RECRUITING AND JOB SEARCH

Submitted to Prof. Nazmul Karim Chowdhury Group Members

Letter of Transmittal
July 11, 2013 Prof. Nazmul Karim Chowdhury Faculty BRAC Business School BRAC University

Dear Sir, It has been a great honor for us that we have got the opportunity to have you for allowing us to write our report on the Recruiting and Job Search. It is a great pleasure for us to have the opportunity to work on the above-mentioned subject.

Would you please kindly accept our paper and oblige us thereby.

Sincerely Yours

Anowar Jahan Zakia Afroz H. N. Ashiqur Rahman Md. Mamunur Rashid Mamun Md. Iftekharul Alam Salahuddin Jewel

ID # 11 16 40 40 ID # 11 26 40 01 ID # 10 16 40 20 ID # 12 16 40 84 ID # 12 16 40 50 ID # 12 16 40 80

. . . . . .

Table of Content

SL No

Particulars Letter of Transmittal Acknowledgement Executive Summary Introduction Background of the Sector Objective And Methodology 3.1 3.2 3.3 Objective of the Investment Limitation Methodology of Analysis Existing Demand & Problem 4.1 Existing Demand in the Power energy Sector 4.2 Existing Problem in the power energy sector

Page Number

i ii 1 2 3 3 3 3 4-9 4 5-9 9

1.0 2.0 3.0

4.0

5.0 6.0 6.1 6.2 6.3 6.4 6.5 6.6 7.0 8.0

Facilities and Incentive for Foreign Investors Plan and Project Analysis Our Plan Advantage of Hydro Electricity Disadvantage of Hydro Electricity Equipment used in Hydro Power Plant Project Analysis Findings from Project Analysis Conclusion Reference

10-11 12 13 14-15 16 17 18 19

Executive Summary:
Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. This paper discusses some of the strategies that organizations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. It will identify the advantages of each of the strategies, highlight the drawbacks of its use and offer suggestions for ensuring its utility. Acquiring and retaining high-quality talent is critical to an organizations success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimize the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organizational memory. At worst, the organization can fail to achieve its objectives thereby losing its competitive edge and its share of the market. Recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members. Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company newsletters and through office memoranda. Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. Internal recruitment does not always produce the number or quality of personnel needed; in such an instance, the organization needs to recruit from external sources, either by encouraging walk-in applicants; advertising vacancies in newspapers, magazines and journals, and the visual and/or audio media; using employment agencies to head hunt; advertising on-line via the Internet; or through job fairs and the use of college recruitment. Applicants points of view reflect what the applicants think about the job, and how they try to get the required job. Finally Evaluation and Benchmarking comes. A benchmark job is a job at tends to remain consistent across diverse organizations, allowing employers in various companies and even different industries to use it as a basis for evaluation and comparison. Benchmarking provides better understanding of the actual job requirements, reduces bias and increases objectivity, distinguishes top performers, targets training needs of highlighted deficiencies, focus interview questions on areas needing additional probing.

Introduction:
Recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organization can select each other in their own best short and long term interests. In other words, the recruitment process provides the organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organization formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organization, and the current and anticipated resources that can be expended to attract and retain such talent. Also related to the success of a recruitment process are the strategies an organization is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organizations seeking recruits for base-level entry positions often require minimum qualifications and experience. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. At the middle levels, senior administrative, technical and junior executive positions are often filled internally. The push for scarce, high-quality talent, often recruited from external sources, has usually been at the senior executive levels. Most organizations utilize both mechanisms to effect recruitment to all levels. Recruitment follows HR planning and goes hand in hand with the selection process by which organizations evaluate the suitability of candidates for various jobs. Without accurate planning, organizations may recruit the wrong number or type of employees. Without successful recruiting to create a sizable pool of candidates, even the most accurate selection system is of little use. Recruitment is one of the steps in the hiring process companies use to recruit and hire new employees. The recruitment phase of the hiring process takes place when the company tries to reach a pool of candidates through job postings on company and external websites, job referrals, help wanted advertisements, college campus recruitment, social media recruiting, etc. Job applicants who respond to the recruitment efforts of the company are then screened to determine if they are qualified for the job. Selected candidates are invited to interviews and other methods of assessment. Employers may check the background of prospective employees, as well as check references prior to making a job offer and hiring the top candidate for the position. Depending on the size and culture of the organization recruitment may be undertaken in-house by managers, human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies. Total recruitment process including strategic issues, external and internal resources, applicants points of view and benchmarking and evaluation are being covered in this report. 6

Overview of the Recruitment Process:

Recruiting and Job Search cover a major area in Human Resource Management Studies. Every year a large number of people enter in job market. Thats why understanding of recruitment process and the way of searching job have got much more importance to both the employers and the job seekers. What is Recruiting? Recruiting is the process by which organizations locate and attract individuals to fill job vacancies. Why it is needed? To replace those who leave or are promoted To acquire new skills To permit organizational growth

When Recruiting is more important? When unemployment rates are low and economic growth is strong, firms compete to attract the qualified employees they need to succeed. How it works? Recruitment follows HR planning and goes hand in hand with the selection process. Without accurate planning, organization may recruit the wrong number or type of employees. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. The following figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. This flow chart displays the process as it unfolds over time. When a vacancy occurs and the recruiter receives authorization to fill it the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment-for example, the supervisors management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate. To search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates.

ORGANZATION

CANDIDATE

Receive education and choose occupation Vacant or new position occurs

Acquire employment experience Perform job analysis and plan recruiting effort Search for job opening Generate candidate pool via internal or external recruitment method

Apply for jobs

Evaluate candidates via selection process

Impress company during selection process

Impress candidates

Evaluate jobs and companies

Make offer

Accept or reject job offers

Figure: Overview of the Recruitment Process

Strategic Issues in Recruiting:

Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. The nature of the firms recruiting activities should be matched to its strategy and values as well as to other important features. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements:

Identifying and prioritizing jobs:

Requirements keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. Candidates to target:

The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidates experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc. Sources of recruitment:

The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment.

Trained recruiters

The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. How to evaluate the candidates

The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc. The recruitment and staffing process is a key HR Process to achieve the satisfaction of employees (especially managers) and the ability of the organization to reach its business targets and goals. The recruitment process is always monitored closely, discussed widely, and the goals of the recruitment process have to be defined precisely. The nature of a firms recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firms ability to pay or otherwise induce new employees to join. In this section we discuss the varied goals that can be served by recruiting, how a recruitment philosophy based on corporate values can guide recruiting choices including the critical choice of whether to recruit internally or externally - and how innovative recruiting can achieve a competitive advantage in attracting scarce employee resources. Many of the issues to be discussed here are summarized in Figure below. The Partnerships for Strategic Success feature provides an example of how recruitment and training are aimed at somewhat different targets in two companies in the same industry that pursue different strategies for competitive success.

