Shibin Shaji Cherian

P134875

Date: 14 May - 2013

Table of Contents:
Table of Contents:.................................................................................................................. 1 Objectives:.......................................................................................................................... 3 Relevance of recruitment and Selection: ...............................................................................3 Internal and external contextual factors influential to recruitment and selection:....................5 2.1.1 Tec noloical develo!ments: T ree as!ects in " ic tec nolo#ical influence are observed:........................................................................................................................ 5 $et odical a!!roac to recruitment and selection..................................................................% Trends in recruitment and selection:.....................................................................................12 Concludin# " et er t e ri# t em!lo&ees ave been attracted and retained.........................13 CO'C()SIO':.................................................................................................................... 1* Recommendations: .............................................................................................................. 1* +iblio#ra! &.......................................................................................................................... 1,

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

Introduction:
-uman resource !lannin# .-R/0 is t e fundamental strate#& in ensurin# t at t e firm as t e re1uired s2ills and com!etence to meet t e business objectives and strate#ic #oals. In its ori#ins .3etter4 15,604 -R/ "as defined as t e !rocedure t rou# " ic t e !ro#ression of man!o"er arran#ement to a substantiall& desired mana#ement4 " ic is determined b& t e mana#ement of t e or#ani7ation. 8ndorsin# strate#ic -R/ aims in !rovidin# t e ri# t 2ind of em!lo&ees for t e ri# t job at t e ri# t time. 9mon# t e structured -uman Resource /lan .-R/0 .See 9!!endix 104 t e o!erational elements of em!lo&ee resourcin#4 " ic are recruitment and selection4 is to be considered as t e most vital com!onent of -uman resource mana#ement .-R$0 for or#ani7ations toda& ./rice4 2::*; <essler = Cole4 2::%; <aint&4 et al.4 2::5; CI/<4 2:130. > en combined "it !erformance assessment4 recruitment and selection ex ibits itself as t e most critical elements re1uired for effective "or2force !lannin#. Constructin#4 deductin#4 deconstructin# and alli#nin# em!irical literature revie"s for recruitment and selection can be broad and com!re ensive. -o"ever4 t e !ur!ose of t is re!ort is to narro" its sco!e on im!lementin# fair and effective frame"or2 for recruitment and selection met ods for Jumbo Electronics1. Currentl&4 ?umbo electronics consider reruitment and selection to be t e core activit& in attainin# and conductin# successful business strate#&4 t ereb& stressin# on develo!in# a s&stematic and consistent a!!roac to attract4 select and retain em!lo&ees "it a fair a e1uitable selection. ?umbo .2:130 states t at @T e !rocess also see2s to inte#rate t e !rofile of t e em!lo&ees bein# recruited "it t e business objectives as "ell as see2s to s&nc roni7e t eir fitment "it t e culture of t e or#ani7ation. Aiven t e Com!an&Bs t rust on ca!abilit& buildin# = Com!etence develo!ment4 t e Resourcin# frame"or2 "ould lar#el& concentrate on sourcin# @com!etenciesC rat er t an !eo!le.BB -o"ever4 ?umbo electronics needs to reconsider its recruitment and selection criteria in order to retain and recruit t e best com!etencies. T is re!ort "ill furt er #enerate a effective frame"or2 and builidin# a
1

Jumbo Electronics: is an ISO 5::1 certified limited liabilit& Dla#s i! Com!an& of t e ?umbo Arou!. Currentl&4 ?umbo is leadin# in t e field of consumer electronics4 information tec nolo#&4 ome a!!liances4 entertainment4 ome a!!liances and office automation. ?umbo also created an influential extensive retail and distribution net"or2 " ic a!!eals to an& manufacturers "antin# to establis t eir !roducts in t e $iddle 8ast. ?umbo is also "ell 2no"n for bein# t e lar#est distributor of Son& !roducts in t e "orld.

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

substantial recruitment and selection frame"or2 for a successful -R$ at ?umbo 8lectronics.

Objectives:
T is re!ort ex!ands its t eor& and information to create a s&stematic and !ra#matic a!!roac es to recruitment and selection for ?umbo electronics. T e follo"in# are t e objectives of t is re!ort. 1 Relevance of recruitment and selection. 2 Analysing the internal and external contextual factors influential to recruitment and selection. 3 Methodical a roach to recruitment and selection.

! "o ex lore trends in the use of recruitment and selection methods. # $oncluding %hether the right em loyees have been attracted and retained.

