. TRIPATHI Respondent(s)
CIVIL APPEAL No.12016 OF 2018
(Arising out of SLP(C) No.34830/2016)
In a recent judgment, the Supreme Court held that children born out of a void marriage are legitimate children, and cannot be denied the benefits of compassionate appointment.
Noting that “children do not choose their parents”, the judgment delivered by a Bench of Justices DY Chandrachud and MR Shah states that to deny compassionate appointment to a child born of a void marriage is “deeply offensive”.
“Children do not choose their parents. To deny compassionate appointment though the law treats a child of a void marriage as legitimate is deeply offensive to their dignity and is offensive to the constitutional guarantee against discrimination.”
Through this appeal filed by the Union of India, a decision of the Bombay High Court was challenged wherein compassionate appointment of the respondent, who is a child born from a second marriage, was allowed.
The father of the respondent was employed by the Central Railways in Mumbai and during the term of his service, contracted a second marriage. Upon the demise of his father, the respondent applied for compassionate appointment, which was rejected by the Central Railways Authorities.
The respondent then approached the Central Administrative Tribunal against the rejection of his application, and the Tribunal ruled in his favour. A review petition filed by the Central Railways against this order was dismissed, which an appeal before the Bombay High Court.
In the meanwhile, the Railway Board issued a circular stating that compassionate appointment cannot be granted to children born from a second marriage of a deceased employee.
The High Court, ruling that a child born in a second marriage is recognised as a legitimate child, found no merits in the petition and upheld the Tribunal’s decision. Aggrieved by the same, the Railway Authorities appealed before the Supreme Court.
Additional Solicitor General Aman Lekhi, appearing for the Centre, submitted that the rights of a child born in a second marriage were only with respect to inheritance and property, whereas the right to employment was not an inheritable right. It was also submitted that since the heirs of a deceased employee do not have a right to a compassionate appointment, the Central Agencies can form policy in a way to exclude spouses of second marriages or children born from them.
Advocates Arjun Singh Bhati and Apurv Parashar, arguing on behalf of the respondent, pointed out that the Hindu Marriage Act recognises as legitimate, those children born from null and void marriages. It was also argued that as a policy decision, a spouse of a null and void marriage may be excluded, but a child recognised as legitimate by the law of the land, cannot.
While considering the question of whether compassionate appointment can be treated as a right, the Court observed that it is an entitlement and not a right. It went on to examine the object and purpose of such a scheme.
“Compassionate appointment is intended to alleviate the hardship that the family of a deceased employee may face upon premature death while in service. Compassionate appointment, in other words, is not founded merely on parentage or descent, for public employment must be consistent with equality of opportunity which Article 16 of the Constitution guarantees.”
The Court also dwelled upon the issue of whether a policy can exclude children born from null marriages. It concluded that while the law holds marriages contracted the during subsistence of a valid marriage as void, children born from the same are treated as legitimate children. The law extends all the rights and protections to such children and the State cannot go against the principles of Article 14 to exclude such children while devising a policy, the Court held.
“Undoubtedly, while designing a policy of compassionate appointment, the State can prescribe the terms on which it can be granted. However, it is not open to the State, while making the scheme or rules, to lay down a condition which is inconsistent with Article 14 of the Constitution. The purpose of compassionate appointment is to prevent destitution and penury in the family of a deceased employee.”
It went on to hold that the Railway Board’s circular creates two categories of legitimate children of deceased employees. Holding that such classification bears no nexus to the object sought to be achieved, the Court held,
“Having regard to the purpose and object of a scheme of compassionate appointment, once the law has treated such children as legitimate, it would be impermissible to exclude them from being considered for compassionate appointment. Children do not choose their parents. To deny compassionate appointment though the law treats a child of a void marriage as legitimate is deeply offensive to their dignity and is offensive to the constitutional guarantee against discrimination.”
Therefore, the Court highlighted that the respondent in the case meets all the requirements essential for applying for a compassionate appointment, and dismissed the appeal.
EXTERNAL RECRUITMENT 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.
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.
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. Campus Recruitment.
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)
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.
Campus sources across top IITs -2018
According to campus sources across top IITs, the company is likely to offer about a package of Rs 1.39 crore for jobs at its Redmond headquarters. The total package of $214,600 will comprise a base salary of $108,000, performance bonus of $21,600, joining bonus of $15,000 and restricted stock units worth $70,000. This marks a sharp increase from last year when Microsoft offered a total package of $136,000 inclusive of base pay ($106,000) and other variables and stock options to students at IITs for roles in Redmond.
US-based cab aggregator Uber Technologies, another big-ticket recruiter, is offering a base pay of around $110,000, but lower bonuses and stock options compared with Microsoft, which puts its total package at about $155,000 (Rs 99.87 lakh).
Samsung Korea, which recruited through the pre-placement offer route at certain campuses, is offering around $150,000 (Rs 96.8 lakh), said placement team members. US-based cloud data management company Rubrik is paying around $115,000 (Rs 74 lakh). Apart from them, other companies offering high domestic packages include Tower Research (Rs 32-42 lakh), depending on the profile.