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Recruiting Goals A good recruiting program needs to serve many and sometimes conflicting goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus costly to process, Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Post-hiring goals also must be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for reasonable length of time, An additional goal is that recruiting efforts should have beneficial "spillover" effects; that is, the organization's general image should be enhanced, and even unsuccessful applicants should develop positive attitudes toward the company and its products, Further, all the preceding goals should be reached with the greatest speed and at the least possible cost to the organization. Balancing these varied goals against one another should be done with reference to the organization's overall strategy and values, As a part of this process of prioritizing goals, the organization may develop a recruitment philosophy. The recruitment process goals have to be approved by the top management and Human Resources has to provide a systematic Recruitment Dashboard to its internal clients. The internal clients will not complain about the recruitment in their departments when the dashboards are publicly available. Human Resources have to report the progress of the recruitment initiatives and the recruitment process improvements. The overall recruitment goals are always defined as the consensus among three main recruitment measures. The recruitment strategy has to define the right, expected mix of the measure to satisfy the organization. The recruitment measures are:

Quality of candidates Time to Hire Cost of Recruitment

It is crucial to understand, the company cannot reach the highest values in all three goals with its recruitment process. The organization has to determine the right recruitment strategy to get the best value added recruitment process for the organization. Quality of Job Candidates: The quality of candidates is especially crucial for many organizations. The organization offering complex products and services needs sophisticated, highly skilled and experienced job candidates. It is crucial to set the right requirements of the organization in the quality of job candidates. The organization usually does not need the best candidates for all the job positions. The junior accountant is almost the same in most companies. It is necessary to realize the differences in job functions. HR and top management have to identify the key job positions. The quality of candidates should be driven by the regular job design. The job design should cover the critical business areas where HR Recruiters should not make any compromise in the quality of job candidates. 12

Time to Hire: Time to hire is critical in the business areas, which are driven by the volumes. The call centers and data typing functions prefer the speed of recruitment to the quality of delivered job candidates. The time to hire has to be driven by the operational need of the business functions. The specialized functions usually prefer longer time to hire when they are sure, they will receive the best available job candidate. The time to hire is a main driver to introduce and implement the changes in the recruitment process. Time to hire drives the satisfaction of the line management with Human Resources usually. HR usually introduces projects to increase the overall satisfaction of managers by shortening time to hire.

Cost of Recruitment: The cost of the recruitment is extremely valuable for Human Resources. HR usually pays invoices for the recruitment services provided by the external vendors. The top management evaluates the performance of HR Management on the basis of realized cost savings in the recruitment process. The implementation of cost-saving measures in the recruitment process is critical. The decrease in cost of the recruitment is crucial as it allows spending the savings from the recruitment process to other HR Processes. Other HR Processes can realize higher benefits in building the competitive advantage of the organization than the recruitment process. Recruitment Philosophy: One of the key issues in recruitment philosophy is whether to promote largely from within the organization or to hire from the outside for vacancies at all levels. Some organizations, such as General Electric Company and United Parcel Service, put great emphasis on developing and socializing managers within the firm, from the ground up. Other organizations prefer to hire proven talent from the outside. A second aspect of recruitment philosophy concerns where the emphasis is: on merely filling vacancies or on hiring for long-term careers. Does the organization seek people with skills sufficient for present vacancies, or does it try to attract the type of talented candidates who can feed the management pipeline of the future? A short-term view may emphasize filling vacancies quickly, whereas a long-term view may tolerate delay in the interests of finding just the right people to bring in for the long haul. A third aspect of recruitment philosophy concerns depth of commitment to seeking and hiring a diverse range of employees. Some firms are still at the EEO/affirmative action stage of mere compliance with the law, whereas' others, such as Corning. Incorporated, Digital Equipment Corporation, and Avon 13

Products, Inc. has graduated to valuing diversity as a central principle of organizational life. Their recruiting practices, both internal and external, actively encourage participation by all types of people. Perhaps more important, extensive training and consultative processes strive to create a climate that is welcoming to and supportive of all candidates. A fourth aspect of recruitment philosophy is whether applicants are viewed as commodities to be purchased or as customers to be wooed. Organizations that adopt a marketing orientation to recruiting will spend substantial time and money to determine what their customers (potential applicants) want and to tailor their recruiting practices and messages to various segments of the market For instance, NEC Information Systems hired a research firm to explore what systems analysts and marketing graduates wanted in a job and then incorporated these features successfully into the company's advertising campaign. Swiss Bank and Ingersoll-Rand have used focus groups of university students to obtain a better understanding of the needs of the campus recruiting market. A fifth aspect of recruitment philosophy involves ethics in terms of fairness and honesty in the recruitment process, this theme is further developed in the Ethical Perspective Box. Top Ten Hiring Mistakes in case of recruiting: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Not knowing what you are looking for Inadequate Interview Preparation Poor Interview Questions Hiring too quickly Hiring based on similarity / liking Unrealistic standards (high or low) Only one interviewer No interview process or plan The any warm body mistake Inadequate reference checks

To get the right people on the bus the management of an organization should follow the following the strategies: 1. Understand employee market segments 2. Communicate mission and values, not just a job 3. Make time & focus commitment 4. Celebrate success, learn from errors 5. Leverage current employee / resident & family loyalty 6. Perform ratings-based assessments 7. Ask behavior-based questions Give me an example from your last job of when you 8. At least 2, maybe 4 interviewers 9. Ask for demonstrations of skill

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Alternatives to Traditional Recruiting: Traditional recruiting is not always the answer to firms human resource needs. This section explores a number of options that may either replace or supplement of what we normally think of as recruiting. Some of these options are given below: Attract applicants by improving or changing the nature of inducements perhaps increasing wages or providing flexible work arrangements or stock options. Change the focus of recruiting to labor pools that are relatively more plentiful & underutilized; for example to recruit from retirees, people with disabilities, disadvantaged urban residents, mother with young children and so on. Inducement as well as recruiting methods and massages will have to be tailored to the needs and desires of these groups. Temporary workers obtained from a temporary help agency. This is becoming a very popular option now-a-days. It may costs more per hour worked, but they are paid only for the time they actually work. Employee leasing is a way to obtain the services of individuals over a longer time period than would normally be the case with temporaries. All these options- changing the nature of inducements, change the focus of recruiting, temporaries, employee leasing- reduce an organizations employment levels and thus its recruiting needs.