Relevance of recruitment and Selection:

T is section of t e re!ort "ill conce!tuali7e t e !ro#ression and relevance of recruitment and selection. <econstructin# t is section "ill elaborate t e idea as to " & recruitment and selection is relevant and !rovocative and o" 2no"in# t is "ill benefit Jumbo Electronics.

1.1 &trategic 'm ortance: T e !rime concern for a

uman resource

s!ecialist is recruitment and selection. +ecause of its com!re ensive !attern and structure4 recruitment and selection as #at ered a #reat deal of attention amon# occu!ational !s&c olo#ists and uman resource !ractitioners. -o"ever4 a in blessin# and a curse because of its dilemma observed b& $ur! & .155*0 delicate t at substantial researc recruitment and selection can be bot

com!re ensive d&namics and com!lexities. /rovocativel&4 recruitment is t e !rocess of searc in# and attractin# 1ualified and s2illed candidates to fill in t e re1uired s2ills and ex!ertise t e or#ani7ation needs. > ile t is4 or#ani7ations must understand t at t e& s ould attract !otential em!lo&ees " o s all be later
3

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

res!onsible for im!lementin#4 and also !referabl& creatin#4 t e or#ani7ationBs strate#&4 t ereb& elevatin# recruitment and selection to a strate#ic relevance .<essler = Cole4 2::%0. Durt ermore4 CI/< .2:130 re!orts t at or#ani7ations "it a s&stematic recruitin# and selection strate#ies out!erforms or#ani7ations " o deliver less efficient !ro#rams4 t ereb& increasin# t e sta2e olderBs value. <ele#ation of recruitment and selection are laid do"n b& -uman Resource Staff members4 o"ever4 small businesses ma& not follo" t is as t e traditional for a lar#e recruitment !ractices are carried out b& t e line mana#ers t emselves. +ut t e sco!e of t is re!ort is to #enerali7e a s&stematic a!!roac or#ani7ation suc as ?umbo electronics. $et odisin# so! isticated a!!roac es in trainin#4 induction4 and a!!raisals on em!lo&ees deem to deliver !ositive and !rofitable im!act on t e or#ani7ationBs !roductivit& ./atterson4 et al.4 15560.
1.2 (undamental

)rinci le of *RM : Several literatures on -R/ conclude t at

allocatin# ri# t !erson for t e ri# t job at t e ri# t time is t e fundamental !rinci!le for -R/. <urin# its ori#ins4 +eaumont .15530 describes t ree 2e& issues t at "ell defines t e relevance and !ro#ression of recruitment and selection in or#ani7ations:
1.2.1

Trends in demographics:

Demographic and labour market trends have been

developed in a comprehensive structure (Jane & Triest, 2002; Kaczmarcz k & !k"lski, 200#; $% &e's'ire, 20(2)* The irreovcable progression o+ diversi+ied 'ork+orce has placed a meticulous attention in proceduring +airness in selection, making the pattern and d namics o+ market and labour trends broad and comple,*

1.2.2

Comprehensive labour pool:

-long 'ith the progressive pattern o+ demographic

trends, the desire +or a +le,ible, proactive, multi skilled and cognitive labour 'ork+orce has increased* .n a situation a 'here immediate /ob re0uirements are placed, organizations look out +or labour pool 'ho possess the traits mentioned above (1oodier & 1ibb, 2002)*

1.2.3

Prominence in Corporate strategy and people management :

!rganizations emphasize on implementing s stems that connect strategic selection o+ talent to the outcomes o+ organizational goals and ob/ectives (3ro'ther, 2002; 4osseini, et al*, 20((; !luikpe, 20(2)*

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

Internal and e ternal conte tual factors influential to recruitment and selection:
T is section of t e re!ort "ill deconstruct t e frame"or2 of internal and external labour mar2et frame"or2 influencin# t e s!ectrum of recruitment and selection. T is section of t e re!ort "ill conce!tuali7e t e relevance of searc in# candidates Ebe&ond t e boxB as it "ill serve as !rominent subject of interest to Jumbo Electronics for en ancin# t eir recruitment and selection criteria.