IIT Delhi students bag nearly 102 jobs.
The Department of Management Studies of IIT Delhi has finished its final placements for the year 2016-18 batch. The institute got 56 recruiters- the highest it has seen, claimed by the institute. A total of 102 job offers were made to 91 students. Of the total students in the batch, around 25% were offered pre-placement offers (PPOs). The number of first-time recruits stood at 29 this year.
Among the recruiters were Google, GE, Deloitte, Amazon, Shell, Rockwell Automation, Maersk Line, Accenture Strategy, Shell and KPMG, among others. Sales and marketing roles accounted for the highest number of profiles at 30%, followed by IT & consulting at 29% and finance and general management at 21%. The remaining 20% pertained to the operations domain.
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.
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. (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. )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.
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 Tweed 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.
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
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.
Tata Consultancy Services switches to online test to recruit engineering graduates - 2018-Sep
India's largest IT services Company Tata Consultancy Services (TCS) conducted an online campus hiring initiative aimed at identifying engineers for multi-skilled, multi-functional roles in the company.
The National Qualifier Test (NQT) was conducted on its digital platform, TCS iON and received over 2.8 lakh registrations across 100 cities.
NQT was open to graduates and post graduates of the year 2019 batch, across all engineering colleges in India. This re-imagination of the campus hiring process, using sophisticated technology platforms, has transformed traditional recruitment models and reinforces TCS' philosophy of being an equal opportunity employer. TCS, through its NQT, followed an unprecedented democratic process in IT recruitment - giving all students, regardless of their institute and location, an equal opportunity to prove their passion for technology.
The TCS iON Digital Assessment platform has assessed more than 115 million candidates for over 2,490 unique examinations held for institutions across India.
On selection, human resource functionaries are involved in developing and administering methods that enable managers to decide which applicants to select and which to reject for the given jobs.
During the selection process, job applicants will be tested and examined by administering various selection test and methods developed for identifying suitable candidates by Hiring managers. The Selection test includes preliminary interview or initial screening, written tests include subject knowledge, attitude and reasoning and final interview.
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.
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
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.
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 begins when you know you need someone new in the Department, either because an existing staff member has left, or 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
Note: 1 = Not Effective; 2 = Moderately Effective; 3 = Very Effective
Besides punishing criminals for proven guilty, jail authorities are making reforms to bring change in the lives of prisoners who are having good conduct and character. In India Tihar jail is very well-known prison which captives most notorious criminals, now bringing reforms in providing rehabilitation and providing employment for the criminals were proved with good character and conduct. likewise one of the Indian Banks that is Indian bank has taken surprising step to provide employment for prisoners who are proved with good character and conduct while imprisonment. This move has really created one more source of external recruitment for companies who are looking for candidates with good character and hard-working nature. This could be really great step ever taken by any company or jails in India. In general no company or organisation offers employment to the person who is convicted or suffered imprisonment for the proven guilty. Such persons are normally disqualified and will become ineligible to enter into any contract or any employment besides companies also verify background of prospect employee before offering job to such candidates.
In a statement to media (economic times; India) it said Tihar Jail inmates with proven good conduct and qualifications will soon be working at "non-sensitive" positions at the Indian Bank branch at the prison.
"We have been associated with Tihar Jail for the past several years and our branch there today has a business of Rs 100 crore. A proposal to employ Tihar Jail inmates at non-sensitive positions in the branch has been approved and will soon be implemented," Chairman and Managing Director of Indian Bank T M Bhasin said.
According to Tihar Jail spokesperson Sunil Gupta, inmates of the Semi-Open Prison (SOP) will get jobs like that of peon, security guard and computer operator as per their educational qualification. Prisoners who have a track record of good conduct and are physically and mentally fit are selected for SOP. To be eligible for stay in SOP, an inmate's jail term should be between five and 12 years. So far SOP inmates were allotted work on Public Works Department's projects inside the Tihar Jail complex or at the prison factory. Indian Bank has been closely associated with various activities in Tihar Jail.
In May 2014 as many as 66 Tihar inmates, who were on the verge of completing their sentences, were hired by private companies during a recruitment drive on the jail premises. Vedanta Group and IDEIM India Pvt Ltd offered the highest number of placements while Taj Mahal Group offered the highest package to Raju Parasnath, who has spent more than eight years in Tihar. Vedanta Group and IDEIM India Pvt Ltd offered the highest number of placements while Taj Mahal Group offered the highest package to Raju Parasnath, who has spent more than eight years in Tihar. Parasnath, who earned the highest package, had completed Bachelor of Social Work from IGNOU during his stay in jail. Taj Mahal Group of Companies offered him a job of Assistant Business Development Manager with a salary of Rs 35,000 per month
source:By PTI | 22 Jun, 2014, 10.24AM IST