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Internal Recruiting:
The assessment of an employer's current staff to ascertain if any current employees are sufficiently skilled or qualified to perform required job vacancies. When a business engages in internal recruitment, a current employee might be reassigned to the new position by giving them either a promotion or an internal transfer. A number of internal recruiting methods are used for different levels of jobs. One of them is nonexempt jobs. Non-exempt employees are subject to the wage and hour laws established by the Fair Labor Standards Act (FLSA), a US law that was enacted in 1938. Employees defined as such must be paid at least the minimum wage determined by the US Congress or the states in which they work, whichever is higher. Non-exempt employees must receive overtime pay at the rate of one and a half times their regular rate of pay for each hour worked above 40 hours a week. Other Is Exempt Job. Exempt employees are sometimes called "white-collar" workers, named after the white dress shirts worn with a business suit. They are executives, company administrators, outside sales and professional employees who typically earn a salary or commission versus an hourly wage. The exempt employee must be paid his full salary every week without consideration for the number of hours worked. Advantages of Internal Recruiting: When internal recruiting is used, the vacancy is filled by a person of known ability. Because the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees. Tesco, the leading retailer in the United Kingdom, has implemented an innovative "store swap" program to reduce their external recruiting costs, enhance employee retention, and benefit cash strapped part-time employees who are also university students. A single phone call to a national hotline allows students to transfer from the store where they normally work during the school year to a store in their home town during the holidays, then transfer back when university classes resume: The program helps to retain trained staff by making temporary intern~ recruiting as easy as possible. Disadvantages of Internal Recruiting: If the organization is expanding rapidly, there may be an insufficient internal supply of qualified individuals above the entry level. This situation may result in people being promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy is created the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. In one organization, 195 initial vacancies 16

eventually resulted in 545 job movements. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. They may involve a bureaucratic nightmare of forms, waiting times, eligibility lists, and requirements of permission to interview from the candidate's current superior. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting. Internal Recruiting For Non-exempt Positions: Some small or nonunionized companies have an informal system for locating promotable employee. When openings occur, the hiring manager may rely on memory to suggest candidates or may ask supervisors to recommend employees who appear qualified. The obvious drawback of such a system are that 1. Good candidates may be overlooked, 2. Favoritism may be display, And 3. Qualified candidates may be hoarded by supervisor who prefers to keep them in department rather than recommend for deserved promotions elsewhere. There is a model of internal recruiting system. The most commonly used system for internal recruiting is job posting and bidding. The HR manager posts openings on bulletins boards, publishes them in an in house newspaper, or posts them on companys intranet. Employees nominate themselves if they are interested in being considered for an opening. Many large or unionized companies use this method, and all but the very top civil service jobs are filled by this method. Job postings describe the position, location, pay rate and qualifications and encourage all interested employee to apply. The hiring manager and an HR representative evaluate the candidates and make the selection decision. Employees who apply but are not selected often receive feedback. In unionized companies, the basis of selection and other details of the posting and bidding process are spelled out in the union contract. Two types of clause are common. 1. The hiring manager will select the applicant with the most seniority if he or she is at least minimally qualified. 2. The hiring manager will select the most qualified person but that if there are two equally qualified candidates, the hiring manager will choose the one with more seniority.

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Internal Recruiting for Exempt Positions: Types of Exempt Positions: 1. Regular or continuing exempt positions are established and funded on continuing twelve -month or a cyclic basis at either a full-time or part-time level by the College. Appointment to a regular exempt position is through an internal-only competitive process, an external competitive process, or by waiver. 2. Temporary exempt position appointments are made to temporary positions for no more than a one-year period and are not expected to become regular continuing positions. Temporary positions are either full-time or part-time exempt positions funded on either a twelve-month or cyclic basis for a temporary period of up to one year. A temporary exempt position appointment may also be made to a regular exempt position which is temporarily open due to an incumbents incapacity or unavailability. 3. Project exempt positions are full-time or part-time twelve month or cyclic exempt positions supported on a short-term basis with grant, contract and/or College reserve funds for the completion of a specific project. Exempt project positions will normally last only for as long as the funding is available but not beyond the duration of the project. Project positions and/or appointments may become regular appointments through an internal-only competitive process, an external competitive recruitment process or when an exception is made through the waiver process. Exempt Position Salary Level Assignment: All exempt positions are assigned by Human Resource Services staff to a salary level in the Colleges Exempt Compensation Plan. Human Resource Services staff will review the position description and determine the salary level and whether the position is overtime-eligible under federal and state laws. Human Resource Services staff will consult with the Appointing Authority prior to finalizing the assignment of the salary level to an exempt staff position. Mechanisms for Exempt Position Appointments: 1. External Open Competitive Recruitment: Appointment to a regular, temporary, or project exempt position vacancy will be through an open competitive recruitment process which includes targeted external outreach and advertising of the open exempt position, designed to recruit a diverse and qualified candidate pool for vacant exempt positions. 2. Internal-Only Recruitment: Appointing authorities may request use of an internal-only recruitment process, which may be used to recruit for special skill sets and expertise specific to a College position requirement, when a sufficient number and diversity of qualified potential staff candidates exist. Human Resource Services staff is responsible for verifying that there is a sufficient supply of diverse and qualified staff to warrant an internal-only recruitment. 3. Temporary Appointments or Assignments may be made for up to one year whenever a need exists to fill an exempt position quickly and on a short-term basis. Appointing authorities will submit an approved Personnel Request Form along with a position description to Human Resource Services staff before filling a temporary position and/or appointing someone to a temporary exempt position. An Appointing Authority with divisional Vice President Approval may request extension of the temporary appointment 18

for an additional six months, under extraordinary circumstances. Temporary positions and/or assignments may not become either a regular or a permanent appointment except through an open recruitment process or by the waiver appointment process. 4. Waiver Appointment Process: Appointment by waiver is defined as an exception to the Exempt Staff Appointment procedure, where appointment to a regular continuing and/or project part- or full-time exempt staff position is made without competitive recruitment, posting and/or public advertising of the exempt vacancy as normally required. Waiver appointments are made in accordance with the waiver request process described below. Waiver Request Process: A waiver appointment may be made to a regular or project exempt position under certain limited, special circumstances. The waiver request process requires that the appropriate Division Vice President submit the following to Human Resource Services staff: Personnel Request Form; Updated exempt position description; Candidates resume; and Narrative from the Appointing Authority which includes:

Affirmative Action record of the relevant division and department unit (available through the Equal Opportunity Officer); Explanation of the special circumstances prompting the request to fill the position by waiver, the rationale for appointing the proposed candidate on a waiver basis; and Documentary evidence that the candidate has the necessary qualifications and knowledge, skills and abilities to perform the essential functions of the position. Human Resource Services staff will verify that all documents are submitted and complete, and will then forward them to the Exempt Waiver Committee for approval or denial of a waiver. The Exempt Waiver Committee is composed of the President, Vice Presidents, Associate Vice President of Human Resource Services, and Equal Opportunity Officer. The determination to grant a waiver will base upon the information submitted in the waiver request, as outlined above. Recruitment and Screening Process: Recruitment initiation for any new and/or replacement vacant exempt position will be authorized through submission of a Personnel Request Form along with a position description approved by the appropriate Appointing Authority, Budget Coordinator, and Vice President or the President. In consultation with Human Resource Services staff, Appointing Authorities shall submit, along with the Personnel Request Form, a position description which identifies the position purpose; essential functions; knowledge, skills and abilities; and necessary qualifications.