2.1 +xternal ,abour Mar-et $ontext: T e 8xternal labour mar2et

constitutes a lar#er !ool of !otential candidates. -o"ever4 t e !ursuit is ta2en at a rat er extensive !ers!ective. Or#anisations #a7e u!on t e external labour mar2et4 i.e. local4 national or forei#n labour mar2ets4 de!endin# on t e job re1uirements and s!ecification. 9ccordin# to a surve& b& CI/< .2::504 %5 !ercent of res!ondents believe t at (ac2 of s2ills and ex!ertise4 candidates demand more !a&4 or no a!!licants is t e follo"in# causes t at indicate substantial difficulties in recruitment. In addition4 a!!roac es to external labour mar2et are more commonl& observed in !ublic sectors .9bdel2arim4 2::1; Der#an&4 2::1; CI/< 2::50. In addition to t is4 +eard"ell = Cla&don .2::60 t eori7e t at tec nolo#ical advancements and Aovernment le#islations and !olicies develo!s a influential !latform for recruitment and selection.

2.1.1 "echnoloical develo ments: Three aspects in !hich technological influence are observed:
$rogression in production automation process; in+luencing the kinds o+ skills and e,pertise re0uired b organisations* $rogression in in+ormations and communications technolog * 5or instance, 3rabb (2006) produces statistics o+ gro'ing 7K companies establishing their contact center operations to the sub continent o+ .ndia taking the advantage o+ english speaking labour +orce at minimum 'ages*

.ncreasing dependence on internet* -ccording to 3.$D (20(6), man organizations have positive e,perience 'ith online recruitment as +urther gro'th is aided b both public and private investments on continual development o+ corporate 'ebsites*

Shibin Shaji Cherian

2.1.2

P134875

Date: 14 May - 2013

In alliance !ith "overnmental policies and reforms: 9lt ou#

or#ani7ations !ossess si#nificant libert& in t e t&!e of !eo!le t e& "is to ire4 #overnmental reforms !la& a vital role in t e recruitment and selection !rocess in order to avoid an& 2ind of discrimination on t e #rounds of disabilit&4 et nicit&4 a#e4 criminal bac2#rounds .in exce!tional cases0 and #ender.

2.2

'nternal ,abour $ontext: > ile man& or#ani7ations tend to searc t e

external labour mar2et4 e1uall&4 t ere are or#ani7ations " o "is to extend t eir searc "it in t e or#ani7ations. T is c oice ma& not neccessarl& be criteria. Several studies .+eard"ell = t e or#ani7ations !reference but a c oice after a austere consideration of various factors affectin# t e or#ani7ations searc Cla&don4 2::6; <essler = Cole4 2::%; CI/<4 2:130 conclude t at recruitment and selection activities are to be in accordance "it or#ani7ation.
2.2.1

strate#ies4 its attitude to -R$4 financial constriants and sco!e of t e

#usiness Strategy: 9lt ou# elaboratin# t e d&namics of -R$

can !roduce a com!re ensive literature4 various models of -R$ suc as t e $%atching %odel of &R%' .<evanna4 et al.4 15%*04 $%ap of the &R% territory' .+eer et al.4 15%*04 and $the best fit versus best practice debate: t!o levels of analysis' .+oxall = /urcell4 2::30 !ro!oses t at recruitment and selection must

Shibin Shaji Cherian

P134875

Date: 14 May - 2013 t e or#ani7ationBs business strate#&

inte#rate bot verticall& "it

and ori7ontall& "it t e or#an7iationBs !osition and its !referred business strate#&. Dor instance4 Foc an and +arocciBs model .9do!ted from Store& = Sisson4 15530 of recruitment4 selection and staffin# functions at different or#ani7ational sta#es ar#ues t at recruitment and selection !rocess var& accordin# to t e !ercieved sta#es mentioned above. In addition4 +eard"ell = Cla&don .2::60 restates t at factors suc as innovation4 cost reduction and 1ualit& en ancement are to be associated "it t e or#ani7ationBs -R$ !ractices in order mana#e its ca!ital resources efficientl&. > ile ad oc met ods suc as outsourcin# t e recruitment and selection to subcontractors favor reduction in or#ani7ations4 Innovation and 1ualit& en ancement strati#ies are ac ieved t rou# t e use so! isticated met ods to recruit and select em!lo&ees4 focusin# more on core com!etencies and trasferabble s2ills. -o"ever4 t e extent to " ic a rational a!!roac is reaonable to coincide "it t e decision ma2in# !rocess of t e or#ani7ation is debatable.
2.2.2

(inancial Stability of the )rgani*ation: Dinancical stabilit&

ma& be one of t e core reasons for or#ani7ations to evaluate t e external recruitment o!tions. -o"ever4 t e ver& same constraint can also am!er trainin# and develo!ment " ic is necessar& to extract t e !otential em!lo&ees. 9ccordin# to +eard"ell = Cla&don .2::604 financial !osition of t e or#ani7ation ma& limit its searc criteria to t e external labour mar2et from internal4 but "ould also reduce t e 1ualit& of a!!licants and recruitment and selection met ods to evaluate.

