RECRUITMENT AND SELECTION PROCESS
5.0 Aims and Objectives 5.1 Introduction 5.2 What is Recruitment? 5.2.1 Constraints and Challenges 5.2.2 Selection Process 5.3 Employment Planning and Forecasting 5.3.1 Importance 5.3.2 The Process of Human Resource Planning 5.3.3 Preparing Manpower Inventory (Supply Forecasting) 5.3.4 Determining Manpower Gaps 5.3.5 Formulating HR Plans 5.3.6 Responsibility for HRP 5.4 Let us Sum up 5.5 Lesson-end Activity 5.6 Keywords 5.7 Questions for Discussion 5.8 Suggested Readings
5.0 AIMS AND OBJECTIVES
In this lesson we will discuss about recruitment and selection process. After going through this lesson you will be able to: (i) (ii) Analyse recruitment Discuss employment planning and forecasting
Recruitment and selection are the process of locating and encouraging potential applicants to apply for existing or anticipated job openings. Certain influences restrain (the freedom of) managers while choosing a recruiting source such as: image of the company, attractiveness of the job, internal policies, budgeting support, government policies etc. Companies generally rely on time lapse data, yield ratios, surveys etc., to evaluate the sources of recruiting carefully.
Human Resource Management
5.2 WHAT IS RECRUITMENT?
Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings. It is actually a linking function, joining together those with jobs to fill and those seeking jobs. Recruitment, logically, aims at (i) attracting a large number of qualified applicants who are ready to take up the job if it's offered and (ii) offering enough information for unqualified persons to self-select themselves out (for example, the recruitment ad of a foreign bank may invite applications from chartered accountants who have cleared the CA examination in the first attempt only).
5.2.1 Constraints and Challenges
In actual practice, it is always not easy to find and select a suitable candidate for a job opening. The recruiter’s choice of a communication medium (e.g. advertising in a trade journal read by the prospective candidate) may not be appropriate. Some of the bright candidates may begin to view the vacancy as not in line with their current expectations (e.g. challenging work, excellent rewards, flexible schedules and so on). The most suitable ones may not have been motivated to apply due to several other constraints. l
Poor image: If the image of a firm is perceived to be low (due to factors such as operating in a declining industry, earning a bad name because of environmental pollution, poor quality products, nepotism, insider trading allegations against promoters etc.), the likelihood of attracting a large number of qualified applicants is reduced. Unattractive job: If the job to be filled is not very attractive, most prospective candidates may turn indifferent and may not even apply. This is especially true in case of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities and generally do not reward performance in a proper way. (e.g., jobs in departmental undertakings such as Railways, Post and Telegraphs, public sector banks and Insurance companies failing to attract talent from premier management institutes.) Conservative internal policies: A policy of filling vacancies through internal promotions based on seniority, experience, job knowledge etc. may often come in the way of searching for qualified hands in the broader job market in an unbiased way. Likewise, in firms where powerful unions exist, managers may be compelled to pick up candidates with questionable merit, based on issues such as caste, race, religion, region, nepotism, friendship etc. Limited budgetary support : Recruiting efforts require money. Sometimes because of limited resources, organisations may not like to carry on the recruiting efforts for long periods of time. This can,...
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