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In accordance with the Colleges Affirmative Action Plan, Appointing Authorities are encouraged to interview and consider qualified exempt staff members, especially those affected by position discontinuation or other restructuring efforts, for vacant positions. Human Resource Services staff is responsible for administration of the exempt recruitment and appointment process. Human Resource Services will ensure that the recruitment plan and the applicant screening and selection process comply with the U.S. Equal Employment Opportunity Commissions Uniform Guidelines on Employee Selection Procedures and the requirements of the Washington State Human Rights Commission. Recruitment Procedures: 1. Position Vacancy Announcements: Position vacancies, for regular full-time and part-time external exempt positions, shall be published for at least ten (10) calendar days. Consistent with the Colleges Affirmative Action Plan, Human Resource Services staff will target the outreach effort, in cooperation with the Appointing Authority, to community and professional groups and organizations, in a way designed to recruit a diverse candidate pool. 2. Application: Candidates must complete all required application materials and deadline in order to be considered for the position. Selection Process: The selection process will be a cooperative effort between Human Resources Services and the Appointing Authority and may be subject to hiring approval by the divisional Vice President. The search committee will make recommendations to the Appointing Authority based on candidates strengths and weaknesses. The Appointing Authority may elect to interview any or all of the candidates recommended prior to making a hiring decision. Appointment Requirements: Exempt appointments shall be based on the position requirements, and therefore shall be made on the basis of a candidates/appointees qualifications and knowledge, skills and abilities necessary to perform the essential functions of the exempt position. Appointment to an exempt position shall only be made by a Board of Trustee-authorized Appointing Authority. The Colleges Background Check procedure, the Appointing Authority, President, and/or Vice President (or designee) who is authorizing the appointment is responsible for conducting any applicable reference and pre-employment background checks; and obtaining documentation of appointees relevant qualifications, including transcripts, diplomas and credentials. It is the responsibility of the candidate/appointee to furnish requested documentation. Documentation will be retained in the Human Resource Services office. In those cases where questions arise, the burden of proof concerning the validity of such documentation lies with the candidate/appointee; not the College. Criminal system background checks required by either state law and/or college procedure will be conducted by the Human Resources Services office. The cost of background will be the responsibility of the hiring department. Prior to the Appointing Authority or designee extending an offer of employment to a candidate, he or she will confirm with Human Resource Services staff that the salary offer amount is in keeping with the Colleges Exempt Compensation Plan. 20

Letters of Appointment: The Appointing Authority will select the finalist for appointment, after which Human Resource Services staff will issue a formal Letter of Appointment/New Employee Letter.

External Recruiting:
External recruitment is the process of searching outside of the current employee pool to fill open positions in an organization. As with any recruiting method, hiring from the labor pool instead of promoting from within the company carries both advantages and disadvantages. External recruitment can cost more than hiring from within, but it also provides an opportunity for a fresh outlook on the industry that a company may need to stay competitive. When the business organization looks to fill vacancy from any suitable applicant outside the business organization is called external recruiting. The assessment of the current available pool of job candidates, other than existing staff, to ascertain if any are sufficiently skilled or qualified to fill and perform existing job vacancies. When a business engages in external recruitment, a head hunter might be used to facilitate the search, contact and recruitment process. Recruiting people who already do not work in the company. External recruiting may be seen as having three crucial steps. First Reasonable numbers of well -qualified candidates must be attracted to apply for the Job. Second these candidates must be to maintain their status as applications by remaining interested in job while the organization screen and evaluates them. Finally chosen candidates must be motivated to accept job offers when made. Deficiencies at any stage of this process may results in lower quality or insufficient hires. Constraints & Challenges of external recruiting Before beginning the recruiting effort, the recruiter must plan which to use, how intensively to use them, and when to being recruiting to produce the required number of candidates at the time they are needed. Poor Image of industry, company or division reputation. Organization's culture and management attitude. Channels and method used to adv. Vacancy. Unattractive job is also challenges of external recruitment. Conservative internal policies creates problem for the recruiting process. Recruitment process need financial support such for advertisement cost, exam and viva board cost. So Limited budgetary is challenges for recruitment. Growth & Expansion Plans of the Organization. Environmental Factors affecting recruitment Situation in the Labor market. Stage of development of the industry. Cultural, social attitude and belief. Political & Legal considerations such as Reservations of jobs for reserved Categories.

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Sources of Recruitment Most popular sources of external recruitment are advertisements, Educational institutions, Employment agencies, interested applications, and Employee referrals. On the basis of the sources external recruiting methods are often grouped into two classes. Thats are A. Informal Methods B. Formal Methods Informal Methods: Informal methods tap a narrower market than formal methods. Informal Methods include: Rehiring former employees: Rehire the employee as part time or full time who already retired from organization. Recruit former cooperative education students. Hiring people referred by present employees. Employee referral also known as word-of-mouth advertising, is quick effective and usually inexpensive Hiring from among those who have applied without being solicited (such applicants are called walk-ins or gate hires) Formal Methods: Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have include newspaper advertising, use of employment agencies and executive search firm and campus recruitment. 1. Recruitment Advertising: A traditionally common formal recruiting method is newspaper advertising. Ads placed in newspaper are accessible to everyone and thus do not discriminate against any group in disseminating information about job openings. Recruitment advertising has an obvious target people who are seeking work-and an obvious goal-attracting these job seekers to apply for a job. Newspaper ads however reach a much wider audience. The main purpose of a recruitment as is to generate a qualified response that is, to produce applications from candidates who are at least minimally qualified for the job. Recruitment advertisements may be the first impression of a company for many people, and the first impression the firm makes goes a long way to determining interest in the job opening being advertised. Advertisements for the job are given in leading news papers; the details of the job and salary are also mentioned. Candidates are given a contact address where their applications must be sent and are asked to send their applications within a specified time limit. The method has maximum reach and most preferred among all other methods of recruitment. Recruitment advertisements typically have a uniform layout and contain the following elements:

the job title heading and location an explanatory paragraph describing the company, including the Employer Brand a description of the position entry qualifications the remuneration package (not always provided by the employer) further details and from where application forms may be sought