2.2.3 &i.e of the firm: Si7e of t e or#ani7ation !la&s a omni!otent role in recruitment and selection met ods. (ar#er units substantial increase t e d&namics and com!lexit& in t e mana#ement !rocess. -R !olicies in lar#er or#ani7ations conce!tuli7e exce!tional central function " ile it is t e o!!osite in smaller or#ani7ation. Recent surve&s b& CI/< .2::5; 2:130 conclude t at small or#ani7ations !ractice traditional a!!roac
6

to recruitment

Shibin Shaji Cherian

P134875

Date: 14 May - 2013 eavil& on informal irin# irin#

and selection met ods de!endin#

tec ni1ues andGor outsource to a t ird !art&. (ar#er or#ani7ations usuall& !ossess t e fund to invest on so! isticated teec ni1ues suc as assessment centers4 !&c ometric tests etc.

%ethodical approach to recruitment and selection+

T is section "ill elaborate t e s&stematic a!!roac " ic tec ni1ues. to recruitment and selection irin# could favour Jumbo electronics in executin# 1ualit& en anced
J)# ,-,./SIS ,-0 J)# 0ESCRIPTI)-+ <escribin# t e job4 obli#ations4 !a&roll4 benefits and re"ards

PERS)- SPECI(IC,TI)-S+ S2ills4 8x!ertise4 Hualifications4 vision4 co#nitive.

RECR1IT%E-T %ET&)0S+ Informal /ersonal Contacts .'ord o+ mouth, speculative applications*), Dormal /ersonal Contacts I %e+erral 8chemes, 3areer +airs etc*, 'otice boards accessible to current staff or #eneral !ublic4 9dvertisements ..nternet, &e'spaper, 9edia etc*), 8xternal assistance or Outsourcin# .Job centers, -gencies, 8ub contractors)

S&)RT.ISTI-"+ Cate#ori7in#G evaluate t e best candidates

SE.ECTI)- PR)CESS+ Intervie"s4 test4 assessment centres4

0ECISI)- %,2I-" PR)CESS confirmin# t e candidates best for t e !rescribed vacanc&

9do!ted from +eard"ell = Cla&don .2::60

Shibin Shaji Cherian

3.1

P134875

Date: 14 May - 2013

/ob Analysis and 0escri tion: s!ecif&in# t e job vacanc& is t e

!rimar& concern in recruitment and selection. 9t t is sta#e4 or#ani7ations la& do"n t e job descri!tion and re1uirements so as to #et t e best !ossible candidate fit. T e job s!ecification ma& var& accordin# to t e or#ani7ationBs !reference4 b& t is4 it means t at for certain jobs4 information s arin# ma& be sensitive but or#ani7ations still need to !lot do"n met ods to best summari7e t e available !osition to attract t e best candidate.

3.2 )erson

& ecification: 'ext ste! is to s!ecif& t e t&!e of candidate t e

concerned or#ani7ation is loo2in# for. > ile im!lementin# !erson s!ecification4 it is extremel& necessar& t at t e !erson s!ecification is in direct alliance "it t e job descri!tion. 9ccordin# to CI/< .2::504 almost all t e lar#e or#ani7ations insist in attainin# co#nitive and ex!ertise c aracteristics to best fit t e s!ecified job !osition. -o"ever4 or#ani7ations need to ta2e in consideration t at t e !erson s!ecification s ould be !rescribed in alliance "it #overnmental !olicies and reforms. In addition to t is4 +eard"ell = Cla&don .2::60 also claim t at !erson s!ecification is one of t e most vital !art of recruitment and selection as it defines t e basis of recruitment and selection.
3.3 Recruitment

Methods: It is to be understood t at t e recruitment

met ods "ill differ accordin# to t e internal contextual factors of t e or#ani7ation4 i.e. business strate#&4 financial !osition and si7e of t e or#ani7ation. +ased on t ese contextual factors4 an or#ani7ation s ould s&stematicall& !resent its recruitment met ods. +ased on t e fi#ure above4 or#ani7ations include various recruitment met ods to attract to recruit t e best fit candidate:
3.3.1

Informal personal contacts: applications are received +rom

candidates through 'ord o+ mouth or +rom an applications received +rom applicants regardless o+ an /ob description presented, also kno'n as speculative applications* -s per 3.$D (20(6), most o+ the large organizations reserve a huge database o+ in+ormal personal contacts because o+ their competitive advantage such as emplo er branding etc*
5

Shibin Shaji Cherian

3.3.2

P134875

Date: 14 May - 2013

(ormal personal contacts: currentl , most o+ the 1ul+ countries

council (133) rel on +ormal personal contacts (:udh'ar & 9ellahi, 200;)* These include career +airs, emplo ee re+erral schemes and open da s* <hile implementing this, again it is to be noted that it should be implemented in accordance 'ith the governmental policies and re+orms*

3.3.3

-otice boards: this techni0ue is commonl

used in smaller

organizations, or organizations 'ho 'ish to contemplate recruitment and selection through internal labour market conte,t* Job description and person speci+ications are displa ed in a comprehensive manner and are put in displa concerned organization*
3.3.*

+or both public and current sta++ o+ the

,dvertising: -ccording to 3.$D (200=), /ob adverts are one o+ the

most common techni0ues used in attracting person speci+ications* 9ost o+ recognized medium +or +or'arding their re0uest to attain person speci+ication are internet, online recruitment, >ocal and regional ne'spaper and mass communication medium such as television, ne's and radio*

3.3.5

E ternal assistance or )utsourcing: -ccording to 3.$D (200=;

20(6), most o+ the organizations rel on outsourcing their recruitment methods to e,ternal agencies or subcontractors* This method is heavil depended on the organization?s capital, its size and strateg * This is because, as mentioned earlier, several organizations envisage their recruitment methods to best +it the organization?s strateg * 4o'ever, +inancial constraints ma hamper several sophisticated recruitment techni0ues* .n addition to this, 8hikari (20(() +urther adds that organizations must ensure return on investment (%!.) 'hile outsourcing recruitment to e,ternal sources*

3.*

&hortlisting $andidates: after a successful recruitment4 a!!licants

must be s ortlisted. Or#ani7ation or t e recruiter ensures to evaluate t e !rimar& ste!s to ensure t at t e& ave t e best a!!licants before t e& are
1:

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

send for t e screenin# or better 2no"n4 t e selection !rocess .T is !rocess can be executed in an im!licit ." ere t e candidate meets t e re1uirements of t e above ste!s0 or ex!licit .accordin# to t e mind of t e recruiter0 manner.
3.5

&election )rocess: t is !rocess constitutes more t an one tec ni1ue.

+elo" are t e most commonl& used tec ni1ues in selection criteria: 'ntervie%s: !ne o+ the universal selection tools* 3.$D (200=; 20(6) meticulousl conclude that intervie's produce a non@biased result i+ it is presented in a structured manner, i*e* behavioural and situational intervie's, as the produce critical instance /ob anal sis to determine e++ective and ine++ective /ob behaviours (:eard'ell & 3la don, 2002)* 7sage o+ h pothetical 0uestions is one o+ the common attributes in developing a 'ell@structured intervie' (egA 4o' 'ould ou deal 'ith an uncooperative team memberB)* "ests: Depending on the nature o+ the /ob, organizations implement several screening tests to assess the e,pertise o+ a candidate* 4o'ever, the point at 'hich personalit These tests includeA $s chometric test C to evaluate aptitude and cognitive behaviour* .ntelligence test C to evaluate the mental capacit o+ the applicant* 8ituational test C 'here live case stud is presented to the candidate to assess his situational response* -ssessment centresA process to evaluate the prospect characteristics o+ the applicant in an individual andD or in a small group* Tasks and tests are assigned to the group 'here the are observed meticulousl b the assessment centre personals* The main purpose o+ this test is to
11