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2. Internet recruiting: Internet recruiting has grown at a phenomenal rate over the past few years. Internet recruiting was used largely to reach candidates in the information technology and engineering fields. Companies find that internet recruiting is much less expensive and much faster than traditional methods. Company web sites that contain job listings and facilities for online submission of resumes to that company. Most homes and workplaces are now using computerized equipment for communication; the Internet is rapidly becoming the method of choice for accessing and sharing information. First-time job seekers are now more likely to search websites for job postings than to peruse newspapers, magazines and journals. The prevalence of eadvertising has made it easier. 3. Employment Agencies: Another formal method of recruiting is to use an employment agency. An agency finds and prescreens applicants, referring those who seem qualified to the organization for further assessment and final selection. Some employment agencies focus their efforts on executive, managerial, and professional positions. These executive search firms are split into two groups: contingency firms that charge a fee only after a candidate has been hired by a client company, and retainer firms that charge a client a set fee whether or not the contracted search is successful. 4. Public job services agencies: Have a number of offices throughout each state. In addition to administering unemployment compensation, public job services agencies attempt to find jobs for those seeking work. Public job services agencies fill primarily blue-collar and clerical positions. Public service agencies enjoy greater exposure to scrutiny than most private sector organizations; therefore, openness and transparency in recruitment and selection practices are crucial. The discussion that follows will identify some of the options available for attracting applicants to the public service job market and discuss strategies for managing the process. 5. Private, for profit agencies: organization use for profit, private employee agencies to produces a set of prescreened candidate, job seekers use them to locate a suitable position. For each successful placement agencies charges a fee. Private employment agencies are presently under threat from Internet job boards and the ability of companies to recruit directly through their own Websites. A contingency fee means that the fee is payable only if the position is successfully filled. The retained fee listed against the Director of Business Development position is paid for a search by an executive recruitment firm, regardless of the outcome of the effort. 6. Unions: Unions sometimes provide employment services for their members. For construction workers and stevedores, labor contracts may specify that employees first seek candidates for their union hiring hall before recruiting elsewhere. The union hall refers union seeking jobs to companies for evaluation and selection. 7. Campus Recruiting: It is a method of recruiting by visiting and participating in college campuses and their placement centers. Here the recruiters visit reputed educational institutions, colleges and universities with a view to pick up job aspirants having requisite. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through 23

constant interchange of information with respective institutions. Campus recruitment offers an opportunity for recruiters to select the potential employees with the personal, technical and professional competencies they require in their organization. The personal competencies identified may include, inter alia, a positive work ethic, strong interpersonal skills, leadership capacity and an ability to function well in a work team. The opportunity to discuss a students current strengths and potential future value to an organization cannot be replicated in any other setting. 8. Additional Recruiting Methods: As employers have had to contend with labor shortages in some regions and occupations, they have used more innovative recruitment methods. Some of these includes job fairs , TV ,or radio ads, direct, mail, point of sale recruitment advertising( On the assumption that those who buy your product may be interested in making or selling it), and employment hotlines to provide job information twenty-four hours a day. Another increasingly common method is telecruiting, whereby potential candidates who are already employed are phoned in an effort to build their interest in changing employers. Selection Process:

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Recruiting Yield Pyramid A Yield ratio is the number of candidates who pass each stage of the selection process and then choose to proceed to the next stage compared with the number who entered each stage to being with. The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted. Advantage of external recruiting External recruiting can, bring in new ideas and viewpoints Avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage may be savings training costs. Hiring experienced workers away from other companies may cut down on the need for a comprehensive training and development program in-house. Finally, there may be instances that require a severe shakeup or turnaround. Particularly at the upper-management level, an outsider with no prior commitment to present employees or ongoing projects may be the only individual with enough objectivity (and even ruthlessness) to bring about needed changes and enunciate a new vision for the organization. Disadvantage of external recruiting One disadvantage of external recruiting is the cost. Because the external labor market is much larger and harder to reach than the internal one, recruiting externally usually takes longer and costs more. Selection process may not be effective enough to reveal the best candidate. With external recruiting, there is also the risk of hiring a candidate who does not live up to the apparent high potential displayed during the selection process. Finally, too much external recruitment is discouraging to current employees because it reduces their chances to move up in the Organization.

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The Applicants point of view

In this section we will discuss the method candidates use to search for jobs, the ways applicants evaluate job offers and make decision about accepting jobs and a technique that helps applicants make better decisions and produces more suitable employees for organization. Among the many important ingredients in the complex alchemy of organizational effectiveness is a capable, highly motivated, and adaptive workforce. To accomplish mission objectives, organizations must navigate the complexities, uncertainties, and dynamics of their external environments, outperforming and counteracting competitors and adversaries, by being better, faster, or more innovative. They must build a uniquely capable workforce, and then leverage its special talents. This is accomplished by developing a strategy to meet mission objectives, and aligning the internal organization with respect to leadership, administrative structure, work processes (i.e., technology), and human resource management (HRM) practices to support strategy execution. In that sense, acquiring and building an effective workforce is predicated on providing the organization with unique capabilities, enabling it to meet strategic objectives, and simultaneously making it difficult for adversaries to be successful. Career is defined by the Oxford English Dictionary as a person's "course or progress through life (or a distinct portion of life)". In this definition career is understood to relate to a range of aspects of an individual's life, learning and work. Career is also frequently understood to relate only to the working aspects of an individuals life e.g. as in career woman. A third way in which the term career is used is to describe an occupation or a profession that usually involves special training or formal education,[1] and is considered to be a persons lifework.[2] In this case "a career" is seen as a sequence of related jobs usually pursued within a single industry or sector e.g. "a career in law" or "a career in the building trade". The etymology of the term comes from the m. French word carriere (16 c.) ("road, racecourse") which, in turn, comes from the Latin word "(via) cararia" (track for wheeled vehicles) which originated from the Latin word carrus" which means "wagon". Historic changes in careers By the late 20th century, a wide range of choices (especially in the range of potential professions) and more widespread education had allowed it to become possible to plan (or design) a career: in this respect the careers of the career counselor and of the career advisor have grown up. It is also not uncommon for adults in the late 20th/early 21st centuries to have dual or multiple careers, either sequentially or concurrently. Thus, professional identities have become hyphenated or hybridized to reflect this shift in work ethic. Economist Richard Florida notes this trend generally and more specifically among the "creative class". Career management Career management describes the active and purposeful management of a career by an individual. Ideas of what comprise "career management skills" are describe by the Blueprint model (in the United States, Canada, Australia, Scotland, and England and the Seven C's of Digital Career Literacy (specifically relating to the Internet skills).