can be

measured or be considered as reliable is debatable (3.$D, 20(6)*

Shibin Shaji Cherian

P134875

Date: 14 May - 2013 to

evaluate the candidate?s or the group?s abilit

coordinate and 'orking strateg under peer pressure and limited resources* 9ost o+ the large organizations 'ho implement sophisticated selection process depend on assessment centres to derive optimum results* References: -rmstrong (200;) claim that +actual in+ormation o+ the candidate is necessar as it 'ould substantiate the reliabilit o+ the candidates e,hibited in+ormation regarding his skills, 0uali+ications and e,pertise* <hile stating +actual in+ormation, previous /ob details, previous emplo er details and academic 0uali+ication are 'ell re+lected* 9ost o+ the re+erences are pleased to carr out even more interpersonal details such as the applicants social and 'ork li+e behaviour, communication skills, attitude and presentation* %e+erences can include both 'ritten and verbal con+ormation* 3., 0ecision Ma-ing )rocess: t e decisive aim of recruitment and selection !rocess is to evaluate t e candidateBs !otential and matc in# t em "it job s!ecification. > ile su##estivel&4 combination of t e recruitment and selection tec ni1ues ma& #ive o!timal result4 /atterson et al .15560 ar#ue t at too muc information can also overload t e candidateBs selection criteria. -o"ever4 in contradiction to t is statement4 9rmstron# .2::,0 concludes t at t e ultimate decision ma& be jud#emental.

Trends in recruitment and selection:

T is section "ill outline t e trends !racticed in recruitment and selection. 9s mentioned earlier4 or#ani7ations c oose t e most a!!ro!riate tec ni1ue de!endin# on t e internal contextual factors of t e or#ani7ation.
Trends in Recruitment Local newspaper advertisements External agencies Corporate website Specialist journals/ trade press "egional #ewspaper $dvertisements % 85 80 67 59 55 Trends in Selection Structured interviews. Unstructured Interviews Telephonic interview s!chometric tests $ptitude tests 12 % 90 50 79 80 76

Shibin Shaji Cherian

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Date: 14 May - 2013

In%ormal contacts &ormal contacts Campus recruitment Internships "adio or T' advertisements (ther.

52 38 35 32 9 7

Cognitive tests Lateral test $ssessment centre "e%erences

80 77 64 60

-dopted +rom 3.$D (200=)

9S !er t e table above4 man& or#ani7ations contem!late its recruitment and selection met ods in accordance "it de!end on extendin# its searc its business strate#&4 financial stabilit& and criteria t rou# local ne"s!a!er ads and si7e of t e or#ani7ation. 9s described4 majorit& of t e or#ani7ations4 %: I %5 J4 outsourcin# recruitment and selection. > ile in selection !rocess4 almost 5: J of or#ani7ations believe structured intervie"s increase o!timal results. In addition to t is4 !s&c ometric tests4 tele! onic intervie"s4 co#nitive tests and lateral test are noticed to ave sincere !references b& t e or#ani7ations. Interestin#l&4 9ssessment centres and simulation centres !rovide a c oice of ,* J b& or#ani7ations. In contradiction4 CI/< .2:130 states t at assessment centres are ta2in# a ra!id #ro"t in terms of selection criteria. > ile most of t e recruitment met ods are observed to ave avera#e !references4 it is to be noted t at majorit& of t e or#ani7ations meticulousl& em! asi7e recruitment met ods to !ro#ress from cor!orate "ebsite4 external a#encies and local ne"s!a!er ads.

Concluding !hether the right employees have been attracted and retained+
$easurin# t e success rate is t e ultimate sta#e to recruitment and selection. CI/< .2:130 su##ests t ree #uidelines namel& effectiveness4 efficienc& and e1ualit& t at "ould favour t is ste! of recruitment and selection. Or#ani7ations must accuratel& differentiate t e suitable candidates b& evaluatin# t e retention rates4 !ercenta#e of recruits assumed to ave i# !otential after four to five &ears and induction. -o"ever4 suc factors are directl& related to t e "or2in# environment4 trainin# and develo!ment and mana#ement !ros!ects of t e concerned or#ani7ation. 81ualit& is concerned "it e1ual and fair !artici!ation of t e a!!licants in t e recruitment and
13

Shibin Shaji Cherian

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Date: 14 May - 2013

selection !rocess. 8fficienc& is finance and bud#et oriented !rinci!le to t is sta#e. It involves measurin# t e cost of trainin# !er recruit4 offer I acce!tance rate4 Induction4 trainin# and develo!ment cost !er recruit4 return on investment etc. CI/< .2::5; 2:130 claim t at most of t e or#ani7ations !lace t e selected candidate on a seventeen to ei# teen mont s !lacement to furt er evaluate t e !otential of t e candidate and conclude a decision " et er t e ri# t candidate as been ired or not. T is "a&4 or#ani7ations find cost effective and efficienc& in recruitment and selection as t e odds of #ettin# an unsuitable candidate in t is !rocess is minimal.

C)-C.1SI)-:
/rescribin# a com!re ensive recruitment and selection s&stems can build a com!re ensive data. 8ven tec nolo#ical innovations to basic -R functions as been observed !ro#ressive in t e !ast fe" &ears. In a #ro"in# era as toda&4 or#ani7ations li2e Jumbo Electronics s ould meticulousl& loo2 into t e most a!!ro!riate tec ni1ues to recruit and retain talent assets. -o"ever4 in order to execute a reasonable recruitment and selection !ractice4 it is extremel& essential t at or#ani7ations evaluate t e most a!!ro!riate4 reliable and 1ualified met ods for recruitment and selection. It is to be observed t at t is re!ort contradicts t e current !ractices and elaborates broad ne" a!!roac !ractices in Jumbo Electronics+ in recruitment and selection for irin# Jumbo Electronics+ Dollo"in# t is re!ort "ill be t e recommendations for

Recommendations:
( 1or-force )lanning: This process allo's the organization to +orecast its +uture needs +or emplo ees* This should integrate a s stematic /ob anal sis and deconstruct /ob speci+ications and person re0uirements, allo'ing Jumbo Electronics to deconstruct the best available emplo ees to attract* 2 2ehavioural Analysis: Jumbo electronics being the largest retailer +or electronics must +ocus on consumer satis+action and market penetration* The greater the demand, so 'ill be the brand identit and pro+it* 4o'ever, in order to e,ecute desirable attraction, Jumbo electronics must deconstruct the idea o+ behavioural anal sis that needs to be deplo ed in order to attract customers* 5or e,ample, +rontline /obs re0uires 'orking directl 'ith the customers and thus re0uire the abilit to be help+ul 'ith enthusiastic attitude*
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Shibin Shaji Cherian

P134875

Date: 14 May - 2013

This 'ill help Jumbo Electronics to assess and evaluate e++icientl the /ob speci+ications and $erson speci+ications 6 "he 2igger $ircle: Talent is ever 'here, ho'ever to retain the best talent is managementF 4% department must emphasize a pragmatic approach to recruitment and selection* Enhance the idea 'h the candidates 'ould love to 'ork 'ith us perhaps* Enhance the concept that Jumbo Electronics needs gro'th through potential candidates* E,tent the search criteria not /ust to search engines and online recruitments but also through 3erti+ied 4iring -gencies and mass medium o+ communications* G &election: summarizing the governmental re+orms and legislations, a candidate must then be selected +or the kind o+ /ob organization needs emplo ees +or* %econsidering the anal sis o+ selection above, Jumbo electronics is advised to +ollo' a genuine selection practice* 5irst, the hired candidate can be called +or intervie', 'hich can be prett much ob/ective, later the candidate can be tested in an assessment centre* The .dea 'hile stating assessment centre does not mean Jumbo electronics have to invest separatel on such centres, it is rather simpl , a simulation that can be conducted live in the store* This gives the managers to assess behavioural anal sis and skills o+ the candidate* .+ 7nsuccess+ul, sent a +ormal letter o+ consent stating the reasons* This is a positive business ethic* 4o'ever, i+ success+ul, intervie' the candidate +or a second intervie' but in a sub/ective manner* This allo' the organizations to assess his sub/ective skills +or the /ob applied*