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Key skills include the ability to reflect on one's current career, research the labour market, determine whether education is necessary, find openings, and make career changes. Career choice According to Behling and others, an individual's decision to join a firm may depend on any of the three factors viz. objective factor, subjective factor and critical contact. Objective factor theory assumes that the applicants are rational. The choice, therefore, is exercised after an objective assessment of the tangible benefits of the job. Factors may include the salary, other benefits, location, opportunities for career advancement, etc. Subjective factor theory suggests that decision making is dominated by social and psychological factors. The status of the job, reputation of the organization and other similar factors plays an important role. Critical contact theory advances the idea that a candidate's observations while interacting with the organization plays a vital role in decision making. For example, how the recruiter keeps in touch with the candidate, the promptness of response and similar factors are important. This theory is more valid with experienced professionals. These theories assume that candidates have a free choice of employers and careers. In reality the scarcity of jobs and strong competition for desirable jobs severely skews the decision making process. In many markets employees work particular careers simply because they were forced to accept whatever work was available to them. Types of career support Key types of career support include: Career information describes information that supports career and learning choices. An important sub-set of career information is labor market information (LMI), such as salaries of various professions, employment rate in various professions, available training programs, and current job openings and . Career assessments are tests that come in a variety of forms and rely on both quantitative and qualitative methodologies. Career assessments can help individuals identify and better articulate their unique interests, personality, values, and skills to determine how well they may match with a certain career. Some skills that career assessments could help determine are job-specific skills, transferable skills, and self-management skills. Career assessments can also provide a window of potential opportunities by helping individuals discover the tasks, experience, education and training that is needed for a career they would want to pursue. Career counselors, executive coaches, educational institutions, career development centers, and outplacement companies often administer career assessments to help individuals focus their search on careers that closely match their unique personal profile. Career counseling assesses people's interests, personality, values and skills, and helps them to explore career options and research graduate and professional schools. Career counseling provides oneon-one or group professional assistance in exploration and decision making tasks related to choosing a major/occupation, transitioning into the world of work or further professional training. 28

 Career education describes a process by which individuals come to learn about themselves, their careers and the world of work. There is a strong tradition of career education in schools, however career education can also occur in a wider range of other contexts including further and higher education and the workplace. A commonly used framework for careers education is DOTS which stands for decision learning (D), opportunity awareness (O), transition learning (T), and self-awareness (S)Oftentimes, higher education is thought of as being too narrow or too researched based and lacking of a deeper understanding of the material to develop the skills necessary for a certain career. We are discussing them below in a bit broader way. Job Search The old days of finding a job right out of school and sticking with it until retirement are certainly in the past. In these modern times, people have become more adept at locating new job opportunities. But some of the more traditional tactics have started to fade in popularity; no longer are people looking solely at the newspaper want-ads to find their dream jobs. Job seekers are becoming more creative and utilizing new strategies in moving their careers forward. Research on the methods job seekers use to find work indicates that the majority of jobs are obtain through informal sources. One survey determined that 60 to 90 percent of blue-collar ( ) employees found their jobs informally, as did 60 to 84 percent of managers, professional, and technicians. Contracting employers directly and seeking help from friends and relatives seem to be the most effective methods of job search for many types of candidates. Private employment agencies are also effective in finding jobs. A survey shows that 27.10% jobs are obtained through informal sources which are followed by search firms by 26.50%, references by 15.30%, job board 12%. Generally, using multiple search methods, using them frequently, beginning to search for work as early as possible, making many contracts and not interrupting ones search for a vacation or other reasons all help to reduce the duration of unemployment. Being financially insecure or having a family to support are also correlated with speed of job finding, probably because individual in such situation are more likely to take the first offer they receive. In addition to just finding a job, candidates should be mindful of finding a job and an organization that fit their skills, abilities, preferences and values, as this increase the likelihood of later satisfaction with both the job and organization. Factors help to get jobs: In the following we are trying to elaborate 9 different ways to obtain a job: Networking: It is said that the majority of job vacancies are never advertised, often referred to as the "hidden job market." To land these jobs, seekers will need to find a way to get a foot in the door. Networking can go a long way in locating job opportunities; even if no one you know directly has knowledge of a job opening, there's a chance they know someone who does. Networking can be done both in person and online. You can join professional associations, attend events for graduates of your school, or aim to connect with professionals who work in your field. Various online tools also exist, such as LinkedIn, which allow you to network with other professionals and learn out

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about possible job openings. You may also be able to meet other professionals through social networking sites like Facebook or Twitter. Referrals: Referrals also come from individuals you know, however, this method may get you an invitation to apply for a position without actually searching for a new job. Some employers offer incentives to their employees for referring a successful candidate to their company - a win-win situation for everyone. You get a new job, and your contact gets a finder's fee for attracting a top-notch employee. Job Board and Career Websites: Job boards were traditionally just that - boards posting vacancies and employment opportunities. Though some of these boards may still exist in a literal sense, many job boards have moved toward a virtual format. Often federal or state governments will provide job boards and job banks that job seekers can access. You can also use job search engines on the internet or the vast number of career-related websites that post job openings, such as bdjobs.com, prothom-alojobs.com, Monster.com or CareerBuilder.com. These websites function in a similar way to the traditional want-ads; however, they have a much quicker turnaround time and allow you to search a much larger number of jobs over a large area. Job Fairs: Job fairs are typically targeted toward specific industries, though some job or recruitment fairs are more generalized. These ads will usually come with a list of the organizations that will be present. Investigate any companies that interest you, bring a number of resumes and be ready to sell yourself. Consider any conversations with recruiters as mini interviews that can set you apart from other applicants. Some organizations may even offer on-site interviews to candidates that match their requirements. Job choice: How do people decide which of several jobs offers to accept? There has been a fair amount of theorizing on this topic over the years. Early work in this field assumed that job offers were simultaneous and candidates simply picked the best job. In real life however, candidates seldom have more have one or two offers a same time. Thus their decision process is more complicated; it is sequential rather than simultaneous. As a result, it seems likely that job seekers sacrifice or take the first offer that is at least minimally acceptable on all important dimensions rather than optimize, or engage in a very long and costly search to find the best possible job. Which factors do job seekers look at when evaluate a job offer are follows:

1. Individuals make rational choices based on objectives factors such as compensation, location & opportunity for advancement.

2. People form gut-level preferences for one organization over another based on subjective factors that they may not ever be aware of. 30

3. When job seekers do not have enough information to differentiate on the basis of either objective or subjective factors about the company or job, they tend to influenced by certain recruiting factors, such as the interviewers skill or politeness.

Objective Factors approach: According to the objective factors approach, candidates evaluate job offers largely on their merits. If a firm wishes to take a marketing orientation towards recruiting, it is necessary to find out which aspects of jobs are desirable to candidates and then provide and publicize those aspects. Many studies have found that pay comes in at fifth when individuals rank their own preferences but in almost always ranked first in important to other people or to subordinates. Researchers agree that pay is probably quite important to most people but that it may be socially undesirable to admit this publicity. Male and female employees had very similar preferences. However, there were pronounced differences in the ranks given to various job characteristics by employees of different age groups and income levels. Employees under age thirty ranked pay at the top of their list. Those aged thirty-one to forty ranked job security first, those aged forty-one to fifty felt that being in one thing was most important, and those over age fifty preferred interesting work.

Figure: Different age group prefer different job factors

Employees earning less than $25,000 per year placed good wages and job security at the top of their list, whereas those earning $40,000 to $50,000 put interesting work and being on things in the top two positions. A survey of graduating college students asked which of four items respondents valued most in making a career decision. The winner by a large margin, selected by 42 percent of respondents, was balancing work and personal life. This was followed by money (26 percent), advancement potential (23 percent), and 31

location (9 percent). A survey conducted in 2001 in the USA showed those ages between twenty & thirtynine found that more than 80 percent of both male & female respondents put time with the family at the top of their work-life priority list.

Figure: Balancing job with other factors

Research generally supports objective job factors as the primarily determinates of applicants final job choice decisions. The recruiting implications of the objective job factors approach are straightforward. Organizations and recruiters need to find out which job factors are important to most candidates and then attempt to make them available. The most important and influential factors should receive the most emphasis in recruiting literature and in other communication with candidates. In other words, recruiters need to apply market research techniques to the task of selling the organizations merits to job candidates and also to improve the product they are trying to sell. Subjective Factors Approach: The subjective factors approach says that applications also evaluate the perceived ability of a firm to provide satisfaction for deep-seated and often unrecognized emotion needs. There is some support for the idea that individual are attracted to organizations whose images or climates match their personality and values. For instance, security-minded individuals might gravitate toward paternalistic organizations. From a recruiting standpoint, this approach suggest that applications must have enough contact with the organization to assess whether or not the subjective aspects of the organizations culture and prevailing values to help applicants assess the fit with their own preferences. Recent research verifies that graduates are more likely to apply for an interview with firms that have a good reputation or image. Among those determinates of images are previous contact with the firms, use of the firms product, studying the organization in the class and among of useful information in the recruiting literature. This research confirms our earlier recommendation that firms should try to be highly visible on campus in a variety of ways to support their campus recruiting efforts.

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Recruiting Factors Approach The recruiting factors approach holds that candidates may not have enough knowledge of either organizations or jobs to make a decision between relatively similar job offers. This lack of discriminating information causes job seekers, particularly similar inexperienced ones, to be influenced by recruiting factors such as the interest and concern the recruiting shows or the smoothness with which the recruiter handles the paperwork. These recruiter behaviors are taken as indicators of the likely characteristics of the rest of the organization. A great deal of research verifies that recruiting factors do some impact on job choice decision. For instance, students are more impressed when the recruiter has the title Director of Recruiting than when the same person uses no title. Students are unfavorable impressed by interviewers who are lacking in verbal fluency. Other studies have found that interviewers, who are pleasant, conduct the interview in the organization fashion, are knowledgeable about the fashion, are knowledgeable about the job, have read the applicants resume before the interview and show interest in the candidates make a better impression and increase the probability of job offer acceptance. Finally, a recruiter who stays in touch with a candidates after an offer is extended helps increase job offer acceptance and increase the rate at which candidates who have accepted actually show up to begin work. Specially, it has been suggested that effective recruiters must process an image & appearance that reflects favorable on the organization: an outgoing nature, flexibility, willingness to take necessary risks, ability to think on ones feel, skills in setting priority, self-motivation and salesmanship as well as communication, interpersonal ability and familiarity with the organization. The three views of the applicants decision process are beginning to be integrated which is showing in the following figure. It appears that recruiting factors have their greatest impact on applicant reactions early in the recruiting process, at the initial inquiry and first interview stage. Good treatment here means that candidates are more likely to decide to pursue their application with the organization. Although recruiting process factors may not always directly affect final job choice decision, a professional approach to recruiting is necessary to attract and sustain the interest of desirable job candidates.

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Figure: Factors Affecting Job Choice

Realistic Job Preview Once a new employee has been recruited and selected, he or she must adjust to the new job & organization. There may be problems in this step, as evidenced by the high rate of turnover among new hires in their first few months. One reason for the turnover may be that the job may not match newcomers expectation or desire. The recruitment process may be partly responsible for this mismatch, because recruiters tend to present jobs in very favorable terms to increase candidates offer acceptance rate. One way to reduce these problems is to use a realistic job preview (RJP), down-to-earth presentation of both the favorable and unfavorable aspects of the job. Ideally, each stage of recruiting is honest & realistic. An RJP may take the form of a booklet or film about the job, realistic information delivered by an interviewer, or a work-sample test that exposes the candidates to actual job condition and activities. The following table shows the contents of an RJP recruiting film with the content of an unrealistically positive film that was shown to telephone operator applicants.

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Evaluation and Benchmarking Recruitment

The Job Benchmark: Selecting Superior Performers Why does this position exist? What are the key responsibilities? What hard and soft skills are necessary for maximum success? Hiring on job descriptions alone, may be a costly mistake. The Job Benchmark has been proven highly effective across all types of organizations. It has helped increase hiring success and retention rates in virtually all firms that utilize Benchmarks properly and on a consistent basis. Interested in a precise Job Benchmark to guide search and selection process organization. Benchmarking:

Provides better understanding of the actual job requirements Reduces bias and increases objectivity Distinguishes top performers Targets training needs of highlighted deficiencies Focuses interview questions on areas needing additional probing

Recruitment benchmarks have become the standard for recruitment and selection processes. Selection panels to invest time together before short listing to agree on the recruitment benchmarks that they will use to assess candidates. Recruitment benchmarks in the selection process set out the acceptable standards that have been determined as being the minimum for an applicant to be (a) short listed for further consideration and (b) assessed as suitable for appointment through interview or other selection processes. These are usually established by people who know the job well. Recruitment benchmarks flesh out the selection criteria or the key attributes that are outlined in the role description by describing what would be expected to be found in an acceptable (and superior) response from a candidate. They relate directly to the key attributes required of a successful candidate and link directly to the role responds Methods of Job Recruitment Benchmarking Concurrent Validation A validated benchmark is most often created by using a Concurrent Validation Study, one of the four recognized avenues to assessment validation. A concurrent validation study involves testing current employees and correlating their test scores with their job performance. Most often the test group would consist of top performers, moderate performers and low performers within a specific job. The aptitude and dimensions of the best performers reflect those traits that are most desirable for that position and, therefore, contribute to benchmark. Concurrently validated benchmark is then installed into the Achiever online system under specific account and will be incorporated into all future reports that process for that specific job.