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Shibin Shaji Cherian

P134875

Date: 14 May - 2013

#ibliography
9bdel2arim4 9.4 2::1. )98 (abour $ar2et and /roblems of em!lo&ment of 'ationals.. Development and $olic 8eries*, 3olume *. 9rmstron#4 $.4 2::,. - 4andbook o+ 4uman %esource 9anagement $ractice* 1:t ed. (ondon: Fo#an /a#e. +eard"ell4 ?. = Cla&don4 T.4 2::6. 4uman %esource 9anagementA - contemporar approach** 5t ed. (ondon: DT /rentice -all. +eaumont4 /.4 1553. 4uman %esource 9anagementA Ke 3onepts and 8kills** (ondon: Sa#e. +eer4 $. et al.4 15%*. 9anaging 4uman -ssets* 'e" Kor2: Dree /ress. +oxall4 /. = /urcell4 ?.4 2::3. 8trateg and 4uman %esource 9anagement** -ound$ills: /al#rave $acmillan. +ud "ar4 /. S. = $ella i4 F.4 2::,. 9anaging 4uman %esource in the 9iddle East** Ta&lor eds ed. 'e" Kor2: Routled#e. CI/<4 2::5. %ecruitment, %etention and Turnover 8urve ** (ondon: C arted Institute of /ersonnel <evelo!ment.. CI/<4 2:13. %ecruitmentA -n !vervie'** LOnlineM 9vailable at: tt!:GG""".ci!d.co.u2G rNresourcesGfacts eetsGrecruitmentNovervie".as!x L9ccessed 25 9!ril 2:13M. Crabb4 S.4 2::3. 8ast Indian Com!anies.. $eople 9anagement, %.*04 !!. 2% N 32. Cro"t er4 <.4 2::2. (ivin# Strate#&: /uttin# /eo!le at t e eart of Cor!orate !ur!ose.. $ersonnel %evie'*, 31.304 !!. 3%%N35:. <aint&4 9. R.4 Raidan4 9. +. = 'eale4 R. -.4 2::5. Incor!oratin# 8m!lo&ee Resourcin# Re1uirements into <e!lo&ment <ecision $a2in#.. $ro/ect 9anagement Journal*, *:.204 !!. 6N1%. <essler4 A. = Cole4 '. <.4 2::%. 4uman %esource 9anagement in 3anada* Dift ed. Canada: /earson4 /rentice -all. <evanna4 $.4 Dombrun4 C. ?. = Tic &4 '. $.4 15%*. 9 Drame"or2 for Strate#ic -uman Resource $ana#ement. In: 8trategic 4uman %esource 9anagement* * 'e" Kor2: ?o n >ile&. Der#an&4 '.4 2::1. -spects o+ >abour 9igration and 7nemplo ment in the -rab %egion*, 9iro.: 9lmis 2at Centre of Researc .. Aoodier4 C. = Aibb4 9.4 2::6. Durture O!!ortunities for Offsite in t e )F.. 3onstruction 9anagement & Economics*, 25.,04 !!. 5%5 N 555.

1,

Shibin Shaji Cherian

P134875

Date: 14 May - 2013

-osseini4 $. -.4 S a2 sian4 D.4 $oe77i4 -. = F a2sar.4 S. $. S.4 2:11. To! $ana#ementOs Role in Coordinatin# -uman Resources >it Cor!orate Strate#&.. .nternational 4ournal o+ :usiness and 8ocial 8cience*, 2.120. ?ane4 S. (. = Triest4 R. F.4 2::2. T e Im!act of <emo#ra! ic C an#e on ).S. (abor $ar2ets.. &e' England Economic %evie', !!. *6N,%. ?umbo 8lectronics4 2:13. '''*/umbocorp*com* LOnlineM 9vailable at: tt!:GG""".jumbocor!.comGcareersGausP !.as! L9ccessed 25 9!ril 2:13M. Fac7marc7&24 /. = O2Qls2i4 2::%. <emo#ra! ic and (abour $ar2et Im!acts of mi#ration on /oland.. !,+ord %evie' o+ Economic $olic *, 2*.304 !!. ,::N,25. $ur! &4 F.4 155*. $eta N anal&sis and validit& #enerali7ation . In: '. 9nderson = /. -erriot4 eds. -ssessment and 8election in !rganizationsA 9ethods and $ractices +or recruitment and appriasal* s.l.:>ile&. Olui2!e4 /.4 2:12. <evelo!in# a Cor!orate Fno"led#e $ana#ement Strate#&.. Journal o+ Kno'ledge 9anagement*, 1,.,04 !!. %,2N%6%. /atterson4 $.4 >est4 $.4 (a"t orn4 R. = 'ic2ell4 S.4 1556. .mpact o+ $eople 9anagement $ractices on :usiness $er+ormance* 22 ed. (ondon: I/<. /R 'e"s"ire4 2:12. >i+e .nsurance in .ndia, Ke Trends and !pportunities to 20(; 5avorableA %egulations and Demographic 3hanges <ill Drive 9arket 1ro'th, 'e" Kor2: /R 'e"s"ire 9ssociation ((C. /rice4 9.4 2::*. 4uman %esource 9anagement in a :usiness 3onte,t** second ed. (ondon: T omson (earnin#. S i2ari4 9.4 2:11. 8nsurin# ROI in recruitment outsourcin#. 4uman 3apital, 15.*04 !!. ** N *%. Store&4 ?. = Sisson4 F.4 1553. 9anaging 4uman %esource and .ndustrial %elations** +uc2in# am.: O!en )niversit& /ress. 3etter4 8. >.4 15,6. 9anpo'er $lanning +or 4igh Talent $ersonnel** 9nn 9rbor: +ureau of Industrial Relations..

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