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Not every position within a company needs to be validated by this method. Many companies will not have the number of participants in any specific position to justify the study. However, if a client feels that they have a unique position or simply wants to forestall any challenges, a complete validation study can be conducted. This provides the company additional insurance against claims of adverse impact. Industrial Database Concurrent validation is not always possible due to the limited number of people within a specific job in the company. The Achiever assessment has already been validated in many jobs. For most companies and most jobs, no additional validation studies are necessary. Job Requirement Validation The main focus would be the requirements of the job, as understood by experts such as the peer members of the job, industry representatives, institutional policymakers, senior managers, etc. Referencing the job description and shared knowledge, a Job Function Requirement Questionnaire gathers the opinions of the experts. The accumulated responses are then evaluated and a benchmark is created. This type of benchmark is not based on any statistical analysis but is based on the acceptability of those chosen experts. Predictive Validation Study One other option is available for creating a benchmark. A predictive validation starts with the job candidates and is based on the ability of the assessment to predict their future performance. The candidates are initially tested, and from the results, a prediction is made as to who would be more successful than others; however, it is not used in the initial hiring process. The candidates are then evaluated through initial training and performance. The benchmark is valid when the prediction of the assessment correlates to the actual success of the candidates. However, this process does take time and a large participation group. This is more appropriate for large companies with volume hiring needs. The Job Benchmarking Process

Job benchmarking process is a unique and effective solution because it benchmarks a specific job, not the people in the job. To do this, we let the job talk through an interactive process and job assessment. With the expertise of a Value Added Associate, the job benchmarking process will help to make organization next great hire. Identify the Job to be Benchmarked It is important to understand why the job exists, how success in the job is measured, and the history of the position and how it fits the companys strategy. Identify Subject Matter Experts Subject Matter Experts are people within the organization that have a direct connection to the job and use their expertise to create the job benchmark.

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 Define the Key Accountabilities Subject Matter Experts let the job talk and define the positions key accountabilities, or critical goals and key business successes the job is accountable for. Prioritize and Weigh Key Accountabilities The Subject Matter Experts rank the key accountabilities by importance and time requirements. Respond to the Job Assessment Individually Based on the key accountabilities, each Subject Matter Expert responds to the job assessment, providing their input on performance requirements of the job. Review the Multiple Respondent Report Based on a unique analysis, the Multiple Respondent Report combines the input of all Subject Matter Experts to create a benchmark for the job that lists the job requirements in each category measured. Compare Talent to the Job Benchmark A talent assessment on the same scale as the job will identify the characteristics an individual will bring to the job, allowing organization to easily determine the best job fit and identify coaching opportunities. Importance of Job Benchmark 1) To Recruit The Ideal Candidate Before starting the recruiting and selection process, organization should know exactly what qualities they are looking for in a candidate. And if organizations are like many employers, ideal candidate profile is based on organization best existing employees. However, a Job Benchmark based on top performers reduces the standard for excellence. Simply because an employee is a top performer does not mean that they fulfill all the ideal qualities of the position. If the best employee meets a low standard of performance, recruiting efforts will attract that same low standard. Instead, business should learn how to Benchmark jobs by developing a vision of the core qualities and accountabilities that constitute an ideal candidate. This allows company to hone the job description and screen candidates quickly and effectively. Companies who utilize Job Benchmarking save time and money by finding the right candidate the first time. 2) To Develop Best Employees The Job Benchmark is not just for selecting new hires; it can also bring professionals already working in organization to a whole new level of performance.

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After an employee has been selected and hired, ongoing professional development is critical for employee retention. However, without understanding the areas where an employee requires growth and training to better fit a given position, companies employees motivation and performance will suffer. A Job Benchmark based on an ideal candidate allows company to evaluate each individual employee based on his or her alignment with key qualities and accountabilities for the position. Based on this assessment, new programs can be developed to train employees towards mastery of the technical and soft skills they need to excel in the position. When company identifies an ideal Benchmark, job retention and satisfaction rates soar. It turns B players into A players, which increases overall business performance and long-term profitability. Benefits of Recruitment Benchmarking Recruitment benchmarks provide a wide range of significant benefits: Help panels be more consistent in their decision-making. Guide selection panels to make consistent decisions about acceptability across a range of (sometimes quite disparate) candidates. Make the rationale for the decision more transparent. Help facilitate objective feedback for candidates. (Having clear and agreed standards, the panel can refer to these when providing feedback to candidates and help candidates identify where their strengths and weaknesses lie, providing guidance for future learning and self-development). Enable efficient short listing. (This is especially the case where applicant pools are large. Where there are objective, measurable, go/no go benchmarks set for job requirements, these can be used efficiently to cull down large pools to more manageable numbers). Assist in the development of practical and realistic interview questions or other selection tools such as work tests. (By being specific about the standards or performance expectations, targeted questions or processes can be developed to test these).

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Conclusion
Organization recruitment plans should be guided by Standard Human Resource planning and keyed to the strategy and values of the organization. Recruiting should be plan carefully so that the correct scope and timing of activities can be undertaken. From the job seekers point of view organizations and job may be evaluated on the basis of objective factors about a job, subjective factors such as an organizations image or culture, or recruiting factors such as recruiter behavior and informativeness. Ideally, job seekers should be given realistic job preview that help them to select jobs they will like and reduce turnover and dissatisfaction due to unmet expectation. After a company completes recruiting efforts, it should evaluate the outcomes regularly with appropriate methods and accordingly take necessary steps for improvement the strategy. As a result the firm can improve the quality, success and cost-effectiveness of future recruitment efforts.

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References:
Book: Human Resource Management by Cythia D. Fisher, Lyle F. Schoenfeldt & James B. Shaw Class Lecture Websites: http://en.wikipedia.com
http://www.onecaribbean.org/content/files/RecruitmentstrategiesJeniferDavid.pdf http://strategicsolutionshr.com/recruitment-and-retention/

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